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5 Key Chart Project Management (TM) Methodology
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5 Key Chart Project Management (TM) Methodology

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Supercharge and streamline your project management by using 5 Key Charts and 5 Key Documents. It's simple and powerful!

Supercharge and streamline your project management by using 5 Key Charts and 5 Key Documents. It's simple and powerful!

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  • 1. Project Management in Real Life How to balance creative chaos and control
  • 2. Objectives
    • Be able to implement at least one new project management tool tomorrow
    • Be able to eventually set up your own PMO
  • 3. Agenda
    • Why bother?
    • Project Management principles
      • Methodology
      • Scoping & Estimating
      • Planning
      • Managing
      • People
    • Agile techniques
      • Manifesto
      • Scrum, RUP, XP
      • Test-driven development
  • 4. Intros
    • Take 10 seconds to tell us
      • Your name
      • What you do
      • Your workshop goals
  • 5. Preview - The 5 Key Charts Estimated Finish Final Cost People QPI Quality
  • 6. Preview - The 5 Key documents Scope Change Form Issues Log Project Plan Status Report Quality Checklists
  • 7. Why Bother?
    • Your projects are late, over-budget, low margin, shipping with bugs
    • You & your team are pulling heroics to keep things under control
    • You & your team are burned out.
  • 8. Why Bother?
    • % of projects with large schedule slips
      • Software Engineering Institute
  • 9. What is a project?
    • Achieve objectives
    • Produce deliverables
    • Start and end date
    • Consume resources (people, $)
  • 10. Methodology
    • Methodology: codified, repeatable set of methods & tools
    • PM methodology
      • Set of standard PM processes & deliverables
    • Project Methodology
      • IT project: Propose, Define, Design, Develop, Test, Go-Live, Support
      • Construction: Feasibility, Planning & Design, Production, Turnover & Startup
      • RUP: Inception, Elaboration, Construction, Transition
  • 11. PM & Project Methodologies Propose Define Develop Conclude Design Test Structure & Plan Conclude Assess, Report, Control
    • Proposal
    • Proposal
    • Charter
    • Workplan
    • Milestones
    • Requiremts
    • Site map
    • Wireframes
    • Use cases
    • Graphic design
    • Technical architecture
    • Logical design
    • Physical design
    • System components
    • Unit
    • System
    • User acceptance
    • Documen-tation
    • Training
    • Code control
    • Scope Change Log
    • Issues Management Log
    • Risk Management Log
    • Weekly status reports
    • 5 Key charts
    • Customer feedback
    • Admin. closure
  • 12. The Scope Triangle Good Cheap Fast
  • 13. The Triangle, again Scope Specifications/ Quality Time/ Schedule Budget/ Cost
  • 14. Scoping
    • Proposal/Charter/Statement of Work/Contract
      • Objectives: Specific, Measurable, Attainable, Reach (realistic), Time-bound
      • Deliverables: Include PM & standard project deliverables from methodology!
      • Functionality In scope & Out of scope
      • Schedule
      • Team (Roles & Responsibilities)
      • Process: Include PM!
      • Terms
      • Cost
    • Requirements/Design/Specs
  • 15. Estimating
    • Decomposition (microscopic/bottom-up)
      • Have at least 2 levels of abstraction
    • Analogy (micro or macro)
      • Delphi with feedback: get experts to go away & estimate, bring group together & show estimates, then re-estimate.
    • Macro
      • Modeling (heuristic, phenomenological). Derived from basic “physics” about how projects work. Observe key project variables (time, money, scope, quality, people) and make an equation. Use Excel to get a regression.
      • Design to cost or duration. Here’s what we can do with what’s available.
    • PERT t e =(best case + worst case + 4*most likely)/6
  • 16. Planning the work
    • ODW
      • Objectives --> Deliverables --> Workplan
    • WBS
      • Break down by phase, by product, activity, location…
    • Uniqueness
      • OAK: One Arse to Kick. Exactly one person’s name per task, or no-one’s responsible. (No organizations.)
      • One task for a given person & date combo
    • Grammar
      • Tasks verb-noun, “Complete design document”
      • Milestones noun-verb, “Design Complete”
  • 17. Planning the work, 2
    • Effort versus Duration
      • Effort (work) is the number of person-hours expended to do the task.
