Presentation The 360°Project Manager @ PMI UK South West Event Swindon 13th October 2011


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TeamProsource will present their view on the 360° project manager. A 360° project manager is neither a model fundamentalist nor an ad-hoc pragmatist. He understands how projects can fundamentally differ and knows how project management, project governance, process improvement and agile development need to be interpreted differently for each project. He has an understanding of different associated project life-cycle models and the importance of taking an end-to-end view on projects (from idea to implementation). He uses recurring patterns (tailoring guidelines) for interpreting the different available standards (CMMI®, PMBOK®, PRINCE2®, Scrum, program and portfolio management), using them in combination, and resolving seemingly conflicting model requirements. Learn to become a 360° project manager.

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  • Lean Adaptive Management June 2011 [email_address]
  • Introduction to 360° Syllabus (c) Prosource 2010
  • Introduction to 360° Syllabus (c) Prosource 2010
  • Introduction to 360° Syllabus (c) Prosource 2010
  • Training Syllabus (c) Prosource Introduction to 360° Improvement
  • Presentation The 360°Project Manager @ PMI UK South West Event Swindon 13th October 2011

    1. 1. The 360°Project Manager PMI UK South West Event Swindon 13th October 2011
    2. 2. The stages of learning to masteryShuhari is the Japanese martial arts equivalent of the European guilds’apprentice, journeyman, master ladder. Shuhari describes the stages oflearning to mastery. •  Shu ( : , "protect", "obey") — traditional wisdom — learning fundamentals, techniques and heuristics. •  Ha ( : , "detach", "digress") — breaking with tradition — finding exceptions to traditional wisdom, reflecting on their truth, finding new ways and techniques. •  Ri ( : , "leave", "separate") — transcendence — there are no techniques or proverbs, all moves are natural
    3. 3. SHU – HA – RI — traditional wisdom — learning fundamentals, techniques, heuristics 3
    4. 4. Meet  our  Friends  ….  WARNING: All characters appearing in the work are fictitious. Anyresemblance to real persons, living or dead, is purely coincidental
    5. 5. Plan General
    6. 6. Car negieMellonTemplate Zombie Soft w are Engineering Inst it ut e
    7. 7. Scrumble Agilist
    8. 8. The SHU-level Project ManagerSingle  model  focus  ….   •   Applica5on  of  a  par5cular  best   prac5ce  model  in  all  projects     •   Cer5fica5on  &  training  programmes     •   Sharing  of  good  prac5ces   (experience)  in  local  forums  
    9. 9. SHU – HA – RI — breaking with tradition — finding exceptions to traditional wisdom, reflecting on their truth, finding new ways & techniques 9
    10. 10. Organizational Preferences Management STL SE SE SE SE FWK CNCRTPMO QA SW development 10
    11. 11. Iterative Development Project Life-CycleOverall project planning and governance according to PRINCE2 / PMBOK / CMMIStarting-up Project Development Release a project Initiation Stage 1 Stage 2 Stage 3 Closure report Project Brief PID Essential Demonstrable Marketable Release Ideation Release Ideation Release Ideation Development Conception Development Conception Development Conception Approval Approval Approval Development work managed according to agile principles (Scrum / Kanban) 11
    12. 12. WaterScrum•  Upfront planning and analysis•  Time-boxed development•  Late validation•  No systematic involvement of the (proxy-) customer 12
    13. 13. SCRUMbled CMMI How quick do you respond to changing needs? quick Agile SCRUMbled CMMILead Time (LT) SCRUM Fire CMMI Plan- fighting driven slow short Planning Horizon (PH) long How far in the future do you plan and stick to your plan? 13
    14. 14. The Ha-level PM combines multiple models Lean / Agile Project THE PROJECT governance Project Processmanagement improvement
    15. 15. SHU – HA – RI Use only that which works, and take it from any place you can find it. As quoted in Bruce Lee : Fighting Spirit (1994) by Bruce Thomas (1994) Dont get set into one form, adapt it and build your own, and let it grow, be like water. Bruce Lee: A Warriors Journey (2000) 15
    16. 16. There are many (environmental) factorsthat differentiate projects… How do projects differ? Organisation Size Infrastructure Standards Technology and tools Team size and location Culture Politics We must find those factors that make projects fundamentally different. 16
    17. 17. Business UncertaintyChange the Run the Uncertain - Certain business business 17
    18. 18. Customer Engagement Collaborative / Trust based User(s) and supplier(s) Lead user innovation / co-create Open innovation Engagement Stakeholders have Tailored application or shared goals productCustomer and supplier have Off-the-shelf product transaction relation Enforced platform or Conflict among parties standard Competitive / Transactional 18
    19. 19. Project Archetypes Change the business Run the businessCollaborative Discovery projects Extension projects •  Breakthrough innovation of •  Development and delivery of products or services non-standard products or •  Breakthrough innovation of services organisation Sensitive projects Routine projectsTransactional •  Development of technology or •  Implementation of standard large infrastructure or large service or product organisational change •  Routine performance improvements 19
    20. 20. Unique challengesDiscovery ExtensionManaging Managingunknown scope/time/unknowns budget risk Managing Repeatedstakeholder delivery of conflict good quality Sensitive Routine 20
    21. 21. Design solutions tailored for each project typeExtension Routine Scope/time/ cost risk Schedule & Qualitatively management resource managed Quantitatively management process managed process Iterative product development Work cells / Kanban board Project management Process improvement Agile 21
    22. 22. Design solutions tailored to each project typeSensitive Discovery Conflict Options management management Ritual Emergent process process Iterative Crews customer development Project management Process improvement Agile 22
    23. 23. The Ri-PM thinks in terms of model components Agile Iterative Iterative customer product development development Crews Work cells / Kanban 23
    24. 24. Assessing projects Please indicate what best fits your project. The project implements The project is tailor X a standard that the made to the needs of users (customer) just the user (customer). have to accept. The user is an externalThe user is part of the X role to the team team (=pig). (=chicken). Assessment result discovery extension sensitive routine
    25. 25. Project Archetypes in PortfolioDiscovery ExtensionSensitive Routine 25
    26. 26. Adaptive project management Routine Extension Discovery SensitiveProject Manage according Outcome and risk Manage a program Implementationmanagement to standardised management of exploration managementperspective work plans Build solutions Explore which Explore whichAgile Optimizing team incrementally to outcomes actually outcomes createperspective throughput manage scope, cost create value consensus and time riskProcess Implement best Facilitate self- Standardize Ensure practice to manage organisation and selected criticalimprovement standardized work expert work and to capture emergent processes (safety,perspective processes manage risks practices security, …)
    27. 27. The 360° Project Manager•  : : : (Shuhari) : Master in Successful Project Delivery•  Best practice models are useful•  No model fundamentalism / one-size-fits-all•  Designs tailored approach •  Using project archetypes •  Best practice model components 27
    28. 28. Unique opportunity to learn more about how to successfully run Agile & Lean software development projects using Kanban Book now on 28
    29. 29. THANK YOU 29