Project Management (FOZZY, COMFY, STB TV channel, PMO setup, and management, Agile, Scrum, Waterfall, Hybrid), Business Process Management (DTEK, VAD, IDEF0, CFFC, BPMN 2.0, BPMS implementation), Republic of Kazakhstan (Project Management Consulting Services), two business trips to China, teach the project and process management, SaaS pet project SDTEST®.
For projects like building a power plant or a train tunnel, tough project managers are needed. But when it comes to developing digital or physical products, the role of a project manager has an increasingly difficult standing. During agile or digital transformations, new roles emerge to take over project management tasks. So, are project managers needed in these areas in the future?
For projects like building a power plant or a train tunnel, tough project managers are needed. But when it comes to developing digital or physical products, the role of a project manager has an increasingly difficult standing. During agile or digital transformations, new roles emerge to take over project management tasks. So, are project managers needed in these areas in the future?
Disciplined Agile Delivery: Extending Scrum to the EnterpriseTechWell
Going far beyond the limits of a team approach to agile, Scott Ambler explores a disciplined, full-lifecycle methodology for agile software delivery. In this interactive hands-on session, learn how to initiate a large-scale agile project, exploring ways to extend Scrum's value-driven development approach to include both value and risk in the equation. Discover project governance practices that will increase your team's chance of success. Explore with Scott the agile practices—Extreme Programming, Agile Modeling, Agile Data, and the Unified Process—he has found most valuable for large agile teams. Throughout the session, learn to apply the Agile Scaling Model to determine what set of agile practices and techniques will work best for you and your organization. Bring your biggest agile challenges and be prepared to dig into ways to adjust your approach for greater success.
Collaboration - A Key Enabler of Innovation (Mirion).pdfTim McMahon
The past 24 months have felt like a series of massive disruptions, one after the other, yet some companies have emerged stronger because they were able to use the disruption as an opportunity to innovate. While technology has been a key enabler of this innovation, organizational change will have long-lasting impact on which companies will maintain competitive advantage.
One key to innovation in the face of disruption is the use of cross-functional collaborative teams. These teams drive innovation through visual project management (VPM) by increasing the ability of the organization to understand the status and risk to address challenges more rapidly and efficiently.
VPM projects are traditionally housed in a physical project “war-room” (also known as an “Obeya room”). COVID-19, and the global footprint of staff necessitate a virtual solution for our Obeya rooms. iObeya is a unique solution that virtualizes project rooms enables visual collaboration anywhere in real time from any device and immerses users in a natural working experience by reproducing physical interactions perfectly.
In this session Tim and Steve will share Mirion’s approach bringing proven lean manufacturing concepts from the factory to our new product development process by enabling cross-functional collaboration.
The ultimate presentation about Scrum, the world's leading project management framework for agile software development.
http://www.noop.nl
http://www.jurgenappelo.com
A brief introduction tot project management for learners, a simplified lay man introduction thet will give insight into what Project Management is all about.
How the relationship with a BUsiness Analyst is important in all phases of a project and how a Project Manager can use this relationship to be successful
G&T Power – сюжетная тестовая игра, которая измеряет четыре лидерских soft-компетенции:
1. системное мышление,
2. адаптивность,
3. способность достигать результат,
4. эффективное взаимодействие с другими людьми.
Рецензия на книгу Джеффа Сазерленда "SCRUM. Революционный метод управления пр...Valerii Kosenko
О чем книга?
О более широком позиционировании Scrum как “методологии управления проектами, бизнесом” и даже “жизненным состоянием” (с.55), и “решением серьезных проблем человечества” (с.231) взамен существующего позиционирования как “методологии процесса разработки программного обеспечения” (с.50) и все это на фоне постоянной критики каскадной модели и диаграммы Ганта.
О позиционировании самого автора как Гуру “Претворения Scrum в жизнь” (с.56).
