The Simple Matter of Project Management

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The Simple Matter of Project Management

  1. 1. The Simple Matter of Project Management 30 th October 2011 Julian Hensman vision, clarity, focus vision, clarity, focus
  2. 2. The Simple Matter of Project Management - Contents <ul><li>What is Project Management? </li></ul><ul><li>What is Methodology? </li></ul><ul><li>Why is everything so complicated? </li></ul><ul><li>How can we gain control? </li></ul><ul><li>Hints and Tips </li></ul><ul><li>Questions </li></ul>SeOrb – Encouraging Quality through Intellectual Investment
  3. 3. The Simple Matter of Project Management - What is Project Management? <ul><li>… but first, what is a project? And for that matter, what is a programme? </li></ul><ul><ul><li>Project: Specific defined products (scope), with a start and a finish </li></ul></ul><ul><ul><li>Programme: Variable outcome focussed on benefit </li></ul></ul><ul><li>Key Factors: </li></ul><ul><ul><li>Scope </li></ul></ul><ul><ul><li>Schedule </li></ul></ul><ul><ul><li>Budget </li></ul></ul><ul><ul><li>Quality </li></ul></ul><ul><li>OK, so what is Project Management? </li></ul><ul><ul><li>Planning and Dependency Management </li></ul></ul><ul><ul><li>Risk and Issue Management </li></ul></ul><ul><ul><li>Change Management </li></ul></ul><ul><ul><li>Time Management </li></ul></ul><ul><ul><li>Resource Management </li></ul></ul><ul><ul><li>Financial Management </li></ul></ul><ul><ul><li>Communication and Stakeholder Management </li></ul></ul><ul><ul><li>Organisation </li></ul></ul><ul><ul><li>Process Management </li></ul></ul><ul><ul><li>etc, etc, etc… </li></ul></ul>SeOrb – Exceeding Expectation through Service Excellence
  4. 4. The Simple Matter of Project Management - Methodology <ul><li>What is it? </li></ul><ul><li>PMI (CAPM / PMP) </li></ul><ul><li>MPMM </li></ul><ul><li>AMP PMBOK </li></ul><ul><li>PRINCE II </li></ul><ul><li>Sprint </li></ul><ul><li>Agile </li></ul><ul><li>Waterfall </li></ul><ul><li>Interactive </li></ul><ul><li>Incremental </li></ul><ul><li>Phased </li></ul><ul><li>RUP (Rationalised Unified Process) </li></ul><ul><li>CCPM (Critical Chain) </li></ul><ul><li>Scrum </li></ul><ul><li>Extreme Programming </li></ul><ul><li>Ten Step </li></ul><ul><li>MSP </li></ul><ul><li>ITIL </li></ul><ul><li>CMMI </li></ul><ul><li>… </li></ul>SeOrb – Keeping it Simple Methodology is the study of methods . When we talk about using a methodology, we usually mean using a set of proven methods As a project manager, the chances are, you will be told which method to use! Project methods vs. Project Management methods … be careful! <ul><li>What isn’t it? </li></ul><ul><li>Guarantee of success! </li></ul><ul><li>Always right! (MSP confuses issues and changes) </li></ul><ul><li>Useful, if nobody follows it, or it is only followed loosely or inconsistently </li></ul><ul><li>A replacement for common sense or core techniques. </li></ul>
  5. 5. The Simple Matter of Project Management - Why is everything so complicated?!!! SeOrb – Empowerment through Agility <ul><li>Plans </li></ul><ul><ul><li>Tasks, parent tasks </li></ul></ul><ul><ul><li>Fixed duration, fixed units, fixed work? </li></ul></ul><ul><ul><li>Dependencies and resource allocations </li></ul></ul><ul><ul><li>Schedule contingency and review periods </li></ul></ul><ul><ul><li>PBS/WBS? </li></ul></ul><ul><ul><li>Spreadsheet?!!! </li></ul></ul><ul><li>Factors </li></ul><ul><ul><li>Assumptions and dependencies </li></ul></ul><ul><ul><li>Risks and Issues </li></ul></ul><ul><ul><li>Changes and Deliverables </li></ul></ul><ul><ul><li>Actions </li></ul></ul><ul><ul><li>Budget: top down / bottom up / utilisation </li></ul></ul><ul><ul><li>Quality control vs. quality assurance </li></ul></ul><ul><ul><li>What is Quality? </li></ul></ul><ul><li>Budget </li></ul><ul><ul><li>Top down vs. bottom up? </li></ul></ul><ul><ul><li>How much will my project cost really? </li></ul></ul><ul><ul><li>Budget contingency? </li></ul></ul>All these things are linked and can be simplified!!! <ul><li>Human Factors </li></ul><ul><ul><li>Matrix reporting lines </li></ul></ul><ul><ul><li>Outsourced delivery </li></ul></ul><ul><ul><li>“ Experience” </li></ul></ul><ul><ul><li>Democracy </li></ul></ul>
  6. 6. The Simple Matter of Project Management - How can we gain control? SeOrb – Common Sense Paradigm Project Work Items: PBS Risks Issues Changes Work: Activities Actions Milestones Resources Assignment Work Type Time: Planned Actual
  7. 7. The Simple Matter of Project Management - How can we gain control? SeOrb – The Art of the Possible <ul><li>Project Linkages:- Examples </li></ul><ul><ul><li>Assumptions vs Dependencies </li></ul></ul><ul><ul><li>Risks vs Issues </li></ul></ul><ul><ul><li>Defects vs Changes vs Deliverables </li></ul></ul><ul><ul><li>Actions vs Tasks </li></ul></ul><ul><li>Project Linkages:- Show them in a dashboard </li></ul><ul><li>Gently Forcing Control </li></ul><ul><ul><li>Project process: no need for extensive training, directives, influencing or persuasion, just a good “system” </li></ul></ul><ul><ul><li>Everything goes in the system, keep it centrally </li></ul></ul><ul><ul><li>If team members do not use the system, they have no information </li></ul></ul><ul><ul><li>By using the “system”, team members are, by definition, following the process </li></ul></ul><ul><ul><li>When everything is on the system, everything can be linked, coordinated and reportable </li></ul></ul><ul><ul><li>Simple but sensible process, coupled with meaningful reporting, provides total knowledge, enabling full control </li></ul></ul><ul><ul><li>Incorporate workflow, for management as well as delivery, to embed guidance and obviate training </li></ul></ul>The Simple Matter of Project Management - How can we gain control?
  8. 8. The Simple Matter of Project Management – Starter for 10 <ul><li>Standish Group 2006 CHAOS Survey: 67% of all IT projects fail </li></ul><ul><li>Use a “system” that promotes simple process and take time to set it up properly! </li></ul><ul><li>Is a project a democracy? Reporting line: Army & General </li></ul><ul><li>As simple as possible </li></ul><ul><li>Review time – plan it (fixed duration)! </li></ul><ul><li>Contingency – schedule vs. budget – keep them separate </li></ul><ul><li>Plan Activities – between 2 and 20 days </li></ul><ul><li>100 Lessons Learned by Jerry Madden, Goddard Space Flight Center http://askmagazine.nasa.gov/issues/14/practices/ask14_lessons_madden.htm </li></ul><ul><li>Objective based rewards. If you reward for delivering on time, do not expect Quality </li></ul><ul><li>Keep your Stakeholders interested </li></ul><ul><li>Communication, communication, communication </li></ul>SeOrb – Vision. Clarity. Focus
  9. 9. http://www.seorb.com vision, clarity, focus Julian Hensman m: +44 (0)7818 060101 e: [email_address]

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