This document discusses various aspects of project and portfolio management. It covers strategic planning, identifying projects, project proposals, selection methods, and factors that contribute to project success. Key points include the importance of aligning projects with organizational strategy, using techniques like cost-benefit analysis and weighted scoring to select projects, and how project management processes have improved over time, leading to higher success rates.
A project is defined as an undertaking designed to achieve specific objectives within a given budget and time period. Projects provide benefits like building organizational capacity but also carry risks requiring time, effort and money. Effective project design follows a rational process answering key questions about objectives, current status, strategies for achieving objectives, and evaluating outcomes. Defining the problem or need is the first step, such as addressing the need to retrain and reskill an aging Romanian workforce.
This document discusses project, program, and portfolio management processes and checklists. It addresses how a project management office, program management office, and portfolio management office can help organizations answer key questions around costs, redundancy, cross-functional alignment, change impact, and leveraging existing investments. It provides an overview of processes and frameworks for program and portfolio management including workshops, risk management, governance, and realizing business benefits. Checklists are also included for project initiation, planning, execution, control, and closure.
Project governance provides a framework to ensure projects deliver expected value. It involves defining what the organization wants to achieve, how projects will be planned and executed, and how success will be measured. Implementing a project governance model based on a maturity framework like OGC P3M3 can improve budget/schedule predictability, productivity, quality and customer satisfaction. Reaching level 3 maturity involves defining standard processes in key areas like risk management and implementing them consistently across projects.
This document discusses the differences between a Project Management Office (PMO) and a Strategic Program Office (SPO), and how an SPO can better enable an organization to execute its business strategy. It notes that while PMOs focus on supporting individual projects, an SPO takes a higher-level approach of identifying, prioritizing, and managing all related work needed to achieve strategic objectives. Effective strategy execution requires addressing organizational culture, capability maturity, project management practices, and the strategy itself in an integrated way. The document will explore models and approaches for assessing an organization's readiness and developing the right implementation approach to position a PMO as an SPO.
A Balanced Scorecard approach of step-wise refinement
from Vision to Implementation of projects can be achieved
by integrating the Balanced Scorecard approach with
Project Selection Process. This will increase the quality of
the project portfolio and improve the confidence of
business sponsors that their Investment in projects will
return benefits that they perceive to be of value.
The Project Management Process - Week 10 Global Issues in IT projectsCraig Brown
The document discusses concepts related to global project management. It covers topics like project partnering, types of contracts, international projects, environmental factors, cultural dimensions, and working with partners. The key points are that partnering transforms adversarial relationships into collaborative teams, different types of contracts allocate risk differently, managing global projects requires considering various cultural and environmental factors, and selecting the right partners and celebrating successes are important for partnership success.
https://www.wrike.com - Traditional project management (PM) meant big projects, strict hierarchy and top-down planning. Today it’s vital to be quickly adjustable hence bureaucracy yields to collaboration. Smaller projects take fewer resources yet work out better than big ones. Successful teams turn out to be more productive via blogs, wikis and collaboration tools. Find out how you can upgrade your PM practices to 2.0.
The document discusses project management and summarizes key aspects of the role of a project manager. It outlines that a project manager is responsible for overseeing the project scope, timeline, budget, quality, and team. A project manager must manage communications, risks, and changes, and guide the project through typical phases from initiation to planning, execution, monitoring, and closing. Project management involves using tools like Gantt charts, dashboards, and templates to help define the project plan and track progress.
Scrum utilizes time-boxed iterations called sprints to incrementally deliver working software. Each sprint begins with sprint planning to determine the sprint goal and backlog items to be completed, followed by daily stand-up meetings for status updates. Sprints conclude with a sprint review to demonstrate the completed work and a retrospective to improve the process for the next sprint.
Narrated copy of "Project Portfolio Selection" presentation made to the PMI Symposium 2008 in Ottawa. Puts forward a scoring model for selecting projects which are best aligned against organizational strategies and goals.
Can be downloaded and listened to.
The three key principles of project management are planning, communication, and risk management. Planning involves defining the project activities, schedule, resources, and dependencies. Communication involves regularly informing all stakeholders about the project. Risk management involves identifying, evaluating, and mitigating potential risks to the project. Regular monitoring and adaptation are also important aspects of effective project management.
