Innovative Methods and Technologies in Project Management: Project Management Techniques presentation by Ray Mead, p3m global APM Wessex branch Wednesday 15 February 2017

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APM Wessex Branch –
Project Management Techniques
Ray Mead, p3m global

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A word on Project Management techniques
• A Google search for “project management techniques” returns 36,300,000 results
• ProjectManagement.com has 136 Technique Wikis
• 148 techniques listed in PMBoK 5th Ed. Including…
• Brainstorming
• Document Analysis
• Observation
• Meetings

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600
500
400
300
200
100
1987 1996 2000 2004 2008 2013
%
100
80
60
40
20
PMBoK pages vs Project Success Rates

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Innovative Techniques? The Stand-Up Meeting
• 15 minutes (at most)
• 3 questions
1. What did you do yesterday
2. What will you do today?
3. What obstacles are in your way?
• Keeping it time-boxed focuses folks
minds and helps get/keep agenda
items targeted at what’s important:
• Research shows standing up is more
effective as meetings are faster and
more focused

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The Kanban Board
6 3 5 3 5
Pending Analysis Development Test Deploy
WIP Done WIP Done
WIP Limit
From the
Product
Backlog

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Cynefin Framework

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Complexity – The Stacey Matrix
Standards
Guidance
Monitoring
Political-
Control
Compromise
Experimenting
Chaos
Anarchy
Innovation
Creativity
Debate
Serendipity
Trial and Error
Zone
Of
Complexity
High LowCertainty
High
Low
Agreement
Stacey proposes a matrix that
introduces two dimensions with regards
to management of organisations:
Certainty and Agreement:
Certainty depends on the quality of the
information base
The degree of agreement among the
people directly involved on what should
be done with respect to the
implementation

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Kick-Off Meetings
• Set purpose and direction
• Outline scope and constraints
• Communicate governance arrangements
• Obtain agreement and commitment
• Set ground rules
• Establish a project sub-culture

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MoSCoW Prioritisation
Minimum Useable SubseT
Work arounds difficult/costly
Work arounds easy/cheap
Out of Scope for this
timeframe
Requirements that cannot be de-scoped without causing the project to fail
Requirements that can be de-scoped as a last resort to keep the project on track
Requirements that can be de-scoped without causing significant problems
Must Have
Should Have
Could Have
Won’t have this
time
Guaranteed
Expected
Possibly
Maybe next time
No more than 60% effort
@ 20% effort
@ 20% effort
©DSDM Consortium, 2010

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Delivering the Business Case with MoSCoW Prioritisation
©DSDM Consortium, 2010

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Facilitated WBS Sessions
• Is a graphical display of the hierarchy of the
project.
• Identifies ALL work to be performed – if it isn’t
in the WBS, it isn’t in the project.
• Helps prevent work slipping through the cracks.
• Helps prevent change.
• Should exist for EVERY project.
• Facilitates communication between the team
and other stakeholders.
• Provides a basis for estimating staff, cost and
time.
• Gets team BUY-IN and can be used for team
building.
• IS THE FOUNDATION OF THE PROJECT!

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Product/
Activity
Role 1 Role 2 Role 3 Role 4 Role 5 Role 6
Task1 R A I
Task2 A R C I
Task3 C A C I R
Task4 I A R C
Task5 C A, R I I I
Task6 A A R I I
RACI Matrix

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New sports park
Upgraded rail
station
Improved rail
links
Regenerated
urban park
More frequent
trains
Athletes village
Increased
revenue from
tourism
Fast Shuttle
Service to city
centre
Faster access to
park
More industry
attracted to park
More jobs
New housing
Marketing
campaign
More day
visitors
To regenerate
the local
economy
Residents
consultations
To improve the
city’s image
More residential
tourists
More
attractions/
facilities
Further sports
investment
Extra capital for
further
development
Increased
accommodation
in area
Increased
attraction to
tourism
Recruit and train
guest rooms
staff
Project Output
or Enabler
Strategic
Objective
End Benefit
Intermediate
Benefit
Business Change

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Thank you!
p3mglobal
@p3mglobal
@raymead
projectmanagement.com
Ray Mead MBA PMP
www.p3m.global
ray.mead@p3mglobal.com
www.linkedin.com/profiles/raymead

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