An overview of project management for small web projects. This was created especially to address PM needs for the <a>Williams WIT program</a>, which has about 8 weeks of development time and new/junior developers.
Description of project management for technical documentation, with emphasis on how new trends -- specifically Web 2.0 and Agile -- are changing the process. Contains selected material from my presentation at the 2010 STC Summit, "Documentation Projects in a Collaborative World."
Description of project management for technical documentation, with emphasis on how new trends -- specifically Web 2.0 and Agile -- are changing the process. Contains selected material from my presentation at the 2010 STC Summit, "Documentation Projects in a Collaborative World."
This presentation was provided by Maureen Adamson of Adamson & Associates, during the NISO event "Project Management for the Information Community: Managing and Communicating the Process, Session Four," held on Friday, March 15, 2019.
On October 14, 2015, Michael Gill gave a presentation entitled "The Process of Communication, A Practical Guide for Project Managers." Communication is not about knowing the process. Communication is about managing the process. A successful project manager communicates effectively by setting and managing expectations throughout the lifecycle of a project and, by doing so, creates redundancy in a fluid industry. The importance of a simple and redundant communication framework cannot be overstated. Referencing my book, The Process of Communication, I will focus on the role of pre-production and the importance of Requirements Gathering, establishing a teams Level of Effort, communicating Assumptions and through the development of these tools establishing a realistic Timeline. I will speak about how all of these deliverables are used to manage clients expectations as obstacles arise and requirements change.
Finalize Project Details. Before you begin a project, make sure that you've laid the foundation for success. Set Clear Expectations. Choose the Right Team and System.prevents Define Milestones.prevents Establish Clear Communication. Manage Project Risks. Avoid Scope Creep.
Portal Deployment Best Practices | IBM Portal Excellence Conference 2009Perficient, Inc.
Michael Porter, Principal, Portal and Collaboration Solutions at Perficient, presented at the IBM Portal Excellence Conference, Tuesday, October 13, 2009.
Successful portal projects depend on aligning your business needs to the technology and then using common best practices to run a successful project. In this session we will discuss how to align your business needs to create a portal solution and
then running a successful project by taking a holistic approach to portal. Topics will include solution roadmap, portal
governance, common technologies to include, and project management best practices that will make your project a success from a business and technical perspective.
2012 bad camp-project management tools and organization-v4Andy Kucharski
As many Drupal development firms continue to evolve and mature, we often run into many management issues involved with the growing pains. One of the biggest of those issues is effective and efficient project management. In this session, we will discuss tools and processes to use throughout the development project and beyond, as well as best practices to help your organization go and stay agile. We will delve into Redmine as an example of a highly flexible, open source project management tool for supporting agile development and support.
We will cover tools in the following categories:
Communication and collaboration
Internal processes
Client reporting
Ticketing and task management for development and support
These tools help us:
Run all operational aspects of a 30+ person Drupal shop
Stay organized and agile
Communicate amongst team members
Remotely manage distributed, virtual teams
Document our work
Track our time
Provide clients with visibility and transparency
The goals of this session are to help attendees understand some of the tools that are out there to improve project management and how to execute on their project more efficiently by using the tools to support agile development.
Video in Russian: http://www.youtube.com/watch?v=cJFVAbWZInE
Talk given with Agile-Latvia.org at TSI.lv for CS students, revealing Agile principles through real life stories and examples.
This presentation was provided by Maureen Adamson of Adamson & Associates, during the NISO event "Project Management for the Information Community: Managing and Communicating the Process, Session Three," held on Friday, March 8, 2019.
This presentation was provided by Maureen Adamson of Adamson & Associates, during the NISO event "Project Management for the Information Community: Managing and Communicating the Process, Session Four," held on Friday, March 15, 2019.
On October 14, 2015, Michael Gill gave a presentation entitled "The Process of Communication, A Practical Guide for Project Managers." Communication is not about knowing the process. Communication is about managing the process. A successful project manager communicates effectively by setting and managing expectations throughout the lifecycle of a project and, by doing so, creates redundancy in a fluid industry. The importance of a simple and redundant communication framework cannot be overstated. Referencing my book, The Process of Communication, I will focus on the role of pre-production and the importance of Requirements Gathering, establishing a teams Level of Effort, communicating Assumptions and through the development of these tools establishing a realistic Timeline. I will speak about how all of these deliverables are used to manage clients expectations as obstacles arise and requirements change.
