This document summarizes a cross-functional retrospective held for a large IT project at a bank. The project involved transitioning the bank's loan processes to a new software platform over 4 years with a budget of $12 million. Key steps of the retrospective included:
1) Individual interviews with project participants to understand perspectives
2) A 2-day offsite meeting with exercises to create a safe environment and analyze the project timeline
3) Follow-up meetings to implement decisions from the retrospective
The retrospective helped improve processes, relationships, and team performance. It provided an opportunity for participants to give feedback, better understand decisions made during the project, and identify areas for future improvement.
PMexpo17 - The Stakeholder Perspective - Massimo PirozziPMexpo
PMexpo 2017 - 27 ottobre 2017
-----------------------------------------------------------------------
The Stakeholder Perspective
(Massimo Pirozzi - Consulente e Docente di Project Management, Segretario del Consiglio Direttivo di ISIPM)
https://www.pmexpo.it/2017/programma/r010tr
Matinée PMI - How to maximize the impact of your promoter by Merling SapenePMI-Montréal
This document summarizes Merling Sapene's career and role in developing the "Passion for Flight" program at Bombardier Aerospace. It discusses how Sapene:
1) Led the design and deployment of the "Passion for Flight" program to spark students' interest in aviation and aerospace careers.
2) Guided the program from an initial idea through development, implementation across Bombardier sites worldwide, and eventual adoption by external partners.
3) Acts as a promoter, change agent, and influencer to gain support, remove roadblocks, and ensure ongoing alignment of initiatives like "Passion for Flight" with organizational goals.
Objective:
Demonstrate the fundamentals of Hybrid Project Management Methodology.
Learn several vital benefits of the Hybrid Project Management Model.
Learn and understand how effectively Hybrid Project Management Methodology can be applied to Projects, Programs and Portfolios.
This document discusses digital project management. It begins with background on digital project management and introduces the need for digital project managers. It then covers key aspects of digital project management including planning, skills required, methodologies, roles of digital project managers, tools, and benefits. Planning involves initiation, stakeholder involvement, prioritizing goals, and developing a project plan. Popular digital project management tools include Monday, Jira, Podio and Trello. Benefits of digital project management include collaboration, communication, budget management, monitoring, and document sharing.
The document summarizes the results of a survey conducted by PM Experts on the importance of soft skills in project management. 74% of respondents considered soft skills essential for project success. Communication, decision-making, and motivating were identified as the most important soft skills. Training in areas like communication, motivating team members, and team building were deemed most useful by survey participants. The document concludes by introducing PM Experts, the consulting firm that conducted the survey.
The document defines project based on definitions from various sources. It provides 17 different definitions of a project from dictionaries, standards bodies, and project management experts. Most definitions characterize a project as a temporary endeavor undertaken to create a unique product, service, or result, with defined start and end dates, objectives to achieve, and resources assigned to complete the work.
The document provides definitions of a project from various sources. Most definitions characterize a project as a temporary endeavor undertaken to create a unique product, service, or result. It has defined start and end dates, operates according to a plan, and is intended to achieve specific objectives or outcomes. A project involves coordinated activities and resources to deliver a product or service to a customer or user.
The document discusses using Expertool, a methodology and toolset developed by Joe Glick, to help manage complexity on mega-projects. Mega-projects, which often cost over $1 billion, require effective long-term decision making that considers political, regulatory, and technical factors. Expertool models the context around key decisions on a project to improve decision making and capture expertise over a project's decades-long lifespan, addressing continuity challenges. It can help organizations codify expertise to leverage lessons from past projects.
PMexpo17 - The Stakeholder Perspective - Massimo PirozziPMexpo
PMexpo 2017 - 27 ottobre 2017
-----------------------------------------------------------------------
The Stakeholder Perspective
(Massimo Pirozzi - Consulente e Docente di Project Management, Segretario del Consiglio Direttivo di ISIPM)
https://www.pmexpo.it/2017/programma/r010tr
Matinée PMI - How to maximize the impact of your promoter by Merling SapenePMI-Montréal
This document summarizes Merling Sapene's career and role in developing the "Passion for Flight" program at Bombardier Aerospace. It discusses how Sapene:
1) Led the design and deployment of the "Passion for Flight" program to spark students' interest in aviation and aerospace careers.
2) Guided the program from an initial idea through development, implementation across Bombardier sites worldwide, and eventual adoption by external partners.
3) Acts as a promoter, change agent, and influencer to gain support, remove roadblocks, and ensure ongoing alignment of initiatives like "Passion for Flight" with organizational goals.
Objective:
Demonstrate the fundamentals of Hybrid Project Management Methodology.
Learn several vital benefits of the Hybrid Project Management Model.
Learn and understand how effectively Hybrid Project Management Methodology can be applied to Projects, Programs and Portfolios.
This document discusses digital project management. It begins with background on digital project management and introduces the need for digital project managers. It then covers key aspects of digital project management including planning, skills required, methodologies, roles of digital project managers, tools, and benefits. Planning involves initiation, stakeholder involvement, prioritizing goals, and developing a project plan. Popular digital project management tools include Monday, Jira, Podio and Trello. Benefits of digital project management include collaboration, communication, budget management, monitoring, and document sharing.
The document summarizes the results of a survey conducted by PM Experts on the importance of soft skills in project management. 74% of respondents considered soft skills essential for project success. Communication, decision-making, and motivating were identified as the most important soft skills. Training in areas like communication, motivating team members, and team building were deemed most useful by survey participants. The document concludes by introducing PM Experts, the consulting firm that conducted the survey.
The document defines project based on definitions from various sources. It provides 17 different definitions of a project from dictionaries, standards bodies, and project management experts. Most definitions characterize a project as a temporary endeavor undertaken to create a unique product, service, or result, with defined start and end dates, objectives to achieve, and resources assigned to complete the work.