The document discusses the key aspects of project management including the project life cycle and its phases. It describes the five phases of a project life cycle as initiation, planning, execution, monitoring and control, and closeout. For each phase, it provides the key outputs and activities. For example, in the planning phase the outputs include creating a work breakdown structure, developing schedules, and determining roles and responsibilities. The document also covers other areas such as what is a project, factors for project success and failure, the role of a project manager, and common project management tools.
The document provides an overview of strategic portfolio management. It discusses the rationale for portfolio management, including aligning projects with organizational strategy and goals. Benefits of portfolio management include improved resource utilization and risk management. Challenges include lack of consensus, poor prioritization, and weak controls. Critical success factors include senior management commitment, robust governance processes, and ensuring project alignment with objectives. The document also outlines portfolio management roles and provides examples of how organizations can categorize their portfolio management effectiveness.
The document discusses how an MBA can help one succeed as a project manager. It defines project management and outlines the typical project management process. It then discusses the career path of a project manager and lists key skills needed, such as communication, organization, and problem solving. Finally, it explains how an MBA helps develop important strategic and analytical skills and lists some core MBA courses and suggested reading for becoming a successful project manager.
The PMO plays a key role in defining a framework for managing benefits for the UK Submarine Dismantling Programme. This includes using a programme management approach with an integrated framework to manage risks, issues, assumptions, benefits and requirements given the long timescales and uncertainty involved in disposing of 27 submarines. The programme approach helps deal with the external challenges and complex stakeholder environment.
Do you know what it takes to build a high-IMPACT PMO?
(attend the free training for this slideshare here: http://bit.ly/2Gu1I7S)
Whether you are starting a PMO for the first time, trying to get your PMO back on track, or just want to ensure that your PMO is as high-IMPACT as possible, this presentation will get right to the heart of what actually makes a difference, where you should start, and how to accelerate your PMO performance to deliver high-IMPACT outcomes for the organization.
It’s time to stop talking about “PMO survival” and ensure that YOU and your PMO are THRIVING!
This system has been developed leveraging more than 20 years of research and application of the most important techniques that Laura has used to transform the careers of hundreds of project managers, enabling them to become an invaluable strategic asset that business leaders are fighting over.
If you would like to attend the free training on this topic, go here: http://bit.ly/2Gu1I7S
After watching this presentation, you will be prepared to leverage a set of immediately applicable techniques to help you Get. It. Done.
This document discusses enterprise project management from Lenati's perspective. It covers the benefits of establishing governance over a project portfolio using tools like a stage/gate approach. It emphasizes using an Enterprise Project Management Office (EPMO) to establish standard processes, templates, and training. The EPMO also supports executive oversight of the project portfolio. Lenati offers services to help clients set up these governance structures and manage projects more successfully.
This document discusses managing virtual project teams and the stages of team development. It begins with an overview of the objectives and agenda. It then provides details on planning the perfect virtual project, including selecting the right project manager and team members. A large portion discusses the Tuckman model of team development, focusing on the forming, storming, and norming stages. For each stage, it describes the characteristics, what leaders should do, how trust fits in, and practical steps to build trust. The overall document provides guidance on developing trust within virtual teams and navigating the typical stages of team formation and dynamics.
The document discusses project evaluation, which is defined as a systematic and objective assessment of an ongoing or completed project. The aims of project evaluation are to determine the relevance and level of achievement of project objectives, development, effectiveness, efficiency, impact and sustainability. Some key objectives of project evaluation are to analyze the implementation process, focus on community participation, identify any problems, provide learning opportunities, and help ensure the successful completion of a project. Project evaluation also aims to improve project performance, best use resources, and support decision making.
This document outlines the seven phases of the project life cycle: initiation, planning, execution, monitoring and control, and closeout. It describes the key activities and outputs for each phase. The initiation phase involves selecting a project manager and defining objectives. The planning phase develops detailed plans for tasks, schedule, budget, roles and communication. Execution involves executing the plans, and monitoring and control compares results to metrics and identifies variances. The closeout phase hands over the final product and archives lessons learned.
