Journey of PMP Operation Temporary Permanent/Ongoing Temporary Permanent/Ongoing Time Line Start Date End Date Time,Line Start Date , End Date Resource Management Plan Plan Resource Management Team Charter r This Plan Tell us how to Gather the Resource and Understand each and Every thing Done. how resources categorized allocated manage ,release etc Objectives Expected Outcome Tangible, Intangible Tangible Increase Revenue Tangible Intangible Increase Revenue Help Community Intangible Help Community This is Organization Stragety. this is Some Thing Organization Want Project Selection Technique ; Information Radiators Chart and Measure to Analyzie team Progress is called information Radiator Burndown Chart:- Progress Moving Descending, Upward - and Down + Benefits, Risk , assumption etc Burnup Chart:- Move along the progre Upward + and Down Task Board:- Status of Work. todo, Inprogress, tested , accepted High Level Documents How we are Going to Start the things Who is Sponsor, , Who is giving money Who is Project Manager, What Authority he have Type of Organization 1. Projectized Organization ( PM Have all Authority) 2. Functional Organization ( FM have all Authority) 3. Matrix Organization (Weak Matrix, Strong Matrix, Balance Matrix) What Kind of Compliance Required in Project Project Charter Written by Sponsor Kanban Board:- Same like Task Board little limitation on WIP. Bottleneck Identify OPA Organizational Process Assets EEF Enterprise Environmental Factor Tools , Templets, Polices, Procedures, Lesson Learn repository , Internal External Resources in Market, thing Effecting, Culture , Custom , Communication That Can Effect Project 1. Satisfy the customer 2. Welcome Change 3. Deliver frequently AGILE MANIFESTO 4. Work together 5. Trust support Individuals and interactions over processes and tools 6. Face-to-face Conversation 7. Working Software Working software over comprehensive documentation 8. Sustainable Development 9. Continuous Attention 10. Maintain Simplicity Customer collaboration over contract negotiation 11. Self-organizing Teams 12. Reflect and Adjust Risk Is Uncertain Event Which have + Impact or - Negative Impact or Project Objective Risk Management Plan Risk Management Plan Tells Us How We are Managing all Risk Risk Tolerance of Organization How much Risk Stake Holder can Bear Risk Appetite = How Much Risk Org Can Take in Favor of Benefit Risk threshold = The level of risk exposure above which risks are addressed and below which risks may be accepted. Org/Stake Holder can be Risk Averse (Running from Risk) Risk Seeker are running toward the Risk Or Neutral like they Check + & - SWOT Analysis. Variability of Risk Event= Number of Risk That Can Occur , We are Sure Risk will happed but we not sure No. Ambiguity risk= We are not Sure this Will Happened or not Happened. Emergent risk= Unknown Risk Occur Project Resilience= Power or Strength to Handle Emergent Risk Risk Report Single Documents Which Have all Risk from Start to End. What are Risk. What are Potential Response What are Potential Owner Not Priorities Risk Risk Report Created as the Result of Risk Meeting Its can be Weekly Meeting and the Result of that this report created. Detail of Overal risk. What Impact Which Object, What Technique Used Risk Quality Data Technical Risk Organization Risk PESTLE PROMT List Stakeholder Unaware Stakeholder Current Resistant Neutral Total Number of Risk Identified = 100 Low Risk = 50 , Medium Risk = 30 Low and Medium in Risk Register and Watch List Calculate Variance Make or Buy Make or Buy Analysis Analysis Specification What We Want to have Select Selection Criteria Procurement Statement Procurement Statement of Work Work of Quality Management Plan that is Plan Which need to do for the Quality. What tools, technique polices to use for quality. We use OPS and EEP to accountable quality and also use Quality Matrix. Manager Quality is for Process Control Quality Is looking for Deliverable Standard for Product Bidder Conference Conference Bidder and Proposal Proposal and Submitting Submitting Evaluate Proposal Shortlist Sellers Shortlist Sellers 1. Card 2. Conversation 3. Confirmation Quality Agree to the Standard with the Client. Quality is person to person and company to company but we agree to the standard with the client the these standard we must follow. To Follow that Quality Standard this Technique called Benchmark Manage Quality/Quality Assurance When Quality Agreed on both parties then we go for Deliverable. Once Deliverable being done then Quality teams go to deliverable and tell them while working you are not making the product as per quality standard. this is Tolerance of Product. you cant not go out of it.. In Manage Quality we audit the Process how deliverable being made Agreed Both Parties Control Quality Deliverable Implement Use Check list(Sequence of Step) Continues Sampling/Integration Pareto principle 80-20 rule Quality