Presents and explains two recommendations and two conclusions relating to linking the 6 phase project life cycle with the AACEi Total Cost Management Framework.
Project LifeCycle is a project delivery methodology used by Hatch for over 50 years. It provides a gated, risk-managed process beginning with understanding the client's business case and needs. The process includes front-end loading phases to develop options, select the best option, and define the project in detail. It aims to provide innovative technology solutions while ensuring safety, quality, cost and schedule performance.
This presentation is exactly per the title, an overview of project management. The presentation is generic but the examples are from engineering/construction projects.
In the presentation we cover topics like difference between projects and operations, project owner and service provider, product life cycle and project life cycle.
This document discusses project cycle management and incorporating disaster risk management. It notes that there is a need to mainstream disaster risk reduction issues into all phases of the project cycle. Two approaches are described: using checklists of disaster risk reduction questions for project planning, and focusing on ensuring relevant issues are considered at different stages of the project management cycle. Critical factors for successfully integrating these approaches are also mentioned.
In this presentation we share information on how to map / integrated the PMBOK Guide Process Groups with a Project Life Cycle. The project life cycle can be a generic model or per the SUKAD CAM2P™ Model (The Customizable and Adaptable Methodology for Managing Projects™).
We share this topic because it is a common area of confusion among PMPs and those studying the PMBOK Guide.
Principles of the project management
Project and development life cycles
Project phase
Phase gate
Project management processes
Project management process groups
Project management knowledge areas
Project LifeCycle is a project delivery methodology used by Hatch for over 50 years. It provides a gated, risk-managed process beginning with understanding the client's business case and needs. The process includes front-end loading phases to develop options, select the best option, and define the project in detail. It aims to provide innovative technology solutions while ensuring safety, quality, cost and schedule performance.
This presentation is exactly per the title, an overview of project management. The presentation is generic but the examples are from engineering/construction projects.
In the presentation we cover topics like difference between projects and operations, project owner and service provider, product life cycle and project life cycle.
This document discusses project cycle management and incorporating disaster risk management. It notes that there is a need to mainstream disaster risk reduction issues into all phases of the project cycle. Two approaches are described: using checklists of disaster risk reduction questions for project planning, and focusing on ensuring relevant issues are considered at different stages of the project management cycle. Critical factors for successfully integrating these approaches are also mentioned.
In this presentation we share information on how to map / integrated the PMBOK Guide Process Groups with a Project Life Cycle. The project life cycle can be a generic model or per the SUKAD CAM2P™ Model (The Customizable and Adaptable Methodology for Managing Projects™).
We share this topic because it is a common area of confusion among PMPs and those studying the PMBOK Guide.
Principles of the project management
Project and development life cycles
Project phase
Phase gate
Project management processes
Project management process groups
Project management knowledge areas
The six phase comprehensive project life cycle model-2013Russell Archibald
This holistic project life cycle includes the Incubation/Feasibility Phase prior to the Project Start Phase, and the Project/Product Evaluation Phase after the Project Close-Out Phase.
The document discusses the lifecycle management approach for projects. It describes the typical stages in a project's lifecycle including project selection, planning, implementation, completion and review. Specifically, it covers key aspects of each stage such as identifying projects, evaluating them, developing work breakdown structures and schedules, implementing as planned, and conducting post-project reviews. It also discusses common challenges in managing projects and emphasizes the importance of communication throughout the project lifecycle.
The document discusses the process for closing projects, including administrative closure, performance evaluations, and project audits. It outlines the key activities for project closure like assigning closure tasks and monitoring implementation. The project audit process is also summarized, including collecting data from the project team, organization, and stakeholders to identify lessons learned and areas for improvement on future projects.
Project Life Cycle and Phases with Risk Management discussionAbigail Pugal-Somera
The document discusses project life cycles and risk management. It provides an overview of the project cycles used by the Asian Development Bank and World Bank. It then discusses the four phases of a typical project life: pre-investment, investment, operations, and evaluation. The document also outlines steps for risk management, including identifying uncertainties, analyzing risks, prioritizing risks, mitigating risks, planning for emergencies, and measuring/controlling risks. Effective risk management is important for any project to avoid severe consequences.
This is a small effort to simplify project/ business life cycle, steps and methodology.
It starts with the 'WILL' to do something, Ambition to start a new business or project or effort to enhance existing one. It explains the importance of market research, the outcomes, importance of business plans the execution strategy and what shall be done once the execution is completed.
It might not be the master piece representing the title yet it can be very helpful for the people who are willing and ready to take a challenge.
Without criticism, perfection is impossible. I request the critics to help me to bring betterment in next topics.
I shall be glad if I can be of further help in regards to the current topic in particular and related to business in general.
This is my small effort and contribution to make the world a better place by aligning & spreading the knowledge.
Looking forward to your feedback.
Asif Chaudhry
asifpannu@yahoo.com
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.
Why Project Management Matters?
What Is a Project?
What A Project Is Not?
Difference b/w a project and a process
Factors leading to creation of project
Hazards of Project Management
Constraints of Project Management
Importance of Project Management
The Project & Project Manager Competency Model
The document defines the project life cycle as having distinct phases that a project passes through from initiation to closing. It identifies five main phases: initiation, planning and design, execution, monitoring and controlling, and closing. Within each phase, specific activities are outlined. The document also discusses predictive and adaptive models of the project life cycle. Predictive models like waterfall favor optimization, while adaptive models like agile embrace change and flexibility.
Project cycle management (PCM) is an approach used to guide project management activities through all stages of a project's lifecycle from identification to evaluation. PCM defines key decisions, information requirements, and responsibilities at each phase to ensure projects are properly coordinated, completed within budget and time, and lessons are learned. When applied effectively, PCM provides benefits such as goal-oriented implementation, coordinated management, sound appraisal, increased accountability, and stakeholder ownership.