Vision Mission Goals and Objectives for the School Library Media CenterJohan Koren
Vision statements describe what an organization aims to be in the future, while mission statements explain the organization's purpose and core functions. Goals are broad outcomes an organization wants to achieve, and objectives are specific, measurable targets to meet goals. A school library media center's vision, mission, goals and objectives should align and support student learning and development of lifelong information literacy skills.
The document outlines the goals and objectives of the EETT Grant Project ATOM. It aims to:
1) Increase students' technology proficiency and use of technology to meet academic standards.
2) Provide teachers professional development to improve technology integration and literacy.
3) Expand student and teacher access to up-to-date technology and technical support.
It establishes baselines and targets for key metrics to measure progress towards these goals.
Project Management Scope Templates for SharePointToby Elwin
Impact Analysis, Stakeholder Assessment, and Communications Plan templates available for Microsoft SharePoint web application framework and platform.
These templates are help projects and teams manage across a host of project management frameworks and lend themselves for intranet, content management, and document management application.
Each are suitable for people with or without a project management background.
The document outlines SEO goals and objectives for two quarters in 2012. For the first quarter, objectives included creating benchmark SEO reporting, targeted link campaigns, and content expansion. For the second quarter, goals were to expand content, drive natural links through social media, increase traffic, and create more content and link campaigns. New second quarter goals included resolving technical issues, developing content and site testing strategies, optimizing forms and pages, and link building campaigns. The SEO project plan can be divided into four areas: priorities and maintenance, content strategy, link building, and technical development.
I am Continuously seeking to improve my competencies and skills to provide first class professional Project Management training courses; and develop my scope experience in Project Management functions.
I am confident that my innovative and results-focused approach would make significant contribution to the continued success of your organization.
this is the first presentations uploaded to Slide Share,
For more information do not hesitate to contact me.
Ahmad H. Maharma - PMP®
Ramallah, Palestine
Phone: + (972) (2) 2968644
Mobile: + (972) (599) 001155E-Mail: ahmad.maharma@gmail.com
The document discusses project scope management. It covers collecting requirements, defining scope, creating a work breakdown structure (WBS), controlling scope, and verifying scope. The presenter outlines the key inputs, tools and techniques, and outputs for each scope management process. He provides examples of a project charter, WBS, and quizzes to reinforce the material. The overall presentation provides a comprehensive overview of how to plan, monitor, and control the scope of a project.
From Learning Tree International's workshop at Showcase Ontario 2011.
This presentation will provide information on defining clear Project goals & cover these 5 objectives:
Why we need clear project goals
The project life cycle
Goal statement and deliverables
Planning and managing implementation
Smooth project closure
The document discusses planning for an information systems development project. It covers defining project objectives, developing a work breakdown structure and network diagram, and utilizing a project management methodology like the systems development life cycle. Key steps in planning include defining the objective, listing all required activities, and graphically depicting the sequence and relationships of activities in a network diagram using techniques like Gantt charts.
Philosophy, goals and objective of educationPaulpogz
This document outlines the history and goals of education in the Philippines. It discusses how education evolved from informal training by parents and tutors during the pre-Spanish period, to becoming inadequate and suppressed under Spanish rule. After independence in 1935, the constitution mandated free primary education. During martial law, the constitution emphasized developing moral character and vocational skills. The 1987 constitution outlined goals like patriotism, human rights, and critical thinking. At all levels, education aims to develop students' skills and knowledge to contribute to society.
Cost management involves planning, estimating, budgeting, and controlling costs to complete a project within budget. Common cost estimating techniques include analogous, parametric, and bottom-up estimating. Earned value management is used to measure project performance by comparing planned, earned, and actual costs and schedules.
PMP Chap 7 - Project Cost Management - Part 1Anand Bobade
The document provides information about project cost management processes. It discusses estimating, budgeting, and controlling costs. Specifically, it covers the process of plan cost management, which establishes policies, procedures, and documentation for planning, managing, expending, and controlling project costs. It aims to provide guidance on how project costs will be managed throughout the project. Key aspects of the cost management plan output are described, including units of measure, level of precision, control thresholds, and reporting formats.
I created this presentation based on a similar presentation I found on SHRM’s website to teach an in-house seminar on goal setting.
