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Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
Project Vital Signs
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Project Vital Signs

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In order to foster trust and credibility between a project team and its stakeholders, the team has the responsibility to clearly communicate the health of the project. As the leaders of a project, we …

In order to foster trust and credibility between a project team and its stakeholders, the team has the responsibility to clearly communicate the health of the project. As the leaders of a project, we can apply the metaphor of medical care and their use of "vital signs" to help form a holistic view of the state of the project. Come learn the five "Project Vital Signs", their associated quantitative metrics and how to enable a team to effectively use them as a tool to diagnose and treat project health problems.

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  • 1. Project Vital SignsStelios PantazopoulosLead Consultantprojectvitalsigns.com<br />
  • 2. My fellow IT practitioners…<br />IT has lost trust and credibility with the business<br />Photo Credit: wbz.com<br />
  • 3. How?<br />Poor track record<br />Poor visibility<br />ROI hard to quantify<br />
  • 4. Restoring trust and credibility <br />begins with the Project<br />
  • 5. Simply saying <br />“the Project is ‘on track’” <br />is not good enough<br />
  • 6. Photo Credit: the-yes-man.com<br />
  • 7. Photo Credit: Paul Jerry on flicr.com<br />
  • 8. Need to show <br />how and why<br />Project is on track<br />
  • 9. The Need<br />Holistic view into the State of the Project<br />
  • 10. Project as a Patient<br />Photo Credit: EMS_EMT on flickr.com<br />
  • 11. Project as a Patient<br />Photo Credit: EMS_EMT on flickr.com<br />
  • 12. In Medicine…<br />Medical History x Tests x Vital Signs x Experience<br /><br />Diagnosis<br /><br />Treatment<br />
  • 13. Vital Signs<br />
  • 14. Vital Signs<br />Photo Credit: osborn.stephen on flicr.com<br />
  • 15. Vital Signs<br />Simple, quantitative, near real-time metrics <br />conveyed via a chart<br />published to a location <br />and easily referenced by all<br />
  • 16. PMBOK Project Levers <br />
  • 17. PMBOK Project Levers + 1 <br />
  • 18. Objectives with Vital Signs<br />Bring visibility into all 5 project levers<br />Simple, quantitative, near-real time metrics<br />Publish to charts in full public display<br />Where possible include history and trends<br />
  • 19. Project Vital Signs<br /> Scope Burn Up<br /> Current State of Delivery<br /> Budget Burn Down<br /> Delivery Quality<br /> Team Dynamics<br />
  • 20. Scope Burn Up<br />Photo Credit:Dru Bloomfield - At Home in Scottsdale on flickr.com<br />
  • 21. Schedule x Scope<br />=<br />Expected Delivery Date <br />Scope Burn Up<br />
  • 22.
  • 23.
  • 24.
  • 25. Current State of Delivery<br />Photo Credit: austrini on flickr.com<br />
  • 26. Scope x Team<br />=<br />Real-time state of delivery <br />Current State of Delivery<br />
  • 27.
  • 28.
  • 29.
  • 30. Budget Burn Down<br />Photo Credit: purpleslog on flickr.com<br />
  • 31. Schedule x Budget<br />=<br />$$$tatus<br />Budget Burn Down<br />
  • 32.
  • 33.
  • 34.
  • 35. Delivery Quality<br />Photo Credit: jurvetson on flickr.com<br />
  • 36. Schedule x Quality<br />=<br />How good is the end product<br />Delivery Quality<br />
  • 37.
  • 38.
  • 39.
  • 40. Alternative to Bugs as a Measure of Quality<br />
  • 41. Alternative to Bugs as a Measure of Quality<br />
  • 42.
  • 43. Team Dynamics<br />Photo Credit: waldopepper at flickr.com<br />
  • 44. Schedule x Team<br />=<br />State of the team at different stages of delivery<br />Team Dynamics<br />
  • 45. Tuckman Model of Group Development<br />http://en.wikipedia.org/wiki/<br />Forming-storming-norming-performing<br />
  • 46.
  • 47.
  • 48.
  • 49. Project Dashboard<br />Photo Credit: jiazi on flickr.com<br />
  • 50.
  • 51.
  • 52.
  • 53. Example Scenario<br />
  • 54. Today is Aug 12Start of Iteration 5Production Release Sep 9, 4 weeks<br />
  • 55. What is the Current State of the Project?What is the Diagnosis?What (if any) Treatment is required?<br />
  • 56. Vital Signs<br />
  • 57.
  • 58. Scope Burn Up<br />
  • 59. Current State of Delivery<br />
  • 60. Budget Burn Down<br />
  • 61. Delivery Quality<br />
  • 62. Team Dynamics<br />
  • 63. What is the Current State of the Project?<br />Not going to make it.<br />
  • 64. What is the Diagnosis?<br />The team is firing on all cylinders.<br />Quality is good.<br />Not enough time to deliver the full backlog for the September 9th release.<br />Not enough money to carry us through the warranty period ending September 23rd.<br />
  • 65. What is the Treatment?<br />Release on Aug 26th instead of Sep 9th.<br />Includes 35 stories that are ready for, currently in or have passed QA.<br />Remaining 20 stories to be included in a future release, budgeted for at a later time.<br />
  • 66. Current State of Delivery : Before<br />
  • 67. Current State of Delivery : After<br />
  • 68. Current State of Delivery : After<br />
  • 69. Scope Burn Up : Before Treatment<br />
  • 70. Scope Burn Up : After Treatment<br />
  • 71. Budget Burn Down : Before Treatment<br />
  • 72. Budget Burn Down : After Treatment<br />
  • 73. Delivery Quality : After Treatment<br />
  • 74. Team Dynamics : After Treatment<br />
  • 75. Key Messages<br />
  • 76. Visibility into all leversthe PMBOK 4 + Team<br />Photo Credit: lumaxart on flickr.com<br />
  • 77. Transparency <br />is key<br />Photo Credit: urbanshoregirl on flickr.com<br />
  • 78. Shared team responsibility<br />Photo Credit: Robert S. Donovan on flickr.com<br />
  • 79. Project Vital Signs<br />projectvitalsigns.com<br />stelios@thoughtworks.com<br />Special thanks to <br />Agile 2010, ThoughtWorks, Kraig Parkinson and, my wife, Tami<br />

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