The document provides definitions of a project from various sources. Most definitions characterize a project as a temporary endeavor undertaken to create a unique product, service, or result. It has defined start and end dates, operates according to a plan, and is intended to achieve specific objectives or outcomes. A project involves coordinated activities and resources to deliver a product or service to a customer or user.
The document discusses using Expertool, a methodology and toolset developed by Joe Glick, to help manage complexity on mega-projects. Mega-projects, which often cost over $1 billion, require effective long-term decision making that considers political, regulatory, and technical factors. Expertool models the context around key decisions on a project to improve decision making and capture expertise over a project's decades-long lifespan, addressing continuity challenges. It can help organizations codify expertise to leverage lessons from past projects.
The document provides an overview of software project management. It discusses what a project is, defines project management, and outlines the key components and processes of project management including initiation, planning, execution, monitoring and control, and closure. It also discusses enabling factors for effective software project management, focusing on people, problem, and process.
5 benefits of project management trends emerging in 2021Orangescrum
The document discusses emerging trends in project management for 2021, including the rise of remote project teams, rapid adoption of remote collaboration tools, and an increase in agile projects. Some key benefits of these trends are significant cost savings from remote work, improved transparency and accountability with collaboration tools, and greater alignment of projects with strategies through breakdown of goals into granular tasks. The trends emphasize the need for automation, engagement of stakeholders, and linking project deliverables to quantifiable value.
1.1 introduction to real estate project managementIrefuser1
The document discusses effective project management for real estate projects. It describes the key modules and chapters that will be covered in the training program on real estate project management. These include fundamentals of real estate project management, essential knowledge areas like integration management, scope management, time management, cost management, quality management, and more. It provides an overview of the roles and responsibilities of civil engineers in real estate project management. Additionally, it discusses various concepts like project life cycles, project phases, organizational influences on project management, and more.
The document discusses how applying project management principles and tools can help attorneys better manage the complex process of e-discovery. It notes that factors like rising costs, new rules and case law, and client demands for efficiency require attorneys to take a more process-oriented approach. The document advocates for designating e-discovery project managers, using project management software to facilitate communication and coordination, and structuring each e-discovery project according to standard project management phases like planning and execution. Following project management frameworks can help produce more predictable, cost-effective outcomes for e-discovery.
IT Project Management for Nonprofits - Net Tuesday March 5 2013NetSquared Vancouver
The document discusses an IT project management case study for a nonprofit organization called bc211. It describes how a volunteer project manager, Shawn Hawkins, helped bc211 implement a new Information Management System over 4 months. Key aspects of the project included assessing the organization's readiness, defining the project management role, developing a project plan, and preparing for the go-live launch. The case study highlights best practices in flexible project management for nonprofits.
Social Competences as described by the ICB, the IPMA standard.
This presentation was part of a Train the Trainer preparation course for IPMA Level D instructors.
From DrupalCon Chicago 2011, Treehouse SVP, Operations, Nicole Lind joins colleagues from other top agencies to discuss approaches to managing enterprise-level Drupal projects.
Questions answered by this session
Question 1: How does PM involvement impact the various phases of a project and the organization... and should it?
Question 2: How do you say "No" to the wrong type of work and still keep a positive client relationship?
Question 3: How do you partner with clients to ensure the project needs are met?
Question 4: Are there differences in managing Drupal projects versus other technology projects?
Question 5: What are some shared tools to help navigate the questions being answered in this session?
This document discusses modern project management trends, including:
1. Projects are increasingly global with dispersed teams across different time zones and cultures, challenging project managers. New communication tools help facilitate collaboration.
2. Projects are becoming smaller in size due to cloud computing and shadow IT. This increases the total number of projects to manage while integrating diverse technologies.
3. Cloud-based project management tools provide a centralized place for tracking progress, enabling collaboration between dispersed teams. This facilitates management of distributed global projects.
4. Outsourcing project management services is increasing but brings challenges around responsibilities and commercial negotiations that sometimes require the client to intervene.
Objective:
Demonstrate the key support roles and responsabilities of a PMO in the ongoing governance and execution of an organisation´s long-term business objectives and its portfolio of improvement initiatives.
A Day of the Life of a Project Managerreeza fazily
Rachel spent her day effectively as a project manager, allocating 66% of her time to direct project-related work like reviewing reports, discussing issues with her team and superiors, and attending progress meetings. As a project manager, she is responsible for providing direction, coordination, and integration for her project team. She also has to deal with challenges like clients requesting additional features not in scope, and ensure work is completed on time and issues are resolved. The case shows that project managers play an important role in leading their team successfully while also communicating with stakeholders.
1. The document provides 10 tips for effective project management. It discusses the importance of time management, identifying project requirements, providing regular updates to stakeholders, communicating with the project team, defining critical milestones, evaluating the project, keeping skills up to date, tapping team strengths and weaknesses, using project management tools, and managing potential risks.
2. Key aspects highlighted include planning each day, identifying roles and tasks for team members, informing stakeholders of updates and addressing any delays or problems, reviewing all aspects of a project for future learning, and identifying risks that could threaten the project's progress.
3. Effective project managers organize their time, communicate clearly with stakeholders and their team, evaluate both successes and areas for improvement, and
This project charter guide covers everything you need to know about the project charter. It is based on the free template you can download here: http://project-charter-template.casual.pm/
PMO of the Year Award 2011 eBook, profiling Dell's HCLS, and the PMOs of all three finalists (34 pages). Presented by PM Solutions and PMO CoP, the award salutes a Project Management Office that has demonstrated excellence and innovation in developing and maturing an organizational structure to support the effective management of projects.
