The document discusses project management certification and professional development. It provides information on several certification programs including:
- The International Project Management Association (IPMA) which offers 4 levels of certification and defines competency levels.
- The Association for Project Management (APM) in the UK, which is aligned with IPMA. APM offers qualifications from introductory to senior practitioner levels, and its certifications are undergoing revision to include a new entry level.
- Requirements to maintain certifications include continuing professional development hours and recertifying after a number of years.
The document also discusses APM's corporate membership, accreditation, and competence framework which is mapped to the IPMA competence baseline and
This document provides guidance on winning project work through effective bidding practices. It discusses establishing a bid strategy, categorizing projects based on complexity and risk to determine appropriate resources and governance, authorizing bids based on business risk, documenting bid requirements, estimating costs and contingencies, setting prices and payment terms, and getting final approval to submit bids. The key tasks for project managers in winning work include qualifying bids, defining project details, managing risks and costs, and gaining appropriate approvals.
The document discusses project risk management processes including:
1) Planning risk management to define the approach and ensure sufficient resources.
2) Identifying risks through various techniques like brainstorming and checklists.
3) Analyzing risks qualitatively by assessing probability and impact, and quantitatively using tools like decision trees.
4) Developing responses like mitigation plans, contingency plans and fallbacks to enhance opportunities and reduce threats.
5) Monitoring and controlling risks, residual risks, and the effectiveness of the risk management process.
Estimating for projects and programmes is a core project management competence. Estimating uncertainty is generally the largest single risk to project delivery. Here, estimating best practice is described along with a few hints and tips.
This document provides an overview of project risk management processes and techniques. It discusses the six key processes: (1) plan risk management, (2) identify risks, (3) perform qualitative risk analysis, (4) perform quantitative risk analysis, (5) plan risk responses, and (6) monitor and control risks. For each process, it describes important inputs, tools and techniques, and outputs to consider when managing project risks. The goal of risk management is to proactively identify and mitigate risks that could negatively impact a project.
The document discusses project risk management based on the PMBOK and other sources. It addresses when and how to conduct risk management, including the key project management process groups of initiating, planning, executing, monitoring and controlling. The planning process group is most important for risk management and involves processes like developing risk management and response plans, identifying and analyzing risks qualitatively and quantitatively, and updating the risk register. A variety of risk management tools can be used including the risk register, risk breakdown structure, impact scales, and quantitative analyses.
Building a Credible Performance Measurement BaselineGlen Alleman
The document discusses establishing a credible Performance Measurement Baseline (PMB) for programs by integrating technical and programmatic plans. It recommends starting with a Work Breakdown Structure (WBS) that identifies system elements, associated risks, and processes to produce outcomes. An Integrated Master Plan (IMP) should then define how system elements mature at Program Events, with Measures of Effectiveness (MOEs) and Measures of Performance (MOPs) assigned. Finally, an Integrated Master Schedule (IMS) should arrange tasks to increase technical maturity, identify reducible and irreducible risks, and establish a risk-adjusted PMB to increase the probability of program success. Connecting these elements through the WBS, IMP and IMS
This document provides guidance on identifying and managing risks for projects. It contains a collection of risk categories to help project managers consider risks and their potential impacts. The categories cover requirements, schedule, cost, contracting, funding, management, systems engineering, and facilities risks. For each category, it lists specific questions to assess risks in that area and ensure they are properly addressed throughout the project life cycle. The goal is to identify risks early, develop risk handling strategies, and continuously refine risk management as the project progresses.
The document discusses project management certification and professional development. It provides information on several certification programs including:
- The International Project Management Association (IPMA) which offers 4 levels of certification and defines competency levels.
- The Association for Project Management (APM) in the UK, which is aligned with IPMA. APM offers qualifications from introductory to senior practitioner levels, and its certifications are undergoing revision to include a new entry level.
- Requirements to maintain certifications include continuing professional development hours and recertifying after a number of years.
The document also discusses APM's corporate membership, accreditation, and competence framework which is mapped to the IPMA competence baseline and
This document provides guidance on winning project work through effective bidding practices. It discusses establishing a bid strategy, categorizing projects based on complexity and risk to determine appropriate resources and governance, authorizing bids based on business risk, documenting bid requirements, estimating costs and contingencies, setting prices and payment terms, and getting final approval to submit bids. The key tasks for project managers in winning work include qualifying bids, defining project details, managing risks and costs, and gaining appropriate approvals.
The document discusses project risk management processes including:
1) Planning risk management to define the approach and ensure sufficient resources.
2) Identifying risks through various techniques like brainstorming and checklists.
3) Analyzing risks qualitatively by assessing probability and impact, and quantitatively using tools like decision trees.
4) Developing responses like mitigation plans, contingency plans and fallbacks to enhance opportunities and reduce threats.
5) Monitoring and controlling risks, residual risks, and the effectiveness of the risk management process.
Estimating for projects and programmes is a core project management competence. Estimating uncertainty is generally the largest single risk to project delivery. Here, estimating best practice is described along with a few hints and tips.
This document provides an overview of project risk management processes and techniques. It discusses the six key processes: (1) plan risk management, (2) identify risks, (3) perform qualitative risk analysis, (4) perform quantitative risk analysis, (5) plan risk responses, and (6) monitor and control risks. For each process, it describes important inputs, tools and techniques, and outputs to consider when managing project risks. The goal of risk management is to proactively identify and mitigate risks that could negatively impact a project.
The document discusses project risk management based on the PMBOK and other sources. It addresses when and how to conduct risk management, including the key project management process groups of initiating, planning, executing, monitoring and controlling. The planning process group is most important for risk management and involves processes like developing risk management and response plans, identifying and analyzing risks qualitatively and quantitatively, and updating the risk register. A variety of risk management tools can be used including the risk register, risk breakdown structure, impact scales, and quantitative analyses.