Finalize Project Details. Before you begin a project, make sure that you've laid the foundation for success. Set Clear Expectations. Choose the Right Team and System.prevents Define Milestones.prevents Establish Clear Communication. Manage Project Risks. Avoid Scope Creep.
Portal Deployment Best Practices | IBM Portal Excellence Conference 2009Perficient, Inc.
Michael Porter, Principal, Portal and Collaboration Solutions at Perficient, presented at the IBM Portal Excellence Conference, Tuesday, October 13, 2009.
Successful portal projects depend on aligning your business needs to the technology and then using common best practices to run a successful project. In this session we will discuss how to align your business needs to create a portal solution and
then running a successful project by taking a holistic approach to portal. Topics will include solution roadmap, portal
governance, common technologies to include, and project management best practices that will make your project a success from a business and technical perspective.
2012 bad camp-project management tools and organization-v4Andy Kucharski
As many Drupal development firms continue to evolve and mature, we often run into many management issues involved with the growing pains. One of the biggest of those issues is effective and efficient project management. In this session, we will discuss tools and processes to use throughout the development project and beyond, as well as best practices to help your organization go and stay agile. We will delve into Redmine as an example of a highly flexible, open source project management tool for supporting agile development and support.
We will cover tools in the following categories:
Communication and collaboration
Internal processes
Client reporting
Ticketing and task management for development and support
These tools help us:
Run all operational aspects of a 30+ person Drupal shop
Stay organized and agile
Communicate amongst team members
Remotely manage distributed, virtual teams
Document our work
Track our time
Provide clients with visibility and transparency
The goals of this session are to help attendees understand some of the tools that are out there to improve project management and how to execute on their project more efficiently by using the tools to support agile development.
Video in Russian: http://www.youtube.com/watch?v=cJFVAbWZInE
Talk given with Agile-Latvia.org at TSI.lv for CS students, revealing Agile principles through real life stories and examples.
This presentation was provided by Maureen Adamson of Adamson & Associates, during the NISO event "Project Management for the Information Community: Managing and Communicating the Process, Session Three," held on Friday, March 8, 2019.
Project management using web 2.0 aspects, social media and relying on social networking. Is it new? What's the added value of buzz words like social project management or project management 2.0? What can web 2.0 bring to projects, in-company or business? Rick Mans & Henk-Jan van der Klis, two seasoned Capgemini consultants explore possibilities.
Individual approach - cost-effective solution for every particular customer
Adaptable development teams - Our software development teams are flexible and can be resized and readjusted anytime upon customer's request.
Manageable processes. Our clients can control the project implementationat any stage.
Established software development processes - proven methodologies
Flexible payment models - fixed cost and / or time and material
10+ years of experience and many successful projects worldwide in background.
We are ready to convert your business idea into successful web e-business.
Our offering includes full range of services: business consulting, defining web application architecture, design and underlying technology; development andtesting; maintenance and support for the following web based bespoke solutions.
Corporate extranet or intranet portals
Internet and other e-commerce applications
Online databases and document libraries
Web 2.0 applications
Content management solutions(web content management, document management)
Workflow & BPM solutions
Collaboration portals
SaaS applications
Other tailor-made web-applications
Mobile application development:
We deliver vertical solutions tailored to your market and apply smooth integration with your existing back-office systems and your content management systems.
For clients:
Mobility and social networking is an increasing trend
Customized services and additional functionality
Convenient access to company services and web-site from mobile devices
Additional marketing channel — mobile app stores
Advanced usage:
Work tool to access corporate documents, info and functionality
Enhancements in business processes (eg: geo-location used in transportation companies)
Mobile platforms for development:
Browser, native, hybrid
iPhone / iPad, Android...
using controls with adjustment to specifics of each platform
integration with built-in smartphone features (GPS, contacts, orientation and rotation, etc.).
Project Management In The Age Of Web 2.0Peter Horsten
Project management is changing. We need to go from very strict and formal ways of managing projects to a more flexible, a more Agile approach, while keeping the knowledge we have today about project management. New, web based, tools enable a different approach.
This is the third webcast in a four-part series in which we discuss the concepts of demand management in Microsoft Project Server 2010. In this webcast, we outline the framework for the project/program phases of plan, manage, and close, and we explain how to integrate information paths and strategic objectives within the Demand Management feature in Project Server 2010. Topics we cover include: defining project structure of phases, identifying milestones and dependencies, development of resource management policies, monitoring actual values in comparison with planned values and forecasts, integrated change control processes, status reporting, issue/risk management progress, obtaining appropriate sign-offs, and completion and archiving of project documents forming organization assets.