The document outlines the session agenda for a project management training session, including introductions, an overview of why project management is important, a project management framework, group exercises on stakeholders and risk, and a close. It also provides biographical details on the facilitator, including his professional experience managing projects and information systems, academic qualifications including an MBA and PhD research, and his company LearningTalk which provides management training and consultancy.
This document provides an overview of best practices for planning and managing a successful digital project. It discusses the importance of understanding the intended audience and setting clear goals and a project plan. Effective communication with collaborators and users is key. Project managers should divide large projects into discrete tasks with deadlines, track progress, and be willing to revise plans as needed. Documentation and evaluating successes and failures can help future projects. A variety of tools can help with planning, project management, and delivering digital projects.
The document proposes a "Simplicity - A Collaborative Innovation Project" at The Press Association (PA) to foster innovation and creativity. It aims to establish a collaborative project team of 6 members from different PA departments. The team will be given time and space weekly to work on generating new ideas. The project seeks to encourage bottom-up structures, cross-departmental collaboration, and diversity of thought to serve as a model for innovation at PA and help formulate a digital strategy. Intangible results are expected to simplify structures and transform PA operations in the mid-long term.
Key Highlights for the audience:
1. Is Product Owner only responsible for a Good product?
2. Can a Product Owner become a Good Coach?
3. Role of an Agile Coach in co creating & building a Good Product
4. Can Agile Coaches coach Product Owners in a Service organization?
Project Planning: How to Achieve the ImpossibleMindGenius
Nobody launches a new project and intends for it to fail. But time and again projects do fail, for a vast range of reasons.
But there are ways of stacking the odds in your favour. Among the most important is resisting the very human urge to jump straight in. Good planning is vital for success.
To review the current state of organizational excellence by size, industry sector and region and consider how your PMO measures up and compares to others
This document discusses the importance of project communications and provides tips and best practices. It notes that poor communication is the number one reason projects fail according to several surveys. The document introduces various communication planning tools, such as a circle of communications chart, communication requirements matrix, role report matrix, and project calendar. It also outlines some of the top project communication tools, such as responsibility matrices, work breakdown structures, project schedules, and risk matrices. The key message is that project managers must make communication a high priority in order to ensure project success.
The document discusses a project on the project life cycle. It explains that a project life cycle typically involves five stages: initializing, planning, execution, controlling, and closing. It also describes two common life cycle models - the stretched-S model and exponential model. The stretched-S model involves slow initial progress that speeds up during implementation before slowing again at closure. The exponential model involves continuous activity across numerous aspects. Effective project managers build trust with stakeholders through face-to-face interaction, but this trust can fade over time due to a project's dynamic environment involving uncertainties and rapid changes.
Liana M. Verba has over 4 years of experience providing strategic support and project management for executive teams. She has strong organization, communication, and technical skills. Her experience includes developing procedures, conducting research projects, and managing business initiatives. She holds a Master's in Business Administration and has experience across various industries including financial services, strategic planning, and business development.
The document provides an overview of software project management. It discusses what a project is, defines project management, and outlines the key components and processes of project management including initiation, planning, execution, monitoring and control, and closure. It also discusses enabling factors for effective software project management, focusing on people, problem, and process.
5 benefits of project management trends emerging in 2021Orangescrum
The document discusses emerging trends in project management for 2021, including the rise of remote project teams, rapid adoption of remote collaboration tools, and an increase in agile projects. Some key benefits of these trends are significant cost savings from remote work, improved transparency and accountability with collaboration tools, and greater alignment of projects with strategies through breakdown of goals into granular tasks. The trends emphasize the need for automation, engagement of stakeholders, and linking project deliverables to quantifiable value.
1.1 introduction to real estate project managementIrefuser1
The document discusses effective project management for real estate projects. It describes the key modules and chapters that will be covered in the training program on real estate project management. These include fundamentals of real estate project management, essential knowledge areas like integration management, scope management, time management, cost management, quality management, and more. It provides an overview of the roles and responsibilities of civil engineers in real estate project management. Additionally, it discusses various concepts like project life cycles, project phases, organizational influences on project management, and more.
The document discusses how applying project management principles and tools can help attorneys better manage the complex process of e-discovery. It notes that factors like rising costs, new rules and case law, and client demands for efficiency require attorneys to take a more process-oriented approach. The document advocates for designating e-discovery project managers, using project management software to facilitate communication and coordination, and structuring each e-discovery project according to standard project management phases like planning and execution. Following project management frameworks can help produce more predictable, cost-effective outcomes for e-discovery.
IT Project Management for Nonprofits - Net Tuesday March 5 2013NetSquared Vancouver
The document discusses an IT project management case study for a nonprofit organization called bc211. It describes how a volunteer project manager, Shawn Hawkins, helped bc211 implement a new Information Management System over 4 months. Key aspects of the project included assessing the organization's readiness, defining the project management role, developing a project plan, and preparing for the go-live launch. The case study highlights best practices in flexible project management for nonprofits.
Social Competences as described by the ICB, the IPMA standard.
This presentation was part of a Train the Trainer preparation course for IPMA Level D instructors.
From DrupalCon Chicago 2011, Treehouse SVP, Operations, Nicole Lind joins colleagues from other top agencies to discuss approaches to managing enterprise-level Drupal projects.
Questions answered by this session
Question 1: How does PM involvement impact the various phases of a project and the organization... and should it?
Question 2: How do you say "No" to the wrong type of work and still keep a positive client relationship?
Question 3: How do you partner with clients to ensure the project needs are met?
Question 4: Are there differences in managing Drupal projects versus other technology projects?
Question 5: What are some shared tools to help navigate the questions being answered in this session?
This document discusses modern project management trends, including:
1. Projects are increasingly global with dispersed teams across different time zones and cultures, challenging project managers. New communication tools help facilitate collaboration.