Matrix Agreement With Agreement With Selected Seller Selected Seller Product Delivery Product Delivery Negotiate With Negotiate With Shortlist Seller Shortlist Seller Select Seller Select Seller High Risk = 20 ( Further Analysis ) Org Decided Standard Regulation Documents Make by Authority Custom or general as model Requirement Imposed by Government body, Customer Satisfaction Continual Improvement Kaizen Identify Project and Cost Inspection and Inspection and Audit Audit Dispute / Conflict Close the Close the Procurement Procurement Resolve Conflict Conflict Resolve Update Documents Approved Quality Send Doc to Close Project Positive Exploit Avoid R=PXI P=0 Mitigate Transfer Reduce=P&I SOP Increase P and I Accept Increase P or I Sharing Others Desire Regulation that widely accepted and adopted through use Management Responsibility Prevention of Defect and rework ISO 9000 Series Regulation that mandated by law or approved by recognized body expert A Quality System standard that can applied product, service or process in world Everyone Responsibility Describe activity and required resources arrangement to get obj Polices standard How Quality polices will met and implemented Continuous Improvement Plan-Do-Study-Act Requirments Accept Active Acceptance Make Plan Contigs Plan his A Fail Fall Back Plan is B Money Contiges reserve Passive Acceptance Dont do any thing Work Around Money Management Reserve Insurence Style and detail determined by project requirement Should be review early to ensure decision based on accurate information Tools to Rank Monte Carlo Analysis= Probability Distribution Graph .What is Probability to Achieving Project in this Cost and how much Time Tornado Diagram= Sensitivity Analysis We rank one Risk Against Different Parameters (+ and - Both Impact) EMV Effective Monitory Value How Much Reserve Needed Its Convert Risk into Real Number Higher EMV is Better (R = P X I) The Outcome of EMV Higher Value is Decision Tree Analysis Influence Diagram Influerence of Each Variable and how Its Connected Result is Risk Report ( How Much Risk Exploure of each Project Escalate Cost of Quality All Cost incurred over the life of products by investment in preventing nonconformance to requirement , appraisal of product and failure to meet requirements. Formal Verbal Presentation Speeches Key Concept Informal Written E-mails Text Messages Informal Verbal Meetings Conversation Monitor and Control Process Like Scope , Schedule Cost etc WPI Work Performance Information Manager Communication PM WPR ( Work Performance Report) Configuration Management Any Kind of Change in the Product is Manage Change Management System Any Kind of Change in the Project is Manage Business Environment How you take Care of your Business Project Governance The framework, functions, and processes that guide project management activities in order to create a unique product, service, or result to meet organizational, strategic, and operational goals. Project phase TA collection of logically related project activities that culminates in the completion of one or more deliverables Verify and Validate Verify Approved Things Yourself or Team Validate Approval from Client Artifacts Any Living Doc , using Acceptance Critaria Version Control A system that records changes to a file in a way that allows you to retrieve previous changes made to it TEAM VELOCITY Velocity is a measure of the amount of work a Team can tackle during a single Sprint and is the key metric in Scrum Velocity is calculated at the end of the Sprint by totaling the Points for all fully completed User Stories RELEASE Product Owners Prioritization Schemes Simple prioritization (priority 1, 2, 3) MoSCoW –(Must Have, Should Have, Could Have, Would Like) Kano Model Relative prioritization (by Karl Wiegers) 100-Point method Dot Voting (Multi-voting) ITERATION DAILY Scrum Master Servant Leader Fist of Five Individuals vote by holding up five fingers for total agreement Consensus: A decision-making process used by a group to reach a decision that everyone can support Roman voting Polling Individuals vote with Team members share Dot voting either a their point of view Individuals use sticky thumbs up and, if the team is dots to prioritize items (agreement) or unanimous, in a list. thumbs down then they move on (disagreement) Value analysis is the process of examining each of the components of business value and understanding the cost of each one. Compliance Compliance Organization Structure Check list and other list of acceptance Criteria Data Analysis Requirements Management Plan Alternative , documents Decision making process or root causes techniques analysis System Management System Management OPA EEP Configuration Configuration Management Management how project requirements will be analyzed and prioritized Product metrics that will be used and the rationale for using them Internal and external experts A component of