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Chapter 3:The Project Management - Coggle Diagram
Chapter 3:The Project Management
Project Management Process Groups
A process is a series of actions directed toward a particular result
Project management can be viewed as a number of interlinked processes
Mapping the Process Groups to the Knowledge Areas
You can map the main activities of each PM process group into the ten knowledge areas using the PMBOK® Guide, Fifth Edition, 2012
Note that there are activities from each knowledge area under the planning process groups
Developing an IT Project Management Methodology
Just as projects are unique, so are approaches to project management
Many organizations develop their own project management methodologies, especially for IT projects
A methodology describes how things should be done; a standard describes what should be done
PRINCE2, Agile, RUP, and Six Sigma provide different project management methodologies
Global Issues
Two-thirds of organizations in some stage of Agile adoption are realizing key software and business benefits in terms of faster delivery of products to the customer, an improved ability to manage changing requirements, and higher quality and productivity in IT.
Organizations struggle with the magnitude of the cultural shift required for Agile, opposition to change, a lack of coaching and help in the Agile adoption process, and a lack of qualified people.
The daily stand-up, iteration planning, and release planning are the most commonly used practices, while paired programming and open workspaces are not popular
What Went Right?
AgênciaClick, an interactive advertising and online communications company based in São Paulo, Brazil, made PMI’s list of outstanding organizations in project management in 2007
Since 2002, the company saw revenues jump 132 percent, primarily due to their five-year emphasis on practicing good project management across the entire company
Project Pre-initiation
It is good practice to lay the groundwork for a project before it officially starts
Senior managers often perform several pre-initiation tasks
Project Charters and Kick-off Meetings
Charters are normally short and include key project information and stakeholder signatures
It’s good practice to hold a kick-off meeting at the beginning of a project so that stakeholders can meet each other, review the goals of the project, and discuss future plans
Project Planning
The main purpose of project planning is to guide execution
Every knowledge area includes planning information
Key outputs included in the JWD project include:
A team contract
A project scope statement
A work breakdown structure (WBS)
A project schedule, in the form of a Gantt chart with all dependencies and resources entered
A list of prioritized risks (part of a risk register)
Project Executing
Usually takes the most time and resources to perform project execution
Project managers must use their leadership skills to handle the many challenges that occur during project execution
Table 3-11 on p. 111 lists the executing processes and outputs. Many project sponsors and customers focus on deliverables related to providing the products, services, or results desired from the project
A milestone report (example on pp. 112-113) can help focus on completing major milestones
Best Practice
One way to learn about best practices in project management is by studying recipients of PMI’s Project of the Year award
The Quartier international de Montreal (QIM), Montreal’s international district, was a 66-acre urban revitalization project in the heart of downtown Montreal
This $90 million, five-year project turned a once unpopular area into a thriving section of the city with a booming real estate market and has generated $770 million in related construction
Project Monitoring and Controlling
Involves measuring progress toward project objectives, monitoring deviation from the plan, and taking correction actions
Affects all other process groups and occurs during all phases of the project life cycle
Outputs include performance reports, change requests, and updates to various plans
Project Closing
Involves gaining stakeholder and customer acceptance of the final products and services
Even if projects are not completed, they should be closed out to learn from the past
Outputs include project files and lessons-learned reports, part of organizational process assets
Most projects also include a final report and presentation to the sponsor/senior management
An Informed Decision
It is not a snap decision whether to use an agile approach or not, just like flying or driving somewhere on a trip
Projects with less rigid constraints, experienced and preferably co-located teams, smaller risks, unclear requirements, and more flexible scheduling would be more compatible with an agile approach
The following example uses Scrum roles, artifacts, and ceremonies
Scrum Roles
Product owner: The person responsible for the business value of the project and for deciding what work to do and in what order, as documented in the product backlog.
ScrumMaster: The person who ensures that the team is productive, facilitates the daily Scrum, enables close cooperation across all roles and functions, and removes barriers that prevent the team from being effective.
Scrum team or development team: A cross-functional team of five to nine people who organize themselves and the work to produce the desired results for each sprint, which normally lasts 2-4 weeks.
Scrum Artifacts
An artifact is a useful object created by people
Product backlog: A list of features prioritized by business value
Sprint backlog: The highest-priority items from the product backlog to be completed within a sprint
Burndown chart: Shows the cumulative work remaining in a sprint on a day-by-day basis
Scrum Ceremonies
Sprint planning session: A meeting with the team to select a set of work from the product backlog to deliver during a sprint.
Daily Scrum: A short meeting for the development team to share progress and challenges and plan work for the day.
Sprint reviews: A meeting in which the team demonstrates to the product owner what it has completed during the sprint.
Sprint retrospectives: A meeting in which the team looks for ways to improve the product and the process based on a review of the actual performance of the development team.
Planning
Not different from PMBOK® Guide: Still create a scope statement and can use a Gantt chart for the entire project schedule; other planning similar (risk, etc.)
Different: Descriptions of work are identified in the product and sprint backlogs, more detailed work documented in technical stories, estimate a velocity or capacity for each sprint; release roadmap often used for schedule
Executing
Not different from PMBOK® Guide :
Still produce products, lead people, etc.
Different:
Produce several releases of software - users of the new software might be confused by getting several iterations of the product instead of just one
Communications different because the project team meets every morning, physically or virtually
Monitoring and Controlling
Not different from PMBOK® Guide
Still check actual work vs. planned work
Different
Names of key reviews are the daily Scrum and the sprint review
A sprint board is used instead of a tracking Gantt chart or other tools
Use a burndown chart vs. earned value chart
Closing
Not different from PMBOK® Guide
Focus is still on acceptance of deliverables and reflection
Different:
The retrospective is similar to a lessons-learned report, but it focuses on a shorter period of time. It is intended to answer two fundamental questions:
What went well during the last sprint that we should continue doing?
What could we do differently to improve the product or process?