This document provides guidance on project management best practices from Terrance Knecht based on his experience. It discusses the importance of balancing project constraints like cost, time and quality. It emphasizes that the project manager's role is to organize the project effectively by establishing clear sponsorship, objectives, plans and resource allocation. Additional tips include owning issues, setting expectations, effective communication, and recognizing contributions to support future projects. The overall message is that success requires attention to both technical and people aspects to deliver projects on time and on budget.
Shaklee System for Online Prospecting and Training - YFP Introvirtualwonders
An introduction to the Simple, 3 Step online Shaklee system for sponsoring and training Distributors. Your Freedom Project is an evolution of over 30 years of experience in the Network Marketing industry.
Business Processes in Microsoft Dynamics CRM - Nicu AlemanITCamp
The benefits of using Microsoft Dynamics CRM go beyond sales efficiency and customer relationship excellence. During this session you will find out how a streamlined process will help your sales grow, and also how you can manage internal processes and basic admin activities, such as holiday requests, travel expenses, project management or newsletters campaigns. This workshop will help you understand how daily internal processes can be captured in a powerful tool and increase speed and efficiency for your teams.
Shaklee System for Online Prospecting and Training - YFP Introvirtualwonders
An introduction to the Simple, 3 Step online Shaklee system for sponsoring and training Distributors. Your Freedom Project is an evolution of over 30 years of experience in the Network Marketing industry.
Business Processes in Microsoft Dynamics CRM - Nicu AlemanITCamp
The benefits of using Microsoft Dynamics CRM go beyond sales efficiency and customer relationship excellence. During this session you will find out how a streamlined process will help your sales grow, and also how you can manage internal processes and basic admin activities, such as holiday requests, travel expenses, project management or newsletters campaigns. This workshop will help you understand how daily internal processes can be captured in a powerful tool and increase speed and efficiency for your teams.
This lecture was given by Mary Poppendieck, Lean software development expert, in the recent AgileTour 2010 (Haifa Israel) which was organized by Ignite and was held on Nov 11 2010 in the Technion, the leading academic institute for technological studies in Israel
Kanban applied to ITSM Vladimir Ivanov at Agile Tour LithuaniaVladimirs Ivanovs
No time to work on improvements? Find it with Kanban!
Here I share practical experience from case of insurance company in Russia. I've installed Kanban board as a tool for IT management team to execute IT Service Management programme. Kanban board is great for workflow visualisation and can be used to improve efficiency of teams managing services and portfolios not only in IT, but also marketing, sales, production, operations etc. Want to learn how to do it yourself?
Vladimir Ivanov is consultant and trainer in Project Management and IT Service Management, certified IPMA-B and ITIL Expert.
Board member at International Project Management Association at Latvia and IPMA 4 level certification system assessor (taking exams in Latvian, English and Russian).
Helps companies to develop IT Service Management by adopting ITIL, COBIT and other frameworks in an Agile way.
Gives knowledge and skills in Project, Programme and Portfolio Management.
Project Management for Social Impact Training - Online
Topics:
Project Cycle Management
Logical Framework Approach
Project Management for Social Impact
Project Design
Project Setup
Javantura v7 - Learning to Scale Yourself: The Journey from Coder to Leader - Daniel Strmečki
Your success depends on others, a 1-man army can only achieve so much. The only way to progress from coder to leader is to learn how to scale yourself. Nowadays, you can become a Senior Developer with just a few years of experience. After that, there are many roads and possibilities you can take. Whether you decide for a developer, architect, manager or a mixed career, at one point, you will need to become a leader. In the first chapter of the lecture we will start a discussion on how to get there. Since your time is limited, you need to mentor, coach, motivate and engage others. Start with making a stable foundation, like setting up a proper onboarding process. If you help people around you, they will for sure talk about it, and your manager will hear it. Also, demonstrate ability in everyday work: coding, project management, client-focus, communication and care about others. Always stick to your values and keep high standards. In the second chapter we will discuss the challenges that turn up once you get there. At that point you will deal with people more than technology. You will need to step away from coding for meetings very often. Interruptions will happen every day and it we be very hard to maintain “the flow”. You will need to learn how to delegate and drive topics without implementing them yourself. Visit the lecture to find out some techniques for dealing with interruptions, meetings, prioritization, people and their motivation.
