1860 Module 4 Tailoring Projects.pdf

1. Committing an adequate number with the right skill sets, and available at the right time. engaging subject matter experts and sharing staff 2. For problems that are escalated, high level risks or issues. change requests and approvals 3. Particularly in cross-functional organ...

1. Committing an adequate number with the right skill sets, and available at the right time. engaging subject matter experts and sharing staff 2. For problems that are escalated, high level risks or issues. change requests and approvals 3. Particularly in cross-functional organizations. sharing product, business, technical, and application knowledge 4. Providing governance, approvals, and oversight 5. Offering guidance, standards, and templates. arranging for training, support, and mentors Further from the centre > predictive approach, closer to the centre > adaptive Team size: range in size three or over 100. affects how you organize, manage, direct team. may include team leads, some teams. larger teams usually work on a more complex and larger projects Geographic distribution: teams may be co-located; and the same building, room, or do work from home, or in different countries Organizational distribution: teams may involve different organizations, or all within one company, or even the same group/division. hiring contractors, Outsourcing our partnering adds to complexity Skill availability: right people, right skills at the right time Compliance: two basic levels - organization may have its own governance and standards. second, harder one is compliance that is regulatory. maybe tied to financial regulations, privacy regulations, or life critical regulations. will require extra work and documentation Solution complexity: for more technical projects. development of new Standalone Solutions built with new technologies may be straightforward. things get more complicated with integration, or leveraging internal systems, software, data. even more challenging when involving several technology platforms Domain complexity: domain or industry the project is being done and can very widely. for digital, a simple website is easy and straightforward. an e- commerce site, more complex. a house construction is simple, an office tower is more complex. the greater the complexity, more upfront planning is required Areas that impact an organization’s environment Must know for PMP Talking about org change processes - not project management How does org structures affect a project? A matrix organization is a hybrid organizational structure that combines two chains of command: project managers and functional managers. There are three different types of matrix organization: a weak matrix, balanced matrix and strong matrix. - Strong - PM more of a boss, weak, Functional manager more of the boss Functional - PM has little to no formal authority and comes from the application area Project-oriented - PM has a great deal of independence and authority; full time team often co-located Matrix - high authority in strong matrix; balanced authority in balanced matrix; weak authority in weak matrix What does the org think of PMs? Waste of time or valuable this will determine how much support you receive and the likelihood of success or failure of a project Need to consider these 8 items when trying to deliver a product/service 1. How much process and quality assurance is needed (a marketing project versus a construction project)? 2. Is this a new product or one known by the project team? is it easy to recognize and describe like a building or something intangible like a software or design for a new drug? 3. What Market is this for? who does it serve? is it highly regulated or constantly changing? Who are the competitors? 4. Is the technology stable and established or rapidly evolving? 5. Is it short (weeks and months) or long (several years)? 6. How likely are there going to be changes to the core requirements? 7. Are there elements of the product or project deemed to be confidential or classified? 8. Is this something the project team can develop, get stakeholder feedback incrementally or is it something that will be hard to evaluate until near completion of the project? 1. Are the team members full or part-time employees? 2. Where are team members located? are they working in one location, across the city, country, world (different time zones and languages)? 3. Where are the teams support groups / Senior Management located? 4. Do the team members have experience in industry, organization new employees, or have they worked with each other previously? 5. Is it practical to get frequent And Timely feedback from customers or customer representatives? Anyone impacted by or can impact the project Important to think - not how we want to communicate with them, but how they want us to communicate with them Schedule send any emails mid-day Friday for Mon morning Also called PDCA cycle If something is going wrong, you need to further tailor/customize it Should be throughout because people move on Do it as often as needed End of a sprint or iteration Sprint review or demo - show group the value created