applying different project management methodologies in...

Copyright © 2015 Clarizen@Work. All rights reserved !!

#ClarizenAtWork15 v www.clarizen.com!

Applying Different Project Management

Methodologies in Clarizen



Featuring:

Rami Cohen Sr. Dir. Global Sales Engineer

Clarizen

David Goulden Product Director

Clarizen

Gadi Lemberg Sr. Sales Engineer

Clarizen


#ClarizenAtWork15 Copyright © 2015 Clarizen@Work. All rights reserved !#ClarizenAtWork15

Agenda

!  Introductions

!  PMI / PMBOK

!  Prince/2

!  Agile/ Scrum



PMI/ PMBOK


#ClarizenAtWork15

!  Founded in 1969 by working project managers - Newtown Square, Pennsylvania

!  More than 500,000 members and

credential holders !  Most popular certificate ‘PMP’ –

Project Management Professional

5

PM de facto standard…

Some Facts About PMI


#ClarizenAtWork15

Global standards are crucial to the project management profession. Standards ensure a basic project management framework is applied consistently worldwide. !  13 global standards (including

Program and Portfolio Management)

!  Over 3 million copies of A Guide to the Project Management Body of Knowledge (PMBOK®Guide) in circulation

6

Promoting Global Standards

Some Facts About PMI


#ClarizenAtWork15

The PMI PMBOK Matrix

7


#ClarizenAtWork15

Communication Management

8


#ClarizenAtWork15

The PMI Famous Matrix

9

By Yvonne Monterroso, PMP A recent study conducted by the Project Management Institute (PMI) revealed that ineffective communication has a negative impact on successful project execution. Surprising?


#ClarizenAtWork15

!  If you have 20 People on a Project, how many possible communications channels do you have?

!  N(N-1)/2 – Formula for Number of Communication Channels

!  190

10

Fun Fact About Communication


#ClarizenAtWork15

!  One of the key processes of the PMBOK in the initiation phase.

!  Helps reduce risk.

!  Helps reduce resistance.

11

Key benefits

10.1 Identify Stakeholders


#ClarizenAtWork15

Who receives which communications, who is responsible to deliver and respond to communication content, and how and when communications will be delivered !  Defining the audience !  Defining the requirements !  Building a communications schedule !  Finding the responsible team member !  Defining the medium of communication !  Preparing the content

12

Communications managements

10.2 Plan Communication


#ClarizenAtWork15

!  Data exist within the tool !  Automate distribution

13

The Clarizen way

10.3 Distribute Information


#ClarizenAtWork15

The process of manage stakeholder expectations is there to identify stakeholder issues or concerns in a timely manner, and then to resolve these swiftly in a proactive manner. On-going in Clarizen Submitting an issue/bug/request Follow a project

14

10.4 Manage Stakeholders Expectations


#ClarizenAtWork15 15

10.5 Report Performance

Real-time performance matrix


#ClarizenAtWork15

Traditional Communication Channels Modern Collaboration in Clarizen

•  Emails •  Pros: formal, documented, asynchronous,

everyone are using emails •  Cons: unstructured, no visibility into who

sent what and when, sits in private mailboxes

•  Phone/Video Conferencing •  Pros: Transmits non verbal

communication (tone of voice, intonation, expressions, body language), engaging

•  Cons: Time consuming, synchronous (hard to coordinate over busy calendars and different time zones), requires coordination and set-up

•  Project’s Discussion Board •  Pros: Visible to the project team – past

and future (searchable), live, automatic updates asynchronous, promotes positive feedbacks (Like), structured

•  Cons: Could blare the line between formal and non formal communication (happy birthday)

•  Discussion Groups / Forums •  Pros: Dynamic membership, promotes

discussions, builds knowledge bases, encourages SMEs

•  Cons: Not private

Communication with Clarizen

16

Transition from Traditional to Modern Communication


#ClarizenAtWork15

Traditional Modern

•  Status Meetings •  Pros: Gets everyone on

the same page, creates clarity, visual feedbacks

•  Cons: Waste of precious time both by prepping as well as attending, synchronous

•  A living Project Ecosystem

•  Pros: Real time status, on demand, cumulative, transparent, asynchronous,

•  Cons: ?

17

Communication with Clarizen

Transition from Traditional to Modern Communication II


#ClarizenAtWork15

Communication in Context

18



Prince/2


#ClarizenAtWork15

Definition & Background

!   PRINCE2 (an acronym for PRojects IN Controlled Environments) is a process-based approach for effective project management providing an easily tailored, and scalable method for the management of all types of projects

!   Extensively used by the UK Government, as well as the private

sector, both in the UK and internationally. !   PRINCE was established and launched in 1989 by CCTA (the

Central Computer and Telecommunications Agency) !   PRINCE2 was published in 1996, having been contributed to by

a consortium of some 150 European organisations.