This is the first webcast in a four-part series in which we discuss the concepts of demand management in Microsoft Project Server 2010. In this webcast, we highlight the new Demand Management feature in Project Server 2010. Topics we cover include how demand management in Project Server 2010:
•Offers positive business impacts for multiple departments.
•Enhances strategic visibility into portfolios, programs, and projects across the enterprise.
•Benefits governance control processes by allowing for multiple lifecycle styles, creation of a central repository for project/program documents and data, and more streamlined capabilities for collecting project data.
Integration Management
Chapter 4
Overall View
What is Integration Management?
Philosophy behind Integration Management
Seven Integration Management Processes
Initiating - Develop Project Charter
Planning - Develop Project Management Plan
Executing - Direct & Manage Project Work, Manage Project Knowledge
Monitor & Control - M&C Project Work, Perform Integrated Change Control
Closing - Close Project or Phase
Outputs
Develop Project Charter - Project Charter, Assumptions Log
Develop Project Management Plan - Project Management Plan
Direct & Manage Project Work - Deliverables, Work Performance Data, Issue Log
Manage Project Knowledge - Lessons Learned Register
M&C Project Work - Work Performance Reports
Perform Integrated Change Control - Approve Change Requests, Project Document Updates
Close Project or Phase
Develop Project Charter
What is Project Charter?
Why is it essential?
Develop Project Charter (Cont.)
How it works?
Business Documents (Business case & Benefits Management Plan)
Reasons for a project to be undertaken (Market demand, organizational needs, customer request etc.)
Project Selection Method (BCR, EVA, IRR, Opportunity Cost, Payback Period, PV & NPV, ROI, ROIC and Agreements)
Develop Project Charter (Cont.)
Outputs
Project Charter
Assumptions Log
Develop Project Management Plan
What is it?
Input(s)
Tool(s) & Technique(s)
Output(s)
Direct & Manage Project Work
What is it?
Input(s)
Tool(s) & Technique(s)
Output(s)
Manage Project Knowledge
What is it?
Input(s)
Tool(s) & Technique(s)
Output(s)
Monitor & Control Project Work
What is it?
Input(s)
Tool(s) & Technique(s)
Output(s)
Close Project or Phase
Definition of closing a project/phase?
Input(s)
Tool(s) & Technique(s)
Output(s)
Class Discussion
A project has been assigned to a PM. PM discovers the Project Charter for the project doesn’t exist. Should the PM continue and what is the next course of action he/she should take?
Project has been completed and now is in the closing phase. What is the proper way to close a project and some of the tasks that are needed to be done to properly close the project?
Module II Discussion #1
1313 unread replies.2121 replies.
Discuss the roles of DMO’s and DMC’s at your chosen destination. Support your response with facts. I encourage you to focus on greening tasks performed by DMO's.
...
Practical use of Fsoft Insight for managing projects
Targeted attendees: Team leaders, PQA, SQA, project managers
Case study: Create new project
Create WO
Define project parameters
Create products
Plan effort and schedule
Record requirements
Plan defect
Identify risk
Team Misfocus and Error in software projectsAdam Russell
we all know that software development projects often fail or are impaired, but what is the cause? There are many sources of error, and this presentation looks at team-based patterns of mis-focus on one part of the project at the expense of others. Observed from many software development projects over more than 20 years, this presentation will generate ideas for project review and alignment activities
Misfocus-caused error in software projectsAdam Russell
We know that many projects fail, or become impaired, but what is the reason given so many methodologies, tools and support systems. Error comes from many places. For whatever reason, teams create problems by investing more time in aspects of software development practice that have a smaller impact on project overall success, and accordingly invest less time in areas that have a larger impact.
How Meark as an enterprise leverages DSDM?AgileNetwork
The presentation covers one of the Agile Methodologies. Dynamic Systems Development Method (DSDM) is a framework based originally around Rapid Application Development (RAD).DSDM recognises that projects are limited by time and resources, and plans accordingly to meet the business needs.
Similar to Web Project Management for Small Projects (20)
A brief, language-no-specific introduction to programming concepts - some ways to approach a programming problem, and general characteristics of programming languages (with a bit of a slant towards scripting languages).
