This document provides an overview of a presentation by Russell Martin & Associates on iteratively innovating and succeeding with Agile, Lean Six Sigma, SAVVY and ITIL SMF development projects. The learning objectives are to apply reusable project management templates, work effectively with business stakeholders, and evolve toolkits to succeed despite constraints. The content discusses getting real about projects as temporary collaborations, the difference between methodologies and project management, why there are different methodology choices, and how influencing stakeholders is key. Templates, examples, and tips are provided for various project methodology phases and influencing different styles.
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What is a Methodology?
A repeatable series of tasks or set of practices
grouped into phases to create or do something.
Includes:
• Tasks with a recommended order
• Milestones (usually Phases that are done)
• Supporting Tools
• Implied Skill Sets
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ADDIE (Instructional Systems Design)
2/3 duration 1/3 duration
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Steps to Great Development
PROCESS
Maintain
Analyze the
business
need /
project
objectives
Design a
solution
given current
constraints
Build the
Solution
Roll Out the
Solution
Evaluate
Success
Analyze Design Develop Implement Evaluate
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Define
START
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Steps to Great Projects: DEFINE
Analyze the
business
need /
project
objectives
Analyze
Business Objs
Roles
Scope
Project Objs
Risk/Constraints
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Define Plan
START
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Steps to Great Projects: PLAN
Analyze the
business
need /
project
objectives
Design a solution
given current
constraints
Build the
Solution
Roll Out the
Solution
Analyze Design Develop Implement
Business Objs
Roles
Scope
Project Objs
Risk/Constraints
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Define Plan Manage
START
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Steps to Great Projects: MANAGE
Analyze the
business
need /
project
objectives
Design a solution
given current
constraints
Build the
Solution
Roll Out the
Solution
Analyze Design Develop Implement
Business Objs
Roles
Scope
Project Objs
Risk/Constraints
Tasks to be done ADAPT as
change
occurs
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Define Plan Manage Review END
START
Steps to Great Projects: Traditional
PROCESS
Maintain
Analyze the
business
need /
project
objectives
Design a solution
given current
constraints
Build the
Solution
Roll Out the
Solution
Evaluate
Success
Analyze Design Develop Implement Evaluate
Business Objs
Roles
Scope
Project Objs
Risk/Constraints
Tasks to be done ADAPT as
change
occurs
Evaluate
PROJECT
and
LEARNING
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Why are there choices?
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SAM: Successive Approximation Model
Allen Interactions
www.alleninteractons.com
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Structured IT Development
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RAD: Rapid Application Development
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Agile
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Six Sigma
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Lean Six Sigma: DMAIC
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Methodology Purpose Pros Cons Cautions
IT Structured
Development
Rapid
Application
Development
Agile
Development
Lean Six Sigma
ADDIE
SAM
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Influencing is Key
Ask people to their top 3 so you know what their priorities are. Spend more time on the parts that are important to them if possible. Hang a list up of what they are so everyone can keep an eye on it.
Projects aren’t the way they used to be with a dedicated project manager and a dedicated team. Everyone has their own pile of projects, and the play multiple roles on each. Everyone needs everyone else to do their project. Very matrixed. Now they are more like flashmobs; people coming together temporarily to do something that some people will love and some people will hate, and then disperse.
:10Opening Exercise: Think about a project that they will to work on in class. Give them 2 minutes to write down all the Stakeholders possible for their project (list). A stakeholder is just A FUNCTIONAL ROLE in the business for someone that you will need to work with. An example might be “LEGAL”. Ask them to pair up with someone NOT AT THEIR TABLE and combine their lists into one listAsk the pair to pair up with another pair, and combine their two lists into one listShare the lists – the ‘quad’ who has the highest number of UNIQUE stakeholders (that no other group has) will win fab merchandise. Add the list to Page 6 as they share.