Lean Scope Project Management
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A project management method that combines human centered design, lean startup, and agile project management concepts for highly-innovative projects.
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Neil Varma is an experienced IT Project Manager in New York City who has worked in project management for years providing expert services to both public and private organizations. He understands the five basic stages of project management which include initiation to determine feasibility, planning to set goals and timeframes, execution to complete tasks, monitoring to ensure projects are on track, and closure to complete projects and evaluate performance.
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This document discusses various tools and techniques for project management. It describes how tools can help with defining project plans and tasks, monitoring progress, managing budgets and risks. It discusses creating a project plan that includes tasks, deliverables, schedules, evaluations, and risks. Specific tools mentioned include MS Project, ProjectPlace, mindmapping software, and Gantt charts for task scheduling and tracking progress. Communication methods like meetings, video conferencing, reports, and websites are also discussed.
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Project management is about acquiring or achieving the project goal and Most projects need to be broken down into a logical sequence of ‘phases’, known as the project life cycle.
5 Basic Phases of Project Management
Projects and project management processes vary from industry to industry; however, these are more traditional elements of a project. The overarching goal is typically to offer a product, change a process or to solve a problem in order to benefit the organization.
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Milestones are logical markers in a project schedule that signify the completion of a phase or task. They allow managers to check project progress, take corrective actions if needed, and ensure deliverables are completed on time. Reaching milestones provides opportunities to revisit project plans, evaluate progress, address any issues, and celebrate successes. While milestones help keep large projects on schedule, they are not necessary for all projects and can overcomplicate smaller ones.
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Neil Varma is an experienced IT Project Manager in New York City who has worked in project management for years providing expert services to both public and private organizations. He understands the five basic stages of project management which include initiation to determine feasibility, planning to set goals and timeframes, execution to complete tasks, monitoring to ensure projects are on track, and closure to complete projects and evaluate performance.
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Lec 03 project life cycle
Project management is about acquiring or achieving the project goal and Most projects need to be broken down into a logical sequence of ‘phases’, known as the project life cycle.
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Projects and project management processes vary from industry to industry; however, these are more traditional elements of a project. The overarching goal is typically to offer a product, change a process or to solve a problem in order to benefit the organization.
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A contracting and project management firm, The Dalton Company has been involved with significant projects for nonprofits, including Toronto’s Wychwood Barns. Using ArtsBuild’s online guide to capital projects PLAN IT | BUILD IT, The Dalton Company discusses the planning and decision-making needed to deliver projects on budget and in time.
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1. Define what "done" looks like in measurable terms.
2. Have a plan and timeline to reach the done state.
3. Ensure sufficient resources are available to execute the plan.
4. Plan for and manage impediments that could be encountered.
5. Establish measures to track progress against the plan.
Adhering to these principles increases the probability of project success across all domains by providing clarity on objectives and managing risks.
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Here are potential responses to the questions posed:
1. If a specific resource is concurrently allocated to more projects, the balance of the modified scope triangle would be disrupted. As more demands are placed on a limited resource, one or more sides of the triangle would need to flex to accommodate the situation. As project manager, I would proactively manage resource availability and communicate resource constraints to stakeholders. If overallocation occurred, I would work with program management to reallocate resources or obtain additional resources to get the projects back in balance without compromising scope, cost or schedule.
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We share this topic because it is a common area of confusion among PMPs and those studying the PMBOK Guide.
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2) Provide teachers professional development to improve technology integration and literacy.
3) Expand student and teacher access to up-to-date technology and technical support.
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These templates are help projects and teams manage across a host of project management frameworks and lend themselves for intranet, content management, and document management application.
Each are suitable for people with or without a project management background.
Pmbok 4th edition chapter 5 - Project Scope Management
I am Continuously seeking to improve my competencies and skills to provide first class professional Project Management training courses; and develop my scope experience in Project Management functions.
I am confident that my innovative and results-focused approach would make significant contribution to the continued success of your organization.
this is the first presentations uploaded to Slide Share,
For more information do not hesitate to contact me.