(Lucious)Many steps in the systems development process may cause aSilvaGraf83
(Lucious)Many steps in the systems development process may cause a project to balloon out of control, affecting the scope's size, where the budget and timeline remain the same. Unfortunately, this is a widespread problem known as scope creep during an IS development. Scope creep is an unexpected demand that moves a project past its predetermined limits. Projects are always documented with a planning outline, which covers in-depth details on boundaries, schedules, major deliverables, time, and budget. Unfortunately, individuals involved in the project may intentionally or unintentionally cause a project to not meet its goals due to the unpredictable nature of adding tasks to a project in progress. Project managers can ensure that the scope is clear by referring to the project planning outline, where all the boundaries and parameters of the project stipulate all deliverables. Spending extra time finalizing the plan can dial in a clear and detailed scope for everyone involved in the project. A project manager needs to engage directly with the clients by speaking with them and thoroughly walking them through all the parameters and deliverables. Closely collaborating with clients throughout the various stages of the project can prevent hiccups that may occur. If issues arise during project development, it is always best to be transparent with the client about every problem. Being able to work through solutions with clients will ease the anxieties as strategies are planned. To ensure deliverables are to the client's expectations, necessary features should be identified as critical for delivering a usable end product. For example, managing a scope creep can be difficult if not handled correctly. However, managing change in a project development does not have to be a battle of wills. Knowing how to address change can be beneficial. It can be outlined in the project planning document with parameters that will deliver the best product for the client without derailing the project. (Joseph S. Valacich, 2015)
REFERENCES
Joseph S. Valacich, J. F. (2015). Essentials of Systems Analysis and Design Sixth Edition. Pearson Education, Inc.
i1v2e5y5pubs
W21153
NEDBANK GROUP: LEADERSHIP AND ADAPTIVE SPACE FOR
DIGITAL INNOVATION
Caren Scheepers, Jill Bogie, and Michael Arena wrote this case solely to provide material for class discussion. The authors do not
intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names
and other identifying information to protect confidentiality.
This publication may not be transmitted, photocopied, digitized, or otherwise reproduced in any form or by any means without the
permission of the copyright holder. Reproduction of this material is not covered under authorization by any reproduction rights
organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Business Sch ...
(Lucious)Many steps in the systems development process may cause aMoseStaton39
(Lucious)Many steps in the systems development process may cause a project to balloon out of control, affecting the scope's size, where the budget and timeline remain the same. Unfortunately, this is a widespread problem known as scope creep during an IS development. Scope creep is an unexpected demand that moves a project past its predetermined limits. Projects are always documented with a planning outline, which covers in-depth details on boundaries, schedules, major deliverables, time, and budget. Unfortunately, individuals involved in the project may intentionally or unintentionally cause a project to not meet its goals due to the unpredictable nature of adding tasks to a project in progress. Project managers can ensure that the scope is clear by referring to the project planning outline, where all the boundaries and parameters of the project stipulate all deliverables. Spending extra time finalizing the plan can dial in a clear and detailed scope for everyone involved in the project. A project manager needs to engage directly with the clients by speaking with them and thoroughly walking them through all the parameters and deliverables. Closely collaborating with clients throughout the various stages of the project can prevent hiccups that may occur. If issues arise during project development, it is always best to be transparent with the client about every problem. Being able to work through solutions with clients will ease the anxieties as strategies are planned. To ensure deliverables are to the client's expectations, necessary features should be identified as critical for delivering a usable end product. For example, managing a scope creep can be difficult if not handled correctly. However, managing change in a project development does not have to be a battle of wills. Knowing how to address change can be beneficial. It can be outlined in the project planning document with parameters that will deliver the best product for the client without derailing the project. (Joseph S. Valacich, 2015)
REFERENCES
Joseph S. Valacich, J. F. (2015). Essentials of Systems Analysis and Design Sixth Edition. Pearson Education, Inc.