      • Duration is how long it takes from beginning to end.
      • Duration = work/resource allocation
    • Tips
      • Tasks, dependencies, durations, resources
      • Use F-S relationships
      • Ask the people doing the tasks for estimates!!
      • Tasks 0.5 to 10 days, ideal 2-5 days
      • Milestones & summary tasks - no person names
      • Beware the Mythical Man-Month (Fred Brooks)!
  • 18. Planning Tools
    • Stickies, index cards, string, whiteboard
      • Great for brainstorming, communicating!
    • Word & Excel
      • Simple to-do list, no dependencies, little tracking.
      • Task, Due, Responsible, Status
    • “ Groupware”
      • Track & communicates to-do’s, milestones, files
      • BaseCamp, SharePoint
      • Bugzilla, Mantis, Trac - issue tracking
    • Desktop tools
      • MSProject - de facto standard
      • OmniPlan, Merlin, some web-based
    • Portfolio Management (Enterprise)
      • MSProject Sever, Project.net, Primavera, Clarity
  • 19. Views - Gantt chart
  • 20. Views - Network Diagram (PERT chart)
  • 21. Working the plan
    • Baselining
    • Tracking Gantt
    • Binary statusing
    • “ Plan at level 3, manage at level 2”
    • Action Items versus updating plan
    • When does it go on the plan (versus in someone’s to-do list?)
      • When it’s required to complete a deliverable
      • When someone else is dependent on the output
      • When it’s longer than x hours (4) in effort
      • When it’s important enough for the team to know about
  • 22. Working the plan 2
    • Meetings
      • Collaborative plan development
      • First use Gantt to walk everyone through the plan (1+ hours)
      • Then can use personal to-do lists from PM tool
  • 23. Critical Path Management
    • Critical Path is the longest path through the project plan. If any task on the critical path slips, the end date slips. Zero float.
    • Must have successors to each task (dependencies) to calculate
    • Possible to have multiple critical branches.
    • “ Float” = duration until critical, =LF-EF
    • “ Manage The Critical Path”
      • And then know what’s likely to become critical.
      • If you’re strapped for time, make sure you at least know what’s going on with your critical path.
  • 24. Views - Tracking Gantt
  • 25. Resource Leveling
    • MSProject or other PM tool
      • Use Resource Usage view, adjust hours in daily yellow blocks
      • Move start date, stretch duration of non-critical tasks, reassign.
    • Otherwise
      • Spreadsheet: People on one axis, days/weeks on other, hours in cells
    • Look out for micro-managing
  • 26. Views - Resource Graph
  • 27. Views - Resource Usage
  • 28. Scope Management
    • Scope Change Request Form
      • Client fills out form
      • Estimator estimates
      • Client approves/denies
      • Work begins
    • Scope Change Log
    • Note well: ANY Change Request takes resources to process, even if it’s a zero-dollar, zero-time change.
  • 29. Scope change request form
  • 30. Schedule Management (“crashing the schedule”)
    • If there’s a schedule issue, your levers are
    • Schedule . Check critical path for date constraints, task dependencies, durations, task drivers, serial vs. parallel
    • Scope . Toss out the lowest-priority items first. It’s much easier for clients to remember it was late than it was missing their least favorite function points.
    • Quality . Look for perfectionism that can be downgraded to “good enough”.
    • Cost . Put more people on it (Fred Brooks: “Adding manpower to a late project makes it later”).
    • People . Burn out your people. Heroics often works, but not reliable or sustainable.
  • 31. Estimated Finish Chart
  • 32. Quality Management
    • Ensure product meets customer needs
    • Early = cheap
      • QA the proposal, the requirements & the design
    • Standards & Guidelines
      • Checklists: proposal, reqmts, design, test
      • Learn as you go!
    • Process Documentation & Improvement
      • TQM/6-sigma. Document, measure, manage.
    • Management or peer review
    • Testing
      • Traceability. From reqmts to design to test cases.