1. WIT Project Management a quick and dirty introduction to project management for small web development projects with new and junior developers
2. Why Formal Project Management understand the project increase likelihood of success know what success is reduce stress make effective use of resources fit the project into a larger context other projects external events reduce uncertainty
3. Traditional PM 4-5 main phases initiation/vision planning/design execution/development evaluation/monitoring & control closing/deployment/release lots of planning clean hand off between phases
4. Waterfall PM – Software Development Initiation Specification Planning & Design Implementation Testing and Debugging Release & Hand-off Maintenance
5. Limitations of Traditional PM inflexible new info project changes known-result oriented overwhelming both takes over and intimidating benefits drop for smaller projects high overhead misses some key web/software aspects
6. Software/Web PM often exploratory / inventive high uncertainty particular focus on testing / debugging additional post-release maintenance phase requirements are often fluid stakeholders often don’t understand the capabilities of the technology direct stakeholder interaction (WIT)
8. Agile PM / XP / etc created explicitly for quick software development functionality focused very flexible very human-interactive works well for small, tight teams most appropriate for non-critical projects
9. Agile Details break tasks into small increments project is a series of iterative cycles very short, 1-4 weeks spec, plan, dev, testing process for that short span results in a working product team (5-9 people) is cross functional and self organizing plan is more general further off in time
10. Agile PM sounds good, BUT... Agile PM / XP / etc. requires senior developers to be effective! requires very frequent sponsor feedback relies on people being able to self-organize leverages expertise – low/no expertise greatly reduces benefits echo chamber can enhance mistakes
11. A Middle Ground traditional (planning oriented) clear project understanding guidance for junior developers easier top-down involvement agile (implementation & feedback oriented) well suited to web / software development self-directed and -organized where possible team oriented flexible working product oriented
12. Existing Solutions there are a number of processes out there that attempt to balance TPM and APM. Generally they are for larger projects are for longer time frames trade on the certainty–flexibility axis rely on (at least some) experienced developers
13. Main Goals for WIT PM fit the project into the fixed time frame (7-8 weeks) make sure it’s feasible make sure work is being done flexibility semi-fluid requirements / goals (BUT, minimal scope creep) self-organizing where possible guide junior developers clearly defined responsibilities tasks that need doing limits of scope intern responsibilities sponsor responsbilities sponsors... work directly with interns (faculty-student interaction is a key part of WIT) are happy with the results students... work directly with faculty (see above) get training, up front and ongoing self-evaluate, both process and product
14. Combining Traditional and Agile traditional provides larger structure over all time frame abstract milestones easily teachable approach clear goals agile provides per-task implementation model team oriented exploratory flexibility
15. WITerfallPhases for WIT Initiation – done a clear vision is last step of 1 or the first step of 2 Specification (trad) – lots of help Planning (hybrid) – moderate help Design (agile) – minimal help Implementation (agile) – minimal help Testing and Debugging (agile) – minimal help Release & Hand-off (hybrid) – moderate help Maintenance – outside WIT
16. Specification Work with sponsors, or at least provide educated guesses Project Overview high-level why’s high-level what’s major, key points specific what’s specific technologies involved Content Description Maintainers who (individual or ex officio) what parts when and how Requirements subjective goals / guides objective, measurable goals / deliverables Scope Limits degree of uncertainty likelihood of change outer bounds Stakeholders Audience or ordered list of audiences
17. Planning the Work Milestones what & when : an ordered list of stages Tasks (/Tickets/Items/Steps/ToDo’s/etc.) associated with a milestone note specialized skill requirements likely problem areas note dependencies and opportunities for parallel work
18. Milestone and Task (and Dependency Problem) Example Lawn is mowed get lawn mower back from neighbor return special Tibetan pillow to neighbor fix pillow get stuffing shave yak break in to zoo explain to the nice officer why you’re climbing the fence to the yak exhibit with a razor and a can of Barbisol
19. Project Milestones (Web) Project management set up Project Specified Documentation framework set up Development environment set up Content organized Base theme chosen (WP) Functioning web site Placeholder content entered Visual mockups approved Media prepared Custom functionality implemented Theme finished Media deployed Final content in place Help docs complete Sponsor approval Released Handed off to sponsor Presentation Done
20. Milestone Breakdown Project management set up zoho account & sharing (& project lead) PM training Project Specified (see spec slide) specs developed specs entered in zoho reviewed with sponsor and signed off Development environment set up accounts et al shell accounts samba accounts WP dev area webdev area source control text / code editing software graphic design software browser plugins references (links, books, people)