This presentation discusses the project life cycle, which provides the basic framework for managing projects from start to finish. It defines a project as a temporary endeavor undertaken to create a unique product, service or result. The project life cycle consists of sequential or overlapping project phases whose names and numbers are determined by the management and control needs, nature of the project, and its area of application. The presentation references several sources on project and product life cycles.
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.
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.
This document discusses the stages in a project life cycle. It outlines 5 stages: 1) Conception/identification, 2) Definition/formulation, 3) Planning and organizing, 4) Implementation, and 5) Project clean-up/termination. The conception stage involves generating project ideas. Definition involves developing the idea and collecting relevant facts. Planning and organizing deals with creating an execution plan and preparing for implementation. Implementation involves carrying out the planned work. Clean-up/termination wraps up the project upon completion of objectives. Proper execution of each stage is important for the successful management of a project over its life cycle.
Episode 20 : PROJECT MANAGEMENT CONTEXT
Project phase and the Project Life Cycle
Project Stakeholders
Organizational Influences
Key General Management Skills
Social-Economic-Environmental Influences
SAJJAD KHUDHUR ABBAS
Chemical Engineering , Al-Muthanna University, Iraq
Oil & Gas Safety and Health Professional – OSHACADEMY
Trainer of Trainers (TOT) - Canadian Center of Human
Development
HD version: http://1drv.ms/1i8AvZc
This is my publication on the introduction to project management. In this publication I overview important project management terms, definitions, project life cycles, and key project management software and tools
Adaptive management as part of project decision and risk analysis; active and passive project management; agile project management and adaptive management; role of quantitative methods in adaptive project management.
For more information how to perform schedule risk analysis using RiskyProject software please visit Intaver Institute web site: http://www.intaver.com.
About Intaver Institute.
Intaver Institute Inc. develops project risk management and project risk analysis software. Intaver's flagship product is RiskyProject: project risk management software. RiskyProject integrates with Microsoft Project, Oracle Primavera, other project management software or can run standalone. RiskyProject comes in three configurations: RiskyProject Lite, RiskyProject Professional, and RiskyProject Enterprise.
Project management has grown significantly due to factors like increasing knowledge, demand for complex goods and services, and competitive global markets. It is used widely in industries like construction, legal cases, and new product development. The Project Management Institute (PMI) was established in 1969 and has seen exponential membership growth, indicative of the increasing use of project management. A project is defined as a temporary endeavor undertaken to create a unique product or service with clear start and end dates. Project management involves planning, implementing, and delivering projects according to cost, time and quality objectives.
This document discusses scope management and preventing scope creep on projects. It begins with definitions of key terms like project scope, scope creep, and progressive elaboration. It then presents a case study of a project that experienced significant scope creep over time. The original $50k project for evaluating transfer stations grew to $1.67 million over 15 years due to 11 amendments adding tasks and extending timelines. Causes of scope creep on this project included inadequate planning and ineffective project management. The document concludes with lessons on how to define and manage scope properly through requirements documentation, scope management plans, change control processes, and stakeholder management.
The project life cycle consists of four phases: initiation, planning, execution, and closure. The initiation phase involves establishing the business need, feasibility, terms of reference, project team, and office. The planning phase includes creating detailed plans for the project, resources, finances, quality, risks, acceptance, communications, and procurement. In the execution phase, deliverables are built while being monitored and controlled. Various management processes also occur. Finally, the closure phase involves performing project closure and reviewing project completion.
ICEC 2014 Linking 6 Phase Project Life Cycle with TCM Framework-PaperRussell Archibald
This document discusses linking a comprehensive six-phase project life cycle model and concepts of project team cognitive readiness to the Total Cost Management (TCM) Framework. It recommends adopting the six-phase model as a standard, which includes an Incubation/Feasibility Phase before the Starting Phase and a Post-Project Evaluation Phase after Close-out. It also recommends revising the TCM Framework to recognize this comprehensive model and linking TCM principles throughout the project life cycle. More research is needed on applying concepts of project team cognitive readiness to improve teamwork on projects.
Presenting this set of slides with name - Initial Project Meeting Agenda Powerpoint Presentation Slides. Keep your audience glued to their seats with professionally designed PPT slides. This deck comprises of total of twenty seven slides. It has PPT templates with creative visuals and well researched content. Not just this, our PowerPoint professionals have crafted this deck with appropriate diagrams, layouts, icons, graphs, charts and more. This content ready presentation deck is fully editable. Just click the DOWNLOAD button below. Change the colour, text and font size. You can also modify the content as per your need. Get access to this well crafted complete deck presentation and leave your audience stunned.
Programme Management in the transport sector - a TfL case study webinar
Tuesday 19th July 2016
presented by Arnab Banerjee
APM Programme Management SIG webinar
The six phase comprehensive project life cycle model-2013Russell Archibald
This holistic project life cycle includes the Incubation/Feasibility Phase prior to the Project Start Phase, and the Project/Product Evaluation Phase after the Project Close-Out Phase.
The document discusses the lifecycle management approach for projects. It describes the typical stages in a project's lifecycle including project selection, planning, implementation, completion and review. Specifically, it covers key aspects of each stage such as identifying projects, evaluating them, developing work breakdown structures and schedules, implementing as planned, and conducting post-project reviews. It also discusses common challenges in managing projects and emphasizes the importance of communication throughout the project lifecycle.
The document discusses the process for closing projects, including administrative closure, performance evaluations, and project audits. It outlines the key activities for project closure like assigning closure tasks and monitoring implementation. The project audit process is also summarized, including collecting data from the project team, organization, and stakeholders to identify lessons learned and areas for improvement on future projects.
Project Life Cycle and Phases with Risk Management discussionAbigail Pugal-Somera
The document discusses project life cycles and risk management. It provides an overview of the project cycles used by the Asian Development Bank and World Bank. It then discusses the four phases of a typical project life: pre-investment, investment, operations, and evaluation. The document also outlines steps for risk management, including identifying uncertainties, analyzing risks, prioritizing risks, mitigating risks, planning for emergencies, and measuring/controlling risks. Effective risk management is important for any project to avoid severe consequences.
