the accidental project manager - unsw research accidental project mana… · r 3 you may already be...
TRANSCRIPT
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THE ACCIDENTAL PROJECT MANAGERBEN HATTON
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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 ?
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You may already be managing a master “family” project, and a portfolio of “child” projects…
THE PMO
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So many decisions, so many interdependencies…
COMPLEXITY
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Project Management Body of Knowledge, see also PRINCE
OFFICIAL DEFINITION
https://ricardo-vargas.com/pmbok6-processes-flow/
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Scope, Budget, Time, Resourcing, Risk, Decisions, Communications
ESSENTIALS
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TEAM DYNAMICSW H AT K I N D O F M A N G E M E N T ?
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BELBIN ROLES
Who’s going to hold them all together?
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http://www.mycareer.unsw.edu.au/frameworks-priorities/
VALUES -> BEHAVIOURS
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WORKSHOP IT
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Who’s going to make sure that everyone is enthusiastic to participate?
SNACKS!
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THE CULT OF AGILEFA I T H V S R E L I G I O N
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Don’t get involved in religious wars
AGILE NOT AGILE
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THE MANIFESTO
• AGILE IS A MINDSET, NOT A PROCEDURE
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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
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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
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Setup the team with a common understanding, communicate with your stakeholders
CHARTER
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Jennifer Bridges, PMP, see also Youtube video
MONEY MATTERS
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One directional flow, phase boundaries
TRADITIONAL WATERFALL
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AGILE
Don’t fake it. Every increment reimagines the concept.
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Lorem ipsum dolor sit amet, consectetur adipiscing elit. Ut gravida eros erat. Proin a tellus sed risus lobortis
sagittis
WORK BREAKDOWN -AGILE
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Requirements and specification
USER STORY
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Krisztina Szerovay
https://uxknowledgebase.com
HOMEWORK
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Order of magnitude
http://quickscrum.com
STORY POINTS
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PLANNING POKER
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Turn the story map on its side to better present the schedule.
WORK BREAKDOWN -AGILE
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Lazy decision making that shifts the blame to an anonymous process
JUST NO
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More blame avoidance.
LAZY/SAFE PT 2
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https://medium.com/@barmstrong/how-we-make-decisions-at-coinbase-cd6c630322e9
DECISIONS
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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?
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VISUAL MANAGEMENT
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Use this within a scoped release. Minimize work in progress.
VISUAL PROGRESS
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More complex, maybe if you have highly segmented talents.
MORE
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Organise by subject matter if not release oriented, but progress will be less overt.
PIVOT?
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Got chair?
TO STAND OR NOT TO STAND
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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
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https://designabetterbusiness.com
SUCCESS WALL
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Visual Engagement
TEAM WALL
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Etc
SUCCESS WALL
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SUCCESS WALL
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UPP Official Reporting Framework
REPORTING
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Charter and Progress Combined
REPORTING
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The basics here is keeping a running total of spend against budget. The people costs are copied over from
timesheeting.
LIVE TRACKING
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COMPLEX
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RISK MANAGEMENTI N S E RT S N A P P Y S U BT I T L E
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RISK EVALUATION
https://www.riskmanagement.unsw.edu.au
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https://www.riskmanagement.unsw.edu.au
RISK SEVERITY
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If you plan for risk, then it’s not a risk any more.
MITIGATION
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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/