the project or program management plan that describes how requirements will be analyzed, documented,and managed. Configuration management activities such as how version control of project documents and changes to the product will be initiated, how impacts will be analyzed, how they will be traced, tracked, and reported, and what authorization level is required to approve these changes User Stories 1. Projects deliver value & User stories help teams focus on that value provided to the user 2. User stories frame who is to benefit from the work of the team 3. Framing the user’s desire as a story instead of a detailed requirement or specification enables the team to focus on the user and what they value. Project Requirements 1. High-level requirements might be documented in the project charter. 2.Project manager must verify all requirements are determined and documented. 3. In agile projects, often identified through user stories Project Scope Statement All Information in PSS . If any thing not in PSS then this is not the Part of Project. Must Approve, Acceptance Criteria. Assumption Work Breakdown Structure Hiracle Breakdown of Work Code of Account Control Account (High Level) Work Package (Estimate Work) Planning Package(Plan Team) WBS Approved Scope Baseline If we need to Change Baseline need CCB Approval Cost should include Direct labor,Materials, Equipment, Facilities, Contingency reserves Estimation Techniques Analogous Estimating Parametric Estimating Three-point Estimating Beta Distribution (PERT) Cost Baseline Earned Value Management (EVM) all the funding needed to complete the project as defined in the scope baseline and the project schedule Budget Estimates The approved version of the time-phased project budget, excluding any management reserves, which can be changed only through formal change control procedures and is used as a basis for comparison to actual results A methodology that combines scope, schedule, and resource measurements to assess project performance and progress Lessons Learn in Early Projects and Previous Project, Lessons-Learned Register AC Actual Cost PV Planned Value EV Earn Value The process of comparing the planned expenditure of project funds against any limits on the commitment of funds Funding Limit Reconciliation PV* The authorized budget assigned to scheduled work EV = % work complete to date x budgeted cost AC* The realized cost incurred for the work performed on an activity during a specific time period. Schedule Variance SV = EV - PV A positive SV indicates that the project is ahead of schedule. A zero SV indicates that the project is on schedule. A negative SV indicates that the project is currently behind schedule Cost Variance CV = EV - AC A positive CV indicates that the project is performing under budget A zero CV indicates that the project is on budget A negative CV indicates that the project is performing over budget Schedule Performance Index SPI = EV / PV An SPI number greater than 1.0 indicates that the project is ahead of schedule An SPI of 1.0 means the project is on schedule An SPI number less than 1.0 indicates that the project is behind schedule. Cost Performance Index CPI = EV / AC A CPI number greater than 1.0 indicates that the project is under budget. A CPI of 1.0 means the project is on budget A CPI number less than 1.0 indicates that the project is over budget Journey of Deliverable Closing Scope Produce Deliverable Any Thing Produce in Execution Called Deliverable. that is Verified able and measurable Control Quality Does meet Quality standard or not Customer Using Project Scope Statement Scope Baseline Includes starting and finishing activities on specific dates and in a certain sequence.Specifies planned dates for meeting projectmilestones.Coordinates activities to form a master plan inorder to complete the project objectives on time Schedule An output of a schedule model that presents linked activities withplanned dates, durations, milestones, and resources. Activity List Sampling :Variable Sampling Result is rated on continuous scale the measure the degree of conformity Attribute Sampling Result either confirm or does not confirm Decision Making Team members involved in creating the scope management plan Cost Estimates Developing an approximation of the cost for each activity in a project Work Package Escalation Procedure When non compliance issued identified , determine Let PM and Team work for resolution if under tolerance and if above tolerance level then escalate the issue. For all Compliance requirement identify stakeholder responsible , For non Compliance determine how team will proceed. These Procedure define during risk project and risk planning Data Representation Design for X Affinity , Cause and efect. flowchart,matrix,and scatter diagram and audit Focus on perticular value X and impact on design quality Compliance Categories Classification 1.Environmental Risk 2.Workplace