Note: near the end of the presentation there appears to be a random slide of a Ford Pinto advertisement. I used it as a spring board into how the Ford Pinto story showcases goal setting gone bad. The story was completely oral, so…sorry, you had to be there.
This material is intended to provide project leaders with a foundational understanding of leading practice project management processes, activities, tools, techniques, and deliverables as prescribed the Project Management Institute (PMI).
This document provides an overview of project scope management processes, including planning how scope will be defined, collecting requirements, developing the project scope statement, creating the work breakdown structure (WBS), verifying completed deliverables meet requirements, and controlling scope changes. It discusses techniques for collecting requirements, balancing stakeholder needs, and developing the scope statement, WBS, and WBS dictionary to describe project and product scope. Formal acceptance of deliverables and managing changes to the scope baseline are also covered.
This document discusses project portfolio management and the process of selecting projects. It begins by explaining the importance of strategic planning and linking projects to organizational strategy. Various models for analyzing strategy are presented, including Porter's five forces analysis and the balanced scorecard. The document then discusses identifying potential projects, developing project proposals, and using various selection methods to evaluate proposals against criteria like strategic alignment and resource requirements. It emphasizes the benefits of portfolio management in prioritizing projects but also notes challenges in getting stakeholder agreement and balancing competing resource needs.
The document discusses organization strategy and project selection. It defines key strategic concepts like competitive advantage and strategic intent. It also outlines the strategic management process, which includes reviewing the organizational mission, setting long-range goals and objectives, analyzing strategies to reach objectives, and implementing strategies through projects. The document emphasizes linking projects to the organizational strategy and discusses various financial and non-financial models for project selection and portfolio management.
The document discusses organizational strategy and project selection. It explains that organizational strategy specifies an organization's mission, vision, and objectives, and develops policies and plans to achieve these objectives through projects and programs. It also allocates resources for implementation. Project managers need to understand organizational strategy to make appropriate decisions and advocate for projects to senior management. The document then discusses the need for and challenges of a project portfolio management system to select and group projects in a way that achieves strategic objectives while balancing risks and resource allocation. Various project selection criteria and financial models are described for evaluating potential projects.
The document discusses various models and processes for project selection and portfolio management. It covers criteria for selecting projects, types of numeric and non-numeric models, factors for uncertainty and risk analysis, the project portfolio process involving identifying and prioritizing projects, and issues to consider for project proposals and selection evaluation.
The document discusses various models and processes for project selection and portfolio management. It covers criteria for selecting projects, types of numeric and non-numeric models, factors for uncertainty and risk analysis, and a multi-step project portfolio process. The process involves establishing governance, identifying selection criteria, assessing resources, prioritizing projects within categories, and selecting primary and reserve projects while leaving budget flexibility.
Project managers need to understand their organization's strategic management process to ensure projects are properly aligned. This involves responding to changes in strategy, environmental factors, and resource allocation. A project portfolio system can help by classifying projects, using financial and strategic selection criteria, and managing the portfolio to reduce issues like the implementation gap and organizational politics. Project proposals are evaluated and prioritized using tools like weighted scoring models to select those that best achieve organizational goals.
Project managers need to understand their organization's strategic management process to ensure projects are properly aligned. This involves responding to changes in strategy, environmental factors, and resource allocation. A project portfolio system can help by classifying projects, using financial and strategic selection criteria, and managing the portfolio to reduce issues like the implementation gap and organizational politics. Project proposals are evaluated and prioritized using tools like weighted scoring models to select those that best achieve organizational goals.
Project integration management involves coordinating all aspects of a project, including developing a charter, scope statement, and management plan. It also includes executing the project according to plan, monitoring for changes, controlling changes through an approval process, and closing out the project. Software can help with tasks like documentation, tracking, reporting, and integrating all project information. Effective integration is key to the overall success of projects.
Portfolio Rationalization - Making Sound Financial and Strategic Decisions in...Robert Greiner
This presentation outlines a methodology and set of frameworks useful for making strategic product portfolio rationalization decisions in times of uncertainty intelligently and quickly (rapid vs. rushed) regardless of organization size.
Additionally, we provide thoughts and ideas around the current emergent state of the world & market due to COVID-19 and how organizations can effectively navigate through three key phases.