20

Facts about PRINCE2


#ClarizenAtWork15

!   Focus on business justification !   Defined organization structure for the project management team !   Product-based planning approach !   Emphasis on dividing the project into manageable & controllable

stages !   Flexibility that can be applied at a level appropriate to the project

21

Facts about PRINCE2

PRINCE2 Key features:



PRINCE2 Concept

PRINCE2 Methodology says that a project should have:

An organized and controlled start

An organized and controlled middle

An organized and controlled end

Organize and plan things properly before leaping in

When the project has started, make sure it continues to be organized and controlled

When you've got what you want and the project has finished, tidy up the loose ends


#ClarizenAtWork15

PRINCE2 Project Roles •  Project Manager •  Customer •  User •  Supplier •  Project board

PRINCE2 Scope PRINCE2 is designed to provide a common language across all the interested parties

Project Management Techniques •  Project assurance

•  Providing an independent view of how the project is progressing.

•  Three views of assurance: business, user and specialist. Each view reflects the interests of the three project board members.

•  Project support

Controlling Change •  How to manage risk •  How to manage quality •  How to control change

PRINCE2 Concept

The basic structure

23


#ClarizenAtWork15

Each process is defined with its key inputs and outputs together with the specific objectives to be achieved and activities to be carried out.

24

PRINCE2 Processes

Process-driven project management method


#ClarizenAtWork15

!  What are we trying to do? !  When will we start? !  What do we need? !  Can we do it alone, or do we need help? !  How long will it take? !  How much will it cost?

25

PRINCE2

Usual questions at the start of a project


#ClarizenAtWork15

Project Initiation Document

26

PRINCE2 - PID

PID


#ClarizenAtWork15

The purpose of the PID is to define the project, to form the basis for its management and the assessment of overall success. Has two primary uses: !   Ensure that the project has a sound basis before asking the

Project Board to commit to make any major commitment to the project

!   Act as a base document, against which the Project Board and Project Manager can assess progress, risks, issues, change and ongoing viability questions

27

PRINCE2 - PID



#ClarizenAtWork15

Answers: !  What the project is aiming to achieve !  Why it is important to achieve it !  Who will be involved in managing the process and what are their

responsibilities !  How and when will the project be undertaken

28

PRINCE2 - PID



#ClarizenAtWork15

!  Generate PID from existing data through a click of button !  Multiple templates for multiple use-cases !  Support PPTX, DOCX and PDF output formats !  Template creator tool

29

PRINCE2 - PID in a click

Clarizen Document Publisher v2



PRINCE2 - PID in a click

Clarizen Document Publisher v2


#ClarizenAtWork15

PRINCE2 - Managing a Stage Boundary

31


#ClarizenAtWork15

!   Assure the Project Board that all products in the Stage Plan for the current stage have been completed and approved

!   Prepare the Stage Plan for the next stage !   Review and, if necessary, update the Project Initiation Documentation (in

particular the Business Case, Project Plan, project approach, strategies, project management team structure and role descriptions)

!   Provide the information needed for the Project Board to assess the continuing

viability of the project – including the aggregated risk exposure !   Record any information or lessons that can help later stages of this project

and/or other projects !   Request authorization to start the next stage

32


The objective of the managing a stage boundary process


#ClarizenAtWork15

!   An End Stage Report produced by the Project Manager and given to the Project Board, outlining information on the current stage achievements.

!   Current Stage Plan actuals showing the performance against the original Stage Plan. !   The Next Stage or Exception Plan for approval. !   Project Initiation Documentation may require updating. !   A revised Project Plan incorporating all the actual metrics. !   An updated Risk register, together with the Updated Business Case and Project Plan,

which is used by the Project Board to review that the Project has continuing ongoing viability.

!   Configuration item records created/updated for new stage products. !   An updated Business Case. !   The Lessons Log. !   Any changes to the Project Management Team with updated Job Descriptions. 33


The main products of this process are:



Agile/Scrum


#ClarizenAtWork15

An evolution of Product Development Methodologies

Manifesto for Agile Software Development: formalized in 2001 by 17 signatories with track record in software delivery processes. “We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over Processes and tools Working software over Comprehensive documentation Customer collaboration over Contract negotiation Responding to change over Following a plan That is, while there is value in the items on the right, we value the items on the left more.”