Health and Safety 3.Corrupt Practices 4.Social Responsibility 5. Quality and Process Risk Value Analysis Escalation Paths Phase gate review at the end of a phase in which a decision is made to continue to the next phase, to continue with modification, or to end a project or program. Once Deciding not move called kill point Data gathering Compliance Implementation of strategy. All the Compliance in the risk Register How requirements activities will be planned, tracked, and reported Accepted Deliverable Quality Matrix A Describion of project or product attribute and how to measured Tolerance the quantified description of acceptable variation for the quality requirements. Quality Audit A Structed , independent process to determine if project activities comply with organizational and project policies , processes and procedures Verified Deliverable Technique For Requirement Requirements Documentation Document Analysis Focus Groups Questionnaires and Surveys Benchmarking Interviews Observations Facilitated Workshops Prototypes Context Diagrams Storyboarding Decision Making No Yes Validate Scope Customer Check Deliverable as Aggreed Verified Activity attributes CR Change Request Milestone List Float is amount how much activity can delay without delaying overall project. all the activity have zero float Business requirements Stakeholder requirements Solution requirements Project requirements Transition requirements Requirements assumptions, dependencies, and constraints Quality requirements Estimation Techniques Analogous Estimation Parametric Estimation Lead & Leg Network Diagram Critical Path Lead ead is an acceleration of the successor uccessor activity and can be e used only on finish-to-start activity ctivity relationships. Lag is a delay elay in the successor activity and nd can be found on all activity The sequence of activities that represents the longest path through a project, which determines the shortest possible duration Three Point Estimation Project integration management is the coordination of all elements of a project. This includes coordinating tasks, resources, stakeholders, and any other project elements, Integration Management A holistic, integrated view ties plans together, aligns efforts, and highlights how they depend on each other An integrated view of all plans can identify and correct gaps or conflicts Activity Dependencies Mandatory Quality Management Method Six Sigma Plan-Do-Check-Act Change Control Board Baselines Baselines Subsidiary plans Subsidiary plans Project Project processes processes Work explanation Work explanation Expert judgment Expert judgment Data gathering Data gathering Interpersonal and Interpersonal and team skills team skills Meetings Meetings Project Management Plan Discretionary External and Internal Crashing most often used during executing Schedule Compression Techniques used to shorten the schedule duration without reducing the project scope Fast tracking Integration Planning Project Management Information System CCB CCB i Communication Channel Formula N*(N-1)/2 Example Total Number People 20 , Apply formula = 20*(201)/2 = 190 Formal Written Project Charter Plan , Long Distance Communication 7Cs Clear Concise Concrete Correct Coherent Complete Courteous Project Communication and Shared to all Development team Cross-functional teams Expert Judgement Judgement Expert Meetings Accurate Information Benchmarking Comparing Actual and Planned practices and operation , to those of comparable organizations. Identify Best Practices , Generate ideas for improvement , basis of measuring performance we need to make process fail proof. I Send, Encoding Sending Communication Encoding Receiver , Decoding Receiving and Try to Understand Type of Communication Verbal, Written , Formal Communication Can be Internal , External , Vertical , Horizantal Level 1 Data Is Called WPD ( Work Performance Data ) Raw Info / Facts Scrum Team ROADMAP Scope Management Scope Management Tools and Tools and Techniques Techniques Alternatives Alternatives analysis analysis Components Include De Jure Regulation De facto Regulation Activity and Resources Identify Project Value Portion Reduction Cost and Schedule Delay to rework How much Reserve Need How much money needed How Much Time Required Who Will Tackle that Risk Negative When Communicating Need to Understand Diversity Cultural Need, Need to respect. Every Culture Reward and Recognition are Different 1. Any thing Damage Communication Called as Noise 2.Communication Need always Medium , Zoom etc Medium 3. Push Communication Call , Message someone 4. Pull Communication Watching Videos on platform 5. Interactive communication exchange of ideas where both participants active Definition of Done It is used to assess when work is complete on the product . Team should have a shared understanding of what it means for work to be completed and to ensure transparency. efficient efficient