This is a small effort to simplify project/ business life cycle, steps and methodology.
It starts with the 'WILL' to do something, Ambition to start a new business or project or effort to enhance existing one. It explains the importance of market research, the outcomes, importance of business plans the execution strategy and what shall be done once the execution is completed.
It might not be the master piece representing the title yet it can be very helpful for the people who are willing and ready to take a challenge.
Without criticism, perfection is impossible. I request the critics to help me to bring betterment in next topics.
I shall be glad if I can be of further help in regards to the current topic in particular and related to business in general.
This is my small effort and contribution to make the world a better place by aligning & spreading the knowledge.
Looking forward to your feedback.
Asif Chaudhry
asifpannu@yahoo.com
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.
Why Project Management Matters?
What Is a Project?
What A Project Is Not?
Difference b/w a project and a process
Factors leading to creation of project
Hazards of Project Management
Constraints of Project Management
Importance of Project Management
The Project & Project Manager Competency Model
The document defines the project life cycle as having distinct phases that a project passes through from initiation to closing. It identifies five main phases: initiation, planning and design, execution, monitoring and controlling, and closing. Within each phase, specific activities are outlined. The document also discusses predictive and adaptive models of the project life cycle. Predictive models like waterfall favor optimization, while adaptive models like agile embrace change and flexibility.
Project cycle management (PCM) is an approach used to guide project management activities through all stages of a project's lifecycle from identification to evaluation. PCM defines key decisions, information requirements, and responsibilities at each phase to ensure projects are properly coordinated, completed within budget and time, and lessons are learned. When applied effectively, PCM provides benefits such as goal-oriented implementation, coordinated management, sound appraisal, increased accountability, and stakeholder ownership.
This presentation discusses the project life cycle, which provides the basic framework for managing projects from start to finish. It defines a project as a temporary endeavor undertaken to create a unique product, service or result. The project life cycle consists of sequential or overlapping project phases whose names and numbers are determined by the management and control needs, nature of the project, and its area of application. The presentation references several sources on project and product life cycles.
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.
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.
This document discusses the stages in a project life cycle. It outlines 5 stages: 1) Conception/identification, 2) Definition/formulation, 3) Planning and organizing, 4) Implementation, and 5) Project clean-up/termination. The conception stage involves generating project ideas. Definition involves developing the idea and collecting relevant facts. Planning and organizing deals with creating an execution plan and preparing for implementation. Implementation involves carrying out the planned work. Clean-up/termination wraps up the project upon completion of objectives. Proper execution of each stage is important for the successful management of a project over its life cycle.
Episode 20 : PROJECT MANAGEMENT CONTEXT
Project phase and the Project Life Cycle
Project Stakeholders
Organizational Influences
Key General Management Skills
Social-Economic-Environmental Influences
SAJJAD KHUDHUR ABBAS
Chemical Engineering , Al-Muthanna University, Iraq
Oil & Gas Safety and Health Professional – OSHACADEMY
Trainer of Trainers (TOT) - Canadian Center of Human
Development
HD version: http://1drv.ms/1i8AvZc
This is my publication on the introduction to project management. In this publication I overview important project management terms, definitions, project life cycles, and key project management software and tools
Adaptive management as part of project decision and risk analysis; active and passive project management; agile project management and adaptive management; role of quantitative methods in adaptive project management.
For more information how to perform schedule risk analysis using RiskyProject software please visit Intaver Institute web site: http://www.intaver.com.
About Intaver Institute.
Intaver Institute Inc. develops project risk management and project risk analysis software. Intaver's flagship product is RiskyProject: project risk management software. RiskyProject integrates with Microsoft Project, Oracle Primavera, other project management software or can run standalone. RiskyProject comes in three configurations: RiskyProject Lite, RiskyProject Professional, and RiskyProject Enterprise.
Project management has grown significantly due to factors like increasing knowledge, demand for complex goods and services, and competitive global markets. It is used widely in industries like construction, legal cases, and new product development. The Project Management Institute (PMI) was established in 1969 and has seen exponential membership growth, indicative of the increasing use of project management. A project is defined as a temporary endeavor undertaken to create a unique product or service with clear start and end dates. Project management involves planning, implementing, and delivering projects according to cost, time and quality objectives.
This document discusses scope management and preventing scope creep on projects. It begins with definitions of key terms like project scope, scope creep, and progressive elaboration. It then presents a case study of a project that experienced significant scope creep over time. The original $50k project for evaluating transfer stations grew to $1.67 million over 15 years due to 11 amendments adding tasks and extending timelines. Causes of scope creep on this project included inadequate planning and ineffective project management. The document concludes with lessons on how to define and manage scope properly through requirements documentation, scope management plans, change control processes, and stakeholder management.
The project life cycle consists of four phases: initiation, planning, execution, and closure. The initiation phase involves establishing the business need, feasibility, terms of reference, project team, and office. The planning phase includes creating detailed plans for the project, resources, finances, quality, risks, acceptance, communications, and procurement. In the execution phase, deliverables are built while being monitored and controlled. Various management processes also occur. Finally, the closure phase involves performing project closure and reviewing project completion.
ICEC 2014 Linking 6 Phase Project Life Cycle with TCM Framework-PaperRussell Archibald
This document discusses linking a comprehensive six-phase project life cycle model and concepts of project team cognitive readiness to the Total Cost Management (TCM) Framework. It recommends adopting the six-phase model as a standard, which includes an Incubation/Feasibility Phase before the Starting Phase and a Post-Project Evaluation Phase after Close-out. It also recommends revising the TCM Framework to recognize this comprehensive model and linking TCM principles throughout the project life cycle. More research is needed on applying concepts of project team cognitive readiness to improve teamwork on projects.
