Project Management Principles

     Improve Project Outcomes


        Anand Subramaniam
“Example is not the main thing in influencing
                     others.
             It is the only thing.”

          ...
Project Alignment with Business Case
 Is approval for the project based on a business‑case that
  relates the investment ...
Clear Accountabilities Established
 Are overall departmental accountabilities for the project defined in a
  project char...
Project Manager’s Knowledge
 Does the assigned project manager have the
  knowledge, skills and experience required to
  ...
Decisions based on Risk Management
   Does the project have scheduled checkpoints or ‘gates’ when it will be reviewed and...
Continuous Improvement
   Continuous process improvement and process management activities are planned

   Process capab...
“When you cease to make a contribution,
           you begin to die.”

                           - Eleanor Roosevelt




...
Good Luck
http://www.linkedin.com/in/anandsubramaniam




                                              9
Upcoming SlideShare
Loading in...5
×

Project Management Principles

4,554

Published on

Improve Project Outcomes

Published in: Business, Technology
1 Comment
4 Likes
Statistics
Notes
No Downloads
Views
Total Views
4,554
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
0
Comments
1
Likes
4
Embeds 0
No embeds

No notes for slide

Project Management Principles

  1. 1. Project Management Principles Improve Project Outcomes Anand Subramaniam
  2. 2. “Example is not the main thing in influencing others. It is the only thing.” - Albert Schweitzer 2
  3. 3. Project Alignment with Business Case  Is approval for the project based on a business‑case that relates the investment directly to the business function and demonstrates the benefits of the investment to the customer as a whole?  Is there a business case template used by all projects?  Is there a documented process for preparing the business case, obtaining approvals, reviewing the business case, etc?  Will the business case be reviewed and revalidated at each scheduled gate and whenever there is a significant change to the project or the business function? 3
  4. 4. Clear Accountabilities Established  Are overall departmental accountabilities for the project defined in a project charter?  Is there a project charter template used by all projects?  Is there a documented process for preparing the project charter, identifying roles and responsibilities of stakeholders, obtaining approvals, etc?  Are all core project management responsibilities and functions performed by project manager (eg. managing and controlling project plan, scope, time, cost, quality, risk, human resources, procurement, contract, change)  If it has been necessary to outsource any core project management functions, are they being acquired from a supplier other than that involved in the primary development contract? 4
  5. 5. Project Manager’s Knowledge  Does the assigned project manager have the knowledge, skills and experience required to manage the project’s scope, size, complexity and risk profile?  Are the competencies expected and required of project managers documented?  Is there a documented process that defines a training and development path for project managers? 5
  6. 6. Decisions based on Risk Management  Does the project have scheduled checkpoints or ‘gates’ when it will be reviewed and where management will decide on its future and, if necessary, take appropriate corrective action?  Does the defined project life cycle detail when and where gates should be established and what criteria must be satisfied before clearing the gate?  Have only the funds needed to reach the next gate been allocated to the project?  Has a risk assessment consistent with practices outlined, to identify and assess the risks?  Is there a documented risk management process ( tools, techniques) that all projects must use?  Has project complexity been determined at project initiation using Function Point Analysis (FPA)?  Is a performance measurement tool used to provide data at frequent intervals to the project manager on the time and money expended and on the work completed?  Have procurement officers been involved early in the project planning so as to develop a procurement process that reduces delays, and to design a procurement plan that best aligns the contracting plan with the project plan? 6
  7. 7. Continuous Improvement  Continuous process improvement and process management activities are planned  Process capability of the organisation’s standard software process is known in quantitative terms  Measurable goals for software product quality and their priorities are defined  Actual progress towards achieving the quality goals for the software products is quantitatively managed.  Common causes of defects are prioritised and systematically eliminated  New technologies are evaluated to determine their effect on quality and productivity  Appropriate new technologies are transferred into normal practice across the organisation  The organisation’s standard software process and the projects’ defined software processes are improved continuously 7
  8. 8. “When you cease to make a contribution, you begin to die.” - Eleanor Roosevelt 8
  9. 9. Good Luck http://www.linkedin.com/in/anandsubramaniam 9

×