The document discusses innovative IT project management practices for delivering projects faster, better, and cheaper. It covers Agile, Scrum, Lean, Kanban, and Theory of Constraints approaches and how tighter integration of people, process, and technology can help achieve the goals of Faster, Better, Cheaper 2.0. The missing piece in many projects is the interlock between these elements, and optimizing the whole system rather than just parts. Failing fast allows for faster success.
Business Case for Agile - Time for ROI CheckTathagat Varma
When we talk of agility, we often refer to number of user stories or story points delivered, or burn down charts or velocity, etc. I call them 'lower-order agility' and howsomuch interesting they are, they make no sense to the 'higher-order agility' at business level. Why is that outrageous claims of performance, productivity and quality improvements at lower-order agility don't translate to commensurate higher-order agility? In this talk, I explore some of these issues. I also propose some ideas on how the whole notion of portfolio planning should be seen in the context of higher-order agility.
I delivered this talk on 19 July 2012 at the launch of Agile Leadership Network, Bangalore chapter, hosed by Valtech at their office.
PMI and Scrum - bridging the gap
Presentation for PMI members and Agilists in Montevideo, Uruguay, introducing commonalities between Project Management and Agile approaches.
In Agile Development, Testing is meant to be a part of the development process, right along with coding, but many “Agile Teams” are missing this vital component and experiencing degregated quality. In this presentation, we will discuss how to integrate Agile Testing in Kanban processes by discussing the following:
• Introduction to Agile and Lean
• How testers add value to cross-functional Agile Development Teams
• How testers participate in Agile ceremonies
• How to test in an Agile Environment
• The Four Environments (Dev, Test, Stage, Production)
• The types of testing that occurs in each environmen
Business Case for Agile - Time for ROI CheckTathagat Varma
When we talk of agility, we often refer to number of user stories or story points delivered, or burn down charts or velocity, etc. I call them 'lower-order agility' and howsomuch interesting they are, they make no sense to the 'higher-order agility' at business level. Why is that outrageous claims of performance, productivity and quality improvements at lower-order agility don't translate to commensurate higher-order agility? In this talk, I explore some of these issues. I also propose some ideas on how the whole notion of portfolio planning should be seen in the context of higher-order agility.
I delivered this talk on 19 July 2012 at the launch of Agile Leadership Network, Bangalore chapter, hosed by Valtech at their office.
PMI and Scrum - bridging the gap
Presentation for PMI members and Agilists in Montevideo, Uruguay, introducing commonalities between Project Management and Agile approaches.
In Agile Development, Testing is meant to be a part of the development process, right along with coding, but many “Agile Teams” are missing this vital component and experiencing degregated quality. In this presentation, we will discuss how to integrate Agile Testing in Kanban processes by discussing the following:
• Introduction to Agile and Lean
• How testers add value to cross-functional Agile Development Teams
• How testers participate in Agile ceremonies
• How to test in an Agile Environment
• The Four Environments (Dev, Test, Stage, Production)
• The types of testing that occurs in each environmen
Effective Product Development Using Agile MethodsNaresh Jain
Effective Product Development Using Agile Methods presentation by Baps for Agile Chennai 2007 conference http://agileindia.org/agilechennai07/index.htm
Many doubt it to be so, but Agile Development and supporting Agile software DOES have a place among Government Agencies. Tune in to see the successes and failures as the FBI attempted to utilize Agile Development practices
The first part of this presentation is a situational assessment of typical challenges in IT project delivery using the SCRAP (Situation, Complication, Resolution, Action, Proof) model. This is essentially a business case for Agile. So if you are looking for ways to get buy-in for Agile, this is the place to be.
The second part of this presentation shows you what Agile is from 50,000 ft. From this high up, we'll be covering the essential elements from a business and management perspective. We'll cover what Agile is, what it does, how it works and what it achieves.
If you are interested in learning or communicating the value of Agile, then this is the presentation for you!
Please email me if you would like a download.