scheduling scheduling EgEg Microsoft Microsoft project project Configuration Management Plan Change Management Plan identify and identify and account forfor account project artifacts project artifacts establishes the change control board Compliance Management Plan involves compliance goals and requirements multiple teams working on the same product coordinating discussions of progress. integrate the delivery of software Integration Technique Scrum of Scrums Scaled Agile Framework A knowledge base of integrated patterns for enterprise-scale lean-agile development DA: Disciplined Agile 1 Communication Must be 4 R 1. Right Information 2. Right Time 3.Right People 4.Right Impact Communication 90% Job of PM Communication VISION A component of the project management plan or program Scope Management Management Scope management plan that describes how the scope will be defined, Plan developed, monitored, controlled, and validated. Deliver to Customer Rank in Number Plan Quantitative Analysis Overall Risk Exposure Individual and Over All Risk Development and management of: Project scope statement , Work breakdown structure (WBS), Acceptance procedures of project deliverables, Changes to project scope statement Data analysis methods QA Tools Effective communication is the key to successful teams. The team charter should include communication expectations and details Manage , Monitor and Control High Concern For Others 2. 3C's Purpose of Quality Risk Leading Any Stage Stakeholder Identify Select best Alternative Implement Resource Management Plan Si fl Approved By Sponsor or CCB 1. Independent 2. Negotiable 3. Valuable 4. Estimate 5. Small 6. Testable Quality Management Plan risk occur then this is called Secondary Response We Audit or Process in Effective Way We Do Risk Meeting Risk Reassessment Plan Effectivement Residule Risk How Much Reserve Left. We do not Use Reserve of One Activity to Other Activity Risk, Warranty, Life cycle Cost, Technical ability, past performance To Management +&Implement Stakeholder Plan Low Define Problems Explore and Evaluate Smooth/Acc Withdraw/ Avoid Retreat Emphasize areas of from conflict situation agreementommodate User Story Risk Going to Happen. Share Current Destroy the Others Little or no language use Put them in Seperate room Protection own group become focus. language ideological Use Diplomacy Compromise/ Recon Temporarily or partially resolve the conflictcile 1. INVEST Product Standard and level expecting for the Product or Service. Satisfaction of Client to Fulfill all the requirement. quality is what the customer says it is Risk Trigger = The Things Which Tells us Desire Stakeholder Winning Over Resolving, language personal Accommodate and Negotiate 3. Daily Scrum:- DAILY STAND UP also called daily Scrum meeting) is a short organizational 2. Sprint Backlog:- It is a list of all items from the Product Backlog to be meeting that is held each day the meeting, generally limited to between five and fifteen worked on during a Sprint. This list is put together by prioritizing items minutes long. from the Product Backlog until the team feels they’ve reached their capacity for the Sprint 4. SPRINT REVIEW:- The Sprint Review takes place after a Sprint ends. During Review, the Product Owner explains what planned work either was or was not completed during the Sprint 3. Product Increment:- It is the sum of product work completed during a Sprint, combined with all work completed during 5. SPRINT RETROSPECTIE:- The Sprint Retrospective is held after the sprint review at previous Sprints.The goal of a Sprint is to produce a Done Product the end of each sprint. It offers the team an opportunity to inspect itself and create a Increment plan for improvements to be enacted during the next Sprint Procurement Buying Some thing Select Contract Select Contract Type Type Risk Owner is Responsible for Risk Enhance Supportive Principle 1. Transparency 2. Inspection 3. Adaption 5 Conflict Resolution 5 STAKEHOLDER ENGAGEMENT ASSESSMENT MATRIX Keep them Satisfy Pair Programming , Planning Games, Small Release , UAT , Refaction Value:- Communication ,Feedback, Courage World War 4 Artifacts are just physical records that provide project details. Scrum’s artifacts represent work or value to provide transparency and opportunities for inspection and adaptation. 