Building a Credible Performance Measurement BaselineGlen Alleman
The document discusses establishing a credible Performance Measurement Baseline (PMB) for programs by integrating technical and programmatic plans. It recommends starting with a Work Breakdown Structure (WBS) that identifies system elements, associated risks, and processes to produce outcomes. An Integrated Master Plan (IMP) should then define how system elements mature at Program Events, with Measures of Effectiveness (MOEs) and Measures of Performance (MOPs) assigned. Finally, an Integrated Master Schedule (IMS) should arrange tasks to increase technical maturity, identify reducible and irreducible risks, and establish a risk-adjusted PMB to increase the probability of program success. Connecting these elements through the WBS, IMP and IMS
This document provides guidance on identifying and managing risks for projects. It contains a collection of risk categories to help project managers consider risks and their potential impacts. The categories cover requirements, schedule, cost, contracting, funding, management, systems engineering, and facilities risks. For each category, it lists specific questions to assess risks in that area and ensure they are properly addressed throughout the project life cycle. The goal is to identify risks early, develop risk handling strategies, and continuously refine risk management as the project progresses.
إدارة القيمة المكتسبة مفيدة ومخادعة في التحكم في المشروعات
فيديو دورة الأساسيات: http://prof.planner.teachable.com/p/evm-basics/
دورة المستوى المتقدم: http://www.slideshare.net/MohamedMaged8/contracts-classification
للمزيد: https://www.facebook.com/groups/prof.cost.engineers/
The document contains a practice exam for the PMI Risk Management Professional (PMI-RMP) certification. It includes 33 multiple choice questions related to risk management processes, tools, and techniques. Correct answers are provided for each question. The practice exam covers topics like risk identification, qualitative and quantitative risk analysis, risk response planning, and risk monitoring and control.
Risk 0-risk-guide book for pmi-rmp by amer elbazMohamed Saeed
This document provides an overview of project risk management. It defines project risk management as including processes for risk management planning, identification, analysis, response planning, and controlling risk on a project. The objectives are to increase the likelihood and impact of positive events and decrease the likelihood and impact of negative events. It describes the six key processes: plan risk management, identify risks, perform qualitative risk analysis, perform quantitative risk analysis, plan risk responses, and control risks. It also discusses individual project risks versus overall project risk, stakeholder risk attitudes, and the iterative nature of project risk management.
Cost and schedule growth for complex projects is created when unrealistic technical performance expectations, unrealistic cost and schedule estimates, inadequate risk assessments, unanticipated technical issues, and poorly performed and ineffective risk management, contribute to project technical and programmatic shortfalls
Heba is following a risk mitigation strategy to respond to the identified risk of resource attrition on a software migration project at a bank. Mitigation strategies aim to reduce the probability and/or impact of adverse risks. Specifically, Heba is providing good increments to team members, which helps retain resources and mitigate the risk of attrition. Quantitative risk analysis uses modeling techniques like decision trees and Monte Carlo simulation to numerically analyze the effects of risks on project objectives. If the team cannot identify a suitable risk response strategy, the default is typically risk acceptance, where the project management plan is not changed to account for that risk.
The document provides information on cost management for a project management study group session. It includes questions and answers on topics like estimating activity costs, cost baselines, variance analysis, and earned value management.
Srae2014 - Construction Projects Risks from the Perspective of Project Manage...Safak EBESEK
Construction Projects Risks from the Perspective of Project Management
Özlem Tüz, PhD & Safak EBESEK, PhD.C
The 23rd SRA-Europe conference 16-18 June 2014 in Istanbul, Turkey
Hosted by Istanbul Technical University
This document provides an overview of project evaluation and size and cost estimation in software project management. It discusses conducting an initial high-level project evaluation to assess strategic fit, technical feasibility, and economic viability before more detailed size and cost estimations are made. Size can be estimated using function point analysis or object point analysis, while costs are estimated via techniques like cost-benefit analysis, cash flow forecasting, and net present value/internal rate of return calculations. Accurate estimation is challenging, and positive attitudes and periodic revisions are important.
The document provides examples of risk management questions and answers. It includes questions related to calculating Cost Performance Index, probability-impact matrix, customer satisfaction as a risk, qualitative risk analysis tools, risk responses such as mitigation, transference and acceptance, and other risk management processes and techniques.
If a project manager is consumed with managing risk, there is little time to manage opportunities. Good risk management is not about fear of failure, it is about removing barriers to success. This is when opportunity management emerges.
NCV 4 Project Management Hands-On Support Slide Show - Module5Future Managers
This slide show complements the Learner Guide NCV 4 Project Management Hands-On Training by Bert Eksteen, published by Future Managers. For more information visit our website www.futuremanagers.net
Developing Standards for Enterprise Schedule QualityAcumen
This white papers addresses the need to implement a standard for schedule quality and explains how ensuring quality in the IMS (Integrated Master Schedule) can be achieved through a three-step process.
The document discusses planning quality management for a project. It provides definitions and explanations of key quality concepts like quality, standards, regulations, quality management plans, cost of quality, quality audits, and quality measurement tools. It also discusses integrating various project planning activities by consolidating plans, assessing for dependencies and gaps, and analyzing collected data. Quality planning aims to meet requirements and manage quality throughout the project lifecycle.
Getting To Done - A Master Class WorkshopGlen Alleman
The Principles, Processes, Practices, and Tools to Increase the Probability of successfully completing Project's On-Tiem, On-Budget, and Needed Capabilities
Over the years the success rate of traditional project management methods applied to software development projects has been underwhelming. These traditional methods are based on a retrospective approach which measures variance against plan rather than providing a performance–forecast that can be used to guide projects in a chaotic environment.
Making Agile Development work in Government ContractingGlen Alleman
Before any of the current “agile” development
methods, Earned Value Management provided information
for planning and controlling complex projects by
measuring how much “value” was produced for a given
cost in a period of time. One shortcoming of an agile
development method is its inability to forecast the future
cost and schedule of the project beyond the use of “yesterdays
weather” metrics. These agile methods assume
the delivered value, “velocity” in the case of XP, is compared
with the estimated value – this is a simple comparison
between budget and actual cost resulting in a Cost
Variance.
The document provides guidelines for project risk management based on the six risk management processes from the PMBOK Guide. It discusses identifying risks, performing qualitative and quantitative risk analysis, planning risk responses, and controlling risks. An example application to a PMP certification course project is provided to demonstrate practical use of identifying risks, creating a risk register, and customizing a risk breakdown structure for the project.
Unit 02 unit – ii project planning and schedulingRAMCHANDRA KODAM
This document discusses project planning and scheduling techniques. It defines key terms like activities, events, nodes, and network logic. Activities have a start and end, represented by events, and are connected by network logic. The document describes different types of events and relationships between activities, including parallel, serial, and dummy activities. It also covers different network diagramming methods, like activity-on-arrow and activity-on-node networks, and how to draw the networks and analyze the critical path.