Presenting this set of slides with name - Initial Project Meeting Agenda Powerpoint Presentation Slides. Keep your audience glued to their seats with professionally designed PPT slides. This deck comprises of total of twenty seven slides. It has PPT templates with creative visuals and well researched content. Not just this, our PowerPoint professionals have crafted this deck with appropriate diagrams, layouts, icons, graphs, charts and more. This content ready presentation deck is fully editable. Just click the DOWNLOAD button below. Change the colour, text and font size. You can also modify the content as per your need. Get access to this well crafted complete deck presentation and leave your audience stunned.
Programme Management in the transport sector - a TfL case study webinar
Tuesday 19th July 2016
presented by Arnab Banerjee
APM Programme Management SIG webinar
Our project aims to build software to manage India's large railway system more efficiently through a web-based system. It will handle processes like payments, catering, ticket management for the 115,000 km rail network and 7,500 stations serving over 20 million passengers daily. The software contains modules for almost all functions except staffing and route planning. Conventional waterfall models are not suitable due to long timelines and inability to adapt to changes. Instead, we are using iterative development, component-based architecture, and quality control processes to develop a large but maintainable system.
Comprehensive Analysis of Software Development Life Cycle ModelsIRJET Journal
This document provides a comprehensive analysis and comparison of various software development life cycle (SDLC) models, including Waterfall, Incremental, Spiral, Prototyping, Cleanroom, and Object-Oriented models. It discusses the advantages and disadvantages of each model, and when each model is best suited to be used. The key findings are that each SDLC model has a different approach and suits different project needs based on factors like requirements clarity, risk level, and flexibility needed. Selecting the right model depends on thorough understanding of each model's strengths and limitations for the specific project.
Overview of project management in engineering environmentMounir Ajam
This presentation is exactly per the title, an overview of project management. The presentation is generic but the examples are from engineering/construction projects.
In the presentation we cover topics like difference between projects and operations, project owner and service provider, product life cycle and project life cycle.
The document discusses the differences between standards and methodologies for IT project management. It provides an overview of the Project Management Institute (PMI), which sets standards for project management. It then describes three common software development lifecycle (SDLC) methodologies - Agile, Waterfall, and ASAP. The document aims to align the phases and processes of PMI's approach with those of the SDLC methodologies. It includes graphics mapping out how the phases of PMI, Rational Unified Process (RUP), Waterfall, and ASAP relate to each other.
This document discusses agile project management and delivery. It covers agile basics, best practices for agile projects including use cases and keys for success. It also discusses challenges for smooth delivery such as context, pitfalls and governance. Finally, it focuses on the importance of the human factor in agile approaches.
This document discusses principles and best practices for implementing agile project management. It covers topics such as agile basics, conducting agile projects through iterations, challenges of smooth delivery, and focusing on the human factors. Key points include iterative and incremental development processes, collaborative work that values user feedback, and addressing risks early. Sprint planning, daily standups, demonstrations, and retrospectives are presented as important agile ceremonies.
The document discusses various software development life cycle models, including:
- Build & Fix model - A simple two phase model not suitable for projects over 200 lines of code.
- Waterfall model - A sequential model that is easy to understand but inflexible to changes.
- Incremental process models - Deliver working software in increments with each cycle.
- Iterative enhancement model - Similar phases to waterfall but in iterative cycles with usable software in each cycle.
- Evolutionary process models - Requirements implemented by category in iterative cycles.
- Spiral model - Addresses project risks through iterative cycles of planning, risk analysis, development and evaluation.
This document provides an overview of project execution and management processes, including:
- Project execution usually takes the most time and resources and requires strong leadership skills from project managers.
- The executing processes produce deliverables such as products, services, and results for projects.
- Agile methodologies like Scrum use short iterations to gradually deliver working software, in contrast to traditional approaches that focus on one final product delivery.
The document discusses the waterfall model of software development. It describes the six phases of the waterfall model as preliminary investigation and feasibility analysis, requirement analysis, system design, coding, integration and testing, and implementation and maintenance. For each phase, specific activities are outlined such as collecting requirements, designing system architecture and algorithms, programming code, integrating and testing units of code, and deploying the software for use. In conclusion, the waterfall model is described as a well-organized approach that leads to reliable software development when phases are completed sequentially.
This document provides an overview of scrum as an agile framework for IT projects. It first defines what a project is and discusses different software development life cycles (SDLC) models like waterfall, V-shaped, prototyping, spiral, iterative, and agile. It then focuses on agile development, describing the agile manifesto, principles, and iron triangle. Finally, it introduces scrum as a common agile method and notes that scrum will be discussed in more detail in part 2 of the document.
The document provides an overview of advanced topics in project planning and scheduling, including Agile project management, critical chain project scheduling, and portfolio management. It discusses key aspects of Agile like sprints, scrum meetings, and user stories. Critical chain scheduling is introduced as an alternative to critical path that makes better use of resources. The theory of constraints and critical chain solutions like feeder buffers are explained. Finally, the document outlines steps for applying critical chain principles to multiple project portfolios.
An Enterprise Architecture Design Build Approach - Innovate Vancouver.pdfInnovate Vancouver
Check out the interactive planning tool following the Architecture Development Model (TOGAF):
https://innovatevancouver.org/2017/12/08/enterprise-architecture-in-mergers-and-acquisitions/
Travis Barker, MPA GCPM
Consulting@innovatevancouver.org
http://innovatevancouver.org
This document describes a case study where the DMADV methodology was applied to manage an industrialization project for updating an automotive component. Specifically, it involved updating an existing air conditioning tube system (reference A.1970) to a new reference (A.1980). The project followed the five DMADV steps: Define, Measure, Analyze, Design, and Verify. In the Define step, project milestones and resources were planned over a 5 month period. In Measure, tools needed for prototyping were modeled and validated. Analyze involved using the tools to map the production process and analyze costs. Design included conducting an FMEA process and meeting milestones. Verify confirmed the transition to serial production was successful. The
The document discusses various software development lifecycle models including:
1. The waterfall model which follows sequential phases from requirements to delivery. It is easy to understand but inflexible.