i1v2e5y5pubs
W21153
NEDBANK GROUP: LEADERSHIP AND ADAPTIVE SPACE FOR
DIGITAL INNOVATION
Caren Scheepers, Jill Bogie, and Michael Arena wrote this case solely to provide material for class discussion. The authors do not
intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names
and other identifying information to protect confidentiality.
This publication may not be transmitted, photocopied, digitized, or otherwise reproduced in any form or by any means without the
permission of the copyright holder. Reproduction of this material is not covered under authorization by any reproduction rights
organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Business Sch ...
Many people begin their project management career by accident — they're thrown into a PM situation without adequate experience and/or training and are forced to either sink or swim. Fortunately, most eventually swim (or at least dog paddle), but for many, it wasn't pretty at first!
This briefing reviews those critical few things that all professionals need to know before undertaking their first real PM assignment. Most project management is rooted in common sense. This discussion puts that common sense into an efficient framework that provides the basics, as well as, discusses a few key tools/templates to get jump started.
The smart mission living in a world of intangibles. Ed HoffmanPMIUKChapter
People, projects, and organisations are engaged in missions. The word denotes purpose, meaning, and social impact. This session explores six factors – learning, knowledge, teaming, global collaboration, culture, and story – that promote a smart mission.
Changing the medium to challenge the message - A Conversational UI case studyJay Whittaker
Marshall McLuhan said “the medium is the message”, meaning the medium changes how the message is perceived. I tell a story about how we came to prototype a conversational UI, and how this new medium challenged the team's thinking. This is less about the 'how' of constructing a Conversational UI and more about the 'why'. What thinking we needed to challenge and why this approach helped achieve that. In a broader sense it reflects the evolution of the industry in the past 5 or so years.
This lecture was given by Mary Poppendieck, Lean software development expert, in the recent AgileTour 2010 (Haifa Israel) which was organized by Ignite and was held on Nov 11 2010 in the Technion, the leading academic institute for technological studies in Israel
Kanban applied to ITSM Vladimir Ivanov at Agile Tour LithuaniaVladimirs Ivanovs
No time to work on improvements? Find it with Kanban!
Here I share practical experience from case of insurance company in Russia. I've installed Kanban board as a tool for IT management team to execute IT Service Management programme. Kanban board is great for workflow visualisation and can be used to improve efficiency of teams managing services and portfolios not only in IT, but also marketing, sales, production, operations etc. Want to learn how to do it yourself?
Vladimir Ivanov is consultant and trainer in Project Management and IT Service Management, certified IPMA-B and ITIL Expert.
Board member at International Project Management Association at Latvia and IPMA 4 level certification system assessor (taking exams in Latvian, English and Russian).
Helps companies to develop IT Service Management by adopting ITIL, COBIT and other frameworks in an Agile way.
Gives knowledge and skills in Project, Programme and Portfolio Management.
Project Management for Social Impact Training - Online
Topics:
Project Cycle Management
Logical Framework Approach
Project Management for Social Impact
Project Design
Project Setup
Javantura v7 - Learning to Scale Yourself: The Journey from Coder to Leader - Daniel Strmečki
Your success depends on others, a 1-man army can only achieve so much. The only way to progress from coder to leader is to learn how to scale yourself. Nowadays, you can become a Senior Developer with just a few years of experience. After that, there are many roads and possibilities you can take. Whether you decide for a developer, architect, manager or a mixed career, at one point, you will need to become a leader. In the first chapter of the lecture we will start a discussion on how to get there. Since your time is limited, you need to mentor, coach, motivate and engage others. Start with making a stable foundation, like setting up a proper onboarding process. If you help people around you, they will for sure talk about it, and your manager will hear it. Also, demonstrate ability in everyday work: coding, project management, client-focus, communication and care about others. Always stick to your values and keep high standards. In the second chapter we will discuss the challenges that turn up once you get there. At that point you will deal with people more than technology. You will need to step away from coding for meetings very often. Interruptions will happen every day and it we be very hard to maintain “the flow”. You will need to learn how to delegate and drive topics without implementing them yourself. Visit the lecture to find out some techniques for dealing with interruptions, meetings, prioritization, people and their motivation.