إدارة القيمة المكتسبة مفيدة ومخادعة في التحكم في المشروعات
فيديو دورة الأساسيات: http://prof.planner.teachable.com/p/evm-basics/
دورة المستوى المتقدم: http://www.slideshare.net/MohamedMaged8/contracts-classification
للمزيد: https://www.facebook.com/groups/prof.cost.engineers/
The document contains a practice exam for the PMI Risk Management Professional (PMI-RMP) certification. It includes 33 multiple choice questions related to risk management processes, tools, and techniques. Correct answers are provided for each question. The practice exam covers topics like risk identification, qualitative and quantitative risk analysis, risk response planning, and risk monitoring and control.
Risk 0-risk-guide book for pmi-rmp by amer elbazMohamed Saeed
This document provides an overview of project risk management. It defines project risk management as including processes for risk management planning, identification, analysis, response planning, and controlling risk on a project. The objectives are to increase the likelihood and impact of positive events and decrease the likelihood and impact of negative events. It describes the six key processes: plan risk management, identify risks, perform qualitative risk analysis, perform quantitative risk analysis, plan risk responses, and control risks. It also discusses individual project risks versus overall project risk, stakeholder risk attitudes, and the iterative nature of project risk management.
Cost and schedule growth for complex projects is created when unrealistic technical performance expectations, unrealistic cost and schedule estimates, inadequate risk assessments, unanticipated technical issues, and poorly performed and ineffective risk management, contribute to project technical and programmatic shortfalls
Heba is following a risk mitigation strategy to respond to the identified risk of resource attrition on a software migration project at a bank. Mitigation strategies aim to reduce the probability and/or impact of adverse risks. Specifically, Heba is providing good increments to team members, which helps retain resources and mitigate the risk of attrition. Quantitative risk analysis uses modeling techniques like decision trees and Monte Carlo simulation to numerically analyze the effects of risks on project objectives. If the team cannot identify a suitable risk response strategy, the default is typically risk acceptance, where the project management plan is not changed to account for that risk.
The document provides information on cost management for a project management study group session. It includes questions and answers on topics like estimating activity costs, cost baselines, variance analysis, and earned value management.
Srae2014 - Construction Projects Risks from the Perspective of Project Manage...Safak EBESEK
Construction Projects Risks from the Perspective of Project Management
Özlem Tüz, PhD & Safak EBESEK, PhD.C
The 23rd SRA-Europe conference 16-18 June 2014 in Istanbul, Turkey
Hosted by Istanbul Technical University
This document provides an overview of project evaluation and size and cost estimation in software project management. It discusses conducting an initial high-level project evaluation to assess strategic fit, technical feasibility, and economic viability before more detailed size and cost estimations are made. Size can be estimated using function point analysis or object point analysis, while costs are estimated via techniques like cost-benefit analysis, cash flow forecasting, and net present value/internal rate of return calculations. Accurate estimation is challenging, and positive attitudes and periodic revisions are important.
The document provides examples of risk management questions and answers. It includes questions related to calculating Cost Performance Index, probability-impact matrix, customer satisfaction as a risk, qualitative risk analysis tools, risk responses such as mitigation, transference and acceptance, and other risk management processes and techniques.
If a project manager is consumed with managing risk, there is little time to manage opportunities. Good risk management is not about fear of failure, it is about removing barriers to success. This is when opportunity management emerges.
NCV 4 Project Management Hands-On Support Slide Show - Module5Future Managers
This slide show complements the Learner Guide NCV 4 Project Management Hands-On Training by Bert Eksteen, published by Future Managers. For more information visit our website www.futuremanagers.net
Developing Standards for Enterprise Schedule QualityAcumen
This white papers addresses the need to implement a standard for schedule quality and explains how ensuring quality in the IMS (Integrated Master Schedule) can be achieved through a three-step process.
The document discusses planning quality management for a project. It provides definitions and explanations of key quality concepts like quality, standards, regulations, quality management plans, cost of quality, quality audits, and quality measurement tools. It also discusses integrating various project planning activities by consolidating plans, assessing for dependencies and gaps, and analyzing collected data. Quality planning aims to meet requirements and manage quality throughout the project lifecycle.
Getting To Done - A Master Class WorkshopGlen Alleman
The Principles, Processes, Practices, and Tools to Increase the Probability of successfully completing Project's On-Tiem, On-Budget, and Needed Capabilities
Over the years the success rate of traditional project management methods applied to software development projects has been underwhelming. These traditional methods are based on a retrospective approach which measures variance against plan rather than providing a performance–forecast that can be used to guide projects in a chaotic environment.
Making Agile Development work in Government ContractingGlen Alleman
Before any of the current “agile” development
methods, Earned Value Management provided information
for planning and controlling complex projects by
measuring how much “value” was produced for a given
cost in a period of time. One shortcoming of an agile
development method is its inability to forecast the future
cost and schedule of the project beyond the use of “yesterdays
weather” metrics. These agile methods assume
the delivered value, “velocity” in the case of XP, is compared
with the estimated value – this is a simple comparison
between budget and actual cost resulting in a Cost
Variance.
The document provides guidelines for project risk management based on the six risk management processes from the PMBOK Guide. It discusses identifying risks, performing qualitative and quantitative risk analysis, planning risk responses, and controlling risks. An example application to a PMP certification course project is provided to demonstrate practical use of identifying risks, creating a risk register, and customizing a risk breakdown structure for the project.
Unit 02 unit – ii project planning and schedulingRAMCHANDRA KODAM
This document discusses project planning and scheduling techniques. It defines key terms like activities, events, nodes, and network logic. Activities have a start and end, represented by events, and are connected by network logic. The document describes different types of events and relationships between activities, including parallel, serial, and dummy activities. It also covers different network diagramming methods, like activity-on-arrow and activity-on-node networks, and how to draw the networks and analyze the critical path.