Об управлении противоположном “Макиавелли” (с.182)
И вы не поверите - про бирюзовые организации, такие как Morning Star (с.257)
Disciplined Agile Delivery: Extending Scrum to the EnterpriseTechWell
Going far beyond the limits of a team approach to agile, Scott Ambler explores a disciplined, full-lifecycle methodology for agile software delivery. In this interactive hands-on session, learn how to initiate a large-scale agile project, exploring ways to extend Scrum's value-driven development approach to include both value and risk in the equation. Discover project governance practices that will increase your team's chance of success. Explore with Scott the agile practices—Extreme Programming, Agile Modeling, Agile Data, and the Unified Process—he has found most valuable for large agile teams. Throughout the session, learn to apply the Agile Scaling Model to determine what set of agile practices and techniques will work best for you and your organization. Bring your biggest agile challenges and be prepared to dig into ways to adjust your approach for greater success.
Collaboration - A Key Enabler of Innovation (Mirion).pdfTim McMahon
The past 24 months have felt like a series of massive disruptions, one after the other, yet some companies have emerged stronger because they were able to use the disruption as an opportunity to innovate. While technology has been a key enabler of this innovation, organizational change will have long-lasting impact on which companies will maintain competitive advantage.
One key to innovation in the face of disruption is the use of cross-functional collaborative teams. These teams drive innovation through visual project management (VPM) by increasing the ability of the organization to understand the status and risk to address challenges more rapidly and efficiently.
VPM projects are traditionally housed in a physical project “war-room” (also known as an “Obeya room”). COVID-19, and the global footprint of staff necessitate a virtual solution for our Obeya rooms. iObeya is a unique solution that virtualizes project rooms enables visual collaboration anywhere in real time from any device and immerses users in a natural working experience by reproducing physical interactions perfectly.
In this session Tim and Steve will share Mirion’s approach bringing proven lean manufacturing concepts from the factory to our new product development process by enabling cross-functional collaboration.
The ultimate presentation about Scrum, the world's leading project management framework for agile software development.
http://www.noop.nl
http://www.jurgenappelo.com
A brief introduction tot project management for learners, a simplified lay man introduction thet will give insight into what Project Management is all about.
How the relationship with a BUsiness Analyst is important in all phases of a project and how a Project Manager can use this relationship to be successful
G&T Power – сюжетная тестовая игра, которая измеряет четыре лидерских soft-компетенции:
1. системное мышление,
2. адаптивность,
3. способность достигать результат,
4. эффективное взаимодействие с другими людьми.
Рецензия на книгу Джеффа Сазерленда "SCRUM. Революционный метод управления пр...Valerii Kosenko
О чем книга?
О более широком позиционировании Scrum как “методологии управления проектами, бизнесом” и даже “жизненным состоянием” (с.55), и “решением серьезных проблем человечества” (с.231) взамен существующего позиционирования как “методологии процесса разработки программного обеспечения” (с.50) и все это на фоне постоянной критики каскадной модели и диаграммы Ганта.
О позиционировании самого автора как Гуру “Претворения Scrum в жизнь” (с.56).
Об управлении противоположном “Макиавелли” (с.182)
И вы не поверите - про бирюзовые организации, такие как Morning Star (с.257)
Отзыв на книгу ЛОУРЕНС ЛИЧ / LAWRENCE P. LEACH “Вовремя и в рамках бюджета: Управление проектами по методу критической цепи (Critical Chain Project Management)”
"Встречают по одежке, а провожают по уму".
Становится правилом у работодателей при приеме на работу менеджеров высокого уровня требовать у них видение их деятельности. Чтобы заметить результаты работы ТОП-менеджера нужно от 3-х до 20 месяцев. Владельцы бизнеса справедливо хотят видеть кого же они нанимают управлять своим детищем в самом начале, а не по истечении 3-х или более месяцев.
Я имею результативный (100%) опыт разработки самопрезентаций для ТОП-менеджеров при приеме их на работу.
Самопрезентация для кандидата на должность руководителя VIP Car Bentley.
Обратите внимание на прогноз, сделанный в 2004 году, и фактические данные продаж за 2005-2006 годы.
New Explore Careers and College Majors 2024.pdfDr. Mary Askew
Explore Careers and College Majors is a new online, interactive, self-guided career, major and college planning system.
The career system works on all devices!
For more Information, go to https://bit.ly/3SW5w8W
The Impact of Artificial Intelligence on Modern Society.pdfssuser3e63fc
Just a game Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?
2. Curriculum vitae
• I am an experienced PM in Ukraine now.
• Education:
– 2013 - KYIV KROK University (Master's Degree, Project
Management),
– Google Project Management Specialization.
• Experience in project management – > 10 years.
