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Initiation Planning Planning Planning
Execution
Requirements
Execution
Requirements
Execution
Requirements
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PMO-NOPOLY Julie Bozzi Oregon

Julie Bozzi Oregon, Created with VISIO, Project Management Education

PMO-NOPOLY Julie Bozzi Oregon

  1. 1. M LOSE ATURN Initiation Planning Planning Planning Execution Requirements Execution Requirements Execution Requirements Execution Hi-LevelDesign Execution Hi-LevelDesign Execution HI-LevelDesign Execution Detailed Design Execution Detailed Design Execution Detailed Design Execution Construction Execution Construction Execution Construction Execution Test Execution Test Execution Test Execution Implementation Execution Implementation Closing Product Description Definetheproblemto beresolved. Defineinbroadterms theproductorresults expected. CoreWorkPlan Definethework breakdownstructure, developestimates, schedule,budget, organizeproject, acquireresources.and preparecontract documents. ControlPlans DevelopChange ManagementPlan, CommunicationPlan, QualityPlan,Risk MgmtPlan,Contract/ ProcurementPlan Integrated ProjectPlan Integratetheplans andobtainapproval fromthesponsorand otherresource managerstostart execution CloseOut Obtainacceptanceof projectorphase product. ConductProjector PhaseEvaluation CloseoutProject ProductTraining Trainusers, operators,support staff. Assessment Assesscurrent situationstrengths andweaknesses. Determinegaps. Stakeholder Requirements Identifystakeholders tobeaffectedbythe newproduct. Gatherstakeholder requirements. Requirements Specification Obtainapprovalfor Requirements. Baseline Requirements. UpdateProjectPlans. Conceptual Model Createconceptual modelthatillustrates anddescribeshow theproductorservice willlookandwork whencreated. Conceptual Validation Validatethatthe requirementsare incorporatedinthe conceptualmodels Adjustmodels,or submitrequirement changeifnecessary. Hi-LevelDesign Specifications ObtainApprovalfor Hi-LevelDesign Rebaseline Requirementsif necessary,update projectplans. Logical Models Create detailed specifications of all aspects of what will be constructed. Determine how they will be validated or tested. Design Reviews Conduct design walk- throughs to eliminate error or defects. Validate that the design complies with the hi-level design, adjust if necessary. Detailed Design Specifications Obtain Approval for Detailed Design Rebaseline Requirements if necessary, update project plans. Physical Components Build the physical components of the product or service. Implementation Planning Develop test plans, Develop user/ operator training and documentation Schedule Implementation & Training Unit Testing Validate the individual components work as specified. Integration& SystemTest Ensurethatthe systemperformsas expectedunder volumeandexception conditions. Ensuresystem interfacesworkand thesystemisuseable. FunctionalTest Performindependent testingofthe functions. Recordtesterrorsand othertestresults Correcterrorsand retest AcceptanceTest Mayperformparallel test,usabilitytest,or otherfinaltestsina production-liketest environment. Providethesponsor proofthatthesystem worksaccordingto expectations. Product Implementation Preparefortransition intoproduction Putthenewsystem intoproductionuse. QualityPlan Milestone MilestoneMilestone Milestone Yourprojectteam callsyourGanttchart a"Can't"chart. Moveback2spaces. ProjectInitiated RollAgain.Moveback1space. Ughhh! Workingonsolution, insteadofdefining problem. SponsorandProject ManagerAssigned. Staffavailablefor planning. RollAgain. Whiteboard accidentlyerased! GotoRe-work! Requirements satisfy stakeholders RollAgain. No time to test. NoQualityPlan. Go to re-work! Loss of staff to higher priority . No Risk Plan? Go to re-work! Ready to start construction! Roll Again. Organizational Overhead 8hourStandards Committeemeeting. Stayrightwhere youare. MagicEightBall Doesn'thavethe answers. Noissuesmgmtplan? Returntore-work. Productready for implementation! RollAgain. Draw Organizational Overhead Card. DrawOrganizational OverheadCard. DrawOrganizational OverheadCard. Charter Definetheproject authorities,funding source(s),conductof operations,resources tocompleteplanning activities Latestversionof productlost. Scheduleslips,team goestoovertime. Noconfiguration managementplan? Gotore-work! UnknownProject Projectisnot supportedanddies. Nocommunication plan? ReturntoGo,Go,Go! "Hey, while you're in there....." No change plan? Initiation

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