2. Code-and-fix which starts with informal ideas and code without planning. It is dangerous and only suitable for small proofs of concept.
3. The spiral model which takes an iterative approach including risk analysis and management on each cycle. It accurately reflects iterative development but is complex.
4. Rapid prototyping emphasizes requirements analysis through building prototypes and getting customer feedback in iterations. It reduces risk but requires extensive customer involvement.
5. Agile methods like extreme programming (XP) value individuals, working software
SDLC-Software Development Life Cycle fundamentals /basics
The Presentation provides fundamentals of SDLC . The intent is to provide the high level overview to the readers .Details on teh SDLC process , Frameworks are provided.
Feedback for improving the contents are always welcome !
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10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
ICEC 2014 Linking 6 Phase Project Life Cycle with TCM Framework-Slides
1. Milan – 20, 21 and 22 October 2014
Linking the Comprehensive Six Phase Project Life Cycle and Project Team Cognitive Readiness with the TCM Framework
Methodologies and quantitative methods to support TCM
ICEC 2014 - http://www.icec2014.it
Russell Archibald et al – Archibald Associates llc
Re-Engineering Total Cost Management
2. slide 2
Linking the Comprehensive Six Phase Project Life Cycle and Project Team Cognitive Readiness with the TCM Framework
Co-Authors:
Russell D. Archibald,
Ivano Di Filippo,
Daniele Di Filippo, and
Shane C. Archibald
ICEC 2014 - http://www.icec2014.it
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3. slide 3
Why Should You Pay Attention to These Ideas?
Two Recommendations
Two Conclusions
ICEC 2014 - http://www.icec2014.it
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4. slide 4
Two Recommendations
Adopt as a Standard the Six-Phase Comprehensive Project Life Cycle to include the Incubation/Feasibility and the Post-Project Evaluation Phases.
Revise the AACE International TCM Framework to recognize the Comprehensive Six-Phase Project Life Cycle.
ICEC 2014 - http://www.icec2014.it
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5. slide 5
Two Conclusions
Project Management principles and practices provide benefits when used throughout the Strategic Asset Management Processes in the TCM Framework.
More research is required to develop and apply Project Team Cognitive Readiness to all important projects.
ICEC 2014 - http://www.icec2014.it
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6. slide 6
Presentation Outline
1. Systematic and Holistic Management Approach
•Systems thinking & Scope of “Project Management”
•Importance of project and product life cycle models & some examples
•The Comprehensive 6 Phase Project Life Cycle Model
2. Origins of projects: The Project Incubation/Feasibility Phase
•Project-driven vs project-dependent organizations
•Delivery vs strategic transformational projects
•Incubation/feasibility project phase
3. Evaluating Projects Integrated with Project Results
•The Post-Project Evaluation Phase (some time after the Project Close-Out Phase)
•The 4 dimensions of project success and project value
4. Recommendations and Conclusions
ICEC 2014 - http://www.icec2014.it
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7. slide 7
Part 1. Systematic and Holistic Management Approach Systems thinking & Scope of “Project Management”
Importance of Project and Product Life Cycle Models & Some Examples The Comprehensive 6-Phase Project Life Cycle Model
ICEC 2014 - http://www.icec2014.it
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8. slide 8
Systems Thinking
A holistic perspective of projects and programs is required today to achieve the full benefits of systems thinking in project management.
•Senge, Peter M. (1990), The Fifth Discipline, Doubleday/Currency;
•Gharajedaghi, Jamshid (1999), Systems Thinking: Managing Chaos and Complexity, Burlington, MA: Butterworth-Heinemann.
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9. slide 9
Improved Success in PPPM Depends on Two Desirable Goals
The proper and effective use of Information Technology (IT) with Business Process Management (BPM) plus Project, Program and Portfolio Management (PPPM), and
Definition of the Comprehensive Project Life Cycle Models for both development and delivery projects and programs within an enterprise.
ICEC 2014 - http://www.icec2014.it
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10. slide 10
Some Business Process Management Systems
IBM WebSphere Business Modeler: http://www- 01.ibm.com/software/integration/webphere-business-modeler/advanced/features/
IBM Rational Process Library: http://www-01.ibm.com/software/awdtools/rmc/library/
Oracle Business Process Management Suite: http://www.oracle.com/us/technologies/bpm/029418.pdf
SAP Business Suite: http://www.sap.com/lines-of-business/finance/business-suite- apps/index.epx
JBoss jBPM: http://www.jboss.org/jbpm/
WSO2 BPS: http://wso2.com/products/business-process-server/
Bonita BPM: http://www.bonitasoft.com/products/bonita-open-solution-open-source-bpm
Intalio BPM: http://bpms.intalio.com/product
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Some Project/Program/Portfolio Management Systems
Spider Project: http://www.spiderproject.com/
Advanced Management Solutions Realtime Enterprise: http://www.amsusa.com/company/intro.htm
CA Technologies: http://www.ca.com/us/project-portfolio-management.aspx
Compuware Changepoint: http://www.compuware.com/business-portfolio- management/
Dekker, Ltd: Decker Trakker: http://www.dekkerltd.com/trakker.aspx
Planview Enterprise Portfolio Management: http://www.planview.com/
HP Project and Portfolio Management Center: http://www8.hp.com/us/en/software- solutions/software.html?compURI=1171920#tab=TAB1
Microsoft: MS Project and Project Server: www.microsoft.com
Oracle Primavera P6 Enterprise Project Portfolio Management: http://www.oracle.com/us/products/applications/042373.htm
SAP Portfolio and Project Management: http://www.sap.com/index.epx
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Importance of Models
We use models in every walk of life:
•Physical scale models
•Graphic models: drawings, photos, 2 or 3 dimensions, animation
•Information models: words, numbers, equations, project plans (CPM, PDM, PBS), computerized simulators or processes, contracts
•Mental models
•“What is your business model?”
