![Deji Ariyo
Lead Trainer/Consultant
B.Sc. Biochemistry, MBA (Cranfield)
IT Service Management & Governance
ITIL Expert, , COBIT5 Assessor & Implementer, SDI Analyst & Manager, CompTIA A+, etc.
Project, Program, Portfolio & Change Management
PRINCE2, PMP, MoP, MSP, MoR, MoV, BBC, PRINCE2 Agile, AgilePM, EVM, P3O, PMD Pro, etc.
Business Analysis & Process Improvement
LSSBB, Change Practitioner, Business Analysis, APMG Facilitation, IMC, etc.
Talent & Competency Management
SFIA Consulting Certificate
@deji_ariyo
www.linkedin.com/in/dejiariyo/
deji.ariyo[at]harrybakertraining.com
Experience
UACN, Gateway Bank, ChevronTexaco, nPower, Vodafone, Charteris, BSkyB, Kura, Harrybaker,
Laudah, etc](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
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From Ideas to Products: Connect the dots between Agile, PMP and PRINCE2
- 2. Deji Ariyo Lead Trainer/Consultant B.Sc. Biochemistry, MBA (Cranfield) IT Service Management & Governance ITIL Expert, , COBIT5 Assessor & Implementer, SDI Analyst & Manager, CompTIA A+, etc. Project, Program, Portfolio & Change Management PRINCE2, PMP, MoP, MSP, MoR, MoV, BBC, PRINCE2 Agile, AgilePM, EVM, P3O, PMD Pro, etc. Business Analysis & Process Improvement LSSBB, Change Practitioner, Business Analysis, APMG Facilitation, IMC, etc. Talent & Competency Management SFIA Consulting Certificate @deji_ariyo www.linkedin.com/in/dejiariyo/ deji.ariyo[at]harrybakertraining.com Experience UACN, Gateway Bank, ChevronTexaco, nPower, Vodafone, Charteris, BSkyB, Kura, Harrybaker, Laudah, etc
- 3. “The beautiful thing about learning is that nobody can take it away from you” B.B. KING GETTING THE BEST OUT of our 1-hour Webinar Series • Duration: 1 hour • Taking questions – Please send your questions through the chat • Video recording will be uploaded on our YouTube channel • Presentation Slides will be sent to you • Contact us with any question you may have
- 4. AGENDA 1. Introduction 2. Idea & Product Management 3. Project Complexity Modelling 4. Project Management 5. Waterfall vs. Agile 6. Conclusion
- 5. MarketingDept. FinanceDept. ITDept. HRDept. LogisticsDept. EtcDept. Operations/BAUIdeas – Change Projects Programme Portfolio Product/Deliverable Strategy Services Procurement SalesDept Products PROFIT LOSS Mission, Vision and Values Day to Day
- 6. The difference between project work and BAU work
- 9. Pre-Project
- 10. BUSINESS CASE (BUSINESS JUSTIFICATION) A business case is used to document the business justification for undertaking a project, based on the estimated costs (of development, implementation and incremental ongoing operations and maintenance costs) against the anticipated benefits to be gained and offset by any associated risks. It should outline how and when the anticipated benefits can be measured.
- 12. Project Complexity 1. Customer 2. Risk Exposure 3. Internal 4. External 5. Number of Stakeholders 6. Knowledge of Technology 7. Knowledge of application/business processes 8. Number of IT Platforms 9. Application systems interfaces and types of data 10. Number of services provides 11. Total project costs 12. Project completion time
- 13. Complexity score Sponsor Project board required Level of project manager required Reporting Project lifecycle* 360–480 Board level Y Senior project manager Fortnightly using detailed highlight report template Complex 210–350 Divisional level Optional Project manager Monthly using summary highlight report template Complicated/ Standard 0–200 Department level N Junior project manager Ad hoc using summary highlight report template Simple *The content of these lifecycle variations will be detailed elsewhere.
- 14. The Cynefin Framework • Five domains • Disorder is the fifth • Can be used to assess the output, outcome or benefit • Can be used to assess the project environment • Collaboratively assessed to avoid people’s natural tendencies.
- 15. The Cynefin Framework • Five domains • Disorder is the fifth • Can be used to assess the output, outcome or benefit • Can be used to assess the project environment • Collaboratively assessed to avoid people’s natural tendencies.
