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Amit PMR 2017-2018 (People Plan (Challenging Role (• Joined the project…

- - - - I identified the project was not running in a Agile Way.
        • The project was not adhering to basic Agile & Scrum principles.
        • The product backlog and sprint backlog were not correct, and therefore not useful, or engaged with.
        • The sprint reviews and retrospectives were non functional meetings.
        • Attendance to the vital sprint reviews and retrospectives was very low.
        •The team were not breaking down product backlog items down properly or not at all. So in sprint reviews they would be talking about such large pieces of work that they couldn't say what was delivered. This also affected their morale as they did not have the satisfaction of actually having a remotely successfull sprint..
  - - - I realised that the comms releases alone were not going to imprve attendance or interaction
        • In addition to redesigning the comms release I decided to market the show and tells via managers.
        • I obtained a list of team managers and emailed them an invitation to the show and tell, asking them to promote this to their staff.
        • This resulted in a high attendance, with the boardroom arranged to maximise seating and being full, and a high attendance within Nottingham.
        
        • Having observed that the same one or two people would always present during show and tells, I also worked to improve the participation of team members.
        • I assisted team members in producing material to present, and where team members lacked confidence I was on hand to assist in encouraging and motivating them.
  - - - • I Held a team training session, explaining the concept of user story size, and story decomposition from epic to sprint size stories.
        • I demonsted examples of how to break down user stories, and how to utilise the backlog.
        • Held further sessions with each product owner to coach them on user story decomposition.
        • Spent extensive time working with the teams to decompose their epics into sprint size stories to kick start the process
        • This enabled the team to actually properly plan for a sprint
        • This allowed for better prioritisation of work, and for better resource allocation.
        • This resulted in sprints ending with the team able to report on items which were delivered, which improved morale.
- - - - Contribution to the creation of a new delivery process via workshops.
        
        Ensuring the delivery process is GDPR compliant by ensuring the screening document is incorporated, and informing the team on the requirements.
  - - - Successful candidate chosen. Also feedback meeting held for an unsuccessfull candidate. Coaching provided on competencies for future applications
- - - - Discussed roles and responsibilities with Team and gained teams understanding on responsibilities :check:
      - Upward Management of A to progress project
        
        Observed that the project was not making traction within business & there was no exec buy in to progress the work
        
        • Challenged A on current approach.
        • Addressed my observations in the business: A lack of understanding around GDPR, A the lack of clarity in the message being delivered by the Band A. There was a lack of a clear ask from the business.
        
        • Made a case for the A to produce a clear set of deliverables for the business, and to ask the business for resource to further the work from the project plan in a Board paper.
        • This resulted in the band A producing a list of deliverables I would utilise and the inclusion of a more robust request for respource in the Board submission.
        
        • I Obtained a copy of the exec board minutes after the A had left, to see if I could find anything to help re GDPR. I discovered the board decision whereby OPG Board tasked the Executive Management Team (EMT) to 'identify the resource to take forward the GDPR programme.' Armed with this, I went to PCC which had not been forthcoming in resource allocation and challenged for resource so that data mapping could commence. This resulted in the business giving the project resource and the project progressing exponentially.
      - Provided direction to Fast Streamers
        
        Supported new fast streamer in understanding task at hand
        
        Directed Fast Streamer to work on project priorities
        
        On appointment of a new fast streamer, I had to
        • Adapt and adjust my style and approach to the new fast streamer who would be the main resource in the project
        • Coached and supported new FS into the new role.
        •Worked to Build the FS level of knowledge across all of the work streams to facilitate a faster rate of progress.
        • Worked to build the confidence of a new FS who was new and showed signs of anxiousness.
        • Facilitated the new FS understanding by working to refresh and redesign some key project planning documentation to a format and style which would be more easily understood by the new FS.
        • Adopted a more hands on approach when needed, actively delivering with the FS as and when required due to lack of knowledge early on..
      - Data Mapping exercise
        
        Prior to my involvement it has not been possoble to gain any traction on the project, in terms of any buy in or resource. I Gained Agreement from PCC on date to assign suitable resource for data mapping.
        
        Gained Agreement from PCC on a deadline for the business completion of the data mapping
        
        Management of Data Mapping exercise being conducted by 31 individuals business wide
        
        Set up and ran / facilitated multiple induction sessions for the data mapping resource
        
        Set up mechanism for induction and ongoing support for data mapping team
        
        1 more item...
- - - - Identified a lack of governance in the project. Produced a paper outlining a governance structure for sign off by SCS and Exec.
        
        Upwardly managed project lead to obtain formal agreement of sign off responsibility by SCS and Exec. When I suggested this it was not seen as required, so I explained the need for someone signing off work to understand and accept the responsibility and got agreement for this
        
        Submitted Governance document to PCC, which formalised the governance structure. This provided the organisation with the reassurance it needed.
- - - - Undertook further reading on Scrum to upskill myself to better assist with the People Plan
        
        Completion of APM PMQ course
- - - - Assigned Laura work within GDPR, and have provided support and guidance for her to perform these tasks including:
        Data Mapping for CRM. Third party contract information collection for specified teams. And more recently, I have assigned her work to work with the wider business to communicate the need for DPIA screening documents for operational changes which affect the processing of personal data. I have outlined an approach I recommend she take, and I also am supporting her in the formulation of a plan of approach for this task.. Laura has displayed apprehension about this task, and I have reassured her and provided guidance so that she is positive about taking it on - this will push her and definitely provide her with band C competencies.
        
        Got Laura to present in a privacy by design workshop to execs. She was nervous. Encouraged her.
- - - - I sought permission to conduct my own research.
        • I obtained Meris data on correspondent applicants.
        • I analysed the data and was able to identify the most frequent correspondent applicants.
        • Contacted the organisations identified as the 3 most volumous correspondent applicants and determined that their business model was not compatible with the bulk payment system suggested.
        
        Presented my findings which resulted in the A agreeing that the change not go ahead