Post on 02-Aug-2020
TH
E A
CC
IDE
NT
AL
P
RO
JEC
T M
AN
AG
ER
1
THE ACCIDENTAL PROJECT MANAGERBEN HATTON
TH
E A
CC
IDE
NT
AL
P
RO
JEC
T M
AN
AG
ER
2
YOUR SIDE GIG AS A PROJECT MANAGERW H AT I S P R O J E C T M A N A G E M E N T A N Y WAY ?
TH
E A
CC
IDE
NT
AL
P
RO
JEC
T M
AN
AG
ER
3
You may already be managing a master “family” project, and a portfolio of “child” projects…
THE PMO
TH
E A
CC
IDE
NT
AL
P
RO
JEC
T M
AN
AG
ER
4
So many decisions, so many interdependencies…
COMPLEXITY
TH
E A
CC
IDE
NT
AL
P
RO
JEC
T M
AN
AG
ER
5
Project Management Body of Knowledge, see also PRINCE
OFFICIAL DEFINITION
https://ricardo-vargas.com/pmbok6-processes-flow/
TH
E A
CC
IDE
NT
AL
P
RO
JEC
T M
AN
AG
ER
6
Scope, Budget, Time, Resourcing, Risk, Decisions, Communications
ESSENTIALS
TH
E A
CC
IDE
NT
AL
P
RO
JEC
T M
AN
AG
ER
7
TEAM DYNAMICSW H AT K I N D O F M A N G E M E N T ?
TH
E A
CC
IDE
NT
AL
P
RO
JEC
T M
AN
AG
ER
8
BELBIN ROLES
Who’s going to hold them all together?
TH
E A
CC
IDE
NT
AL
P
RO
JEC
T M
AN
AG
ER
9
http://www.mycareer.unsw.edu.au/frameworks-priorities/
VALUES -> BEHAVIOURS
TH
E A
CC
IDE
NT
AL
P
RO
JEC
T M
AN
AG
ER
10
WORKSHOP IT
TH
E A
CC
IDE
NT
AL
P
RO
JEC
T M
AN
AG
ER
11
Who’s going to make sure that everyone is enthusiastic to participate?
SNACKS!
TH
E A
CC
IDE
NT
AL
P
RO
JEC
T M
AN
AG
ER
12
THE CULT OF AGILEFA I T H V S R E L I G I O N
TH
E A
CC
IDE
NT
AL
P
RO
JEC
T M
AN
AG
ER
13
Don’t get involved in religious wars
AGILE NOT AGILE
TH
E A
CC
IDE
NT
AL
P
RO
JEC
T M
AN
AG
ER
14
THE MANIFESTO
• AGILE IS A MINDSET, NOT A PROCEDURE
TH
E A
CC
IDE
NT
AL
P
RO
JEC
T M
AN
AG
ER
15
AGILE SO-WHAT?
Communicate
• Use visual management techniques to communicate and collaborate.
Iterate
• Build the outputs via step refinement, be prepared for change.
Collaborate
• Work as a team, involve the customer
TH
E A
CC
IDE
NT
AL
P
RO
JEC
T M
AN
AG
ER
16
PLAN TO EXECUTER E Q U I R E M E N T S A N D S C H E D U L E
TH
E A
CC
IDE
NT
AL
P
RO
JEC
T M
AN
AG
ER
17
Setup the team with a common understanding, communicate with your stakeholders
CHARTER
TH
E A
CC
IDE
NT
AL
P
RO
JEC
T M
AN
AG
ER
18
Jennifer Bridges, PMP, see also Youtube video
MONEY MATTERS
TH
E A
CC
IDE
NT
AL
P
RO
JEC
T M
AN
AG
ER
19
One directional flow, phase boundaries
TRADITIONAL WATERFALL
TH
E A
CC
IDE
NT
AL
P
RO
JEC
T M
AN
AG
ER
20
AGILE
Don’t fake it. Every increment reimagines the concept.
TH
E A
CC
IDE
NT
AL
P
RO
JEC
T M
AN
AG
ER
21
Lorem ipsum dolor sit amet, consectetur adipiscing elit. Ut gravida eros erat. Proin a tellus sed risus lobortis
sagittis
WORK BREAKDOWN -AGILE
TH
E A
CC
IDE
NT
AL
P
RO
JEC
T M
AN
AG
ER
22
Requirements and specification
USER STORY
TH
E A
CC
IDE
NT
AL
P
RO
JEC
T M
AN
AG
ER
23
Krisztina Szerovay
https://uxknowledgebase.com
HOMEWORK
TH
E A
CC
IDE
NT
AL
P
RO
JEC
T M
AN
AG
ER
24
Order of magnitude
http://quickscrum.com
STORY POINTS
TH
E A
CC
IDE
NT
AL
P
RO
JEC
T M
AN
AG
ER
25
PLANNING POKER
TH
E A
CC
IDE
NT
AL
P
RO
JEC
T M
AN
AG
ER
26
Turn the story map on its side to better present the schedule.