2. Projects are becoming smaller in size due to cloud computing and shadow IT. This increases the total number of projects to manage while integrating diverse technologies.
3. Cloud-based project management tools provide a centralized place for tracking progress, enabling collaboration between dispersed teams. This facilitates management of distributed global projects.
4. Outsourcing project management services is increasing but brings challenges around responsibilities and commercial negotiations that sometimes require the client to intervene.
Objective:
Demonstrate the key support roles and responsabilities of a PMO in the ongoing governance and execution of an organisation´s long-term business objectives and its portfolio of improvement initiatives.
A Day of the Life of a Project Managerreeza fazily
Rachel spent her day effectively as a project manager, allocating 66% of her time to direct project-related work like reviewing reports, discussing issues with her team and superiors, and attending progress meetings. As a project manager, she is responsible for providing direction, coordination, and integration for her project team. She also has to deal with challenges like clients requesting additional features not in scope, and ensure work is completed on time and issues are resolved. The case shows that project managers play an important role in leading their team successfully while also communicating with stakeholders.
1. The document provides 10 tips for effective project management. It discusses the importance of time management, identifying project requirements, providing regular updates to stakeholders, communicating with the project team, defining critical milestones, evaluating the project, keeping skills up to date, tapping team strengths and weaknesses, using project management tools, and managing potential risks.
2. Key aspects highlighted include planning each day, identifying roles and tasks for team members, informing stakeholders of updates and addressing any delays or problems, reviewing all aspects of a project for future learning, and identifying risks that could threaten the project's progress.
3. Effective project managers organize their time, communicate clearly with stakeholders and their team, evaluate both successes and areas for improvement, and
This project charter guide covers everything you need to know about the project charter. It is based on the free template you can download here: http://project-charter-template.casual.pm/
PMO of the Year Award 2011 eBook, profiling Dell's HCLS, and the PMOs of all three finalists (34 pages). Presented by PM Solutions and PMO CoP, the award salutes a Project Management Office that has demonstrated excellence and innovation in developing and maturing an organizational structure to support the effective management of projects.
The document outlines the session agenda for a project management training session, including introductions, an overview of why project management is important, a project management framework, group exercises on stakeholders and risk, and a close. It also provides biographical details on the facilitator, including his professional experience managing projects and information systems, academic qualifications including an MBA and PhD research, and his company LearningTalk which provides management training and consultancy.
This document provides an overview of best practices for planning and managing a successful digital project. It discusses the importance of understanding the intended audience and setting clear goals and a project plan. Effective communication with collaborators and users is key. Project managers should divide large projects into discrete tasks with deadlines, track progress, and be willing to revise plans as needed. Documentation and evaluating successes and failures can help future projects. A variety of tools can help with planning, project management, and delivering digital projects.
The document proposes a "Simplicity - A Collaborative Innovation Project" at The Press Association (PA) to foster innovation and creativity. It aims to establish a collaborative project team of 6 members from different PA departments. The team will be given time and space weekly to work on generating new ideas. The project seeks to encourage bottom-up structures, cross-departmental collaboration, and diversity of thought to serve as a model for innovation at PA and help formulate a digital strategy. Intangible results are expected to simplify structures and transform PA operations in the mid-long term.
Key Highlights for the audience:
1. Is Product Owner only responsible for a Good product?
2. Can a Product Owner become a Good Coach?
3. Role of an Agile Coach in co creating & building a Good Product
4. Can Agile Coaches coach Product Owners in a Service organization?
Project Planning: How to Achieve the ImpossibleMindGenius
Nobody launches a new project and intends for it to fail. But time and again projects do fail, for a vast range of reasons.
But there are ways of stacking the odds in your favour. Among the most important is resisting the very human urge to jump straight in. Good planning is vital for success.
To review the current state of organizational excellence by size, industry sector and region and consider how your PMO measures up and compares to others
This document discusses the importance of project communications and provides tips and best practices. It notes that poor communication is the number one reason projects fail according to several surveys. The document introduces various communication planning tools, such as a circle of communications chart, communication requirements matrix, role report matrix, and project calendar. It also outlines some of the top project communication tools, such as responsibility matrices, work breakdown structures, project schedules, and risk matrices. The key message is that project managers must make communication a high priority in order to ensure project success.
The document discusses a project on the project life cycle. It explains that a project life cycle typically involves five stages: initializing, planning, execution, controlling, and closing. It also describes two common life cycle models - the stretched-S model and exponential model. The stretched-S model involves slow initial progress that speeds up during implementation before slowing again at closure. The exponential model involves continuous activity across numerous aspects. Effective project managers build trust with stakeholders through face-to-face interaction, but this trust can fade over time due to a project's dynamic environment involving uncertainties and rapid changes.
Liana M. Verba has over 4 years of experience providing strategic support and project management for executive teams. She has strong organization, communication, and technical skills. Her experience includes developing procedures, conducting research projects, and managing business initiatives. She holds a Master's in Business Administration and has experience across various industries including financial services, strategic planning, and business development.
This document discusses project planning, execution, and closure for an ERP implementation project. It explains that decision making can impact a project's budget, schedule, and resources. The memorandum also discusses factors to consider when accepting or rejecting vendor proposals, such as background, finances, relationships, and technology. Parties involved in decision making and factors that need agreement are also addressed.
The document discusses various project estimating techniques including expert judgment, bottom-up estimating, and three-point estimating. It emphasizes that choosing the right estimating technique depends on the available information and how much time and money can be spent on estimating. Accurately estimating a project's cost is crucial to its success or failure, so using the appropriate technique is important.