(Lucious)Many steps in the systems development process may cause aSilvaGraf83
(Lucious)Many steps in the systems development process may cause a project to balloon out of control, affecting the scope's size, where the budget and timeline remain the same. Unfortunately, this is a widespread problem known as scope creep during an IS development. Scope creep is an unexpected demand that moves a project past its predetermined limits. Projects are always documented with a planning outline, which covers in-depth details on boundaries, schedules, major deliverables, time, and budget. Unfortunately, individuals involved in the project may intentionally or unintentionally cause a project to not meet its goals due to the unpredictable nature of adding tasks to a project in progress. Project managers can ensure that the scope is clear by referring to the project planning outline, where all the boundaries and parameters of the project stipulate all deliverables. Spending extra time finalizing the plan can dial in a clear and detailed scope for everyone involved in the project. A project manager needs to engage directly with the clients by speaking with them and thoroughly walking them through all the parameters and deliverables. Closely collaborating with clients throughout the various stages of the project can prevent hiccups that may occur. If issues arise during project development, it is always best to be transparent with the client about every problem. Being able to work through solutions with clients will ease the anxieties as strategies are planned. To ensure deliverables are to the client's expectations, necessary features should be identified as critical for delivering a usable end product. For example, managing a scope creep can be difficult if not handled correctly. However, managing change in a project development does not have to be a battle of wills. Knowing how to address change can be beneficial. It can be outlined in the project planning document with parameters that will deliver the best product for the client without derailing the project. (Joseph S. Valacich, 2015)
REFERENCES
Joseph S. Valacich, J. F. (2015). Essentials of Systems Analysis and Design Sixth Edition. Pearson Education, Inc.
i1v2e5y5pubs
W21153
NEDBANK GROUP: LEADERSHIP AND ADAPTIVE SPACE FOR
DIGITAL INNOVATION
Caren Scheepers, Jill Bogie, and Michael Arena wrote this case solely to provide material for class discussion. The authors do not
intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names
and other identifying information to protect confidentiality.
This publication may not be transmitted, photocopied, digitized, or otherwise reproduced in any form or by any means without the
permission of the copyright holder. Reproduction of this material is not covered under authorization by any reproduction rights
organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Business Sch ...
(Lucious)Many steps in the systems development process may cause aMoseStaton39
(Lucious)Many steps in the systems development process may cause a project to balloon out of control, affecting the scope's size, where the budget and timeline remain the same. Unfortunately, this is a widespread problem known as scope creep during an IS development. Scope creep is an unexpected demand that moves a project past its predetermined limits. Projects are always documented with a planning outline, which covers in-depth details on boundaries, schedules, major deliverables, time, and budget. Unfortunately, individuals involved in the project may intentionally or unintentionally cause a project to not meet its goals due to the unpredictable nature of adding tasks to a project in progress. Project managers can ensure that the scope is clear by referring to the project planning outline, where all the boundaries and parameters of the project stipulate all deliverables. Spending extra time finalizing the plan can dial in a clear and detailed scope for everyone involved in the project. A project manager needs to engage directly with the clients by speaking with them and thoroughly walking them through all the parameters and deliverables. Closely collaborating with clients throughout the various stages of the project can prevent hiccups that may occur. If issues arise during project development, it is always best to be transparent with the client about every problem. Being able to work through solutions with clients will ease the anxieties as strategies are planned. To ensure deliverables are to the client's expectations, necessary features should be identified as critical for delivering a usable end product. For example, managing a scope creep can be difficult if not handled correctly. However, managing change in a project development does not have to be a battle of wills. Knowing how to address change can be beneficial. It can be outlined in the project planning document with parameters that will deliver the best product for the client without derailing the project. (Joseph S. Valacich, 2015)
REFERENCES
Joseph S. Valacich, J. F. (2015). Essentials of Systems Analysis and Design Sixth Edition. Pearson Education, Inc.
