Innovative Methods and Technologies in Project Management: Project Management Techniques, Ray Mead,...

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APM Wessex Branch –Project Management Techniques

Ray Mead, p3m global


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A word on Project Management techniques

• A Google search for “project management techniques” returns 36,300,000 results• ProjectManagement.com has 136 Technique Wikis• 148 techniques listed in PMBoK 5th Ed. Including…

• Brainstorming• Document Analysis• Observation• Meetings


600

500

400

300

200

100

1987 1996 2000 2004 2008 2013

%

100

80

60

40

20

PMBoK pages vs Project Success Rates


Innovative Techniques? The Stand-Up Meeting

• 15 minutes (at most)• 3 questions

1. What did you do yesterday2. What will you do today?3. What obstacles are in your way?

• Keeping it time-boxed focuses folks minds and helps get/keep agenda items targeted at what’s important:

• Research shows standing up is more effective as meetings are faster and more focused


The Kanban Board

6 3 5 3 5Pending Analysis Development Test Deploy

WIP Done WIP Done

WIP Limit

From the Product Backlog


Cynefin Framework


Complexity – The Stacey Matrix

StandardsGuidanceMonitoring

Political-ControlCompromise

Experimenting

ChaosAnarchy

Innovation

Creativity

Debate

Serendipity

Trial and Error

ZoneOf

Complexity

High LowCertainty

High

Low

Agre

emen

t

Stacey proposes a matrix that introduces two dimensions with regards to management of organisations: Certainty and Agreement:

Certainty depends on the quality of the information base

The degree of agreement among the people directly involved on what should be done with respect to the implementation


Kick-Off Meetings

• Set purpose and direction• Outline scope and constraints• Communicate governance arrangements• Obtain agreement and commitment• Set ground rules• Establish a project sub-culture


MoSCoW Prioritisation

Minimum Useable SubseT

Work arounds difficult/costly

Work arounds easy/cheap

Out of Scope for this timeframe

Requirements that cannot be de-scoped without causing the project to failRequirements that can be de-scoped as a last resort to keep the project on track

Requirements that can be de-scoped without causing significant problems

Must Have

Should Have

Could Have

Won’t have this time

Guaranteed

Expected

Possibly

Maybe next time

No more than 60% effort

@ 20% effort

@ 20% effort

©DSDMConsortium,2010


Facilitated WBS Sessions

• Is a graphical display of the hierarchy of the project.

• Identifies ALL work to be performed – if it isn’t in the WBS, it isn’t in the project.

• Helps prevent work slipping through the cracks.• Helps prevent change.• Should exist for EVERY project.• Facilitates communication between the team

and other stakeholders.• Provides a basis for estimating staff, cost and

time.• Gets team BUY-IN and can be used for team

building.• IS THE FOUNDATION OF THE PROJECT!


Product/ Activity

Role 1 Role 2 Role 3 Role 4 Role 5 Role 6

Task1 R A I

Task2 A R C I

Task3 C A C I R

Task4 I A R C

Task5 C A, R I I I

Task6 A A R I I

RACI Matrix


New sports park

Upgraded rail station

Improved rail links

Regenerated urban park

More frequent trains

Athletes village

Increased revenue from

tourism

Fast Shuttle Service to city

centreFaster access to

parkMore industry

attracted to park More jobs

New housing

Marketing campaign

More day visitors

To regenerate the local economy

Residents consultations

To improve the city’s image

More residential tourists

More attractions/

facilities

Further sports investment

Extra capital for further

development

Increased accommodation

in area

Increased attraction to

tourism

Recruit and train guest rooms

staff

Project Output or Enabler

Strategic ObjectiveEnd BenefitIntermediate

BenefitBusiness Change


Thank you!

p3mglobal

@p3mglobal@raymead

projectmanagement.com

Ray Mead MBA PMP

[email protected]

www.linkedin.com/profiles/raymead

Innovative Methods and Technologies in Project Management: Project Management Techniques, Ray Mead,...

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