    • Agile & iterative techniques
  • 33. Quality Measurement Tests passed
  • 34. Example regression test checklist
  • 35. Budget Management
    • Final project cost
      • Estimate weekly & chart
      • Forces PM to know how much has been spent, how much is estimated to be spent
    • QPI = Quick Performance Index
      • % spent / % done
      • Like earned value (get $ credit for tasks completed), but easier to compute & more sensitive to decisions - watch the trend.
      • 1.0 = “ideal”
      • >1 = spending too fast or investing or making advance payments
      • <1 = usually not fully resourced, going to miss date.
  • 36. Final project cost
  • 37. Quick Performance Index
  • 38. Issues Management
    • Issue = an item which potentially impacts scope, quality, cost, schedule, or people.
    • Issue reporting process
      • Anyone can report an issue.
      • First to PM
      • Escalate if necessary through management.
      • PM owns the “logging & dogging” of all project issues.
      • All issues reported on weekly status report.
    • Issue log or tracking system
  • 39. Issue log
  • 40. Status report
  • 41. Risk Management
    • Description - what can we videotape going wrong?
    • Avoidance - get to not happen
    • Contingency - what we do if it does happen
    • Probability - how likely to happen (H/M/L or numeric or percentage)
    • Severity - damage caused if it happened (H/M/L or numeric or $$)
  • 42. Program management
    • Status
    • Critical Path
    • Issues Management
    • Dashboard
    • KPI’s
      • 5 key charts and/or other measures
  • 43. Program dashboard
    • Green = on track
    • Yellow = issues, may not make it
    • Red = not going to make it, or didn’t
  • 44. People
    • The soft part is the hard part
    • People are the most complex & least understood driver of success.
      • Energy level, skills, focus, personality, values, experiences, feelings, culture.
      • Overwork, multitasking, clear objectives, clear role, trust, communication.
    • Use the “People Chart”!
      • Names: Mood, Morale, Project Confidence Chart
      • Look for scatter and for trends.
      • The process itself is healthy & expressive.
  • 45. People Chart
  • 46. People - Appreciative inquiry
    • Effective Questions, building on strengths
    • Team meetings
      • What worked well?
      • What did we do to make it work?
      • What’s the objective?
      • What are the benefits of achieving the objective?
      • What do we need to do next?
    • Issues log
      • Ideal outcome
  • 47. Putting it all together - The 5 Key Charts Estimated Finish Final Cost People QPI Quality
  • 48. Putting it all together - The 5 Key documents Scope Change Form Issues Log Project Plan Status Report Quality Checklists
  • 49. Key agile principles
    • Agilemanifesto.org
    • Early and continuous delivery of valuable software.
    • Welcome changing requirements, even late in development.
    • Trust team
    • Face-to-face conversation.
    • Working software is the primary measure of progress.
    • Sustainable development.
    • Simplicity--the art of maximizing the amount of work not done--is essential.
    • Self-organizing teams.
  • 50. Scrum
    • One month timeboxes - working tested software at end.
    • Don’t add to iteration
    • Self-organizing teams
    • Daily build
    • Daily Scrum meetings
      • 10-15 minutes
      • What have you done since last time, what plans till next time, what are your blocks?
      • Blocks gone in 1 day, decisions in 1 hour
    • Product & Release Backlog
    • Sprint “burndown”
    • Scrum master firewall
  • 51. Example Burndown
  • 52. Extreme Programming (XP)
    • Planning Game (story cards)
    • Small, frequent releases
    • System metaphors
    • Simple design
    • Testing
    • Frequent refactoring
    • Pair programming
    • Team code ownership
    • Continuous integration
    • Sustainable pace
    • Whole team together
    • Coding standards
  • 53. RUP (Unified Process)
    • Short timeboxed iterations - peeling the onion.
    • Phased approach
      • Inception - Establish a common vision
      • Elaboration - Build & test risky core
      • Construction - Build & test the rest
      • Transition - Deploy
    • Develop high-risk & high-value elements first
    • Accommodate change early
    • 50 optional “artifacts”, models
    • Manage requirements
    • Visual modeling (UML)
    • Continuously verify quality
  • 54. Resources
    • PMI - Project Management Institute: www.pmi.org
    • PMBOK - Project Management Body of Knowledge
    • AgileManifesto.org, AgileAlliance.org
    • Craig Larman Agile & Iterative Development