Agile project management is an iterative method of determining requirements for engineering and information technology development projects in a highly flexible and interactive manner. One difference between agile and iterative development is that the delivery time in agile is in weeks rather than months. Both iterative and Agile methodologies were developed as a reaction to various obstacles that developed in more traditional project management. For example, as technology projects grow in complexity, end users tend to have difficulty defining the long term requirements, without being able to view progressive prototypes. Projects that develop in iterations can constantly gather feedback to help refine those requirements.
Effective Product Development Using Agile MethodsNaresh Jain
Effective Product Development Using Agile Methods presentation by Baps for Agile Chennai 2007 conference http://agileindia.org/agilechennai07/index.htm
Many doubt it to be so, but Agile Development and supporting Agile software DOES have a place among Government Agencies. Tune in to see the successes and failures as the FBI attempted to utilize Agile Development practices
The first part of this presentation is a situational assessment of typical challenges in IT project delivery using the SCRAP (Situation, Complication, Resolution, Action, Proof) model. This is essentially a business case for Agile. So if you are looking for ways to get buy-in for Agile, this is the place to be.
The second part of this presentation shows you what Agile is from 50,000 ft. From this high up, we'll be covering the essential elements from a business and management perspective. We'll cover what Agile is, what it does, how it works and what it achieves.
If you are interested in learning or communicating the value of Agile, then this is the presentation for you!
Please email me if you would like a download.
Agile project management is an iterative method of determining requirements for engineering and information technology development projects in a highly flexible and interactive manner. One difference between agile and iterative development is that the delivery time in agile is in weeks rather than months. Both iterative and Agile methodologies were developed as a reaction to various obstacles that developed in more traditional project management. For example, as technology projects grow in complexity, end users tend to have difficulty defining the long term requirements, without being able to view progressive prototypes. Projects that develop in iterations can constantly gather feedback to help refine those requirements.
Vladimirs ivanovs-how-lean-and-agile-can-your-service-desk-beVladimirs Ivanovs
Agile methods have revolutionized the way Software Development is done and Lean manufacturing have infected IT people's mindset.
The "virus" is spreading all over the whole IT Service Management "body", affecting Service Desk function largely.
This is an effort to coin understanding of Agile and Lean principles from the perspective of Service Desk function and summarize implications on everyday's work. Some applicable designs of the Kanban boards will be discussed and could serve as a basis of your own experiments.
Vladimir is consultant and trainer in Project Management and IT Service Management, IPMA-B and ITIL Expert certified. Board member at International Project Management Association Latvia, IPMA 4 level certification system assessor and active member of regional itSMF society. Teaching Programme and Project Portfolio Management for masters in Project Management.
Owner of ITSM LLC, company that is solving IT Management issues, providing consulting and trainings, CIO for rent, adopting and adapting IT Service Management and tools.
Have been speaking on global TFT12 conference about his recent project in Russia, where Kanban board was used as a tool for IT management to execute ITSM programme.
Follow on Twitter @vivanovs and contact on LinkedIn http://www.linkedin.com/in/vivanov
OOW16 - Oracle E-Business Suite: What’s New in Release 12.2 Beyond Online Pat...vasuballa
Learn more about Oracle E-Business Suite’s product roadmap of recent releases and future plans to deliver new capabilities for years to come. This session covers what’s new in Oracle E-Business Suite 12.2 beyond online patching, including functional enhancements and user experience innovation. Gain an understanding of the functional and user experience enhancements that are available, which are input for planning how to further leverage Oracle E-Business Suite to meet your company’s needs.
“Methods over Madness…” – Presentation to the Chicago Rational Users group October 2009 – I identified the payback of standard patterns borrowing from the OPENUP method, and demonstrated the ROI value potential of the patterns and then show how patterns can be applied to projects utilizing the Rational Method Composer tool to generate project schedules from individualized patterns for Requirements, Project Management, Governance, Development and Testing.
Cloud era SAP Application Development and 3 modeBilot
Janne Vihervuori's presentation at SAP Finug’s Autumn Seminar 7th & 8th September 2016.
Want to know more about this & Bilot? Please visit our website at www.bilot.fi
Case Study: Practical tools and strategies for tackling legacy practices and ...Alejandro S.