“A small replica of the real thing”
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TCM Framework is a Model TCM Framework is a descriptive model that:
•Interrelates a number of business processes.
•Provides an holistic, common understanding of its subject.
•Enables the application of systems thinking to the management of an enterprise.
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Predictive Project Life Cycle Models
Predictive life cycle models “favor optimization over adaptability” (Desaulniers and Anderson 2002):
•Waterfall (also known as traditional): linear ordering of the phases, which can be strictly sequential or overlapping to some extent; no phase is normally repeated.
•Prototyping: functional requirements and physical design specifications are generated simultaneously.
•Rapid Application Development (RAD): based on an evolving prototype that is not thrown away.
•Incremental Build: decomposition of a large development effort into a succession of smaller components.
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Figure 1. Typical “standard” top level project life cycle model.
(PMI PMBOK 2008, p 16)
PMI 4 Phase Project Life Cycle Model
ICEC 2014 - http://www.icec2014.it
Re-Engineering Total Cost Management The PMI PMBOK 5th edition 2013 (page 38, Fig. 2-8) describes a “generic project life cycle structure” as:
Starting the project – Organizing and preparing – Carrying out the work – Closing the project.
This edition also shows examples of both predictive and adaptive project life cycles but does not specify a “standard” project life cycle.
16. Figure 2. A second “standard” project and extended life cycle model. (APM 2006 p 80.)
APM Extended Life Cycle Model
ICEC 2014 - http://www.icec2014.it
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17. Figure 3. NASA’s Project Life Cycle Process. See http://spacese.spacegrant.org/uploads/Project%20Life%20Cycle/PPF_WallChart_color.pdf
for a very detailed wall chart that expands this simplified version.
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18. ICEC 2014 - http://www.icec2014.it
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Adaptive Life Cycle Models
Adaptive project life cycle models “accept and embrace change during the development process:”
•Adaptive Software Development/ASD: Mission driven, component based, iterative cycles, time boxed cycles, risk-driven, and change-tolerant. IBM Rational Unified Process (RUP) (Ref. Appendix B), is a good example.
•Spiral: Repetition of the same set of life-cycle phases such as plan, develop, build, and evaluate until development is complete.
•Extreme Programming/XP: Teams of developers, managers, and users; programming done in pairs; iterative process, collective code ownership.
•Agile and SCRUM: Similar to above adaptive life cycle models with iterations called “sprints” that typically last one week to 30 days with defined functionality to be achieved in each sprint.
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Figure 4. Overview of a typical Stage-Gate™ project life cycle process for new product development. Source: Robert G. Cooper et al, Portfolio Management for New Products (Cambridge, MA, 2001), p. 272.
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21. Figure 5. Spiral software development project life cycle model. Source: http://commons.wikimedia.org/wiki/Category: Spiral_model_of_Boehm?uselang=en
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Agile Life Cycle Model (Partial)
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23. Figure 6. United States DoD 5000
Defense Acquisition System Life Cycle Source: DoD Defense Acquisition System
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Two New Project Life Cycle Phases are Required to be fully Compatible with the TCM Framework
To achieve this systems perspective we need a Comprehensive Project Life Cycle definition for application on all important projects.
This Model recognizes a Project Incubation/Feasibility Phase prior to the Project Starting Phase, and also a Post- Project Evaluation Phase after the standard Project Close-out Phase.
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Comprehensive 6-Phase PLC Model
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Linkage With the TCM Framework
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Linkage with the TCM Framework
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Purposes of Project Life Cycle Process Models are to:
Enable all involved persons to understand the processes to be followed throughout the life of the project.
Capture and document the best experiences so that the processes within each project phase can be improved continually and applied on future similar projects.
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Purposes of Project LC Models (Cont’d)
Enable all the project roles and responsibilities and the project controls methods and tools to be appropriately related to the overall project life cycle management process;
•This includes assigning qualified persons to the roles of Project Executive Sponsor and Project Manager.
Enable the effective application of project management software application packages that are integrated with all appropriate corporate information systems.
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Project Life Cycle Models Enable us to:
1) Apply systems thinking to creating, authorizing, planning, scheduling, and managing the project through all of its phases, and thereby:
2) Evaluate the success and the value of both the project and the results that the project has produced.
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When Does “Project Management” Start and End?
Scope of „project management‟:
•Traditional scope includes start-plan-execute- closeout phases, but
•Projects begin their existence before the traditional start phase and their products continue to exist and must be evaluated after the projects are closed out.
These 2 new phases must be recognized as belonging within the domain of „project management.‟
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Background for this paper:
By the same authors:
•The Six-Phase Comprehensive Project Life Cycle Model
•Unlocking a Project Team’s High- Performance Potential Using Cognitive Readiness: A Research Study Report and Call to Action
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Comments by 20 Reviewers from 7 Countries are included in those Papers
Wayne Abba
Gregory Balestrero
Dr. Antonio Bassi
Dr. Franco Caron
Dr. Gianluca Di Castri
Prof. Federico Fioravanti
Dr. Stanislaw Gasik
Ing. Pier Luigi Guida
Prof. Dr. Harold Kerzner
Prof. Federico Minelle
Prof. Dr. Darci Prado
David Pells
Bob Prieto
Dr. Marco Sampietro
Miles Shepherd
Max Wideman
Rebecca Winston
Murray Woolf
Shakir Zuberi
Prof. Jorge Tarazona.