WORK BREAKDOWN -AGILE
TH
E A
CC
IDE
NT
AL
P
RO
JEC
T M
AN
AG
ER
27
Lazy decision making that shifts the blame to an anonymous process
JUST NO
TH
E A
CC
IDE
NT
AL
P
RO
JEC
T M
AN
AG
ER
28
More blame avoidance.
LAZY/SAFE PT 2
TH
E A
CC
IDE
NT
AL
P
RO
JEC
T M
AN
AG
ER
29
https://medium.com/@barmstrong/how-we-make-decisions-at-coinbase-cd6c630322e9
DECISIONS
TH
E A
CC
IDE
NT
AL
P
RO
JEC
T M
AN
AG
ER
30
Be conscious of your choices
DECISIONS
‘What significant decisions have I made?
‘What significant decisions were made before I
came along?
‘Have I assumed that the solution must look
l ike this?
‘Have I adopted an architectural pattern?
‘Would the solution be different if...
• the SLRs were different?
• This was not for UNSW?
• I could get rid of <blank>?
• I had better engagement with
business?
TH
E A
CC
IDE
NT
AL
P
RO
JEC
T M
AN
AG
ER
31
VISUAL MANAGEMENT
TH
E A
CC
IDE
NT
AL
P
RO
JEC
T M
AN
AG
ER
32
Use this within a scoped release. Minimize work in progress.
VISUAL PROGRESS
TH
E A
CC
IDE
NT
AL
P
RO
JEC
T M
AN
AG
ER
33
More complex, maybe if you have highly segmented talents.
MORE
TH
E A
CC
IDE
NT
AL
P
RO
JEC
T M
AN
AG
ER
34
Organise by subject matter if not release oriented, but progress will be less overt.
PIVOT?
TH
E A
CC
IDE
NT
AL
P
RO
JEC
T M
AN
AG
ER
35
Got chair?
TO STAND OR NOT TO STAND
TH
E A
CC
IDE
NT
AL
P
RO
JEC
T M
AN
AG
ER
36
Demonstrate your progress, respect the inputs, inspire the team and communicate shared vision
https://spin.atomicobject.com Zaki Warfel's slides at Agile 2010.
VISUAL EVIDENCE
TH
E A
CC
IDE
NT
AL
P
RO
JEC
T M
AN
AG
ER
37
https://designabetterbusiness.com
SUCCESS WALL
TH
E A
CC
IDE
NT
AL
P
RO
JEC
T M
AN
AG
ER
38
Visual Engagement
TEAM WALL
TH
E A
CC
IDE
NT
AL
P
RO
JEC
T M
AN
AG
ER
39
Etc
SUCCESS WALL
TH
E A
CC
IDE
NT
AL
P
RO
JEC
T M
AN
AG
ER
40
SUCCESS WALL
TH
E A
CC
IDE
NT
AL
P
RO
JEC
T M
AN
AG
ER
41
UPP Official Reporting Framework
REPORTING
TH
E A
CC
IDE
NT
AL
P
RO
JEC
T M
AN
AG
ER
42
Charter and Progress Combined
REPORTING
TH
E A
CC
IDE
NT
AL
P
RO
JEC
T M
AN
AG
ER
43
The basics here is keeping a running total of spend against budget. The people costs are copied over from
timesheeting.
LIVE TRACKING
TH
E A
CC
IDE
NT
AL
P
RO
JEC
T M
AN
AG
ER
44
COMPLEX
TH
E A
CC
IDE
NT
AL
P
RO
JEC
T M
AN
AG
ER
45
RISK MANAGEMENTI N S E RT S N A P P Y S U BT I T L E
TH
E A
CC
IDE
NT
AL
P
RO
JEC
T M
AN
AG
ER
46
RISK EVALUATION
https://www.riskmanagement.unsw.edu.au
TH
E A
CC
IDE
NT
AL
P
RO
JEC
T M
AN
AG
ER
47
https://www.riskmanagement.unsw.edu.au
RISK SEVERITY
TH
E A
CC
IDE
NT
AL
P
RO
JEC
T M
AN
AG
ER
48
If you plan for risk, then it’s not a risk any more.
MITIGATION
TH
E A
CC
IDE
NT
AL
P
RO
JEC
T M
AN
AG
ER
49
HOMEWORKS U B T I T L E H E R E
https://www.lynda.com/Project-Management-
training-tutorials/39-0.html
https://www.coursera.org/courses?query=project
%20management
https://www.mindtools.com/