In this talk you will learn how strategic tools like Wardley Maps, the C4 model and DDD’s strategic design helped a struggling CTO to fight against a crumbling monolith and the organizational practices that allowed its creation.
Among other things we will cover:
* How to plan, communicate and challenge strategies.
* Why strategy and thinking strategically is important for software developers.
* High-level overview of Simon Brown’s C4 Model
* High-level overview of DDD’s strategic design
* DDD Context Mapping
* High-level overview Wardley Maps.
* Wardley Maps: Landscape.
* FUN random facts about software development in startups :)
Modernisation of Legacy PHP Applications to Symfony2 - Symfony Live Berlin 2012Fabrice Bernhard
PHP and its community has evolved really fast in the last few years to allow for professional architectures and solutions. However, there are thousands of existing PHP applications which have not evolved in the meantime and are now crippled and unmaintainable because of that. These applications represent a real threat to the competitiveness of the business that relies on them.
The best approach in terms of business to solve this problem is progressive rewrite. Symfony2 and its modular architecture make it possible. This talk will cover the main technical difficulties of the progressive approach when rewriting legacy PHP applications using Symfony2
Walk, Don't Run: Incremental Change in Enterprise UXuxpin
You'll learn:
- A realistic approach to product improvement in large enterprises
- How to create and execute a pilot program for overcoming “product stagnation”
- How to scale the program to a growth team dedicated to improving existing products
Xpediter 9.4 – Value Today, Essential Tomorrow Webcast Compuware
Compuware Product Owner, Tyler Allman, demonstrates some of Xpediter’s recent enhancements including batch job multi-step debugging, Monitor/Reverse for COBOL programs, adding watch variables into the Variables view and more.
An overview of IT challenges and how Perficient China uses agile frameworks, methodologies, and practices to address these challenges and consistently deliver valued results to our clients.
How the Telegraph Transitioned from Web Support to a DevOps CultureAtlassian
As a major news organisation, the Telegraph has a history of staying competitive to remain the number one news brand in the UK. So, how do you support a fast-moving organisation that needs to embrace digital and where change is imperative?
This presentation tells the story of how the Telegraph’s web support team transitioned to a DevOps culture. It will look at how they moved from a team performing traditional website support and implementing ad-hoc releases & roll-back (you build - we support), to an organisation that now supports multiple CMS’s, platforms, apps, a subscriptions channel and APIs (we build - we support). Come and learn more about the impact of changes in organisational structure, methodologies used, the need to remove boundaries and how failure can lead to ultimate success.
Carol Johnson, IT Director, Telegraph Media Group
In this talk, I have discussed the issues around the need to recognize the business problem being solved, how to identify that, etc. rather than only focusing on the tech.
In this talk for the students of IIM Udaipur, I have discussed how AI as technology needs to deliver business value in order for AI as a discipline to be seen as relevant to business. I have also spoken briefly about my own research work.
What is #ThoughtLeadership? Is it mindless self-promotion, or is it more like some fancy management fad? Is it more like your social media presence, or sharing stories? What is the real deal here? In this talk, I have shared some ideas from others, and also some of my own learning over the years. Hope you find the answers you were looking for...
How does one go about blogging? Or, why to even blog in the first place? In this talk, I have shared some of my key learning over last 15 years of blogging
I delivered this guest lecture for the marketing team of Corteva Agriscience undergoing an executive program at ISB, Hyderabad. I have explained what is digital business model innovation, and how it could apply to agrobusinesses.
25 Years of Evolution of Software Product Management: A practitioner's perspe...Tathagat Varma
How has the role and function of product management evolved over the years? In this talk, I have shared my notes from my personal journey over the last 25 years.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
Experience unparalleled EXTENDED STAY and comfort at Skye Residences located just minutes from Toronto Airport. Discover sophisticated accommodations tailored for discerning travelers.