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In Brazil, Canada, Colombia, Italy, Poland, UK, and USA
34. slide 34
Part 2. Origins of Projects
Project-driven and project-dependent organizations Delivery versus development and strategic transformational projects
Incubation/Feasibility Project Phase
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Project-Driven and Project-Dependent Organizations
It is important to recognize the differences between these two types of enterprises
They exhibit widely different levels of maturity in their project management capabilities
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Origins of Projects
•Delivery projects and
•Development & strategically transformative projects
Projects are conceived and born differently for:
•Project-driven and
•Project-dependent organizations
Within:
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How they Differ
•Projects produce most revenue.
•Mature in managing their "delivery" projects.
•Less mature in managing their development and transformative programs and projects.
Project- Driven Organizations:
•Products or services produce most revenues.
•Development & transformation projects produce new products, services, markets & processes.
•Often employ Project-Driven organizations for specific needs.
Project- Dependent Organizations:
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Two Kinds of Projects Delivery (Commercial) Projects produce or deliver benefits within the growth strategies of the enterprise.
Development & Strategic Transformational Projects produce significant changes in the enterprise, its products, or its business processes.
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Two Kinds of Programs
Traditional Programs consist of a group of related projects, while
Strategic or Transformational Programs usually include both projects and on-going operations.
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A Practical Set of 12 Project Categories:
1. Administrative and Organizational Change
2. Aerospace/Defense
3. Communication Systems
4. Events
5. Facilities
5.1 Facility decommissioning
5.2 Facility demolition
5.3 Facility maintenance and modification
5.4 Facility Design-procurement- construction
Some separate facilities design and construction categories that must be integrated on one facility.
6. Information Systems/IT
7. International Development
8. Media & Entertainment
9. Product and Service Development
9.1 Industrial product
9.2 Consumer product
9.3 Pharmaceutical product
9.4 Service (financial, other)
10. Research and Development 10.1 Environmental
10.2 Industrial
10.3 Economic development
10.4 Medical
10.5 Scientific
11. Healthcare
12. Other Projects – Disaster Recovery, others….
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Definition of the Project Incubation/Feasibility Phase
The phase prior to initiation of the Project Starting Phase, during which the necessary information and “embryonic knowledge and understanding” of the potential project is collected, compiled, buffered, and analyzed sufficiently to enable a well-informed decision to proceed with initiation of the Project Starting Phase.
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When Does a Project Truly Start?
“Project Starting Phase” must begin with a reasonable understanding of what the principal objectives, scope, schedule, and cost of the project are expected to be, including:
•What the project will create;
•What benefits will be produced ;
•Verification that the project is aligned with the strategic plans ;
•A reasonable idea of the overall scope and expected time schedule and cost, and whether the needed money and other key resources will be available;
•Preliminary or conditional approvals and rights;
•Overall economic, technological, political, social, and physical feasibility under identified risks.
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Basic Question
“Where does this initial „embryonic knowledge and understanding‟ about the potential project come from?”
Answer: The work and analysis performed and buffered during the Project Incubation/ Feasibility Phase of its life cycle model.
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Peter Morris (2005):
“The reality, as shown by the results of two separate surveys, is that the overwhelming majority of practitioners polled believe that project management does apply in the pre-execution stages.”
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Unfulfilled Roles
The Project Executive Sponsor and Project Manager roles exist during the Project Incubation/ Feasibility Phase but often are not formally assigned.
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Front End Loading (FEL)
Front End Loading (FEL) Phase in Design/Procurement/Construction Projects recognizes the importance of the Project Incubation/Feasibility Phase
Independent Project Analysis (IPA) group (Norway): “FEL is the process by which a company (and project team) translates its marketing and technological opportunities into capital projects…. during the FEL phase, the questions of Why, What, When, How, Where and Who are answered.”
http://www.concept.ntnu.no/symposium/index.htm.
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Front End Loading?
Term was used in the USA in the early 1900s with construction contractors.
They “loaded” the early activities in their contracts to receive the largest possible progress payments from the client.
This was often necessary to offset their losses on prior projects that were nearing completion. Finance: Front-end loads are paid to investment intermediaries (financial planners, brokers, investment advisors) as sales commissions.
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Various Terms for FEL Phases Source: Bob Prieto 2013
Project Phase
Contractor
Definition
Owner A
Definition
Owner B
Definition
FEL Phase 1
FEL Phase 2
FEL Phase 3
Phase 4
Phase 5
Business Plan
Conceptual Engineering
Preliminary Engineering
EPC
Startup and Operation
Appraise
Select
Define
Execute
Operate
Conceptual
Feasibility
Front-End Engineering
Execution
Operation
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Corporate Strategy and the Incubation/Feasibility Phase Prior to any important project beginning to take shape in the Project Incubation/Feasibility Phase, its genesis comes from the strategic decisions that have been made by the strategy managers of the organization.
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Project Origins
Project Type >
Organization Type
Commercial or
Delivery Projects
Development and Transformational Projects
Project-Driven Organizations
> Requests for proposals/RFPs
> Project proposals that comply with well-established strategic goals and are within the known capabilities
> Project Starting Phase is not initiated until a contract is signed by both parties.
Statements below apply.
Project- Dependent Organizations
Few if any commercial/ delivery projects exist in these organizations. If so the above comments apply.
> Ideas come from strategic managers, marketing/business development, R&D, customers, consultants.
> When the ‘embryonic understanding’ of the potential project has been approved the project enters the Project Starting Phase.
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Linkage with the TCM Framework
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Part 3. Evaluating Projects Integrated with Project Results
Post-Project Evaluation Phase
Project/Product Success & Project/Product Value
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Comprehensive 6-Phase PLC Model
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Project Close-Out Versus Post-Project Evaluation Phases
Project Close-Out Phase:
•All work on the project has been officially completed and the specified products and other results have been delivered.
Post-Project Evaluation Phase:
•Evaluation of the success and value of both the project itself and the products or other results it has produced.