• Hobbies:
– project and business process management,
– E. Goldratt’s theory of constraints of systems,
– Spiral Dynamics of C. Graves (pet project SDTEST®).
2
3. Curriculum vitae
Who am I?
A member of a team united by shared values and a noble goal.
What I'm looking for.
A culture of empathy, honesty, trust, and development of each other - we do not get upset
because of mistakes but openly pronounce and appreciate them. We share feelings and
want to hear what each team member thinks and follow the call of Dr. Jill Bolte Taylor:
«Please take responsibility for the energy you bring into this space.» Your words matter.
Your behaviors matter. Our colleagues and our team matter. Take a slow, deep breath
and make sure your energy is in check before entering.
Goal.
To give back! Create a synergistic team effect from the connection of their natural being
and team members when 1 + 1 = > 3.
Lessons learned from experience.
Check everything for "solid and empty,” "to be or to seem.”
3
4. Experience by industry
• retail trade (grocery, electronics + e-commerce,
jewellery, stationery, pharmacies)
• wholesale
• banking
• service (housing and communal services, IoT)
• warehouse logistics
• television, publishing
• construction
• energy trading
4
7. Products - results
Initiation Development Production Withdrawal Utilization
Product life cycle > 1 year
Initiation Choice Planning Execution Closing
Project life cycle < 1 year
Over the course of a product's lifetime, several projects may be associated with it
7
8. Activity is monitored
through checkpoints (CP)
EXTERNAL CP
(responsibility to external parties)
INTERNAL CP
(employee obligations and
divisions within the company)
Levels of control CP type What is controlled Who controls
Process-1
Project-1
Project-2
Type 1
Critical
Type 2
Key
Type 3
Operational
Results and events,
critical to successful
implementation
project or process
General Manager/
Steering Committee
Important intermediate
results and tasks
Top management
Current task status Project Manager,
Resource owners
8
9. Checkpoint roles
• The owner of the checkpoint is a representative of the
Company's management, who oversees the receipt of results
at a checkpoint
• Responsible is an employee of the Company directly
responsible for obtaining the desired result
• Participants are employees of departments involved in
obtaining the result and responsible for obtaining it
• The receiver is an employee who takes the result from the
person in charge using the checklist for the point
• Informed are employees of the Company who receive a
notification when the checkpoint is closed
9
12. How to calculate the timeline?
12
0 - 1000
1 2
FIXED
Duration =
Work / Units
Critical path
Work, W=D х U
Units, U=W / D
Duration, D=W / U
Task type
Constraint type
Flexible
As soon as possible
(ASAP)
As late as possible
(ALAP)
Semi-Flexible
Start No Earlier Than
(SNET)
Finish No Earlier Than
(FNET)
Start No Later Than
(SNLT)
Finish No Later Than
(FNLT)
Must Finish On (MFO)
Must Start On (MSO)
Inflexible
Start - to - Finish (SF)
Finish - to - Finish (FF)
Start - to - Start (SS)
Finish - to - Start (FS)
Link type Calendar
Project
Resource
Task
Max Units
(resource field), %
Assignment Units
(task field),%
(AU ≤ МU)
Priority
Workloads
Gaps
Work contour
Flat
Back Loaded
Front Loaded
Double Peak
Bell
26. SCRUM excludes overload if…
• Prohibit adding tasks to a sprint if the Original estimate
exceeds the Sprint capacity:
– allow tasks to be moved from Backlog → Sprint if Issues Original
estimate <= Sprint capacity
– prohibit backlog → Sprint if Issues Original estimate > Sprint capacity
• Prohibit adding tasks to a sprint if the Assignee Original
estimate exceeds the Assignee Sprint capacity:
– allow transferring tasks from Backlog → Sprint if Assignee Original
estimate <= Assignee Sprint capacity
– prohibit transferring tasks from Backlog → Sprint if Assignee Original
estimate > Assignee Sprint capacity
26
27. Risk Ranking (Risk Map)
Probability
Materiality
I II III IV V
8
4 1
10 3 2
5 6
7 9
Minimum Maximum
Significant
Average
Minor
Low
Close to
zero
Average
High
Close to
one
27
28. Risk management methods
Low
Close to
zero
Average
High
Close to
one
Probability
of risk
manifestation
Risk Acceptance
Risk Acceptance
Risk compensation
Risk mitigation
Risk Insurance
Risk diversification
Risk mitigation
Risk Insurance
Risk diversification
Risk mitigation
Risk Acceptance
Risk compensation
Risk mitigation
Insurance, diversification, risk
localization
Avoidance of risk
Avoidance of risk
Degree of risk’s materiality
Minimum Maximum
Significant
Average
Minor
28
29. Risk Management Effectiveness
Assessment
8
4 1
10 3 2
5 6
7 9
7 3
2
6
5 1
Materiality
I II III IV V
Minimum Maximum
Significant
Average
Minor
Probability
Low
Close to
zero
Average
High
Close to
one
29
33. IT outsourcing delivery processes
• Supported by Confluence
JIRA release management
in four steps:
– Create a version for the next
release.