Website Link :
https://skyeresidences.com/
https://skyeresidences.com/about-us/
https://skyeresidences.com/gallery/
https://skyeresidences.com/rooms/
https://skyeresidences.com/near-by-attractions/
https://skyeresidences.com/commute/
https://skyeresidences.com/contact/
https://skyeresidences.com/queen-suite-with-sofa-bed/
https://skyeresidences.com/queen-suite-with-sofa-bed-and-balcony/
https://skyeresidences.com/queen-suite-with-sofa-bed-accessible/
https://skyeresidences.com/2-bedroom-deluxe-queen-suite-with-sofa-bed/
https://skyeresidences.com/2-bedroom-deluxe-king-queen-suite-with-sofa-bed/
https://skyeresidences.com/2-bedroom-deluxe-queen-suite-with-sofa-bed-accessible/
#Skye Residences Etobicoke, #Skye Residences Near Toronto Airport, #Skye Residences Toronto, #Skye Hotel Toronto, #Skye Hotel Near Toronto Airport, #Hotel Near Toronto Airport, #Near Toronto Airport Accommodation, #Suites Near Toronto Airport, #Etobicoke Suites Near Airport, #Hotel Near Toronto Pearson International Airport, #Toronto Airport Suite Rentals, #Pearson Airport Hotel Suites
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
6. Computers then…
Specialized equipment, Voluminous, Very costly, Not user-friendly,
Required experts to operate, Forklift upgrades, Hardware-heavy
6 5/2/11
7. …and now!
Multi-device, Kids to Old users, Business to Entertainment to
Lifesaving, Portable, User-friendly, Affordable, Rapid upgrade cycles
7 5/2/11
16. Where are we headed with all this?
The world is your consumer –
› rare use-cases to be the norm
Innovate at light-speed or die –
› obsolescence at unprecedented rate
Faster, Better, Cheaper –
› this is serious this time!
16 5/2/11
17. Faster, Better, Cheaper (FBC) 1.0
The real Holy Grail
of Software
Development
Pick any two!
Pick any one!!
17 5/2/11
18. How do we deliver software Faster?
By cutting quality?
By cutting features?
By cutting process?
By latest technology and tools?
By shortchanging user
experience?
18 5/2/11
19. How do we deliver software Better?
Formal methods?
ISO / CMM / CMMi?
PMP / PRINCE2?
Open Source?
Agile / Scrum?
Hire smart engineers, build smart
teams?
19 5/2/11
20. How do we deliver software Cheaper?
Outsourcing?
Quick and dirty methods?
Reuse?
Cloud?
20 5/2/11
22. Schedule Overrun over the Years
How does a
project get
late by a
month ???
22 5/2/11
23. Chaos Report 2009
The most authoritative and comprehensive survey on IT project
performance since last 15+ years
"This year's results show a marked decrease in project success
rates, with 32% of all projects succeeding which are delivered on
time, on budget, with required features and functions" says Jim
Johnson, chairman of The Standish Group, "44% were challenged
which are late, over budget, and/or with less than the required
features and functions and 24% failed which are cancelled prior to
completion or delivered and never used."
"These numbers represent a downtick in the success rates from the
previous study, as well as a significant increase in the number of
failures", says Jim Crear, Standish Group CIO, "They are low point
in the last five study periods. This year's results represent the
highest failure rate in over a decade"
23 5/2/11
24. Chaos Report over the years
Successful: deliver on-time, on-budget, with required
features and functions
Challenged: late, overbudget, and/or with less then the
required features and functions
Failed: cancelled prior to completion or delivered and
never used
2009 2006 2004 2002 2000 1998 1996 1994
Successful 32% 35% 29% 34% 28% 26% 27% 16%
Challenged 44% 19% 53% 15% 23% 28% 40% 31%
Failed 24% 46% 18% 51% 49% 46% 33% 53%
24 5/2/11
25. Is there a ‘Silver Bullet’?
No Silver Bullet (NSB): there is no single development,
in either technology or management technique, which by
itself promises even one order-of-magnitude
improvement within a decade in productivity, in reliability,
in simplicity – Fred Brookes, 1986
High-level languages ?
4GL?
OOP?
Reuse?
Offshoring?
Rapid Prototyping?
What next ?