- 16. PMP vs PRINCE2 PMP • Owned and coordinated by PMI, USA • PMP certification launched in 1984 • PMBoK v1 in 1996 • Over 1,000,000 PMP in the world • Strong in the depth of some special techniques such as Earned Value, Critical Path calculation, Leadership skills, • More Project Manager focused • Positioned as a Standard within which “agile” or “waterfall” can work PRINCE2 • Owned by Axelos, UK coordinated by Peoplecert • PRINCE certification launched in 1989 • PRINCE2 v1 in 1996 • Over 1,500,000 PRINCE2 in the world • Strong in the depth of prescriptive/suggested document templates, Other project management team members such as Project Board & Project Support, • Positioned as a methodology within which “agile” or “waterfall” can work
- 17. Initiating Starting-Up Feasibility (Backlog) Planning Initiating a project Foundation (Backlog) Execution + Monitoring & Controlling Directing a Project + Controlling a Stage + Managing Product Delivery + Managing a Stage Boundary Evolutionary Development (Sprints) + Deployment (Releases) Closing Closing Post-Project Start End ? ? ? ? WHO WHAT WHY HOW Project Charter Project KPI Target by 1st May Scope 12 Rooms Schedule (Time) 12 months Cost $12m Quality Six Sigma Risk Zero HSE Incident Resources 10 Workers Customer Satisfaction 45% NPS Requirement Design Develop Build Test Deploy Scope R D Develop B T D Actual by 1st May Variance Corrective Action 10 Rooms Reduce project scope 12 months Reduce project scope $13.8m Borrow more 6 Sigma n/a Zero n/a 9 Workers Re-negotiate with FM -30% NPS Apologize and explain Handover the Final Product or Service to the Customer or Users PMP PRINCE2 AgilePM SOW Project Mandate Term of Reference
- 18. The Cynefin Framework • Five domains • Disorder is the fifth • Can be used to assess the output, outcome or benefit • Can be used to assess the project environment • Collaboratively assessed to avoid people’s natural tendencies.
- 19. Initiating Starting-Up Feasibility (Backlog) Planning Initiating a project Foundation (Backlog) Execution + Monitoring & Controlling Directing a Project + Controlling a Stage + Managing Product Delivery + Managing a Stage Boundary Evolutionary Development (Sprints) + Deployment (Releases) Start ? ? ? WHO WHAT WHY HOW Project Charter Project KPI Target by 1st May Scope 12 Rooms Schedule (Time) 12 months Cost $12m Quality Six Sigma Risk Zero HSE Incident Resources 10 Workers Customer Satisfaction 45% NPS Requirement (Revisit I + P in Agile) Design Develop Build Test Deploy Scope R D Develop B T D Actual by 1st May Variance Corrective Action 10 Rooms Reduce project scope 12 months Reduce project scope $13.8m Borrow more 6 Sigma n/a Zero n/a 9 Workers Re-negotiate with FM -30% NPS Apologize and explain PMP PRINCE2 AgilePM SOW Project Mandate Term of Reference 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3
- 20. Waterfall or Iterative and Incremental
- 22. Agile basics It can be viewed in many ways • Timeboxed approach for developing software • A collection of techniques • Using the Scrum framework. A basic Backlog and Sprint structure is commonly used
- 23. Agile Process
- 26. Agile Frameworks •Many frameworks are recognised as being agile •Some are more common than others •Some are only applicable to IT. Scrum Kanban Lean Lean Startup XP SAFe DAD DSDM/AgilePM DevOps FDD Crystal ASD
- 27. What is Agile?
- 28. Initiating Starting-Up Feasibility (Backlog) Planning Initiating a project Foundation (Backlog) Execution + Monitoring & Controlling Directing a Project + Controlling a Stage + Managing Product Delivery + Managing a Stage Boundary Evolutionary Development (Sprints) + Deployment (Releases) Start ? ? ? WHO WHAT WHY HOW Project Charter Requirement (Revisit I + P in Agile) Design Develop Build Test Deploy Scope R D Develop B T D PMP PRINCE2 AgilePM SOW Project Mandate Term of Reference 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 More Extensive Agile Framework e.g. AgilePM (DSDM), SAFe Lightweight Agile Framework e.g. Scrum, Kanban
- 29. • Organizational Project Management Playbooks that has paths into simple, complicated, complex and even chaotic
- 30. Courses Dates ITIL Foundation v4 Nov 25 – 27 PMP Nov 28 – 29; Dec 5 – 6; & 12 – 13 Business Analysis 30 Nov – 4 Dec PRINCE2 Dec 7 – 11 AgilePM Dec 14 – 18
- 31. For more information about Project Management please visit: http://www.harrybakertraining.com http://www.harrybakertraining.com/prince2-versus-pmp-certification/