Notes

 Create a process to establish solution teams at kick off

 More emphasis on Business engagement
 Assess how conducive our environment is for incremental delivery
 Do a PAQ (Handbook 24.2.1 & Appendix B)
 Pre-Project > Feasibility > Foundations > Assemble > Review > Deploy > Post-Project
 PMs don’t do detailed planning (solution developers)
 ‘Products’ (Outputs/Deliverables) – an output can be an input elsewhere
 Business Products, Solution Products, Management Products, Governance Products
 MUST 60% Max effort – COULD ~20% effort – SHOULD remaining effort

DO A TO DO LIST
Prioritise – understand importance and urgency
Break down into smaller tasks

Are the changes I’m going through voluntary or involuntary? Where does the change come from?

Questions

 Need to look at roles:

o No Technical Coordinator, Workshop facilitator or DSDM/Agile Coach?
o Solution Developers need training in planning?
 Add MoSCoW Priorities to DevOps and Sprint view?
 Can we assign urgency and importance to assigned tasks?
 Do we need an internal auditor/project quality checker?
 Decision gates built into SF as we move between stages?
 Configuration management – who is managing the status of environments/products?
Project is:
 - Unique
- Delivers change
- Temporary
- Uses different skills
- Has budget
- Has objectives
- Carries risk

SAFETY is immovable for a project

Projects manage change – BAU manages a process

RACI MATRIX
STRUCTURED PLANNING – COST, PRODUCT & WORK BREAKDOWN STRUCTURES

NETWORKING ACTIVITY (NODE) RELATIONSHIPS

CALCULATE NETWORK PATH – FORWARD AND BACK PASS
CRITICAL PATH ANALYSIS – GANTT CHART AND FLOAT
ESTIMATING
RISK AND ISSUE MANAGEMENT
RESOURCING ISSUES
RESOURCE MANAGEMENT – RESOURCE SMOOTHING (UTILISE FLOAT)

RESOURCE LEVELLING (CRITICAL PATH CHANGE ON ‘C’)

CUMULATIVE RESOURCE S-CURVE
MONITOR AND CONTROL

PROJECT MONITORING
STAKEHOLDER ENGAGEMENT
COMMUNICATION
PROJECT REVIEWS
CHANGE CONTROL
CONFIGURATION MANAGEMENT
INFORMATION MANAGEMENT & PROJECT REPORTING

PESTLE – PROJECT PERSPECTIVES/INFLUENCES

PROCUREMENT

CONTRACT TYPES
QUALITY
QUALITY CONTROL & QUALITY ASSURANCE

QUALITY PLAN & BENEFITS

DEPLOYMENT BASELINE

PROJECT MANAGEMENT PLAN – PMP

TEAMWORK – TUCKMAN MODEL
LEADERSHIP (BELBIN ROLE EXAMPLES)
REQUIREMENTS MANAGEMENT – CONTEXT

REQUIRMENTS MANAGEMENT – 4 STEP PROCESS & 7 ATTRIBUTES

MoSCoW PRIORITISATION

ORGANISATIONS AND PEOPLE

LEADERSHIP – TASK, TEAM, INDIVIDUAL

SITUATIONAL LEADERSHIP MODEL

MOTIVATION – MASLOW’S HIERARCHY OF NEEDS/HERZBERG THEORY

BELBIN TEAM ROLES – MARGERISON MCANN EQUIVALENTS

NEGOTIATION
CONFLICT MANAGEMENT
GOVERNANCE AND THE LAW
GDPR

BUDGETS AND COST CONTROL

EARNED VALUE MANAGEMENT
PROJECT MANAGEMENT METHODS

INTRO TO PRINCE2
ADVANTAGES OF USING METHODOLOGIES

METHODOLOGY DEFINITIONS