This document summarizes an enterprise and leadership development pilot program for Plymouth City Council leaders. The program is designed to help leaders create innovative solutions and entrepreneurial ventures that address major issues and create value for their communities. It involves forming teams around common challenges to develop new proposals and projects over six facilitated sessions. Between sessions, teams work to engage stakeholders, trial ideas, and maintain momentum. The program utilizes tools like psychometrics, coaching, creative thinking techniques, and business modeling to support the teams' work developing 11 new proposals to present to Plymouth City Council's executive team.
Here are the key points I gathered from your introduction:
- You have experience initiating and participating in process improvement projects at your company.
- You see project management as a broad term that can apply to any effort to implement change or improvement.
- One of the largest projects you managed was a Greenbelt (PMP) project to streamline communication between engineering and manufacturing regarding change orders.
- As the bill of materials specialist with 8+ years experience, you were the first point of contact for change orders, making you well-suited to participate in this project.
- The goal of the project was to eliminate email correspondence and create a more efficient form of communication for change orders.
- As someone
In this presentation we will talk about effective ways, overview and concept of “Managing IT Projects”.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
The document discusses key aspects of project planning according to the PMBOK guide. It notes that proper planning and project management are crucial to successfully complete temporary projects. Effective project management involves bringing together project components to achieve objectives. Key steps in planning include developing a work breakdown structure, defining activities and resources, and designing communication and monitoring systems. Establishing roles and an organizational structure is also important for integration and buy-in across stakeholders. Overall, thorough planning of the project scope, schedule, costs and quality aspects is the foundation for effective project execution and control.
The document provides an agenda for a one-day training program on project management. The training will cover various topics related to project design, planning, implementation, evaluation and common challenges. It also includes profiles of project managers and an exercise for attendees to plan implementation of a hypothetical project.
This document discusses project management techniques and tools. It provides an overview of project management, describing the four main phases as investigation, planning and design, production, and evaluation and monitoring. It then discusses specific project management tools like Gantt charts and PERT diagrams that are used to plan and track projects. Gantt charts show tasks and timelines visually while PERT diagrams show relationships between tasks and identify critical paths. Estimating activity times and scheduling/expediting are also important aspects of project management discussed.
The document outlines an agenda for a project management training session. It includes an introduction to project management, discussions of stakeholders and project planning, exercises on stakeholders and risk, and breaks for coffee and lunch. Joe Houghton is introduced as the facilitator with experience in project management, consulting, and teaching.
Project management involves coordinating activities to complete a unique goal within constraints of time, cost, and quality. It became a separate field due to increased complexity of projects and need for specialized skills. A project has defined start and end points and creates a unique product or service. Project managers coordinate resources and processes to meet objectives while satisfying stakeholder needs.
This consulting firm had over 30 internal IT projects that were routinely late and over budget due to a lack of formal project management processes. The project office identified an overall project maturity level of 1.5 out of 5. JPS was engaged to help develop and deliver presentations to raise awareness of project management and what the project office could offer. The presentations covered key project management concepts and tools. Attendees felt the time was well spent in understanding how project management could help them. A follow up a year later found demonstrated progress, with functional managers taking more ownership of their projects.
Running Head PROJECT MANAGEMENT METHODOLOGIES & TOOLS1PROJE.docxtodd581
Running Head: PROJECT MANAGEMENT METHODOLOGIES & TOOLS 1
PROJECT MANAGEMENT METHODOLOGIES & TOOLS 5
PROJECT MANAGEMENT METHODOLOGIES & TOOLS
Mekdes Asaminew
Rasmussen College
05/16/2020
FAQ document
What are project management tools?
These are the instruments which project managers use to plan, execute as well as manage plans in one centralized virtual location. These tools vary from team to team depending on the tasks to be performed in the project. The project management tools include; project management software, real-time instant messaging tool, knowledge base tool and file sharing tool.
What is project management software?
This is computer software which helps the project team members to collaborate during the project, plan all their activities as well as to record all the collected data.
What is a real-time instant messaging tool?
It is a tool that allows team members of a particular project to talk and video call with colleagues in real time. This tool helps improve collaboration of the team members and allows all people to collectively provide their opinions on different matters during carrying out the project.
What is knowledge base tool?
It involves a search database that allows individual to store the combined wisdom of the team members and ensures that the information is accessible to all members
What is a file sharing tool?
It is a tool which allows people to save sync and share files. It ensures that all the documents provided by team members are well stored and easily retrievable for future reference. (Bilal.et.al, 2017)
What are project management methodologies?
Project management methodologies are basically the different techniques which are used to approach a given project; every methodology of project management has its unique process and workflow. They are classified into “traditional or sequential methodologies, agile methodologies, the change management methodologies and process-based methodologies.”
What are the traditional or sequential methodologies?
These are the methods of managing a project which involve a sequence of tasks which lead to the final deliverables and project managers are required to ensure that the tasks are worked on them in a given order. The methodologies classified under this category include;
· Waterfall project management methodology; involves completing a certain task before beginning another task in a linked sequence of objects which adds up to the general goal. It is used in projects that create physical objects like building a computer.
· Critical path method; it involves prioritizing and allocating available raw materials to ensure the most crucial task is done as well as rescheduling lower priority task.
· Critical chain project management; involves a technique for putting main concentration on the needed materials.
What are agile methodologies?
These are project management methodologies which prioritize on shorter iterative cycles and flexibility. They are categorized .
A structured approach to answering all the “WHAT? WHEN? WHY? WHO? HOW?”.
A scoping session and well-prepared agenda will help you manage the chaos and brainstorming, where everyone will be trying to put their two cents into the discussion.
Ideation workshop is also a great way to kick-off the project with all the parties – the client, developers, designers, project managers, and other stakeholders
Read more about the project discovery process.