1. Sprint:- A sprint (also called an iteration) is the basic unit of development in Scrum The sprint is a time boxed effort; that is, it is restricted to a specific duration. The duration is fixed in advance for each sprint and is normally between one week and one month with two weeks being the most common. ni " nil , ® Watch List Power Interest Matrix Events _j Rank Classification Done Interest LP,LI HP,LI Kitchen Security gaurd Gov,HR Team Personal Protection (let do my way) Language is guarded PM Should Involve and settle Support, Empower other 3 Process Quality Advertise Advertise Opportunity Opportunity If We implement Plan and Then the another New Risk Identify At Any Stage We Follow the Same Procedure HP,HI LP,HI Team , Sponser Comparator, Media ,CEO Power Framework / Methodologies Information Sharing and Collaboration Language open and fact base PM Don't Involve Deescalate the issue from level 5 to level 1 1. Product Backlog:- AIt is a prioritized list of features, defects, or technical work that has yet to be work on. 2. Sprint Planning:- The team determines the product backlog items It should be work that is considered valuable from the product owner’s What can be delivered in the Increment resulting from the upcoming Sprint. How will the work perspective. needed to deliver the Increment be achieved? Visualize Work flow , Limit WIP , Collebration , Improvement Pull based task board , Next Item Pull in WIP after Completion of Current Work Scrum An agile framework for developing and sustaining complex products, with specific roles, events, and artifacts 2 Crusade Quality Standered and Regulations Plan Qualitative Analysis Low , Medium High Rank the Risk For Only Individual Risk then this Called Residual Risk Manage them Closely Have to Satisfy We have to Built Strategies for Stakeholder XP 1 [ ,1111 1 1 till Rank the Stakeholder No Same power and Interest Risk Register Risk Report Risk Register Implement Risk Response Keep them Informed Stakeholder Cube (Power. Interest, Attitude) Kanban Disagreement Enable cooperative attitudes Scrum Artifacts W li Stakeholder Register SALIENCE MODEL (Power. Urgency, legitimacy) Agile Fixed Price (FP) 1. Firm Fixed Price (FFP 2. Fixed Price Incentive Fee (FPIF) 3. Fixed Price With Economic Adjustment price (FP-EAP) Cost Reimburse 1. COst Plus Fixed Fee (CPFF) 2. Cost Plus Award Fee (CPAF) 3. Cost Plus Incentive fee (CPIF) Time and Material Probability = 0 * 0.99% What is Chances Some thing Occur 100% Become Issues not Risk Identify Risk V Apply All Tools for Identify Stakeholders Expert Judgment, OPA , EEF ,etc Risk= Probability X Impact Risk If we Implement Plan but Still Risk is Left Internal Stakeholder Upward , Downward Sideward Crystal Contest Problem to Solve ul External Stakeholder Customer, End User, Government etc The Person or Organization who may impact or to be impacted by Project Methodology Code By Color Name Crystal Clear , Yellow and Green Fiver Level of Conflict Pursue your viewpoint at the expense of others The RACI Chart Collaborate/ Problem SolveText Win-Win Responding to change over following a plan Risk Plan Response Identify Stakeholder Time Boxed/Prioritized Continuous Flow Cross-functional Team ( Optimal size 7 + 2) , Colocation Team , Continuous feedback , Everyone is empowered and accountable Self-organizing Team accountability and empowerment Self-directing - choose work 5 Type of Dysfunction of Teams Maslow’s Hierarchy of Needs:- Self-actualization Esteem , Belonging Safety , Physiological People have needs , until lower one are satisfied they cant think of higer one Herzberg’s Motivation-Hygiene Theory:- Hygiene & Motivation Agent Hygiene are not Present then People will demotivated MacGregor’s Theory X and Y:- Theory X worker :Management thing employe are lazy and hate work Theory Y worker Employee Enjoy their physical and mental work Expectancy Theory:- People Will Behave Based on What they expect. Will Work in Relation to the Expected Reward HIT Project Charter How you Will Measure, Those Benefit We Identify the Target, Benefit Benefit Management Plan We Identify who is Owner of Benefits Basic Agile Concept Force/ Direct We try to Win High Resource Management Plan Common organizational theorists => Project might switch approaches based on need, changing work requirements, or circumstances 12 Agile Principle Principle Eliminate the waster , Empower Team , Deliver fast , Optimized the whole , Built quality in , Defer Decesion , amplify learning Thomas-Kilmann Conflict Modes Inattention to Result I»I Hybrid Hybrid Lean 1 IT - A Acombined combinedapproach approachthat thatuses usesa astrategy strategy from fromagile agileororpredictive predictivefor fora aspecific specificneed. need. Cost and Benefit Feasibility Cost to Benefit Feasibility Business Case The Theplans plansdrive drivethe theproject projectforward. forward. Wastes Partial Done Work , Extra Process , Extra features, Task Switching , Waiting , Motion , Defect Team members complete their assigned work and shift to the next project or assigned task. Project Manager role is Coaching Avoidance of accoutabilty O Technical Feasibility Predictive/Plan Driven Team members get to know each other and trust one another Project Manager Giving them Direction what to do and what not to do Lack of Commitment © That Report Called Feasibility Report Traditionalapproach approachwhere wherethe theproject project Traditional needs,requirements, requirements,and andconstraints constraintsare are needs, understood,and