APLN Project Manager Talk

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This is a 40 minute talk on the fundamentals of traditional project management and agile project management

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APLN Project Manager Talk

  1. 1. What is Project Management? Presented by: Mike Cottmeyer PMP, CSM, APL Product Consultant and Agile Evangelist for VersionOne
  2. 2. Introducing Mike Cottmeyer <ul><li>Product Consultant and Agile Evangelist for VersionOne </li></ul><ul><li>Senior Project Manager for CheckFree and John Harland Co. </li></ul><ul><li>PMP, CSM, and DSDM Agile Project Leader certifications </li></ul><ul><li>Board member of APLN and founder of APLN Atlanta </li></ul>
  3. 3. APLN Atlanta <ul><li>Local chapter of the Agile Project Leadership Network </li></ul><ul><li>The mission of APLN is to connect, develop, and support great project leaders </li></ul><ul><li>Formed in late 2007 as a way to help mobilize the agile project management community in Atlanta </li></ul>
  4. 4. APLN Atlanta Objectives <ul><li>Bring in nationally recognized speakers in partnership with Agile Atlanta </li></ul><ul><li>Presenting topics on project management and agility in a lunch and learn format </li></ul><ul><li>Quarterly open space conference and an annual leadership summit </li></ul>
  5. 5. What is Project Management? <ul><li>When will the project be done? </li></ul><ul><li>How much will it cost? </li></ul><ul><li>Do we all agree on what done looks like? </li></ul><ul><li>What are the risks to getting done on time and on schedule? </li></ul><ul><li>How will we mitigate these risks so we can get done </li></ul>
  6. 6. A look at Traditional Project Management
  7. 7. Balancing the Triple Constraints <ul><li>There is a dynamic relationship between time, cost, and scope </li></ul><ul><li>When one of the three variables change, there is necessarily a change in one or more of the other two </li></ul><ul><li>Understanding and managing the relationship between these variables the primary job of the Project Manager </li></ul>
  8. 8. Managing Project Scope <ul><li>Project scope is the set of deliverable the project is approved to build </li></ul><ul><li>Defined at a high level in the business case or project charter </li></ul><ul><li>Defined in greater detail in a product requirements document or a work break down structure </li></ul>
  9. 9. Managing Project Costs <ul><li>Project cost is the sum of all capital expenditures, contractor expenses, and internal cost of labor </li></ul><ul><li>Project managers track project expenses in relationship to the budget </li></ul><ul><li>Responsible for making sure the project is spending money at the right rate and time </li></ul>
  10. 10. Managing the Schedule <ul><li>The project schedule defines when all the deliverables should be completed and who is going to do them </li></ul><ul><li>The project schedule also defines the order of the deliverables and is used to track physical percent complete. </li></ul>
  11. 11. Building the Project Schedule <ul><li>Scope for the project is defined and the size of the deliverables are estimated </li></ul><ul><li>Deliverables are sequenced and resource needs are calculated </li></ul><ul><li>Based on the size of the project, available budget, dependencies, and constraints; the project timeline can be calculated </li></ul>
  12. 12. Project Baseline and Critical Path <ul><li>Once the project sponsors agree to the schedule, the schedule is locked and becomes the baseline </li></ul><ul><li>Once the project has a baseline, the project manager will calculate the critical path and begin tracking earned value </li></ul><ul><li>Earned value measures how much the project is spending relative to time and deliverables </li></ul>
  13. 13. Project Risk Assessment <ul><li>What are the factors that could impact our ability to meet our project objectives </li></ul><ul><li>Risk can be categorized by likelihood of occurrence, impact severity, and ability to detect </li></ul><ul><li>The project managers prioritizes risk based on these factors and creates mitigation strategies </li></ul>
  14. 14. Other Responsibilities <ul><li>Facilitating project meetings, creating the agenda, and summarizing the minutes </li></ul><ul><li>Manage issues and action items </li></ul><ul><li>Project status reports </li></ul><ul><li>Lessons learned sessions </li></ul><ul><li>Administrative closedown </li></ul><ul><li>Project documentation </li></ul>
  15. 15. Hiring Traditional Project Managers <ul><li>Strong organization skills and attention to detail </li></ul><ul><li>Superior oral and written communication skills </li></ul><ul><li>Strong track record of success </li></ul><ul><li>Certification is a plus but only in the presence of solid project experience </li></ul><ul><li>Domain knowledge </li></ul>
  16. 16. Primary Traditional Project Constraints <ul><li>Scope is typically the primary driver… time and cost are calculated based on the size of the project </li></ul><ul><li>Focus is on managing matrixed resources, assigning tasks, and staying on plan at all costs </li></ul>
  17. 17. A look at Agile Project Management
  18. 18. A Fundamental Paradigm Shift <ul><li>Not all projects are predictable </li></ul><ul><li>Market uncertainty drives change </li></ul><ul><li>The less certain we are about our requirements, the more we need to plan to adapt </li></ul>
  19. 19. The Cost of Change <ul><li>Cost of traditional change management is too high in many project contexts </li></ul><ul><li>Change control is bureaucratic and slow </li></ul><ul><li>We become resistant to change when we should embrace change </li></ul>
  20. 20. Still focused on the five questions… <ul><li>When will the project be done? </li></ul><ul><li>How much will it cost? </li></ul><ul><li>Do we all agree on what done looks like? </li></ul><ul><li>What are the risks to getting done on time and on schedule? </li></ul><ul><li>How will we mitigate these risks so we can get done </li></ul>
  21. 21. … but take a difference approach <ul><li>Do less work that could change </li></ul><ul><li>Keep the evolving product highly visible </li></ul><ul><li>Deliver working product in short cycles </li></ul><ul><li>Inspect outcomes frequently </li></ul><ul><li>Change our product or process as we learn more as to ensure an acceptable outcome </li></ul>
  22. 22. … a change in focus <ul><li>Focus less on predictive up front planning </li></ul><ul><li>Focus more on collaboration with the business </li></ul><ul><li>Focus more on engaging the team and creating an empowered team culture </li></ul>
  23. 23. Primary Agile Project Constraints <ul><li>Time and cost are the real drivers… scope may vary </li></ul><ul><li>Agile is a framework, a new way of looking at product development, that gives the project team the ability to inspect outcomes and adapt accordingly </li></ul>Scope Time Cost Scope
  24. 24. Other Responsibilities <ul><li>Team building </li></ul><ul><li>Creating a healthy project culture </li></ul><ul><li>Managing more the process than the people </li></ul><ul><li>Getting the team what they need to be successful </li></ul><ul><li>Servant leadership </li></ul>
  25. 25. Hiring Agile Project Managers <ul><li>Strategic thinkers </li></ul><ul><li>Collaborative </li></ul><ul><li>Able to deal with uncertainty </li></ul><ul><li>Servant leadership </li></ul><ul><li>Team builders </li></ul><ul><li>Certification is emerging for agile project managers… CSM, CSP, and DSDM APL </li></ul>
  26. 26. Resources <ul><li>Traditional Project Management </li></ul><ul><ul><li>http://www.pmi.org </li></ul></ul><ul><li>Agile Project Management </li></ul><ul><ul><li>http://www.versionone.com </li></ul></ul><ul><ul><li>http://www.apln.org </li></ul></ul><ul><ul><li>http://agilealliance.org </li></ul></ul><ul><li>How to contact me </li></ul><ul><ul><li>Cell number: 404-312-1471 </li></ul></ul><ul><ul><li>email: [email_address] </li></ul></ul><ul><ul><li>Blog: http://www.leadingagile.com </li></ul></ul>

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