35

Agile Methodologies



Scrum Development

!   Do you have detailed requirements up front? !   Are you working on delivering to a fixed price contract? !   How stable is your delivery team? !   How mature is your team with their toolset and domain? !   Are your development projects standalone, or part of a bigger initiatives?

Scrum Development

Scrum is a Project Management methodology for Agile projects which has become the most popular in recent years (by a factor of 4) Scrum idea was originally described in a Harvard Business Review article “The New New Product Development Game” (not all software projects)* Some questions to help you decide how and where you adopt Agile:

*https://hbr.org/1986/01/the-new-new-product-development-game/ar/1



Understanding Scrum Roles

Scrum Projects have at least 3 roles. You might perform any one of these in your organization’s Projects

Product Owner •  Represent the business and business problems. •  Write requirements and acceptance criteria

(Definition of Done) •  Formalize and actively manage priority •  Give feedback and get feedback from other

stakeholders

Team Member

•  Motivated Team Player •  Estimates work scope and complexity •  Assign self to work •  Due to high frequency of interpersonal

communication high preference for team to be a stable unit, preferably co-located

Scrum Master •  Accountable for removing impediments to the

ability of the group to deliver the sprint goal/deliverables.

•  Somewhat similar to a project manager, but with greater remit to protect the team.

•  Responsible to make sure that the team is able to do the work they committed to.

Others •  Testers •  Other Stakeholders •  PMO


#ClarizenAtWork15

Scoping Work Scheduling Work Resourcing

Fixed Scope is never fixed! Requirements discovery during delivery Work done incrementally and iteratively by priority Priority = business value Scoping is done by rough estimates: Story Points or T-Shirt sizing “Minimum Viable Product”

Timeboxing – instead of building schedule around work, we set small increments of time to deliver value Multiple mini-deadlines smooth out slippages Dependencies are not given high degree of focus.

Assumption of fixed teams of experienced and collaborating experts Self-assignment of work vs capacity planning

38

Key Differences in Agile Projects

Some alternative approaches to the way you might currently work


#ClarizenAtWork15

Scoping Work

39

•  T-Shirt sizing (S / M / L / XL/ XXL) •  Story Points (Fibonacci scale [1,2,3,5,8,13,20]


#ClarizenAtWork15

Executing the Work

40

!   Visual tools keep the team aligned and focused !   Board/Card approaches adapted from Kanban !   Progress Track by State, not by % or Effort


#ClarizenAtWork15

Team Board Burndown Chart

Clarizen Key Tools for Scrum Projects

41

Tooling for Scrum projects can be installed from the Apps Marketplace or tailored using Panels and Views.


#ClarizenAtWork15

!  Stakeholder analysis is expected to be done by the Product Owner

!  Stakeholder analysis is also partly expected to be done via the creation of User Stories which represent the business requirements

!  However, requests and issues are also a key mechanism for registering this

42

Key Differences

10.1 Identify Stakeholders


#ClarizenAtWork15

Formal communication is given less focus in Agile / Scrum projects. Instead: ! Standup meetings with the team are the mechanism for the

team to express feedback and difficulties and questions for the Product Owner to take back to the business to provide clarification on

43

Communications managements

10.2 Plan Communication


#ClarizenAtWork15

!  Board type tools allow for visual representation of progress !  Stand-up meetings !  End of Sprint Retrospectives as a team – ongoing Lessons

Learned !  Working software or deliverables are given much higher value

than distribution of written reports

44

Agile / Scrum tools focus highly on visual toolset

10.3 Distribute Information


#ClarizenAtWork15

!  The Standup meetings are open forums for any stakeholders to join and listen.

!  However, only Pigs can speak (people with their bacon on the line!)

!  The Product Owner is the main interface for providing feedback from the business to the delivery team and vice versa

!  Apart from the directive that it should be done on an ongoing basis, there is not prescribed way for that to be done

45

10.4 Manage Stakeholders Expectations



10.5 Report Performance

Different performance metrics

!  Team Board displays visual realtime data of work status in Sprint ! Burndown Charts track progress of planned work !  User Story Points acceptance measures acceptance of work !  Velocity Chart track throughput or productivity of the team


#ClarizenAtWork15

!   Install components from the Apps Marketplace

!   We are planning further Agile tooling

!   Come speak to me after the session

!   Or speak with your CSM to schedule a discussion

“34% of private companies surveyed implemented Agile management in some form in 2012.”

34%

Clarizen Agile Initiative

47



Questions?

applying different project management methodologies in...

Documents