25 5/2/11
26. Why is it, considering that…
We improved the process from waterfall days
Individuals are smarter than ever before
Teams are highly empowered
Tools have never been better
Languages support faster development
QA automation levels are all-time high
Customers are highly ‘educated’
Why…why…why…???
26 5/2/11
27. Where is the missing piece?
People Process Tech ???
27 5/2/11
28. The missing piece is...the Interlock
SUCCESS
People Process Tech ???
!!!
28 5/2/11
29. Faster, Better, Cheaper 2.0
Tighter alignment of People, Process
and Technology
› Program management vs. Delivery Management
› Empowered teams vs. guided teams
› Situational Leadership vs. Command and Control
Optimize Whole, not just the Parts alone
› Lean vs. Agile
Fail fast to succeed faster
› Innovate, Iterate, Improve
29 5/2/11
30. Process Ideas to achieve BFC 2.0
Agile
Scrum
Lean
TOC
Kanban
Scrum-ban
Program Management
…let’s discuss them…
30 5/2/11
33. Lean Principles
Identify customers and specify value
Identify and map the value stream
Create flow by eliminating waste
Respond to customer pull
Pursue perfection
33 5/2/11
34. Wastes (“muda”) in Lean
Identified by Taiichi Ohno, these are:
› Overproduction
› Delay
› Transporting
› Over-processing
› Inventory
› Motion
› Making Defective Parts
34 5/2/11
35. Kanban-based production
Limit WIP (Work in Progress, aka “Inventory”)
Move from ‘monolithic releases’ to ‘phased releases’
35 5/2/11
36. Kanban-based software engineering
Identify product’s MMF (Minimum Marketable
Features)
Prioritize their value
Plan your releases around them
Release highest-value features first to maximize
ROI
To accelerate delivery, have the entire team
collaborate on one feature at a time and perform
releases as often as possible
36 5/2/11
38. Scrum-ban
Software production model based on
Scrum and Kanban
› Scrum practices + Kanban workflow
Especially suited for maintenance
projects with frequent and
unexpected user stories or
programming errors
Major difference between Scrum
and Kanban are derived from the
fact that in Scrum work is divided
into timeboxed sprints whereas in
Kanban, the workflow is continuous
38 5/2/11
40. Program Management
Centralized coordinated management of a program to
achieve program’s strategic objectives and benefits that
are not available from managing the sub-projects
individually
Focuses on the project interdependencies and helps to
determine the optimal approach for managing them.
Action related to these interdependencies may include:
› Resolve resource constraints and/or conflicts that affect multiple
projects within the system
› Align organizational/strategic direction that affects project and
program goals and objectives
› Resolve issues and change management within a shared
governance structure
41. Project Management Office (PMO)
A PMO is an organizational body assigned various
responsibilities related to the centralized and
coordinated management of those projects under its
domain
Responsibilities can range from providing project
management support to actually being responsible for
the direct management of project
Project supported or administered by PMO may not be
related, other than being managed together
41 5/2/11
42. Primary Functions of PMO
Managing shared resources across all projects
administered by PMO
Identify and develop PM methodology, best
practices and standards
Coaching, mentoring, training and oversight
Monitor compliance with PM standard policies,
etc.
Develop and manage project policies, etc.
Coordinate communication across projects
43. Project Manager vs. PMO
PMs and PMOs pursue different objectives and, as such,
are driven by different requirements. All of these efforts,
however, are aligned with the strategic needs of the
organization. Differences:
› PM focuses on the specified project objectives, while the PMO
manages major program scope changes which may be seen as
potential opportunities to better achieve business objectives
› PM controls the assigned project resources to best meet project
objectives while the PMO optimizes the use of shared
organizational resources across all projects
› PM manages the constraints (scope, schedule, cost, and quality,
etc.) of the individual projects while the PMO manages the
methodologies, standards, overall risk/productivity, and
independencies among projects at the enterprise level
43 5/2/11
45. Conclusions
Your Customers expect top-quality
innovative solutions in less time and
lesser dollars than ever before!
Competing on ‘cost arbitrage’ or ‘part
quality’ is necessary but not enough!
Your project management processes must
mirror the real world
Process improvement is a journey, not a
destination
45 5/2/11