Work breakdown structures (WBS) in project planning. What are work breakdown structures, why use them and how to create them. Includes example image of a wbs and links to resources. Slides used for project planning workshop. For more guides to creating a WBS and examples of work breakdowns see https://www.stakeholdermap.com/plan-project/example-work-breakdown-structures.html
This document discusses Advanced Planning & Scheduling (APS) systems. It begins with an introduction to supply chain planning and the problems traditional systems encounter with demand fluctuations and inventory management. It then outlines the development of earlier SCM IT systems like MRP, MRPII, and ERP. APS systems aim to resolve issues with these prior systems by improving integration across the entire supply chain and enabling optimization of production planning. The document provides examples of APS vendors and modules. It also focuses on how APS benefits the pharmaceutical industry through collaborative planning, improved capacity utilization, and data consolidation across manufacturing sites. Overall, APS allows for more flexible and responsive planning in complex supply chain environments.
This document provides an overview of earned value management (EVM) with the following key points:
1. EVM is a project control process that facilitates integrating project scope, time, and cost objectives by comparing the planned value, actual cost, and earned value.
2. EVM improves project predictability, provides early warnings of problems, and objectively assesses value delivered versus costs through structured planning and performance measurement.
3. EVM uses variances, performance indices, and forecasting to monitor project performance and status in terms of schedule, budget, and estimates to completion. Positive variances and indices above 1 indicate favorable performance while negative or below 1 need corrective action.
The seventh lesson of the course on Planning and Managing Software projects (http://emanueledellavalle.org/Teaching/PMSP-2011-12.html) that I give at Politecnico di Milano.
This document provides tips for making creative presentation slides instead of formal slides. It suggests adding a picture expressing creativity, unique graphical elements like doodles, and atypical slide backgrounds like crumpled paper. The round-up recommends adding pictures associated with creativity, creative graphical elements, and unique templates to make slides that will help audiences remember the presenter. The goal is to dare to be different from typical formal presentations.
This document provides an overview of creative thinking techniques. It discusses critical thinking versus creative thinking, with creative thinking focusing on exploring ideas and finding multiple solutions rather than just one. Common creative thinking techniques are then outlined, including brainstorming, idea generating questions, checklists, and block busting techniques. Brainstorming guidelines emphasize suspending judgment, thinking freely, and building on others' ideas. The document also addresses characteristics of creative people and attitudes that can block creativity.
23 quick color themes for your presentationPresentitude
If you don’t have time to create your own color scheme for your next presentation – you can use one of the pre-installed color themes in PowerPoint. PowerPoint 2013 comes with 23 color themes ready be applied to your presentation and and your graphics, regardless of what presentation template you are using.
This is a quick guide of the PowerPoint 2013 color themes. Each page displays a color wheel with the accent colors around the dark and light background/text colors in the center and four small mockup slides with the color theme applied. All the color themes are shown on white and the mockup slides have the same light grey slide background for comparison.
The document provides an overview of key concepts in project planning and scheduling including developing a project management plan, defining the project scope and work breakdown structure (WBS), sequencing activities, estimating durations and resources, developing a schedule, calculating early and late dates, determining the critical path, and calculating float. It includes examples of a sample project schedule to demonstrate these scheduling techniques.
5 tools for an awesome presentation-By Samid RazzakMd. Samid Razzak
Forget what you learned in Business schools. Here are 5 tips for an outstanding presentation from a TEDx Speaker. Make sure you remember each points and use it in your next presentation!
Sources: Flickr, Google, Presentation Panda
This short PowerPoint presentation shows five great ways to get the attention of your audience during your speech or sales pitch.
Try them out in your next speech and you will see how you can engage your audience with these simple tips.
This presentation was created 100% in PowerPoint by my presentation design agency Slides. We are based in Spain (Europe) but have clients worldwide.
Drop me an email and we will discuss your project.
The Productivity Secret Of The Best LeadersOfficevibe
Content by Jacob Shriar & Kevin Kruse.
In this Officeviibe presentation, you'll see:
- 3 biggest problems leaders face and what you can do to fix them
- The secret to time management
- Examples from great leaders
- You'll find bonus content
Primavera P6.0 is a project management software that provides tools for planning, scheduling, resource allocation, monitoring and controlling projects. Some key features include an Organizational Breakdown Structure (OBS) that represents the project management hierarchy, an Enterprise Project Structure (EPS) to organize projects across an organization, unlimited baselines for comparison, and enhanced calendar capabilities. Primavera P6.0 offers a centralized database for collaborative project planning and increased efficiency of project management.
This chapter discusses project management techniques for systems analysis and design projects. It covers creating a work breakdown structure and identifying task patterns to develop a schedule. It explains calculating the critical path and using tools like Gantt charts and PERT/CPM charts to schedule and monitor projects. The chapter also discusses risk management, project monitoring and control, reporting, and managing projects for success within budget and schedule.
This document provides an overview of basic project management concepts. It discusses that a project has defined scope, time, cost, quality and resource constraints. The key aspects of project management include planning the work, working the plan, and endorsing the plan. The project manager's role is to manage expectations, direct the team, track progress, communicate status, and resolve issues. Effective project management balances the triple constraints of scope, time and cost. The project life cycle begins with initiation, which involves defining objectives, assembling a team, and getting approval. Planning then further develops the scope, schedule, budget, risks and other elements of the project.
The document provides an overview of the key concepts and topics covered in the IS5540 Project Management & Quality Assurance course, including definitions of projects and project management, the project management process groups and knowledge areas, tools and techniques for managing project scope, time, cost, quality, risk and resources, and factors for project success. It also reviews concepts like the project management plan, quality planning, communication planning, and performance reporting.
This document discusses various aspects of project scheduling and risk management for software projects. It covers topics such as defining tasks, critical path analysis, earned value analysis, identifying risks, estimating risk probability and impact, and mitigating risks. The key aspects are determining the schedule using techniques like CPM, tracking progress through earned value analysis, and taking a proactive approach to risk management by identifying, analyzing, and developing plans to address potential risks.
This document discusses risks that can lead to software project delays or failures. It identifies several categories of risk, including risks due to product size, business impact, customers, process maturity, technology, staff size and experience. It also discusses approaches for identifying, assessing, prioritizing and mitigating risks, including building a risk table to estimate probability and impact of each risk. Project managers are advised to take a proactive approach to risk management to avoid reactive crisis management when risks occur.
The document discusses project scheduling and tracking in software engineering. It provides reasons why projects may be late, such as unrealistic deadlines or changing requirements. It discusses principles for effective scheduling like compartmentalization of tasks and defining responsibilities. Metrics like earned value analysis are presented to quantitatively track project progress versus what was planned. Risk management techniques like proactive risk analysis are outlined to improve project success.
