Changing your ways, APM Enabling Change SIG, 17th November 2015
APM Presents - PMC SIG Presentation
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Transcript of APM Presents - PMC SIG Presentation
Strategy
Encompasses Stakeholder Management GovernanceScope definitionRequirements ManagementCommunication Management Benefits Management.
Business Case
Justification for the project A living document that should be revisited regularly to ensure viability continuesRevisit to ensure that benefits can be deliveredRevisit at gates/ phases as a minimum Do not be afraid to Cancel the project if the business case is no longer viable .
Culture and Behaviours
Understand the types of people in the team Benefit of getting the whole team pulling in the same direction Different types of people for different roles Understand that different cultural norms exist in different companies/ countries As the project moves through the lifecycle different people needed Respect others opinions /ways of working .
Document Control
Ensure everyone who needs access has accessCapture all documents Configuration controlSimple filing systemSearchable capability Easy to find documents
PlanningFully scope the requirement Total Team involvement Take the time to do properly Use history to assist but not constrain thinking/ estimating Use breakdown structures to fully understand what needs to be delivered .Product , Work and Organisational breakdown structures assist understanding Breakdown costs by WBS/CBS/Robust estimating
Scheduling
Understand the logic/ process of the activities / deliverables .Don’t constrain the schedule Remember that a schedule is a forecast, subject to uncertaintyDates are the outcome of good scheduling If the logic does not give required finish dates look at where time can be shortened but remember to add the risks to the schedule. Scheduling is a reiterative process and should be revisited / updated regularly
Baselines
Ensure the Baselines are relevant Used to measure progress /slippage against agreed deliverable Used to assess potential change against baseline Should be set when the schedule is robust , and agreed that it is possible to deliver the project to time, cost and quality.
Risk Management
Capture all risks, threats and opportunitiesAlign with the schedule (time /cost) Regularly review progress of mitigation actionsUse tools to help complex modelling Modelling and management is iterative throughout the life of the project.
Monitoring and Control
Allows understanding of project performance statusEnsure integration of process and data is robust. Allows for accurate progress recording Its good to remember not to have activities spanning too many reporting periods.Requires the correct level of schedule logic and detail to enable accurate data
Earned Value
A simple concept, but when applied to complicated projects may be daunting. Not as difficult as it first seems. Measures three things – the plan, the cost and the value achievedAllows the understanding of the What, how much (cost), where you are within the project and forecast likely outcome It is another measure of project performance, not THE measure. E.g a good check against other measuresCan be used to prioritise management efforts
Change Management
Ensure clear understanding of the change and any impacts Measure the change against a baseline Understand the impact of the change against the baseline. Be prepared to reject the change Ensure that a robust process is in place to assess , manage, control approve or reject a potential change Change management Process should be dovetailed with Risk management
Benefits Management
Understand and agree what benefits are to be deliveredRe-evaluate regularly to ensure that the project is still delivering the benefits.Be prepared to stop the project if things change .
Lessons Learnt
Ensure all have access to the lessons learned documentation Review at regular points throughout the lifecycle of the project and capture accordingly Review lessons Learned documents from other similar projects to assist with estimating and other activities at the beginning . A key activity, particularly at project close-out