3The Project Management ProcessGroups A Case StudyAft.docxgilbertkpeters11344
3
The Project Management Process
Groups: A Case Study
After reading this chapter, you will be able to:
1. Describe the five project management process groups, the typical level of
activity for each, and the interactions among them
2. Understand how the project management process groups relate to the project
management knowledge areas
3. Discuss how organizations develop information technology project manage-
ment methodologies to meet their needs
4. Review a case study of an organization applying the project management
process groups to manage an information technology project, and understand
the contribution that effective project initiation, project planning, project
execution, project monitoring and controlling, and project closing make to
project success
OPENING CASE
rica Bell was in charge of the Project Management Office (PMO)
for her consulting firm. The firm, JWD (Job Well Done)
Consulting, had grown to include more than 200 full-time consul-
tants and even more part-time consultants. JWD Consulting pro-
vides a variety of consulting services to assist organizations in
selecting and managing information technology projects. The firm
focuses on finding and managing high-payoff projects and develop-
ing strong metrics to measure project performance and benefits to the
organization after the project is implemented. The firm’s emphasis
Objectives
E
on metrics and working collaboratively with its customers gives it
an edge over many competitors.
Joe Fleming, the CEO, wanted his company to continue to grow
and become a world-class consulting organization. Since the core of
the business was helping other organizations with project manage-
ment, he felt it was crucial for JWD Consulting to have an exemplary
process for managing its own projects. He asked Erica to work with
her team and other consultants in the firm to develop several intranet
site applications that would allow them to share their project man-
agement knowledge. He also thought it would make sense to make
some of the information available to the firm’s clients. For example,
the firm could provide project management templates, tools, articles,
links to other sites, and an “Ask the Expert” feature to help build
relationships with current and future clients. Since JWD Consulting
emphasizes the importance of high-payoff projects, Joe also wanted
to see a business case for this project before proceeding.
Recall from Chapter 1 that project management consists of nine knowledge
areas: integration, scope, time, cost, quality, human resources, communications,
risk, and procurement. Another important concept to understand is that projects
involve five project management process groups: initiating, planning, executing,
monitoring and controlling, and closing. Tailoring these process groups to meet
individual project needs increases the chance of success in managing projects. This
chapter describes each project management process group in detail through.
This document describes the development and use of a stakeholder analysis tool created by the Victorian Department of Primary Industries. The tool was designed to help project teams systematically analyze the human and social capital resources needed to achieve project goals. It features a two-axis matrix to prioritize stakeholders by influence and importance. The tool was used and evaluated in case studies involving various government groups. Based on feedback, the tool was revised to better guide strategic stakeholder engagement and project planning. Conducting the analysis as a team was found to improve understanding of stakeholders and project direction.
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Lock, Stock and two platforms
Cross-functional
retrospective: what we
have learned in four years
Dmitry Lazarev,
Consultant on organizational development,
facilitato.ru
Maria Garanina,
Head of the Center of Expertise in
Operating Processes, Alfa-Bank
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The status of the project and
goals of the retrospective
I
n 2012, Alfa-Bank launched the project FLECS
(Fast Loan Easy Cloud System). The goal
was to change the IT platform in how they
execute and finalize all loan agreements with
individuals with regards to consumer loans, credit
cards and cash loans.
With the retail credit boom in 2012-13 the
old application could not keep up to current
spending trends. In this regard, there was very
little progress in introducing new credit products.
The bank decided to introduce a new automated
platform called BPM Pega, which would improve
their customer experience.
Project Settings
1. Budget: $ 12 000 000.
2. Duration: 4 years (2012-2016).
3. The project involved about 100 people at
different times and with varying degrees from
nearly 20 bank offices.
4. Development conducted by two external
companies.
FLECS system Introduction – is a unique project for us. First, it is associated with
piloting of BPM Pega platforms in the bank, and the adoption of strategic decision of
transferring banking processes to the new platform depended on the correct analysis
of the results. Secondly, this is an example of a serious cross-functional cooperation.
The integration of new software into the existing IT infrastructure and working with
multiple vendors at the same time. Which is especially important at a time when we are starting a
large-scale restructuring of IT systems in line with the bank’s new strategy.
These factors led us to the idea to hold not just the standard debriefing but try new, modern methods and to
perform cross-functional retrospective of the project with the involvement of all entities participated in.
In May 2015, when the project came to the finish line, we decided it was the very moment when
it is time to stop and analyze the way passed, again before the final segment to check whether we
can do something to improve the work.
In the IT project portfolio for re-
tail lending FLECS project has al-
ways occupied a special place.
During this project’s «journey»,
we have accumulated many as-
sets: experience, knowledge and a rich list
of life-hacks, as well as, operational issues and problems
remaining unresolved. When you do something for four
years and spend 12 million dollars, in the third year it will
always raise the eternal question: why so long and expen-
sive, and when will it all end?
We wanted to gather the whole team together to evaluate
achievements and victories. To formalize an experience,
understand what we have learned to do well, and how it
can help us in dealing with obstacles that still prevented
us from moving forward.
We wanted to avoid the classic mistakes – when dur-
ing a meeting of all remember insults, swearing, list very
trivial problems, and then, as an optimization, someone
proposes to cancel debriefing themselves. That is why
we decided to hold a meeting in a new way.
Now, after going through this exercise, I can say that
a retrospective preparation and its implementation – is
serious work. It’s not just one or two days of team-build-
ing retreat, during which all participants listen to five fas-
cinating presentations on the theme «How we did it»,
and then – sack races and dinner. Retrospective – a com-
pletely different format, with a qualitatively different level
of involvement of each individual. Next, we have consist-
ently describe the whole process of prepar-
ing a project’s cross-functional retrospective.
