project management
Sri Navya Tatikonda
ppmp20009_lecture_week_8.pptx
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Last week
Core Enabling Processes for implementing organisational PM methodology
Change Agility
Change Management
Core Enabling Processes
Change Agility
The ability to cope effectively with the discomfort of rapid change
“If you don’t like change, you’re going to like irrelevance even less.”
General Eric Shinseki,
Chief of Staff, U. S. Army
Change agility - ‘The ability to cope effectively with the discomfort of rapid change.’
Everything is changing, things are moving faster, we are being impacted in ways that we never conceived of.
Accenture’s term– Permanent Volatility.
Jan 9 2007 Steve Jobs announced the iPhone at the Apple’s Worldwide Developers convention.
June 29 2007 the iPhone was released. Hundreds of people lined up for its first release.
Stand up if you have a smart phone –iphone or android.
Organisations have to be agile to keep up with the ever changing environment, to maintain a competitive advantage, to survive.
The research shows change management is a key capability required for organisational agility.
PMI - 1/3 -Rigorous Change Management to better adapt to shifting markets.
Accenture 1/8 – Managing change as a core capability
PWC – 1/5 – Managing change through people
For the Individuals change agility is noted as 1/5 components of Learning Agility for executive development.
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Change Management
What?
A planned and structured approach to transitioning to a desired future state.
Who are we transitioning?
Individuals,
teams, and
organisations
Why?
Improves…
Likelihood of success
Return on investment
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This week Theme: Outputs vs Outcomes
Overview of Assignments 1 and 3
1) Presentation
3) A project management methodology
Work Breakdown Structures, Dictionaries and Work packages
Inputs vs Outputs vs Outcomes
How to develop a tailored organisational project management methodology
Assignment 1 Presentation
Week 10 Friday (22-May-2015) 05:00 PM AEST
Open the course profile to review criteria.
Assignment 3: Project Management Methodology
Due
Week 11 Friday (29-May-2015) 05:00 PM AEST
Open the course profile to review criteria.
In the past, we've tended to focus on what is included in the outputs column - the "what we do and who we reach." We are anxious to tell our clients, funders and community partners what it is that we do, the services we provide, how we are unique, who we serve... We've done a good job of describing and counting our activities and the number of people who come. Now, however, we are being asked: "What difference does it make?" This is a question about OUTCOMES.
In some logic models you will see activities separated from outputs; activities may be displayed before outputs. In those models, outputs are typically designated as the accomplishment or product of the activity... for example, number of workshops actually delivered, number of individuals who heard the media message. The assumption is that the activity needs to be delivered as intended before the expected outcomes can occur. We see this as part of measurement (quantity and quality of implementation) and as such is covered in Section 7.
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Inputs
Activity
Output
Outcome
Work Breakdown Structures
Hierarchical decomposition of total scope of work
Structure work into small elements
Is deliverable oriented
Defines and communicates full scope
Includes only what is in scope
WBS coding
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Work Package
Represents units of work at level that it is done
Distinguishes one WP from others
Contains start and end dates
Specifies budget
Limits work to relatively short periods of time
In terms of Input, output and outcome – what would a work package contain?
WBS Dictionary
Provides detailed deliverable, activity and scheduling information about each component in the WBS.
What should the WBS Dictionary include?
Activities useful in developing an organisation PM
Establish definition of project management & a project
Cataloguing process to list all projects
Determine set of PM processes appropriate for each type of project
Describe process with consistent documentation format
Define tailoring process – flexibility and scalability
Establish reporting models
WBS Dictionary
Provides detailed deliverable, activity and scheduling information about each component in the WBS.
What should the WBS Dictionary include?
When developing a methodology what would be the inputs, tools and techniques and outputs?
P520 Kerzner
Project objectives / goals not agreeable to all parties
Project objectives are too rigid to accommodate changing priorities
Insufficient time exists to define objectives well
Objectives are not adequately quantified
Objectives are not documented well enough
Efforts of client and project personnel are not coordinated
Personnel turnover is high
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How to
Identify constraints and resources
Assemble multidisciplinary team
Life cycle for the project type
Map out steps for each phase of the life cycle
Determine changes needed to existing business or project processes
How to
Review the Project Management Process Group Knowledge Area Mapping (Table 3.1 PMBoK)
Determine which processes are required for each phase.
Document how the phases are tailored to fit organisation and project domain
Go to table 3.1
Which processes do you need for your methodology?
How to
Create required templates or checklists that document necessary steps
What are examples of project management templates?
What templates do you need for your methodology?
How to
Document the methodology
Remember to consider tailoring
What does tailoring a methodology mean? Provide examples.
Create a mind map of Assignment 3
What are principles, themes and processes of Prince2?
P520 Kerzner
Project objectives / goals not agreeable to all parties
Project objectives are too rigid to accommodate changing priorities
Insufficient time exists to define objectives well
Objectives are not adequately quantified
Objectives are not documented well enough
Efforts of client and project personnel are not coordinated
Personnel turnover is high
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Prince2
| Principles | |
| 1 | Continued business justification |
| 2 | Learning lessons |
| 3 | Roles and responsibilities |
| 4 | Managing by stages |
| 5 | Managing by exception |
| 6 | Product focused |
| 7 | Tailored to suit |
Prince2
| Themes | |
| 1 | Business Case |
| 2 | Organisation |
| 3 | Quality |
| 4 | Plans |
| 5 | Risk |
| 6 | Change |
| 7 | Progress |
Prince2
| Processes | |
| 1 | Starting up a project |
| 2 | Directing a project |
| 3 | Initiating a project |
| 4 | Managing a stage boundary |
| 5 | Controlling a stage |
| 6 | Managing product delivery |
| 7 | Closing a project |
Portfolio
Collect
Reflect
Share
Select
