Project Management Approaches 1860 Module 3 PDF

We have life cycles because projects have a clear beginning and clear end. Traditional/predictive, agile/adaptive, or hybrid of both Scrum could be considered a methodology or approach Determine during the planning stage Usually need sign-offs/approvals before moving to the next phase Litera...

We have life cycles because projects have a clear beginning and clear end. Traditional/predictive, agile/adaptive, or hybrid of both Scrum could be considered a methodology or approach Determine during the planning stage Usually need sign-offs/approvals before moving to the next phase Literally plan every single thing before getting started Things must go in this order, cannot stray Always submitting complete iterations, a fully functioning piece not editing, just adding another complete part E.g., pieces of a new house (electrical, kitchen, flooring) or houses in a new subdivision Working with the stakeholders to get feedback on different versions Determine together - final outcome unclear at the beginning Iterative and Incremental are both agile ‘life-cycles’ Scrum - determine what you need to do at a high level roadmap, then determine what will happen in a ‘sprint’ Adapting quickly to any changes Difference between adaptive & iterative - iterative ~ think product more so something tangible that you are revising; adaptive think programing where things might come out of the woodworks and make you change gears (a combo of both iterative and incremental) And now we need this, and now we can add this, and now we need this GS app 1. As the project starts to ramp up, so does the cost - the cost of labor for the stakeholders who are brought on to the project at this early step, and potentially some costs related to software or resources needed to get the project started. at each time interval represented by a DOT on the chart the total cost goes up at this point as more people are brought on 2. As the project is further organized and prepared, the costs also steadily rise and for the same reasons as in the first phase, more people and more resources are being gathered 3. While the actual Project work is being carried out the total rate of expenditure will Peak, before steadily declining. this is when parts of the project become completed, so resources May no longer be needed, thus the total cost starts to decline 4. As the project is ending, the expenses and Staffing eventually Falls to nothing - projects must have defined ends so there is no need for ongoing costs, those would be carried over to operations Initiating - thinking about, bringing ppl together executing is starting the project work 1. Initiating: Define a new project or a new phase by obtaining authorization to start the project or face 2. Planning: establishing the scope of the project. defining the course of action required to attain project objectives 3. Executing: performing the work to find in the project management plan 4. Monitoring and controlling: tracking and reviewing the progress and performance of the project. also identify areas in which changes to the plan are required, and initiate these changes 5. Closing: finalizing all activities across all process groups to formally close the project or face 1. Overarching function that coordinates all the work in other knowledge areas 2. Working with all stakeholders to define the necessary work to complete the project and obtain written approval to manage this work 3. Estimating how long it will take to complete the work on a project, developing a schedule, and ensuring timely completion of the project 4. Preparing and managing the budget for the project 5. Ensuring the project will satisfy the stated or implied needs of the objectives 6. Acquiring and effectively utilizing all the people and materials required to complete the work of the project 7. Collecting, generating, disseminating, and storing all project information 8. Identifying, analyzing, and responding to risks related to the project 9. Acquiring and procuring goods and services for the project from outside of the organization 10. Identifying stakeholders, understanding their needs and expectations, and engaging them throughout the project Go-to document for waterfall You must baseline scope, end date, and cost of the project the above is project dependant - not all are included Need to memorise this - and be correct about their names Flexible and respond quickly to feedback/changes way of working and a mindset Waterfall - the scope/plan never changes Again think GS app - the deadline and cost amount didn’t change, but what we wanted did PM is the boss in waterfall - development teams all work together on their own stuff (agile) Again - think if a traditional approach was taken to the GS app - how that would have gone. We couldnt think of what we wanted until we saw a test, we couldnt plan ahead of time before developing. Waterfall does not like changes to the original plan small to medium projects List of changes/updates and organized by priority, scrummers pull from the backlog as they complete task items Determine length of sprint - always fairly short like 2 weeks to 2 months pull items from the product backlog to work on during the sprint, come together to review progress with stakeholders, then go again meet daily with team (very short), what you are working on for the day again think GS app and our meetings with Darren Daily meeting: usually 15mins what did you do yesterday what are you doing today any obstacles how often do you deliver?