On one of the first meet-
ings with Maria Garanina
and the project sponsor,
we determined the list of
the participants for the
Retrospective session. We invited
employees of the 18 bank units (those who have
worked hard and long on the project), as well as
employees of two external vendors – suppliers:
“IT” and “BTC” companies. For maximum effi-
ciency, and to disconnect from the current af-
fairs, we decided to hold a retrospective offsite
and out of the city. We made a preparation plan:
a) Launch meeting for all those who will partic-
ipate in retrospective; b) individual interviews
with each member of the project; c) the retro-
spective itself; g) meeting after the
retrospective, aimed at further de-
velopment and implementation of the
decisions taken.
Launch meeting
(25 June 2015; 1.5 hours)
Work on the retrospective began with a big launch
meeting that included all project participants that are
significantly involved in the implementation. A total
of 40 people gathered for the launch meeting.
Launch meeting had three objectives.
Firstly, we wanted to demonstrate a sincere
interest of management and project sponsors in the
results of a retrospective. At the beginning of the
meeting, the head of retail management technology
announced the companies’ goals. «We carry out
FLECS project retrospective in order to:
a) to extract knowledge for the benefit of others;
b) to look at the project from different perspectives,
as the results of the project were controversial;
c) to develop teamwork, project participants to
cooperate, not just «learn to tolerate each other.»
Secondly, it was necessary to prepare participants
for the upcoming retrospective and set the
expectations. Retrospective – is not a session to
search, charge, or punishment of any scapegoats.
It is an opportunity to learn how and what can
be improved. The team will need to find ways to
improve their performance by themselves as the
most willing of socially acceptable answers do not
exist. It was important to have at the launch meeting
to convey to the participants Kerth’s Prime Directive:
Regardless of what we discover, we must
understand and truly believe that everyone did the
best job he or she could, given what was known at
the time, his or her skills and abilities, the resources
available, and the situation at hand.
Thirdly, the meeting gave the opportunity to start at
an early stage to get feedback from the participants
of the project and to give a more accurate
explanation of the retrospective itself. To do this,
we discussed the following question, what topics do
you think it is important to address in the course of
the FLECS project retrospective?
Interviews with project
participants (1-20 July 2015)
The next step was to have the retrospective
facilitators hold personal meetings with each
individual participant. This step was to understand
the mindset of the employees, to identify the
main issues and concerns, as well as to find out
their attitude and willingness to participate in the
retrospective.
However, the purpose of the interview before the
retrospective was not only to learn the specifics
of the project by consultant. Interviews have two
other purposes more important than raising the
consultant’s awareness.
The individual preliminary interviews were to help
the participants gather and understand their thoughts
MARTIN PILECKI, CIO, «Alfa-Bank»:
MARIA GARANINA, Head of the Center of
Expertise in Operating Processes, Alfa-Bank, «Alfa-Bank»
DMITRY LAZAREV, Consultant on
organizational development
3. MEETING FOR FEED-
BACK AND FUTURE
ACTIVITIES PLANNING
LAUNCH MEETING
OFFSITE MEETING
PERSONAL
INTERVIEWS
STAGES OF PROJECT RETROSPECTIVE
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and feelings, as well as help them prepare and
articulate what they want to share in the upcoming
retrospective.
The preliminary interview also can eliminate
speculation about the motives of the consultant and
his working methods. Often a retrospective is held
at the end of the project. The success of which is
being questioned at all different levels within the
organization. Moreover, some participants, despite
all the assurances of management remain concerned
about possible «career limitations» as the results
of a retrospective. Individual interviews help, if not
completely dispel these fears, and help prepare
employees to ensure that all discussions during the
retrospective will take place in a safe atmosphere,
and that the participation in retrospective is
completely voluntary.
The two-day retrospective out of
office and out of the city
(July 30-31, 2015)
The event is designed so that at the beginning,
participants perform several exercises designed to
create a comfortable and safe environment to work
together:
1. Working in groups, of which are constantly
changing, so that everyone can communicate
with as many people as possible.
2. Developing a common understanding of the
project’s success.
3. Drawing up the emotional cardiogram project.
4. Competition for the best artifacts.
During the first day, we made a timeline of FLECS
project life by identifying and placing all important
events.
After the retrospective
Two months after the “offsite retrospective” we held
three more meetings to finalize the decisions before
the project implementation. It is important to finish
and put the squeeze on solutions to implementation.
It’s essential to complete the current cycle and send
the team a message that we did not just talk and
have a good time together but were able to improve
our operational performance.
Teamwork helps people to take responsibility for
the implementation of the decisions and to gain the
support from those on who will need to sustain the
changes in the future.
We have noticed some positive behavior:
1. Employees themselves were engaged and
brought their own proposals to the end without
having to be forced.
2. People began to show more initiative and self-
organization on improving workflow.
At the end of the interview
I explained to each partic-
ipant that retrospective is
very similar to the archae-
ological site and asked
participants to look for the important
project artifacts and bring them to the retrospec-
tive. Artifacts are physical objects related to the
project. Most often these objects are documents,
such as the very first project schedule or the first
version of the solution architecture, sketched on
a napkin. I asked for some time to develop in the
IT-archeologists and find important artifacts. Dur-
ing the retrospective, we will arrange a compe-
tition among team members, during which they
need to introduce and describe their artifacts
telling associated stories. Following these pres-
entations, we will have a contest with prizes for
artifacts in three categories: “The most important
project artifact”, “The most unusu-
al project artifact” and “The biggest
collection of project artifacts.
DMITRY LAZAREV, Consultant on
organizational development
The most emotional and memo-
rable moment was the first day of
its completion, when each can say
thanks to the man who helped
and / or still help him / her in
the project. We too often do not have time
to say a sincere thanks to others, and it is
not always acceptable (by inner culturally),
and then it turns out that the only problems
and complaints loudly sound, and good re-
mains in the shadows.
