Jerzy Nawrocki, Project Management

Transcription

1 Jerzy Nawrocki, Jerzy Nawrocki Faculty of Computing Poznan University of Technology Which of the principles could help? Jerzy Nawrocki, 2013 B E S T R A P usiness justification xperience tages olerances oles & responsibilities daptation roduct-orientation (2) Delivery stages in PRINCE2 Delivery stages in XPrince SU IP stage Architecture stage Release 1 stage Release 2 stage Release 3 stage Increment 1 Increment 2 Increment 1 Increment 2 Increment 1 Increment 2 Transition Transition Transition (3) (4) Aim of the lecture SU: Starting up a project IP: Initiating a project SB: Managing a stage boundary CP: Closing a project The 7 PRINCE2 processes How manage work assigned to a delivery stage? (5) (6) 1

2 Jerzy Nawrocki, Processes vs. roles Question What if there is no Team Manager? Project Manager Team Manager (7) (8) Processes vs. roles Controlling a stage Project Manager Project Manager Team Manager Developer (9) (10) Example Stage Plan and activity types Mini-Town-Hall Project Miniature of Poznan Town Hall made with matches Ben Eve Buy 1 kg glue Buy matches Joe Room >15 m2 Table 3m x 3m 1st floor 2 weeks 2 weeks 2 weeks Dealing with anomalies Cooperating with (11) (12) 2

3 Jerzy Nawrocki, Agenda Agenda Plans and anomalies Cooperation with Getting Things Done Stage boundary Plans and anomalies Cooperation with Getting Things Done Stage boundary (13) (14) Stage Plan and activity types Simplified management of Work Packages Ben Eve Buy 1 kg glue Buy matches Joe Room >15 m2 Table 3m x 3m 1st floor 2 weeks 2 weeks 2 weeks Authorize Review status Receive Authority to deliver WP Completed WP Can Joe start 1st floor after 4 weeks? Time (15) (16) Stage Plan and activity types PRINCE2 management of Work Packages Ben Eve Buy 1 kg glue Buy matches Joe Room >15 m2 Table 3m x 3m 1st floor 2 weeks 2 weeks 2 weeks Authorize Review status Receive Authority to deliver WP Completed WP It can be late Time (17) (18) 3

4 Jerzy Nawrocki, Work Package Authorize a Work Package Work Package Work Package Product Product descr. Product A Product B Product descr. Product descr. Product C Product descr. (19) (20) Work Package Work Package vs. Product Description Date & Developer Description (of the work to be done) Techniques, processes and procedures Development interfaces Operations and maintenance interfaces Configuration management requirements Joint agreements Tolerances Constraints Reporting arrangements Problem handling and escalation Extracts or references (Product Descr.) Approval method (21) Product Description Identifier Title Purpose Composition Derivation Format and presentation Development skills Quality criteria Quality tolerance Quality method Quality skills required Quality responsibilities Work Package Date & Developer Description Techniques, processes and proc. Development interfaces Operations and maintenance interf. Config. management requirements Joint agreements Tolerances Constraints Reporting arrangements Problem handling and escalation Extracts or references Approval method (22) Work Package PRINCE2 management of Work Packages Authorize Review status Receive Authority to deliver WP Completed WP Time (23) (24) 4

5 Jerzy Nawrocki, Checkpoint Report Review WP status Date, period, reporter Follow-ups This reporting period (products being developed, products completed, q. management activities performed, lessons identified) Next reporting period (products being developed, products planned to be completed, q. management activities planned) Work Package tolerance status (time, effort, scope, quality) s and risks (25) (26) PRINCE2 management of Work Packages Authorize Review status Receive Authority to deliver WP Completed WP Receive completed WP Time (27) (28) Configuration Item Record Item title Project id, Item id, Variant, Version Date of last status change Producer, Owner, Users Location, Copy holders Item type (component, product, release) Stage Status (not started yet, in development, in review, approved) Date allocated to the producer Relationship with other items (29) (30) 5

6 Jerzy Nawrocki, Agenda Stage Plan and activity types Plans and anomalies Cooperation with Getting Things Done Stage boundary Ben Eve Buy 1 kg glue Buy matches Joe Room >15 m2 Table 3m x 3m 1st floor 2 weeks 2 weeks 2 weeks What if...? (31) (32) (33) (34) Capture and examine issues and risks Report (35) id, type (Req. for change, offspecification, problem/concern) Date raised, Raised by report author description (cause & impact) Impact analysis (products impacted) Recommendation Priority Decision (accept, reject, defer) Approved by Decision date Closure date (36) 6

7 Jerzy Nawrocki, Review the stage status (37) (38) (39) (40) Take corrective action Agenda Plans and anomalies Cooperation with Getting Things Done Stage boundary (41) (42) 7

8 Jerzy Nawrocki, (43) (44) issues and risks Exception report Exception title Cause of the exception Consequences of the deviation Options Recommendation Lessons (45) (46) Reporting highlights (47) (48) 8

9 Jerzy Nawrocki, Report Agenda Date, period This reporting period (WPs pending, in execution, completed in the period; products completed; products planned but not started or completed; corrective actions taken) Next reporting period (WPs to be authorized, in execution, completed; products to be completed; corrective actions to be taken) Project and stage tolerance status Request for change Key issues and risks Lessons Report (what went well/badly, recommendations) (49) Plans and anomalies Cooperation with Getting Things Done Stage boundary (50) Getting Things Done (51) (52) Number of inboxes in GTD GTD Principle: Keep the number of inboxes minimal. Outlook inbox Sheet of paper (temp.) (53) (54) 9

10 Jerzy Nawrocki, What activities fill-in the inbox? Extern. world (55) (56) Empting the inbox with GTD Empting the inbox with GTD (57) (58) Empting the inbox with GTD Types of activities (tasks) As soon as I can Periodic Does not delegate Receive Delegates a task Authorize (59) (60) 10

11 Jerzy Nawrocki, Types of activities Delegation and DIY As soon as I can Periodic Delegation of a task (61) Correct. A. (62) Empting the inbox with GTD (simplified) Calendar-Tasks View Trash Maybe Lib Hours Day Week 2 weeks Inbox Calendar Do it now Tasks Project file Later (63) (64) Folders and directories Later-Lib-Maybe folders Trash Maybe Inbox Lib Calendar Do it now Tasks 0-Later 0-Lib 0-Maybe Folder Project file Directory Later (65) (66) 11

12 Jerzy Nawrocki, Inbox with Categories (colors) Calendar & tasks with categories (colors) Types of activities/roles: Administration Family (private) Public Research Teaching (67) Administration Public Family (private) Research (68) view Task priority High: Must be finished today! Normal: As soon as possible Low: Not so important Inbox Tasks (69) (70) The horizon concept Filtering by starting time Within horizon Over horizon strtday <= Today strtday > Today Metaphore of conveyor belt (71) (72) 12

13 Jerzy Nawrocki, Agenda Controlling a stage Plans and anomalies Cooperation with Getting Things Done Stage boundary Project Manager (73) (74) End Stage Report Review of the Business Case Review of project objectives Review of stage objectives Review of team performance Review of products (quality records, approval records, off-specifications, phased handover, follow-on action recommendations) Lessons Report s and risks Forecast for objectives (project + next stage) (75) (76) Literature Central to the ultimate success of the project is the day-to-day control of the work that is being conducted. Chapter: 15, 17 Appendix: A5, A8-A11, A13, A26 (77) (78) 13