The document outlines a complete kit to set up initiatives portfolio management including:
1) Establishing a strategic decision making framework and governance process to prioritize non-drug projects similarly to drug development projects.
2) Assigning project management leadership to get resources, drive projects, and ensure they pass tollgates.
3) Having a roadmap of tollgate decisions for projects in the initiatives portfolio.
Ken Martin has extensive experience in business, IT, and project management across several large companies. He discusses the benefits of project portfolio management (PPM), which include improved alignment with business strategy, visibility and control, collaboration, pipeline and resource management, financial management, and risk management. Without effective PPM, organizations can experience issues like approving projects that don't meet strategic needs, not having clear priorities, and overallocating resources. Key actions for implementing PPM include gaining stakeholder alignment, obtaining management support, developing a framework, and deciding on tools and reporting. The PPM process involves gathering all project data, prioritizing projects, assigning resources, and ongoing monitoring.
The document discusses the benefits of centralized control of investment programs and projects. It argues that traditional project management metrics are not enough and a program manager needs a wider dataset to ensure activities contribute to strategic goals. It outlines the components of a centralized approach, including aligning goals to business goals, undertaking the right projects, providing consistent reporting, risk management, and knowledge sharing. It provides an example of how Friends Provident centralized control over 832 concurrent projects to bring order and deliver benefits.
This document provides a summary of project management services from SSCG, a global management consulting firm. SSCG offers portfolio, programme and project management consulting to help clients improve processes and capabilities. Key services highlighted include portfolio management, programme management office setup, benefits realization assessment, and project risk assessment. The document emphasizes that effective project management can help drive strategic alignment, reduce costs and improve success rates. Contact information is provided to learn more about SSCG's project management consulting offerings.
The document provides an overview of managing projects from an organizational perspective through project, program, and portfolio management. It discusses:
1. Aligning projects with strategic objectives and balancing organizational capabilities when delivering projects through selection, re-prioritization, postponement, termination, and reconfiguration.
2. The challenges of implementing strategy due to lack of execution knowledge and making strategy work being more difficult than developing the strategy.
3. How portfolio, program, and project management interact with the organizational context and strategy to increase value production capabilities while doing the right projects and doing the projects right.
Using the Analytic Hierarchy Process (AHP) to Select and Prioritize Project...Ricardo Viana Vargas
The objective of this paper is to present, discuss and apply the principles and techniques of the Analytic Hierarchy Process (AHP) in the prioritization and selection of projects in a portfolio. AHP is one of the main mathematical models currently available to support the decision theory.
Similar to The Project Management Process - Week 2 (20)
Collaboration deep dive Agile India 2020Craig Brown
1. The document summarizes the results of a workshop on collaboration, including hypotheses tested, survey responses, and insights gathered. Key findings include that reflection on collaboration helps improve understanding and planning, and the most important factors for good collaboration are shared purpose, respect, co-location, and appreciation. Barriers to better collaboration include the effort required to prioritize it and overcome things that impede it.
The document is a workbook for reflecting on collaboration. It contains questions to help the reader think about what collaboration means to them and how to improve it. It suggests filling out the workbook individually and as a team retrospective activity. The workbook covers topics like understanding why collaboration is valuable, what it looks like, the costs of collaboration, diagnosing collaboration challenges, understanding people and system conditions, tools that foster collaboration, and experimenting to improve collaboration.
The document outlines 8 steps for effective collaboration:
1. Understand why collaboration is valuable for stakeholders at different levels from individuals to communities.
2. Diagnose the current state of collaboration and how it can be improved.
3. Consider the costs and benefits of collaboration for different stakeholders.
4. Evaluate conditions that encourage or discourage collaboration.
5. Use tools like communication platforms, visualizations and shared goals to facilitate collaboration.
6. Get permission from stakeholders to enact changes.
7. Experiment with interventions and measure their impact in an iterative process.
This document contains notes from a LAST Conference information night. It discusses the goals for the upcoming LAST Conference, which will be held on July 19-20 at Swinburne University. The organizers are looking for a diverse program that provides learning and community for attendees. They seek session submissions on a variety of topics that develop skills and deliver value. Diversity in the program and participant engagement will be important for a successful conference.