i1v2e5y5pubs
W21153
NEDBANK GROUP: LEADERSHIP AND ADAPTIVE SPACE FOR
DIGITAL INNOVATION
Caren Scheepers, Jill Bogie, and Michael Arena wrote this case solely to provide material for class discussion. The authors do not
intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names
and other identifying information to protect confidentiality.
This publication may not be transmitted, photocopied, digitized, or otherwise reproduced in any form or by any means without the
permission of the copyright holder. Reproduction of this material is not covered under authorization by any reproduction rights
organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Business Sch ...
Many people begin their project management career by accident — they're thrown into a PM situation without adequate experience and/or training and are forced to either sink or swim. Fortunately, most eventually swim (or at least dog paddle), but for many, it wasn't pretty at first!
This briefing reviews those critical few things that all professionals need to know before undertaking their first real PM assignment. Most project management is rooted in common sense. This discussion puts that common sense into an efficient framework that provides the basics, as well as, discusses a few key tools/templates to get jump started.
The smart mission living in a world of intangibles. Ed HoffmanPMIUKChapter
People, projects, and organisations are engaged in missions. The word denotes purpose, meaning, and social impact. This session explores six factors – learning, knowledge, teaming, global collaboration, culture, and story – that promote a smart mission.
Changing the medium to challenge the message - A Conversational UI case studyJay Whittaker
Marshall McLuhan said “the medium is the message”, meaning the medium changes how the message is perceived. I tell a story about how we came to prototype a conversational UI, and how this new medium challenged the team's thinking. This is less about the 'how' of constructing a Conversational UI and more about the 'why'. What thinking we needed to challenge and why this approach helped achieve that. In a broader sense it reflects the evolution of the industry in the past 5 or so years.
3. The trick of
Project Management is
To balance the 3
constraints
3
4. Time is a zero sum game
Everything is interrelated
All actions/decisions have an impact forever for the
project
4
5. Everything is a project
At Wells Fargo I established a Friday luncheon
where each week a different person was
responsible for the luncheon’s organization &
execution – each person’s performance was the
same in their luncheon as in their projects
5
6. Sponsor
Project Charter
Project Plan
Resource Allocation Matrix
6
7. Moral law—Be in accord with the sponsor
Heaven and earth—Know the environment
Commander—Does the PM have the virtues of
wisdom, sincerity, benevolence, courage, and
strictness?