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Post-Project Evaluation Phase Definition
The Post-Project Evaluation Phase is devoted to the effort needed to first determining and then maintaining, improving, and even perfecting the ultimate success of the project in the following four dimensions:
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Four Dimensions for Evaluating Project/Product Success
1. The project from a project management viewpoint
2. The project‟s products and results
3. All project stakeholders‟ perspectives of both the project and its results
4. The overall project and its products from the project team cognitive performance perspective.
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1. Project Management Dimension:
How closely did the project achieve the original objectives as defined in the Project Charter or Project Business Case?
Did the project meet the specified product specifications, budget, schedule, scope?
What lessons were learned during this project to improve PM Best Practices?
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2. Product (Results) Dimension How well does the product meet the Project Charter?
How well does the product achieve its Key Performance Indicators/KPIs?
What are the established Critical Success Factors (CSF) & how well does the product measure up to these?
Does the market like, buy and use the product?
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3. Stakeholder Satisfaction Dimension: What level of satisfaction or dis-satisfaction (accomplishment, enjoyment, pleasure, anger, conflict, frustration) exists in each class of the project stakeholders?
These can be either positive or negative stakeholders – and the negative can be hidden.
Hidden, negative stakeholders are dangerous – “sappers” -- who quietly influence others – and bury mines.
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Project Stakeholders Include:
Project Executive Sponsor The Project Manager
Project core team members
Functional contributors to the project and to its product
Owners of the final product of the project
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Project Stakeholders: (Cont’d) Investors in the project and its products
Users and operators of the final product
Affected regulatory agencies
Communities (local, regional, and virtual) affected by the project and its products
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4. The Project Team Cognitive Performance Dimension Projects do not exist without their teams.
Achieving high project team performance is crucial for success on important projects.
Much time and money is spent on preparing project plans and schedules, but little is spent on developing and enhancing high project team performance….
Project team cognitive readiness can be developed and will produce high team performance.
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Project Team Cognitive Readiness Project team-building now can capitalize on advances in the cognitive sciences – “Mindfulness.”
Project managers and project team members can build their cognitive readiness through knowledge about:
•Emotional intelligence, lateral thinking, metacognition, cognitive adaptability, resilience, agency, self-efficacy, arousal, assertiveness, mindfulness, cognitive control, and
•Other related factors.
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Project Teams Versus Sports Teams
Sports teams spend 10 times more effort on team- building than in competition. “Practice, man, Practice!” Project teams are usually quickly thrown together and told to start work NOW!
Project team cognitive readiness requires investment up front: Front End Training/FET. Team building is everything to create a winning team!
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65. Conceptual model illustrating how characteristics influence team cognitive readiness. Source: Bolstad el al 2006.
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Project Team Cognitive Readiness Cognitive Readiness is an indicator of how well the project team will perform or has performed during the planning and execution of the project.
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Some Cognitive Enablers
Cognitive Appraisal of what is happening at any given moment: our emotions are based on how we perceive a particular situation.
Cognitive Adaptability: the degree of how easily we use the cognitive trade-offs to modify some of our beliefs without causing difficult cognitive dissonances (McLeod 2008).)
Metacognition: the cognitive awareness of our own brain processes; in the project team situation this refers to the sense of team by all the team members. Emotional Intelligence: the EI Quotient is the ability to effectively perceive, assess, understand and influence the emotions of oneself and others.
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Some Cognitive Constraints
The Student Syndrome
Parkinson's Law
Overloading Stress Multi-tasking Stress
Burnout Syndrome
Internal conflicts that can lead to crises
Drastic commitment reduction
“Competence Borderline Syndrome” (I’m going to do just what I have to do, no more!)
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More Research is Required on Project Team Cognitive Readiness
Practical methods and tools remain to be developed to assess and build project team cognitive readiness.
Not all types and categories of projects will benefit equally from team cognitive readiness capability.
Cognitive psychology and neuroscience experts must work closely with project management practitioners in this endeavor.
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Project Team Cognitive Readiness Baseline Database Together with best project life cycle models, build high-performing project teams that are “cognitively ready” to benefit future projects.
Create baseline database of cognitively ready project managers and project teams.
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Linking the Post-Project Evaluation Phase with the TCM Framework
Linked within the TCM Strategic Asset Measurement (5) and Assessment (6) Processes, plus as an extension of the Project Performance Assessment Process (10).
Not sufficient only to measure and assess a project’s success and value during the standard Project Close- Out Phase. In order to carry out the processes included for these Strategic Asset Measurement and Assessment requirements of TCM, all four of the evaluation dimensions described above must be included.
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Linkage with the TCM Framework
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4. Recommendations Adopt as a Standard the Six-Phase Comprehensive Project Life Cycle to include the Incubation/Feasibility and the Post-Project Evaluation Phases.
Revise the AACE International TCM Framework to recognize the Comprehensive Six-Phase Project Life Cycle.
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Conclusions
Project Management principles and practices provide benefits when used throughout the Strategic Asset Management Processes in the TCM Framework.
More research is required to develop and apply Project Team Cognitive Readiness to all important projects.
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Thanks for Listening
Russell Archibald russarchibald.com Russell_archibald@yahoo.com Ivano Di Filippo genialsoftware.it ivano.difilippo@genialsoftware.it
Daniele Di Filippo danieledifilippo.wordpress.com daniele.difilippo@outlook.com Shane Archibald Archibald Associates.com Shane@ArchibaldAssociates.com
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For more Information:
By the same authors:
The Six-Phase Comprehensive Project Life Cycle Model
Unlocking a Project Team’s High- Performance Potential Using Cognitive Readiness: A Research Study Report and Call to Action
For all references please see our ICEC 2014 paper on which this presentation is based.
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See also:
Leading & Managing Innovation-- What Every Executive Team Must Know about Project, Program, & Portfolio Management
146 page book by Russell and Shane Archibald
Now also available in Italian with introduction by Prof. Dr. Marco Sampietro. Available soon in Brazilian Portuguese with introduction by Prof. Dr. Darci Prado and in Spanish with introduction by Prof. Jorge Terranova.
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