This document discusses the importance of continual feedback for learning and improvement. It makes three key points:
1. Frequent feedback is directly related to performance success or failure, so organizations and individuals must prioritize feedback.
2. There are different types of learning - single loop focuses just on problems while double loop examines underlying assumptions. Truly learning requires double loop reflection.
3. Individuals must take ownership of their own lifelong learning using various methods like experiences, conversations with others, and formal classes. The first step is seeking feedback more often.
This slide deck accompanies a workshop I ran at Agile India in March 2017. The majority of the audience were scrummasters, agile coaches, team managers etc.
It leans on the Heart of Agile meme.
The workshop focused on two activities;
1. thinking about better than best practices so that we can escape the tyranny of other people's patterns.
2. Getting people to reflect on the experience of telling/being told versus collaborating on a problem.
Poor organizational structure can result in confusion, lack of coordination, failure to share ideas, and slow decision-making. These problems often go unnoticed by top management. A matrix organization is designed to distribute decision-making and force collaboration across divisions through dual lines of reporting. However, matrix structures can also lead to people having unclear roles and responsibilities, too much focus on internal stakeholders, difficulty making decisions, excessive bureaucracy, and cultural clashes if not implemented properly. Key aspects of effective matrix management include adopting the structure to solve real problems, aligning goals and incentives, keeping the structure as simple as possible, and ensuring shared mission and purpose.
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Collaboration: Cockburn's Dance of Contribution in a WorkshopCraig Brown
This is a presentation which accompanies a workshop on Alistair's "Collaboration; The dance of Contribution" article.
You can read the article here: http://alistair.cockburn.us/Collaboration%3A+the+dance+of+contribution
The workshop includes two games as well as a description of what leadership behaviours matter when you move from a compliant or merely co-operative culture to a collaborative one.
Melbourne agile and scrum sig slides v01-00Craig Brown
This document discusses the tensions between agile developers and data architects. It presents patterns as a way to enable both agility and architecture. The document provides tips for using patterns, including generalizing concepts, extending tailored patterns, and taking an enterprise view. It advocates the "T-model" approach of high-level patterns with drill-downs only where needed. The takeaways are that patterns can deliver frameworks in weeks, but agile modelers also need agile skills and integration focus. Both sides should communicate expectations and welcome each other's contributions.
Craig Brown was invited to speak at Swinburne University about project management. He wanted to discuss how business models can help with successful project outcomes. In his talk, Brown covered several topics:
In part 1, he discussed various business modeling techniques like the Business Model Canvas, Cynevin framework, Porter's five forces and value chain models, and the Strategy Map. These models help define goals and strategies.
In part 2, he talked about performance measurement models like the Balanced Scorecard and Quadruple Constraint. Models help define what "done" looks like.
In part 3, Brown discussed how to apply the models through various steps and frameworks like lean startup and agile delivery. Planning
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This document provides an introduction to story mapping. It discusses concepts sourced from Jeff Patton, including user stories, roles, personas, and features. The document encourages creating story maps to organize user stories. It recommends reading more about story mapping on Jeff Patton and Better Projects' websites to learn about user stories, templates, and courses on the topic. The overall goal is to introduce story mapping and discuss key elements like user stories, roles, and personas to help structure product backlogs and development.
This document discusses the values of several agile frameworks including Scrum, XP, and an unnamed framework. It provides descriptions of the core values of each framework:
Scrum values include respect, commitment, focus, courage, and openness. XP values are communication, simplicity, feedback, courage, and respect. The unnamed framework emphasizes respect, communication, innovation, quality, customer focus, integrity, and valuing people.
The document then compares the values of Scrum and XP side by side and provides suggestions for living up to the values through things like focus, simplicity, openness, commitment, feedback, and courage. Overall it conveys the importance that agile frameworks place on values and behaviors that support effective
Requirements traceability allows tracking of requirements throughout a project's lifecycle, including relationships between requirements and how they map to project components. This helps ensure completeness and identify dependencies. Vertical traceability in particular helps spot where requirements are changed or dropped. Using requirements traceability, a project manager can track work done versus remaining, monitor scope changes over time, and use control charts to manage scope variations.