– Assigning the tasks to the
versions.
– Tracking releases.
– Reporting releases.
33
36. Tracking releases
36
• JIRA will not allow you to release the version until the team completes all the tasks or removes the task from the current
release.
• After merging to “feature” branches, a “release” branch should contain all the required features to be delivered under the
current release. All the tasks on the Board should be in “Awaiting release” status.
• The final step for developers here is to deliver the “release” branch to “production” (Live site).
• Finally, QA checks every feature on the Live site and moves the task to “Done” status on the Board.
• To release the version in JIRA you simply click on the “Release” button and set up the release date. The next step is to
prepare the release page in Confluence and notify a client about the release.
38. Project Portfolio Management
1. Project "Logistics-1"
2. Project "Logistics-2"
1. Project "Marketing-2"
2. Project "Operational Activity-1”
3. Project "Logistics-4”
4. Project "Logistics-5"
1. Project "Logistics-3"
2. Project "Marketing-1"
1. Project "Marketing-3"
2. Project "Sales-1"
Income
Big
Small
Investment
Small Big
39
39. Ranking projects
• Business Drivers (BD):
– Cost
– Expected economic effect
– Duration of the project, months (days)
– Peer review of the degree of connection with the strategy, %.
– Customer-oriented (the project should make the company more
customer-oriented).
– Transparency (the project should make the company more transparent
and auditable).
• Determining the rank of the business drivers by
pairwise comparison (macros in MS Excel).
40
40. Determining the rank of the
business drivers
41
Expected economic effect
Duration of the project, months (days)
Equivalent
Choose which business driver is more important
41. Business drivers ranking results
Business drivers Rank Goal
Cost 0,1 Min
Expected economic effect 0,3 Max
Duration of the project, months (days) 0,13 Min
Peer review of the degree of connection with the
strategy, %
0,13 Max
Customer-oriented 0,17 Max
Transparency 0,17 Max
42
45. General scheme of project management
INITIATION
EVALUATION
AND CHOICE
APPROVAL EXECUTION
EVALUATION
And
CONTROL
Preliminary study of the project
Stage
Formation of an
idea for
elaboration
Assessment of
the feasibility of
the project
(calculation of
economic
efficiency)
Selection of
project
implementation
options
Approval of the
scope, cost, and
schedule of the
project,
determination of
funding sources,
formation of project
teams, approval of
the project
Create a product
according to the
scope, cost, and
schedule of the
project
Evaluation of
project results,
deadlines, and
budgets for
compliance with
initial
requirements
Evaluation and
bonuses for
project team
members
Stage Stage
1 day
Project initiator
(any head in the
company)
1 week
Project initiator
Project Office
1 day
Project Sponsor /
Project Committee
Weekly
Project Manager
Project Office
Project Sponsor
CLOSING
Stage
Ongoing
monitoring of
project
implementation
Change
management
MONITORING
RESULTS
Stage
Evaluation of
the project in
terms of
obtaining an
economic
effect
Brief Project Charter Order
Approved Project
Charter
Project results
(documents,
equipment, IA)
Change Request
Presentation of the
project results
Order on bonuses of
the project team
Status Report
Change log
Status Effects
Report
Manager
Project
Project Manager
Project Office
Project Sponsor
Project office
At the end of the
project term
Quarterly
PLANNING
Stage
Stage
Project Manager
Project Office
(Project
Sponsor)
Schedule
Budget
Resources
Project Charter
1 week
Detailed
planning in MS
Project
46