andplans plansare aredeveloped developed understood, accordingly. accordingly. Agile Modern approach where team works collaboratively with the customer to determine the project needs. Team is working at optimum productivity and is collaborating easily, communicating freely, and solving its own conflict problems. PM Role is Dedication Fear of Conflict © The Thecoordination coordinationofofthe thecustomer customerand andthe the team teamdrives drivesthe theproject projectforward. forward. Operation Feasibility Report P 5 We do a Detail Need Assessment Report Modern Modernapproach approachwhere whereteam teamworks works collaboratively collaborativelywith withthe thecustomer customertoto determine determinethe theproject projectneeds. needs. Teams Value, Decesion making Criteria , Meeting Guidelien Conflict resolution process Communication Guideleine Team members begin to assert themselves and control emerging issues. Project Manager role is Coaching , active listing Team begins to work productively, without worrying about personal acceptance or control issues. Project Manager role is Monitoring Absence of Trust If we don't Trust on team if we avoid conflict We need to work on Absence of Trust and Fear of Conflict other will auto resolve Adjourning nnoiD Project ProjectMethodologies, Methodologies,Methods, Methods,and andPractices Practices Agile Agile Need Assessment Type of Resources Need When Required , Project Organization Chart , Training Rewards, Release Plan ,Role and Responsibilities Performing -^ Why We need Project Reason of Project Environment Needed Customer Need Objectives Norming < How to Select Project Tools and Technique :- Expert Judgement, Data representation , meeting , Responsibility assignment matrix, meetings Analysis Doc :- Project Charter , Project Management Plan EEF, OPA Project team A set of individuals who support the project manager in performing the work of the project to achieve its objectives Team Charter A document that records the team values, agreements, and operating guidelines as well as establishing clear expectations regarding acceptable behavior by project team members Ground rules Clear expectations regarding the code of conduct for team members Ground rules include all actions considered acceptable and unacceptable in the project management context. Team Norms Establish expected behaviors of the team at the beginning of the project. Code of Ethics and Professional Conduct Responsibility , Respect , Fairness , Honesty Resource Calendars Identifies working days, shifts, and when specific resources are made available to the project The RACI Chart A common type of responsibility assignment matrix (RAM) that uses responsible, accountable , consult, and inform statuses to define the involvement of stakeholders in project activities Virtual teams Groups of people with a shared goal who fulfill their roles with little or no time spent meeting face to face Service Level Agreements (SLA): A contract between a service provider (internal or external) and the end user that describes the level of service expected from the service provider A document that records the team values, agreements, and operating guidelines as well as establishing clear expectations regarding acceptable behavior by project team members Storming Forming Concern For oneselfs Resources Project Stages of Teams Tuckman Ladder (Role of PM Known as Situational leadership) Basic Information Resource is Any thing that Utilized to Complete the work. you have three base line that is Scope , Schedule, Cost and you have to complete the work. Resource will be the person who will complete the work Type of Resources 4M Manpower Material Machinery Money PROJECT LIFE CYCLE PRIDICTIVE (BEST EXAMPLE - CONSTRUCTION) TO DECIDE THE LIFE CYCLE BY STACEY DIAGRAM AGILE LIFE CYCLE * FIXED REQUIREMENTS * REQUIREMENTS ARE DYNAMICS (PRIORITIZING) * ACTIVITIES PERFORMED ONCE * ACTIVITIES REPEATED UNTIL CORRECT * SINGLE DELIVERY (DoD) * FREQUENT SMALL DELIVERY (AS PER ROAD MAP) * GOAL: MANAGE COST (SCOPE / TIME / COST) * GOAL CUSTOMER VALUE VIA FEEDBACK ITERATIVE LIFE CYCLE INCREMENTAL INCREMENTAL LIFE CYCLE CYCLE * REQUIREMENTS ARE DYNAMICS (PRIORITIZING) * REQUIREMENTS ARE DYNAMICS (PRIORITIZING) * ACTIVITIES REPEATED UNTIL CORRECT * PERFORMED ONCE PER INCREMENT * SINGLE DELIVERY (DoD) * FREQUENT SMALL DELIVERY (DoD) * GOAL: CORRECTNESS CORRECTNESS OF SOLUTION OF SOLUTION * GOAL: SPEEDSPEED 1212AGILE AGILE PRINCIPLE PRINCIPLE 44AGILE AGILE VALUE VALUE 1. INDIVIDUAL & INTERACTIONS 2. WORKING SOFTWARE 3. CUSTOMER COLLABORATION 4. RESPONDING TO CHANGE AGILE (AGILE MANIFESTO) AGILE METHODOLOGIES 1. SATISFY THE CUSTOMER 2. WELCOME CHANGE REQ. 3. DELIVER WORKING SOLUTION FREQUENTLY 4. WORK TOGETHER 5. MOTIVATED INDIVIDUALS 6. FACE TO FACE CONVERSATION 7. WORKING SOLUTION 8. SUSTAINABLE DEVELOPMENT 9. TECHNICAL EXCELLENCE 10. SIMPLICITY 11. SELF ORGANIZING 12. REFLECTS AND ADJUST