The document discusses how requirements traceability can help projects perform better and faster by tracking requirements, scope changes, and progress over time. It notes that unstable requirements often lead to unstable scope, and that requirements traceability, while a standard practice, is not always implemented properly. When done well, requirements traceability involves capturing key data like the number of requirements, their state, and progress updates, which can provide insights into a project's performance and help with release scheduling.
Requirements = Scope, BA World Bengaluru 2011Craig Brown
In May 2011 I presented this discussion of why project scope is driven by requirements, how requirements change is inevitable, and how that makes good project estimates very difficult.
I then present one useful technique for managing this challenge.
The document discusses starting a new project using Scrum principles. It outlines an agenda for a meeting where the group will: 1) hear a short talk about starting new projects and setting up a repeatable system; 2) break into smaller groups to shape broad ideas into actions; and 3) have teams prioritize stories from their backlog and begin working. The goal is for the group to take their backlog of ideas and shape them into an initial project using Scrum methods.
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In a landmark year marked by significant AI advancements, it’s vital to prioritize transparency, accountability, and respect for privacy rights with your AI innovation.
Learn how to navigate the shifting AI landscape with our innovative solution TRUSTe Responsible AI Certification, the first AI certification designed for data protection and privacy. Crafted by a team with 10,000+ privacy certifications issued, this framework integrated industry standards and laws for responsible AI governance.
This webinar will review:
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The democratization of Generative AI is ushering in a new era of innovation for enterprises. Discover how you can harness this powerful technology to deliver unparalleled customer value and securing a formidable competitive advantage in today's competitive market. In this session, you will learn how to:
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18. 5 Forces analysis Supplier power Customer power Threat of New Entrants Substitutes Intensity of competition Michael Porter’s ‘5 Forces’ – 1980’s
19. business model template VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIP TARGET CUSTOMER DISTRIBUTION CHANNEL VALUE CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS INFRASTRUCTURE CUSTOMER OFFER FINANCE Osterwalder’s Business Model framework 2006 http://business-model-design.blogspot.com
20. Process efficiency Scorecard Customer satisfaction Financial Learning and innovation Balanced Scorecard Kaplan & Norton (1994?) HBR
23. Strategic Management Overview Involves determining long-term objectives, predicting future trends, and projecting the need for new products and services Provides the theme and focus of the future direction for the firm respond to change allocating scarce resources Requires strong links among mission, goals, objectives, strategy, and implementation
24. Set (SMART) Goals Review Mission Develop Strategies Implement Strategies through projects Align Strategies to goals
25. Set (SMART) Goals Review Mission Develop Strategies Implement Strategies through projects Align Strategies to goals
53. Categories Venture: Projects that transform the business Growth: Projects that grow revenue or market share Core: Projects that help run the business
54. What are the benefits of Project Portfolio Management?
55. Builds discipline into project selection process Links project selection to strategic metrics Prioritizes project proposals across a common set of criteria, rather than on politics or emotion Allocates resources to projects that align with strategic direction Balances risk across all projects Benefits of Project Portfolio Management
59. How to Senior Management Input provide guidance in selecting criteria that are aligned with the organization’s goals decide how to balance available resources among current projects The Priority Team Responsibilities publish the priority of every project ensure selection process is transparent re-assess the organization’s goals / priorities evaluate the progress of current projects
67. Identifying IT Projects Many organizations follow a planning process for selecting IT projects which is aligned with business strategy Research shows: Supporting business objectives is the number one reason for investing in IT projects Use of IT standards lowers development costs by 41 percent per user (Cosgrove Ware, 2002)
68. Figure 2.1 Pyramid for the Project Selection Process (Schwalbe, 2005, p35)
81. Methods for selecting projects include: Focusing on broad organizational needs Categorizing IT projects Financial analysis Using a weighted scoring model balanced scorecard Strategy mapping
82. Focusing on Broad Organizational Needs E.g. Non-financial, but important benefits Three important criteria: need for the project funds available for the project will to make the project succeed