OGANESOV GEORGE, Head of the
Development of Credit Business Processes,
product owner
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WHAT IS A CROSS-FUNCTIONAL RETROSPECTIVE PROJECT?
Purpose: To save time, energy and nerves in the
future for projects implementation.
Result
The collective wisdom of the team, absorbed during
the project, extracted, documented and distributed
to the entire company as a whole.
Duration
Preparation: 3-6 weeks.
The event: 2-2.5 day offsite
Post-event retrospective: 1-3 months.
Maintenance: If necessary, ½-day month.
Number of participants. 8-50 people.
List of participants
All participants of the project, as well as
representatives of external and internal stakeholders
(contractors, customers).
Side effects
Switching communication from allegations to
personal responsibility.
Improve business processes and interactions.
Repair damaged relationships.
When to use
In complex projects with high stakes.
In projects with highly interdependent teams: after
a significant stage or at the end of the project.
If you determine that, you need to find a way to
improve your operation.
When not to use
In projects with low interdependent teams.
When you are trying to find out who is responsible
or guilty.
When you need to influence the team gently to the
pre-defined solutions.
Literature.
Norm Kerth. Retrospective of the project,
M.: Publisher D. Lazarev, 2015
What is a retrospective of the project?
Retrospective of the project – a special ritual
conducted:
1) At regular intervals during the project (eg. Bi-
weekly for 2–3 hours)
2) At the end of a significant phase (timeframe 1
year) or at the end no matter if the project failed or
was successful. (2–2.5 day offsite)
Types of retrospectives:
1) In – command,
2) Cross-functional (inter-team).
In this article, we describe our experience in cross-
functional retrospective teams and what it was like
at the end of a certain stages of the project.
What is the effect of a retrospective on the team’s
performance?
The aim of the retrospective is to save time and
resources in the implementation of future projects.
To complete research within teams from different
sectors1 and show that a company can increase
individual and team productivity by 20-25% by using
properly prepared retrospectives.
Properly prepared retrospectives must meet four
criteria:
1) Active self-learning (rather than passively
accepting information). As a rule, people tend
to learn and develop more progressively when
they are directly involved and experiencing
the learning. Therefore, in order to give a
retrospective effect there should be activities
that include self-training and self-study within the
teams and not just the slide presentations.
2) Developmental intention (rather than
administrative). Creating an environment of
psychological safety where participants are
providing constructive feedback in an appreciative
way that allows for mutual dialogue and allows
everyone to share their experience.
3) Analysis of the specific (not generic) events.
Analysis of specific events will allow deeper
understanding of individual actions and their
relationship to the overall strategy. This approach
allows retrospectives to identify future goals,
action plans and final steps.
4) Multiple (but not the only) sources of information.
A variety of points of view makes it possible to
get the most complete picture of the working
episodes. It is therefore useful to include
a retrospective of external (independent in relation
to the team as a whole) sources of information.
1 Tannenbaum, S.I. & Cerasoli, C.P. (2013). Do team and
individual debriefs enhance performance? A meta-analysis.
Human Factors: The Journal of Human Factors and Ergonomics
Society, 55, 231–245.
3. Relationships, communication and mutual
understanding between employees improved
significantly.
At this point, it is sufficient to meet regularly, to
maintain the focus on improving processes and
redirect people’s attention from the fixing endless
current issues to improvement of the project.
Here are some of our results:
1. Subprojects related to the transfer of cash loans,
were completed a month earlier than planned.
This was due to the improvement of our test
stands: we made changes to the software testing
process and the analysts became more involved
in testing.
2. To improve the quality of software delivered to
the Bank we invited to the team the architect
with the necessary skills to work with the
platform Pega, and worked on his area of
responsibility and authority. Then we have
audited the architecture of the new credit
front office and made a plan for implementing
improvements in it.
3. We conducted additional training for IT
departments and businesses, introducing them
the intricacies of the new platform with the goal
was employees could independently, without
the involvement of vendors to make minor
improvements to the system.
4. Decision to maintain the tradition of celebrating
milestones and victories whether they are large
or small.
The main reflection came on the second day, when we were working on the issues:
1. What worked well, and we do not want to forget it?
2. What is still puzzling us?
3. What still needs to be discussed in more detail?
4. What can we do differently?
5. What have we learned?
The timeline we created on the first day helped us tremendously. We remembered
not only current and recent events, but also looked into the past. For example, those who joined
the project in the middle of it’s life, did not understand why the Pega platform has been selected.
Answers to questions participants were able to get «here and now» from those that were part of
the original project.
DMITRY SIMONYATOV, Head of lending technology
A lot of material has been
collected. Sometimes it
seemed that it would nev-
er end, not only in regard
to the disad-
vantages, problems and
various bottlenecks, but also the good,
useful things.
DMITRY YERMOSHIN,
Head of the testing and implementation
From all data collected, we have
chosen by a vote that four problems
bother the team the most. To focus
efforts this question helped guide
us: what are the five things we
want to spend time resource on to find a solu-
tion for the future?
The most important for us to become:
1. Improving communication between the units.
2. Improving the expertise and expand our knowledge on
the work with the new platform.
3. Simultaneously improving the quality of the software
delivered to the bank, during its development by the two
companies.
4. Improving the quality of testing and reducing the number
of defects.
One of the most surprising results of the joint work was
the fact that 40 people in three hours proposed and agreed
solutions for all five problems. Anyone who has coordinat-
ed this type of collaboration in a large organ-
ization knows the effort it takes to harmonize
the document with all of its endless reminders,
notes and iterations.
Moscow, April 2016
MARIA GARANINA, Head of the Center of
Expertise in Operating Processes, Alfa-Bank, «Alfa-Bank»