Ahmad H. Maharma - PMP®
Ramallah, Palestine
Phone: + (972) (2) 2968644
Mobile: + (972) (599) 001155 E-Mail: ahmad.maharma@gmail.com
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I had to do a quick ten minute presentation on "What are the factors needed for successful projects?" Here's what I came up with!
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1. Define what "done" looks like in measurable terms.
2. Have a plan and timeline to reach the done state.
3. Ensure sufficient resources are available to execute the plan.
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Adhering to these principles increases the probability of project success across all domains by providing clarity on objectives and managing risks.
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Project Planning is an opportunity to identify and resolve any remaining issues and answer outstanding questions that may undermine the goals of the project or threaten its success. It is an opportunity to plan and prepare, as opposed to react and catch up.
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Here are potential responses to the questions posed:
1. If a specific resource is concurrently allocated to more projects, the balance of the modified scope triangle would be disrupted. As more demands are placed on a limited resource, one or more sides of the triangle would need to flex to accommodate the situation. As project manager, I would proactively manage resource availability and communicate resource constraints to stakeholders. If overallocation occurred, I would work with program management to reallocate resources or obtain additional resources to get the projects back in balance without compromising scope, cost or schedule.
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I am Continuously seeking to improve my competencies and skills to provide first class professional Project Management training courses; and develop my scope experience in Project Management functions.
I am confident that my innovative and results-focused approach would make significant contribution to the continued success of your organization.
this is the first presentations uploaded to Slide Share,
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Phone: + (972) (2) 2968644
Mobile: + (972) (599) 001155 E-Mail: ahmad.maharma@gmail.com
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The document outlines an agenda for a project management seminar. It will cover topics such as project governance, the project management knowledge areas, methodology, fundamentals, and introductions. The seminar leader has a background in information technology and project management. Breakout sessions are planned to discuss identifying potential projects, writing a project charter, and prioritizing projects. The seminar aims to provide an overview of key project management concepts.
APWASpring2015 presentation-Final
This document summarizes a presentation on advancing project management in public sectors. It discusses the difference between formal and informal project management approaches. Case studies are presented from King County and Seattle Public Utilities on their efforts to improve project management. King County took a three phased approach, developing project management processes and centralizing project management. Seattle Public Utilities saw drivers to improve like budget shortfalls and turnover. Both organizations worked to standardize project management practices. The presentation covers key project management concepts like the project management office (PMO) and maturity models.
Eduvolks PMP Training - Course Outline
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Agile Project Management
Agile management, or agile process management, or simply agile refers to an iterative, incremental method of managing the design and build activities of engineering, information technology and other business areas that aim to provide new product or service development in a highly flexible and interactive manner; an example is its application in Scrum, an original form of agile software development.
Value of Project Management
This document outlines a project management workshop that defines key concepts in project management. It discusses how projects differ from operations, the value of projects and project management for organizations. It also describes the project management process, including common phases of initiate, plan, execute, monitor/control and close. Finally, it discusses tools that can be used in project management practice and increasing demand for project management roles.
Strat draft 1 GDA
The document outlines a strategic planning process for a PWG meeting, including:
1. A five-step process to develop a strategic plan, including defining goals, situational analysis, drafting a strategy, formulating action plans, and executing/monitoring progress.
2. The roles of the PWG in planning, execution, and setting metrics for priority strategic projects.
3. Tools that will be used in the process like a project evaluation matrix to prioritize projects based on criteria and a project tracker to monitor progress.
SaaS, B2B and Product Management: Unique Challenges and Experiences
Presentation from the ProductCamp conference in Boston, May 2. 2015. http://lanyrd.com/2015/pcampboston/sdmfxg/
Product management in a SaaS environment is very different from product management in more traditional business models. Some of the challenges are obvious - an application developed for many is deployed once and then integrated in many different business processes. The implications on priorities, skills, expectations and time management are profound and can be a difference between succeeding, or failing as a product manager.
This session will discuss the topic of SaaS in B2B. It will highlight some of the unique challenges and pitfalls and provide examples, personal experiences and results of these efforts. Some examples are success stories, others are puzzles that need to be discussed.
If you do not have experience of working in a fast paced, startup SaaS environment it will give you a heads-up on what to keep in mind if you embark on that path in the future. If you have SaaS experience it is an opportunity to engage and share experiences before, during, or after the session.