83. Categorizing IT Projects Does the project provides a response to: a problem an opportunity a directive The time and date of expected completion The overall priority of the project
84. Financial Analysis $$$ Net Present Value Payback model Return on Investment (there are more)
85. Financial Analysis $$$ Net Present Value Payback model Return on Investment (there are more)
86. Net Present Value Net Present Value (NPV) Model Uses management’s minimum desired rate-of-return (discount rate) to compute the present value of all net cash inflows positive NPV: the project meets the minimum desired rate of return and is eligible for further consideration negative NPV: project is rejected Net Present Value (NPV) Model cont’d… NPV Calculations determine estimated costs / benefits for the life of the project and products it produces determine discount rate (ask organization) calculate the NPV some organizations consider the investment year as year 0, others consider it year 1 some organizations enter costs as negative numbers, others do not (ask organization) Example: CP829_Lecture_Week2_NPV.xls Time to Stop and turn to a new presentation pack
87. Payback model Figure 4.1 Charting the Payback Period (Schwalbe, 2006, p129) Measures the time it will take to recover the project investment Shorter paybacks are more desirable Payback occurs when cumulative discounted benefits and costs are greater than zero Limitations of payback: ignores the time value of money assumes cash inflows for investment period only does not consider profitability
88. Return on Investment Return on Investment (ROI) Calculated by subtracting project costs from the benefits and then dividing by the costs Formula: ROI = (total discounted benefits – total discounted costs) / discounted costs Higher the ROI, the better. Many organizations have a set or minimum rate of return on investment projects Example: CP829_Lecture_Week2_ROI.xls (total discounted benefits – total discounted costs) discounted costs
90. A weighted scoring model is a tool that provides a systematic process for selecting projects based on many criteria Steps in identifying a weighted scoring model: identify criteria for project selection assign weights (%) to criteria add up to (100%) assign scores to each criteria for each project multiply scores by weights to get total scores The higher the weighted score, the better Example: CP829_Lecture_Week2_WeightedScore.xls $$$ Weighted scoring model $$$
91. Balanced Scorecard Robert Kaplan and David Norton developed this approach to help select and manage projects that align with business strategy Methodology that converts an organization’s value drivers, such as customer service, innovation, efficiency, and financial performance, to a series of defined metrics See http:// www.balancedscorecard.org for more information $$$ Balanced Scorecard $$$
93. Applying a Selection Model Project Classification Deciding how well a strategic or operations project fits the organization’s strategy Selecting a Model Focus on competitive strategy and broad organizational needs Perform net present value analysis or other financial projections Use a weighted scoring model Implement a balanced scorecard Address problems, opportunities, and directives Consider project time frame Consider project priority
97. Table 3.4 Sample business case (Schwalbe, 2005, pp74-76) Example business case
98. Contents of a Business Case Introduction/Background Business Objective Current Situation and Problem/Opportunity Statement Critical Assumptions and Constraints Analysis of Options and Recommendation Preliminary Project Requirements Budget Estimate and Financial Analysis Schedule Estimate Potential Risks Exhibits
99. Figure 2.3 The Process for Developing a Business Case (Marchewka, 2003, p34)
102. Source: CHAOS Report 1995 by the Standish Group Access it here: h ttp://net.educause.edu/ir/library/pdf/NCP08083B.pdf Not even completed Typically 189% over budget OTOBOS 53% Challenged 16% Success 31% Critical Failures 1994
103. Source: CHAOS Report 2002 by the Standish Group Access it here: http:// www.standishgroup.com/quarterly_reports/index.php Not even completed Still way over budget OTOBOS 51% Challenged 34% Success 15% Critical Failures 2002
107. “ The reasons for the increase in successful projects vary. First, the average cost of a project has been more than cut in half. Better tools have been created to monitor and control progress and better skilled project managers with better management processes are being used. The fact that there are processes is significant in itself.” (Standish Group cited in Schwalbe, 2004, p13)
108. “ The reasons for the increase in successful projects vary. First, the average cost of a project has been more than cut in half. Better tools have been created to monitor and control progress and better skilled project managers with better management processes are being used. The fact that there are processes is significant in itself.” (Standish Group cited in Schwalbe, 2004, p13) Smaller projects Better tools Better training
110. Things you should have (if you want to succeed) Executive support User involvement Experienced project manager Clear business objectives Minimized scope Standard software infrastructure Firm basic requirements Formal methodology Reliable estimates Other criteria, such as small milestones, proper planning, competent staff, and ownership