A project is defined as a collection of related activities with clear goals and deliverables to be completed within a defined timeline. It has a project manager responsible for all aspects including tasks, budget, and quality. The key stages of a project are planning, implementation, deliverable creation, and closing. Planning involves defining objectives and deliverables, creating a work breakdown structure and schedule, and establishing communication and risk management plans.
The document discusses project management and summarizes key aspects of the role of a project manager. It outlines that a project manager is responsible for overseeing the project scope, timeline, budget, quality, and team. A project manager must manage communications, risks, and changes, and guide the project through typical phases from initiation to planning, execution, monitoring, and closing. Project management involves using tools like Gantt charts, dashboards, and templates to help define the project plan and track progress.
Running head critical path method1 critical path method7criticDIPESH30
This document discusses the critical path method (CPM) and its application in project management. It begins by introducing CPM and outlining its key steps: defining tasks, creating a flowchart of task relationships, identifying critical and non-critical paths, determining task times, and locating alternative paths. It then discusses schedule risk analysis and joint confidence level analysis as complementary project management techniques. Schedule risk analysis connects risk information to the project baseline schedule. Joint confidence level analysis provides a holistic view of cost and schedule risk, showing their correlation through a "football chart" shape. The document aims to explain how these techniques can improve project planning and management.
The document discusses project management and outlines key aspects of planning and executing projects. It defines project management as planning, scheduling, directing and controlling resources to complete goals and objectives. It describes characteristics of projects, the project management lifecycle consisting of 5 phases, and lists essential qualities of a project manager including leadership, communication skills, and time management. It also provides details on various project planning activities such as defining goals, deliverables, schedules, supporting plans like human resources and risk management.
The document discusses key aspects of software project planning including process planning, effort estimation, schedule and resource estimation, and quality planning. It emphasizes that effective project management is important for project success. Project planning aims to create a plan to meet commitments by defining processes, estimating effort, creating a schedule and milestones, and defining quality objectives and risk plans. Estimation models like COCOMO are discussed for estimating effort based on project size and characteristics.
System Analysis & Design (CHAPTER TWO) (1).pptAynetuTerefe2
This document discusses project management concepts related to developing information systems. It begins by explaining that while technology aspects of IS development are attractive, project management is an important skill. It then outlines the four main phases of project management: initiating, planning, executing, and closing. For each phase, it describes key elements and activities involved, such as establishing teams, defining tasks, scheduling, monitoring progress, communication, and post-project reviews. Graphical tools for representing project plans like Gantt charts are also introduced.
The document discusses various topics related to project management including scope management, time management, cost management, quality management, and other areas. It provides information on objectives and challenges of project selection, justification and charters. Methods and steps are outlined for writing project charters, scope statements, scope management plans, work breakdown structures, schedules and controlling changes.
The document discusses the key activities and deliverables of the inception phase of a project using the Unified Process (UP) methodology. The inception phase involves identifying business needs, creating a system vision, developing preliminary schedules and budgets, and performing initial risk analysis. Key tasks include developing a work breakdown structure, using tools like Microsoft Project to create a project schedule, and conducting a cost/benefit analysis to evaluate the financial feasibility of the project. The inception phase establishes the foundation for further iterations in developing the software system.
This document provides an outline and summary of topics from lectures on software project management and scheduling. It discusses estimating effort, costs, and resources for a project. Other topics covered include the software equation for estimating effort, make-or-buy decisions, outsourcing, reasons for late delivery, and principles of project scheduling such as interdependencies between tasks. It also describes the relationship between people assigned to a project and effort over time based on the Putnam-Norden-Rayleigh curve.
This document discusses various topics related to software project management. It begins by outlining the topics to be covered, including the role of a project manager, project development phases, activities, and organization. It then discusses the key responsibilities and skills required of a project manager. Various project management functions are defined, including planning, organizing, controlling, and terminating a project. Software project phases and activities like planning, scheduling, and team assembly are explained. The document also covers topics like project organization structures, risk management, and common software project risks.
The document discusses project planning as a career path. It outlines the need for competent project planners given that most projects fail without proper planning. It describes the project environment, qualifications, and roles of project planners. Project planners are responsible for establishing schedules, managing risk, communication, and ensuring projects are delivered on time. The document also discusses training, competence assessments, and career prospects for project planners, such as advancing from scheduler to planning manager or specialist roles.
Project management involves planning, scheduling, and risk management activities. Planning involves establishing constraints, assessing parameters, defining milestones and deliverables, and revising estimates. Scheduling uses techniques like bar charts and activity networks to breakdown tasks, dependencies, and allocate staff. Risk management identifies potential risks, analyzes their likelihood and impact, and develops plans to avoid, minimize, or mitigate risks.
Project management involves planning, scheduling, and risk management activities. Planning involves establishing constraints, assessing parameters, defining milestones and deliverables, and revising estimates. Scheduling uses techniques like bar charts and activity networks to break projects into tasks, estimate durations, and identify dependencies. Risk management identifies potential risks, assesses their likelihood and impact, and develops strategies to avoid, minimize, or mitigate risks.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
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A team is a group of individuals, all working together for a common purpose. This Ppt derives a detail information on team building process and ats type with effective example by Tuckmans Model. it also describes about team issues and effective team work. Unclear Roles and Responsibilities of teams as well as individuals.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
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Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
1. 1 of 24
Planning
Define
OBS
Construct
PBS & WBS
Obtain Partner
Estimates
Define Team
Define Tasks &
Estimate Work
Obtain Supplier
Quotes
Define Schedule
Assess Estimation
Uncertainty
De-Risking
Tasks
Contingency
Zero Risk Cost
Estimate
Total Project Cost
Estimation
Risk Pot
Construct
RAM and/or RACI
Safety Costing
Stakeholder
Definition
2. 2 of 24
What is Planning?
‘Planning is bringing the future into the present so that you can do
something about it now’
‘Failing to plan is planning to fail’
Alan Lakein, Time Management Expert
How to Get Control of Your Time and Your Life, 1973
Identifying the methods, resources and activities to accomplish a project’s objectives
APM
Preparing a sequence of action steps to achieve some specific goal
Wikipedia
Planning creates a map to guide the journey to our destination
- art rather than science
- based on experience, domain knowledge and technical skill
- requires innovative thinking
- a team activity
3. 3 of 24
Why Plan?