SaaS, B2B and Product Management: Unique Challenges and Experiences - Goran B...
This document discusses unique challenges faced by product managers in SaaS and B2B environments compared to on-premise software. Some key differences outlined include the pricing model of annual subscriptions, faster pace of adoption requiring more frequent releases, challenges of customizing a single codebase for multiple customers, responsibility for hosting and operations, and higher volume of customer feedback. The presenter provides recommendations for addressing specific situations like customers requesting new features, customizations, or delays in planned releases. These include establishing clear processes, communication plans, training programs, and customer advisory boards to help balance strategic and tactical responsibilities in SaaS product management.
Organizational project maturity model (opm3)
The Organizational Project Management Maturity Model (OPM3) provides a framework for organizations to assess and improve their project management capabilities. It evaluates an organization's portfolio, program, and project management practices across multiple domains and maturity levels. The OPM3 implementation process involves conducting a gap analysis to understand current capabilities, defining improvement initiatives, and developing a roadmap to advance practices over time. Regular assessments are then used to plan additional improvements and monitor progress towards maturity. The model provides a comprehensive and structured approach to align an organization's project management with its strategic objectives.
The Agile PMO مكتب إدارة المشاريع الرشيق
هذه المحاضرة تتحدث عن مكتب إدارة المشاريع الرشيق
The Agile PMO
قمت في هذه المحاضرة بتعريف الإدارة الرشيقة للمشاريع او ال
Agile
وعرفت أيضا مكتب إدارة المشاريع
PMO
ومن ثم شرحت معني مكتب إدارة المشاريع الرشيق
Agile PMO.
بعد ذلك شرحت الأسباب التي أدت لقيام مكتب إدارة المشاريع الرشيق
Agile PMO
والفوائد الناتجة من تطبيقه في المؤسسات.
ومن ثم تطرقت للطرق الأربعة التي يمكن أن يلجأ إليها مكتب إدارة المشاريع الرشيق
Agile PMO
وذلك لجلب الرشاقة او ال
Agility
للمؤسسة التي يعمل فيها ال
PMO.
Project Management - Foundation
This presentation:
1. Introduces the concept and need of software project management.
2. Discusses the crucial role of project manager in the success and failure of a project.
3. Lays down the foundation for further training in project management area.
1 project management framework
The correct answer is B. Progressive elaboration means project processes are iterated as more detailed as more information is uncovered throughout the project life cycle.
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二.真实使馆公证(即留学回国人员证明,不成功不收费)
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7:个人信誉贷款加10分
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- 1. Lean Scope Project Management Project Management: An Essential Ingredient of Innovation Government Innovators Virtual Summit April 8, 2014
- 2. Design Human Centered Design • Learn • Understand • Make Prototype Lean Startup Principles • Build • Measure • Learn Implement Agile Project Management • Scope is a variable • User Stories • Sprints Three Big Ideas of Lean Scope Project Management
- 3. Starting the Lean Scope Project • Project Charter and Goal Statement (define the outcome) • Conditions of Satisfaction (customer expectations) • Master Budget and Schedule Design Sprints • Design Scope • Design Sprints Plans • Learn and Understand Methods from HCD • User Stories Prototype Sprints • Prototype Scope (input – User Stories) • Prototype Sprints Plans (Lean Experiment Tracking) • Make Methods from HCD • Lean Analytics • Pivot Control Process Implement Sprints • Meets CoS and Goal Statement • Implement Scope (input – Final Prototype) • Implement Sprints Plans (Scaling and Finalizing Prototype) • Lean Analytics Launch • Customer and User Training • Lean Analytics Dashboard • Lessons Learned Lean Scope Project Management Process
- 5. User Stories
- 6. Lean Analytics and Lean Experiments Lean Experiment Tracking • Background - What do you want to learn and why? • Frame the Experiment - What is your problem statement? • Hypothesis to Test • Experiment Details • Measures • Experiment Results and Learning • Next Steps: Given what you learned, what's next?
- 7. Let’s continue the conversation at billbrantley.com. Click on the Lean Scope PM page of my blog. bill@billbrantley.com or @wabranty