Agile Presentation Prepd. By: Faisal Mumtaz Agile Prioritization Techniques * Simple Prioritization * Kanoo Model * Relative Prioritization * 100-Point Method * Dot Voting * MoSCoW KANBAN (SIGN BOARD) KANBAN PULL SYSTEM * IT SHOWS ABOUT ITEM, YET TO DO, WIP , TESTING, DONE * KANBAN DOES NOT USE TIME BOXED ITERATION * MANY ITEMS CAN BE IN EACH STAGE OR PHASE OF THE PROJECT WORK MOVES FROM LEFT TO RIGHT PRINCIPLE OF KANBAN * VISUALIZE THE WORK FLOW * LIMIT WORK IN PROGRESS * MANAGE THE WORK FLOW * MAKE PROCESS POLICIES OR PHASE CLEAR * AIM FOR COLLOBORATIVE MOVEMENTTS Minimum Viable Product *Complete enough to be useful * Small enough that it does not represent the entire project * Also known as minimum marketable feature * Barebones essential of product FIVE PROCESS/ACTIVITIES PERFORMED ITERATIVELY CRYSTAL FEATURE-DRIVEN DEVELOP DYNAMIC SYSTEM DEVELOPMENT METHOD XP (EXTREME PROGRAMMING) XP CORE VALUES * CUSTOMIZED METHODOLOGIES CODED BY COLOR NAME * SIMPLICITY * COMMUNICATION * FEEDBACK * COURAGE * RESPECT * METHODOLOGIES ARE APPROPRIATE FOR DIFF. CRITICALITIES AND TEAM SIZE * CRITICALITIY IS ABOUT THE IMPACT OF A PRODUCT DEFINE DESIGNAND TEAM SIZE, SYSTEM CRITICALITY AND PROJECT PRIORITIES XP TEAM ROLES * COACH (SIMILAR TO SCRUM MASTER) * CUSTOMER (PRODUCT OWNER) * PROGRAMMER (DEVELOPER) * TESTERS (DEFINE AND WRITE THE ACCEPTABILITY TEST) SCRUM 3 SCRUM PILLARS (TIA) Continue to next phase / with Sequential modification Overlap Relationship Project Board: Sponsor Senior User PMO Resource Review Decision Phase / Governance gate Tollgate / Kill point A collection of logically related project activities having complete deliverabile(s) Governance Steering Committee Compliance Categories Classification Responsible for: Reviewing, Evaluating, Approving, Delaying or Rejecting Project Changes and for Recording & Communicating such decisions Compliance Configuration Management (Maintaining versions) Inaccurate initial estimates Specification changes New regulations Missed requirements Corrective Action Preventive Action Defect Repair Updates Documentation Course of Action Impact Analysis Framework Guides Project Management Activities System Management Set of procedures: How to manage & control? Project Deliverables modifications Plans updates Living Documents related to Project Management Project Governance Change Causes Identification Project Artifacts Business Environment Requirements: Legal or regulatory constraints Specific practices Privacy Laws Sensitive information handling Approved Changes Tacit: Personal Knowledge such as belief, experience & insights Agile Project Artifacts Product: Vision Statement Roadmap Backlog Increment Release Plan Sprint Backlog Change Control System (CCS) Change Control Strategy Knowledge Types Project Phase Environmental Risk Responsibilities: Workplace Health & Clarifies the project Safety charter & objectives Corrupt Practices Allocates the Social Responsibilities project resources Quality Process Risks Change Control Board (CCB) End a project Explicit: Can be shared with others e.g. Symbols such as words, numbers & pictures Configuration Management System (Product) Version Control Collection of Tool used to Records changes to procedures used to manage changes to a file in way you can track/monitor & a product or project retrieve previous control project documents version artifacts changes Change Management Change Management Pan Change: Establishes CCB, What is? documents its Who can propose? authority & how the Impact? CCS will be Evaluation necessary implemented steps? Which Project document updates? Issue How to monitor change implementation? Action item that must be addressed Focused present Always Negative documented in the Issue log Response is call Workaround Organization culture for effective communication, bringing diversity to the team Project activities carry out with one common goal Challenges for Continues Improvement Understanding the area of improvement, limited skills, support from the PMO, Tools requirement Change Management Process Flow Agile Change (Log) Request Form PO Evaluates Priority Highest Priority Trade-Off with Dev Team to add in Sprint Backlog High Priority Add in Product Backlog as prioritized item Low priority Add in Product Backlog Traditional Change Initiator (Internal) PM logs Change Request (PM is the owner of Project success/failure) Realy need? Important? Change Initiator (Customer) No Send rejection notice Yes Deliverable affected? Change must be addressed No Yes PM prepares Impact statement Communicate the change Rebalance the Project Minor Impact (PM review only) Moderate Impact (PM + Stakeholders review) Major Impact (PM + Stakeholder + Sponsor review) Inform Customer about impact, cost or schedule Execute the change Yes Build & Communicate the change Change Authorized? Ok No Yes Coach: Amer Ali Prepared by: Rafi Ullah Shah
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