Don’t plan on success – be realistic
Planning identifies and documents the optimum approach to delivery
20% into a product development project 80% of the cost of ownership is set
Change requires development iteration – so ideally, get it right first time
Planning defines the right activities, in the right order to avoid nugatory work
Well planned projects are more likely to succeed and enable easier communication
The schedule, budget and risk pot form a baseline to manage performance against
0%
100%
Concept Development NPI Operation
Cost
Time
Opportunity for Improvement
Committed Costs
Actual Costs
4. 4 of 24
Best Practice
Association for Project Management
Planning, Scheduling, Monitoring & Control [2015]
Introduction to Project Planning [2008]
The Scheduling Maturity Model [2012]
Project Management Institute
Practice Standard for Work Breakdown Structures, Second Edition [2006]
Practice Standard for Scheduling, Second Edition [2011]
5. 5 of 24
Planning
Process
Optional elements
in yellow
Decide based on
project value, risk
& complexity
Manage Team & Customer
Review: Solution, Cost, Schedule, Risk, Price & Offer (Value & USPs)
Requirements
Define Delivery
Strategy
HSE Risk
Assessment
Define Tools
& Process
Write PM &
Quality Plan
Construct RAM
and/or RACI
Define
OBS
Construct
PBS & WBS
Obtain Partner
Estimates
Stakeholder
Definition
Define Team
Define Tasks &
Estimate Work
Obtain Supplier
Quotes
Propose
Solution(s)
Risk
Management
Set Terms
& Cash Flow
Commercial
Check & Offer
Estimation
Uncertainty
Write SoW
(Proposal)
Define SoW
Content
Hazard
Identification
Safety Costing
De-Risking
Tasks
Contingency
Risk
Register
Zero Risk Cost
Estimate Total
Project Cost
Estimation
Risk Pot
Schedule &
Risk Graphs
SoW
(Proposal)
Exec Summary
Requirement
Solution
Assumptions
Dependencies
Compliance Matrix
Process & Tools
Team
Communications
Change ManagementRAM, RACI
Team
Stakeholder Plan
& Map
Plans:
PM & Quality
Configuration Management
Communications
Define
Schedule
6. 6 of 24
Keep People Safe
HSE: Health, Safety and Environment
Do a Risk Assessment to expose potential hazards
EN ISO 14121-1 is a useful guide in defining potential hazards
Consider the whole lifecycle: hazards may differ from one phase to the next
Plan actions to deal with the hazards identified and reduce to an acceptable level the
probability of harm to the team and other stakeholders
There may be tasks and costs arising from the risk assessment: include these in planning
7. 7 of 24
Break It Down
Break the project down to help plan the work, assign responsibility, estimate and cost work
PBS: Product Breakdown Structure
Hierarchical breakdown of the
project output starting from the
primary deliverable
For ‘product’ think ‘deliverable’
WBS: Work Breakdown Structure
Hierarchical breakdown into a
series of work packages:
groups of tasks that can be
estimated and assigned to a
department, team or person
1 Event
1.2 Speakers1.1 Venue
1.2.2 Invite1.2.1 Select
Level 1
Level 2
Level 3
1 Car
1.2 Engine1.1 Body
1.2.2 Clutch1.2.1 Gearbox
Number of levels to suit size of project and degree of control required
WBS is often lower levels of PBS with addition of tasks
Level 1: Product
Level 2: Sub-Assembly
Level 3: Work Packages
1 Remote
1.2 Electronics1.1 Case
1.2.1 Radio
Key Detect
Function Select
User Interface
1.2.2 Software
Tasks (not part of WBS)
Work Packages
at Lowest
WBS Level
8. 8 of 24
WBS: Product or Function
Draw the WBS based on the products or deliverables to ensure none are forgotten
Different products mean every WBS will be unique
Draw the WBS based on function and it is possible to have a template covering all functions
for the type of project undertaken, e.g. in an electronics product development business
Level 1: Product
Level 2: Function
Level 3: Work Packages
Product
ElectronicsMechanics
Bluetooth
Key Detect
Function Select
User Interface
Software
Schematic
Layout
Level 4: Tasks
Software Manufacture Integration Test Management
9. 9 of 24
Allocate & Communicate Responsibility
OBS: Organisational Breakdown Structure
Hierarchical breakdown of the project management structure and people
Used to convey the project communication routes and reporting lines
Useful for large complex projects in matrix based organisations
Project Manager
ProcurementEngineering
Hardware Software
Production Service Logistics
RAM: Responsibility Assignment Matrix
Combination of OBS and WBS
RF Engineer 1 UI Engineer
SMD Assembly
BB Engineer
RF Engineer 2
PM
Product
WBS2
WBS3
WBS1
WBS4
WP2
OBS3OBS2OBS1
WP1
WP3
10. 10 of 24
Detail Roles
RACI: Responsible, Accountable, Consulted, Informed
Hierarchical breakdown of the project management structure and people
Used to convey the project communication routes and reporting lines
Useful for large complex projects in matrix based organisations
WP: Work Package
PM Sponsor QA MD HR EPG
CMMI
Expert
Project Planning R A I I I C C
QA Gap Analysis C R C A R I
CMMI Gap Analysis C A C I I R
Site Communications R R C A I C C
Proposal Analysis R C C I I R A C
Improvement Projects A R C C
CMMI Level 2 Achievement A R C I I I I R
CMMI Level 3 Achievement A R C I I R
Site Process Library Update R A R I C
Responsible
Do the WP work
Can be multiple per WP
Accountable
Ultimate authority for the WP
Only one per WP
Consulted
Their opinions are sought
Two-way communication
Informed
Kept informed of progress
One-way communication
11. 11 of 24
Estimate and Manage Uncertainty
Risk Management: Separate presentation: Risk Management
Use to manage uncertainty, threats (negative impact) and opportunities (positive impact)
Manage estimation uncertainty separately
Estimating: Separate presentation: Estimating
Decide type and estimate duration of effort and materials required to deliver the project
Estimation Uncertainty
All similar projects and past performance indicates suitable value?
Add a percentage
All projects different or no past delivery history?
