Project delivery workshop - DFVS

Digital delivery tool kit
Officers leading DFV projects
Project-Lite
workshop
1

Welcome
&
introduction
2

Overview
• How to run projects
• Developing a project plan
• Identifying the scope
• The role of governance
• Identifying issues and risks
• Reporting
3

Projects
• Technology Facilitated Abuse
• Amendments to the DFV Protection Rules
• Courts related DFV legislative amendments
4

5
Activity
Isometric line

1
The role of
communication
6

Communication is everything
7
it is the difference between success
and failure

Communication
Any task or transaction that requires more than
one person can only be successfully completed
with communication.
8

Communication
Any task or transaction that requires more than
one person can only be successfully completed
with clear, specific & relevant communication.
9

miscommunication
10

11
Activity
Draw this

Draw this
12
• Split into pairs or three’s
• Choose someone to be the describer
• The others are going to do the drawing.
• Using words only the describer is going to ask the
drawers to draw a number of objects
• The drawers can ask questions
• The describer can only answer in words

13
Discussion
Draw this

Communication
• Some times we want to influence others
• Other times we need to be careful not to
influence others
• As a project lead you are responsible for the
management of a successful outcome – this
does not mean doing it your way.
14

2
What's the aim of the Project ?
15

• The aim should be a short paragraph that
relays the primary purpose of the project.
• Try to keep it to three key points.
• Water cooler conversations.
16

To provide enough training, across a broad range of
key staff in the areas of:
Prince 2, MSP, Agile - Kanban(ish), Lean and GTD
that the participants can deliver business changes
required to achieve key strategic directions,
in an acceptably aggressive timeframe given a
transparent and scalable governance structure is in
place, or soon to be.
17

Aim - technology facilitated abuse
To identify the options for implementation of the recommendations in the report of the
National Cybercrime Working Group, Addressing violence against women: technology-
facilitated abuse. An interagency working group will be established to progress this
work and develop the Qld response to the 15 recommendations that must be
considered.
Membership of the working group would likely include relevant DJAG representatives, the
Department of the Premier and Cabinet (DPC), the Queensland Police Service (QPS),
Public Safety Business Authority (PSBA), Queensland Treasury (QT) and the
Department of Communities, Child Safety and Disability Services (DCCSDS).
It is anticipated that we will report on progress at the NCWG meeting, likely to be held in
October 2016, before reporting back to COAG by the end of 2016.
18

19
Activity
What’s the aim ?

ACTIVITY
1. In your teams develop an aim for the project,
be as lean and viable as you can.
2. Share the aim with the other group.
3. Each team to write down
– 3 things they think would be part of the project
– 3 things they things will not be part of the
project
– Questions about the project
20

3
Defining and managing Scope
21

Defining and managing scope
Poor scope definition and management of scope
is in the top 5 reasons projects fail.
Things change they always do – its not about
stopping the change but managing it.
22

Defining and managing Scope
• Why define the scope
• Why in and out of scope
• Adding to and changing
• Change control (your best friend)
23

Scope - technology facilitated abuse
The 15 recommendations to be implemented include, ensuring:
• that front line service providers (including law enforcement) are more proactive in asking
questions to identify technology facilitated abuse (TFA);
• law enforcement are familiar with the range and potential severity of TFA;
• legislation adequately criminalises the distribution of intimate material via technology,
without consent;
• appropriate regulation of unauthorised access to electronic devices for the purposes of
monitoring, and surveillance/tracking; and
• evidence laws appropriately balance the rights of a defendant to challenge the admissibility
and reliability of evidence with the position of complainants who may be unable to
produce a device or thing on which evidence of TFA is allegedly stored
24

25
SCOPE
SCOPE
SCOPE
Where is scope discussed ?
SCOPE

28
SCOPE
SCOPE
SCOPE SCOPE

Assumptions
• Assumptions play a major role in defining
scope
• ‘We will do this given that …’
• Resources, budget, time constraints
29

Scope Creep
• ‘I think we could also do this ……’
• As a project manager you have to
protect your scope
• A change in scope will impact on
– Time
– Cost
– Resources 30

31
Activity
Defining your scope

ACTIVITY
• In your team discuss and write down
• Assumptions
• In scope items
• Out of scope items
• You will share between your groups
32

33
Discussion
Were the things that you wrote
down earlier addressed ?

4
Identifying what
needs to be done
34

Identifying what needs to be done
• Critical paths
• Milestones
• Project plan
• Dependencies
35

Gantt Chart
36

Work breakdown structure
37
• typically used in a PMBOK (project
management body of knowledge) based
project
• outlines the work to be done. Is more
activity based and not product based

Product based planning
38
• is a fundamental part of Prince 2 (projects
in controlled environments)
• intended to ensure that all of the necessary
products are identified and captured

39
Product breakdown structure
• represents the relationship between the
products and sub-products in a project
• products can be organized into parent and
child relationships. That is, products are
further decomposed into sub-products

Products MUST
Have value
40

5
The role of governance
41

The role of governance
Project management is not about making the
decisions or being in control.
In fact you can manage a very successful
project and never make one decision nor in
fact be in control.
42

Governance roles
Chair
Senior supplier
Senior user
Project sponsor
Project executive
Working parties
Project boards
43

• Scope creep
• Quality criteria
• Milestone changes
44

6
Responding not reacting
45

46
Our wonderful brain

47
Short path to a response

48
Long path to a response

49
amygdala hijack
• Thalamus sends message
to the amygdala
• Amygdala checks with the
hypothalamus
• Amygdala sends a
message to the
hypothalmic-pituitary-
adrenal

50
An amygdala hijack exhibits three signs:
•strong emotional reaction,
•sudden onset, and
•post realization if the reaction was
inappropriate
amygdala hijack

amygdala hijack
51
How do we handle an amygdala hijack ?

52
How do we handle an amygdala hijack ?
Count to 10
It takes about 6 seconds for the chemical to
dissipate

7
Risks and Issues
53

8
Reporting
54

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