Method and discipline—Organize the project
7
8. Absolute defense on what IT is working on and
(more importantly) what IT is not working on
8
9. True record of reality
The record of hours shows the true investment
PBS: Business staff thought (deluded themselves)
that IT was working on everything at once
UIF: Business management felt that reporting
requirements were only temporary
9
10. One Picture For One Idea
PROGRAMMING HOURS EXPENDED ON AD HOC REPORTING PER YEAR
3000
2500
2004
2005
2000
2006
2007
2008 Projected
1500
1000
500
0
Annual Fund Blackbaud Telefund Foundation University Alumni Fixed Work
Outputs Outputs Outputs Association
Output
10
11. Pick a sponsor who wants to use the project as a
vehicle to move their career forward
PBS: The director of development (giving) was the
sponsor of the new development system which we
built. She glossed over the problems until they were
solved
If the obvious sponsor is unenthusiastic, follow the
food chain
PBS: Director of video sales did not support the new
system, but the vice president of marketing did
11
12. Have the business side own the project
Have the business side make the decisions (or at least
think they are)
Structure the project so that the business side does as
much of the project as possible
UIF: When the PM for the University of Michigan
visited UIF—he was amazed to the extent that the
business areas ran the fund raising project
12
13. Being the second project manager is often a very
good situation
Realism has set in for the users
The bad feelings from the journey to reality are tied
to the drowned first project manager
Lexi International: I was the third CIO that year, so
when I wanted to tear up the existing infrastructure—
got an OK
13
14. If the project charter does not flow easily from the
sponsor to the written word, then resolve the key
issues before going on—they will not resolve
themselves
If the project manager is very lucky, everything will
be aligned
Unresolved issues hinder the organization in reaching
the project objectives
UP&UP: The scope of Y2K was not resolved
14
15. Charter restrictions are very important and
sometimes more important than the project
UP&UP: The completion date for the new corporate
HQ needed to be 90 days later for financial reasons
15
16. Training is NOT something outside the project
Put training on the project’s critical path
If possible, configure training costs as a base cost for
the obvious participants and an incremental cost for
the less defensible
Create an interesting chart for training progress
16
18. Get the priority resolved—especially if the project is
a whale. This will make resources available
If the organizational commitment is of the highest
order, it is more difficult for forces outside the
project to siphon off resources and ask individuals to
do more than reasonable
UIF: The president announced the fundraising
software project was the most important project
18
19. Make individual tasks as discrete as possible to
insure ownership
UP&UP: Each program was assigned to an
individual for Y2K (1 million lines of code)
Brand key steps - especially if they are critical or not
glamorous
UIF: The tedious, pedantic step of coordinating all
of the paperwork for each 13 design groups was
called the ―Last Chance‖ meeting
19
20. Couple tasks to create a feeling of dependency – do
not let your buddy down
Crocker Bank: One person did the edit and one did
the update program
20
21. Safest path is the one that if an outside consultant
was called in they would say either ―that is the way I
would do it‖ or ―I would do it differently, but many
others would do it this way‖
Be creative on how the pieces are put together, not in
selecting the individual pieces
PBS: I worked with Lucent and IBM to create a new
call center. Then the business management went to
Lucent to ask if it was a good idea
21
22. If you try to save a dollar and something goes
wrong, no one will remember your savings. If it goes
well, you will receive no thanks
Lexi International: All of the new servers had to be
replaced
Make sure that ―what you see‖ looks like the value
you paid
UP&UP: The computer room looked like a million
dollars
22
23. Always look at the true cost of activities. More
importantly, link what the true alternatives are to the
true costs
PBS: $125 per hour (1991) consultant working on an
AS/400 in storage room with programmer's keyboard
sitting on top of the AS/400 tower
23
24. Sometimes people are not needed to be around
during the actual implementation
UP&UP: The day that the organization cut over to
the new corporate HQ, a VP took the President for
golf
24
25. Recognition is great for the next project
Blue Cross: After the successful disaster recovery
test, I flew from one site to another just to hand out
certificates – the best I could find
Recognition is not always what you think it will be
UIF: During the flood of 2008, I wrote ―Essential
Person‖ letters which became highly prized artifacts
25
26. Reporting can be vehicle to elicit a demand for change
DESIGN TEAM CURRENT STATUS
CR Blackbaud to resolve 4 critical signoff issues
Campaign Signed Off
DRS Blackbaud to resolve 3 critical signoff issues
PG UIF to set up Final meeting
Athletics Signed Off
AG Blackbaud to resolve 1 critical signoff issue
CFR Signed off
OLC Blackbaud to meet with UIAA on 2/19
E&V Mgt Blackbaud to resolve documentation
Done
Last Phase
26
27. Issues do not go away
Confront issues directly and early
Start early beating the drum if business management
will have accept an inconvenient truth
Blue Cross: Fixing security was something they did
not want to understand. Used EDS and the legal
department to finally succeed. This also allowed me
not to be the one carrying the final message
27
28. Be ready with a story for every occasion
UIF: Flood (ACT)
Remember, you are always working for the next
project
28