Use Range Estimating, 3 (or 4) point – described in separate presentation: Estimating
PERT: Program Evaluation & Review Technique developed by US Navy in 1950s
Uses 3 estimates per task: Optimistic, Most Likely & Pessimistic
Calculates task duration as (O+(4xML)+P)/6 (not same formula as used in 3 point estimating)
Schedule Contingency: Adding a time contingency to the project end date
Useful where estimation uncertainty risk pot is used to fund keeping to most likely dates
(i.e. with extra/better resource) rather than to fund additional time after most likely date
12. 12 of 24
Plan Payment and Manage Stakeholders
Commercial Considerations
Cash flow: compare planned spend and planned invoicing, accounting for payment terms
A neutral cash flow is fairest but can be hard to achieve; negotiate to get the fairest deal
Do a commercial check and maybe an anti-corruption check, e.g. Transparency International
Team Definition
A Team Structure picture
helps to understand roles
and provides a handy
contact sheet
Stakeholder Management
Know the stakeholders
Decide where to invest time
Separate presentation:
Stakeholder Management
13. 13 of 24
Plan then Schedule
Planning is an activity that precedes scheduling
Planning defines the strategy, methods, tools, risks
More art than science
Scheduling records the activities in a time ordered presentation:
Network Diagrams or Bar Charts (Gantt) being the most used
More science than art
Scheduling uses the Work Breakdown Structure to organise the tasks that must be
undertaken to deliver the project goals
All but extremely simple projects require use of a specialist scheduling tool
There are many tools available: Wikipedia PM Tool List
Tool choice depends on a lot of factors, including integration with other tools
14. 14 of 24
Scheduling
Scheduling implements the plan
Incorporating all tasks
Including Risk Management tasks: threat mitigation and opportunity enhancement
Managing interdependencies
Developing a logical sequence of work
Accounting for working time
Optimising resource use:
Smoothing: Reduce peak resource demand without affecting Project Duration
Levelling: Solve limited resource issues – perhaps affecting Project Duration
Determining the Critical Path and Float
Calculating Work Package and overall Project Duration and cost
Determining the feasibility of project delivery within desired completion dates and cost
Schedules should have a level of detail appropriate to the target audience
15. 15 of 24
Scheduling: Network Diagrams
Network Diagrams
Clearly show the logic between tasks and are often where new project managers start
Early Start Duration Early Finish
Late Start Float Late Finish
Task NameNetwork Node
ES D=0 EF ES D=2 EF ES D=5 EF ES D=0 EF
LS F LF LS F LF LS F LF LS F LF
ES D=3 EF ES D=10 EF
LS F LF LS F LF
E Drink Juice
F Finish BreakfastA Start Breakfast B Prepare Cereal
D Prepare Juice
C Eat Cereal
Earliest the
task can finish
Earliest the
task can start
Latest the task
can start
Latest the task
can finish
Tasks with Float > 0 can be
delayed with no change in
Project Duration
Start by mapping the tasks,
durations and dependencies
Finish-to-Start
dependency
Milestone
(zero duration task)
Task
16. 16 of 24
Scheduling: Network Example
1. Forward Pass
Calculate ES & EF
Start at first task where ES is always 0
ES = maximum EF of all predecessor tasks
EF = ES + Duration
Conclusion: Project Duration = last task EF = 13 minutes
2. Backward Pass
Calculate LS & LF
Start at last task where LF is the EF
LF = minimum LS of all successor tasks
LS = LF − Duration
If start task LS is not 0, check maths!
3. Calculate Float & Critical Path
Float = LF - EF or LS – ES
Free Float = Task EF – Successor Task ES
Start and Finish tasks have zero float
Delay float tasks without changing Project Duration
Delay free float tasks without affecting other tasks
Critical Path is longest path through network, lowest float (usually 0) – Can be more than one – Can change
Conclusion: Critical Path = A D E F = Shortest Project Duration
ES=0 D=0 EF=0 ES=0 D=2 EF=2 ES=2 D=5 EF=7 ES=13 D=0 EF=13
LS F LF LS F LF LS F LF LS F LF
ES=0 D=3 EF=3 ES=3 D=10 EF=13
LS F LF LS F LF
A Start Breakfast B Prepare Cereal F Finish BreakfastC Eat Cereal
D Prepare Juice E Drink Juice
ES=0 D=0 EF=0 ES=0 D=2 EF=2 ES=2 D=5 EF=7 ES=13 D=0 EF=13
LS=0 F LF=0 LS=6 F LF=8 LS=8 F LF=13 LS=13 F LF=13
ES=0 D=3 EF=3 ES=3 D=10 EF=13
LS=0 F LF=3 LS=3 F LF=13
A Start Breakfast B Prepare Cereal
D Prepare Juice
C Eat Cereal F Finish Breakfast
E Drink Juice
ES=0 D=0 EF=0 ES=0 D=2 EF=2 ES=2 D=5 EF=7 ES=13 D=0 EF=13
LS=0 F=0 LF=0 LS=6 F=6 LF=8 LS=8 F=6 LF=13 LS=13 F=0 LF=13
ES=0 D=3 EF=3 ES=3 D=10 EF=13
LS=0 F=0 LF=3 LS=3 F=0 LF=13
F Finish Breakfast
D Prepare Juice
A Start Breakfast B Prepare Cereal
E Drink Juice
C Eat Cereal
17. 17 of 24
Scheduling: Bar Charts
Bar or Gantt Charts
Developed in 1910 by Henry Gantt, this is the most used format in scheduling software
Show tasks on a common timescale unlike Network Diagrams
Careful structure & style needed if logic is to be clear
Can be rolled-up, hiding and revealing detail as necessary
Mark key outputs as Milestones – often with major milestones grouped at the top
Typically Finish-to-Start, dependencies can be Start-to-Start, Start-to-Finish or Finish-to-Finish
Minutes 1 2 3 4 5 6 7 8 9 10 11 12 13 14
A Start Breakfast
F Finish Breakfast
B Prepare Cereal
C Eat Cereal
D Prepare Juice
E Drink Juice
Float
Finish-to-start
dependency
Milestone
(Zero Duration)
Critical Path
18. 18 of 24
Schedule Design
Task ID: Unique task identification, often following WBS element or finance system number
Task Descriptions: Use meaningful, specific text to describe a task
Milestones: Zero duration tasks – group significant milestones at the top
Lag: a time period between tasks where no work is done
Lead: a negative Lag, which makes no sense as time only runs forward, so don’t use!
Lags and Leads are both hidden in a schedule
Dummy: No work tasks used to provide visibility, e.g. Tooling Leadtime
Use a Dummy Task rather than a Lag
Hammocks: Task which expands and contracts depending on the tasks that it is linked to
Calendars: Include common non-working time in schedule calendars, e.g. public holidays
Include typical holiday periods or individual calendars per resource where useful
Plan on standard working hours – overtime and weekends should be for crises only
19. 19 of 24
Other Flavours are Available
Rolling Wave Planning is planning in phases, sections or waves as the project proceeds
High level overall milestones are set and the most immediate section planned in detail
Later sections of work are planned only in outline
As the current section nears completion and later details become clearer, the next section of
work is planned in detail, and so on
What If planning is used to look at outcomes, assuming the What-if scenario succeeds
Probabilistic planning is used where a number of branches are possible, each with a
probability of occurrence which can be modelled using monte carlo simulation
BIM: Building Information Modelling is the generation and management of digital
representations of the physical and functional characteristics of an asset – starting from a 2D
or 3D model and adding time and cost information
20. 20 of 24
Critical Chain
CCPM: Critical Chain Project Management is derived from the Theory of Constraints
Developed in 1997 by Eliyahu Goldratt as an alternative to Critical Path analysis
Credited with achieving projects 10% to 50% faster and/or cheaper than older methods
CCPM asserts that estimation contingency is generally wasted due to poor multitasking,
student syndrome, Parkinson's Law and poorly synchronized integration
CCPM planning aggregates the task contingency time into buffers
Buffer management instead of EVM is used to assess the performance of a project
Critical Chain Planning Process
1. Create WBS
2. Work backwards from the end date moving all tasks to start as late as possible
3. Adjust task to two durations: 50% and 95% likely (or remove a fixed percentage)
4. Assign resources to tasks and level resources using 50% likely durations
– we assume half will be early and half will be late, so the net result will be time
5. Critical Chain is the longest sequence of resource levelled tasks from project start to end
6. Accumulate the 95% durations minus the 50% durations in a buffer at the end of the project
– for the Critical Chain tasks
7. Do the same for each sequence of tasks that feed into the Critical Chain
8. Give the date at the end of the Critical Chain project buffer as the project delivery date
21. 21 of 24
Agile Software Development
A collection of tools, structure, culture and discipline, and planning integrated with execution
A framework aimed at helping a team respond effectively to changing requirements
Does not require an upfront effort to document all requirements
A prioritized list of desired features, the Product Backlog is developed as more is learned
Features are written as Stories and allocated points based on their level of definition
Rather than assigning tasks to team members (‘push’), team members choose tasks (‘pull’)
In Scrum, a Sprint is a fixed iteration of typically 1-4 weeks, fixed prior to each Sprint
Backlog items are planned into each Sprint prior to starting and cannot be added during
Team members choose tasks prior to starting a Sprint and all must be done before the end
Tasks that would exceed the Sprint duration are split into smaller tasks
In Kanban the team works continuously, typically with releases shorter than 1 week
Scrumban is continuous work with short iterations for planning and longer cycles for release
Unlike Scrum, tasks are chosen during Kanban or Scrumban rather than at the start
Demand Planning occurs when the team run out of product backlog items
Alternatively, Release Planning occurs when the code or version is released
Backlog items can be added during a sprint as long as the team has capacity to do them
22. 22 of 24
Agile Methods
As well as Scrum, Kanban and Scrumban, there are many other Agile Methods
XP: Extreme Programming
In 1999 Kent Beck published a book advocating taking existing best practices to extremes
e.g. code reviews are best practice so XP advocates continuous code review (pair
programming)
LSD: Lean Software Development
In 2003 Mary & Tom Poppendieck applied the 7 Lean principles to software development
DSDM: Dynamic Systems Development Method is an Agile project delivery framework
Fixes cost, quality and time and uses MoSCoW prioritisation to deliver the project
Mixes Agile and plan-driven approaches without sacrificing what makes Agile work
DSDM uses: Facilitated Workshops
Modelling and Iterative Development
Timeboxing: e.g. Scrum, Kanban, Scrumban
MoSCoW Prioritisation: Must Have, Should Have, Could Have, Won’t Have
- Often interpreted within the current timebox
- ‘Must’ often meaning Minimum Useable Subset
23. 23 of 24
Summary
Planning ensures the appropriate work is done at the optimum time
to avoid nugatory work and so minimise cost
Plan holistically and agree the right approach, method and tools
Base the plan on the business case
Actively manage Risk – throughout the lifecycle, not just at the start
Planning is a team activity, not for project managers working alone
Quality of early work is critical
Understand the business case and the stakeholders
Do enough work to understand the requirements
Get the scope and the concept right – cost is largely set by start of implementation
Ensure PM competence is a match for project value, risk and complexity
Bid using the PM and core team that will run the project, if won
24. 24 of 24
Author Profile
In my board role I led a team of 22 Project Managers and 5 Quality Engineers, and ensured Roke’s £79m
project portfolio delivered better than budget profit. I set-up and ran a virtual PMO and created REP,
the Roke Engineering Process, also managing the engineering tools to support it.
After 4 years as an electronics engineer for Siemens, achieving Chartered Engineer,
I moved into project management for 14 years, at Siemens and Roke Manor Research.
Successfully delivering Roke’s most challenging whole lifecycle product developments
on time and under budget led to a role as Director and board member for 6 years.
In 2013 I returned to hands-on project management as Programme Director at
Cambridge Consultants, founder member of the Cambridge Science Park.
Creator of the APM corporate accredited PM Excellence Programme,
I chaired a quarterly PM forum to share best practice and built a
supportive PM community. I coached seven PMs to RPP, five to PQ,
and all passed APMP.
These investments in PM professionalism led to a turn-around and
annual improvement in project results across a 400 project portfolio
and delivered an above budget performance in five consecutive years
with profits totalling £7.9m above budget.
Passionate advocate of PM professionalism, Fellow of the APM and
the IET and author of articles published in Project and PM Today.
Professional Development
Winning Project Work
Planning
Estimating
Risk Management
Earned Value Management
Change Control
Stakeholder Management
3 Steps to Professional Project Management: Case Study
ProjectManagementTopics