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PROJECT MANAGEMENT SYSTEMS

VILLALUZ, KEVIN
PROJECT MANAGEMENT SYSTEMS

 Traditional Project Management


 Agile
 Scrum
 Lean
 Kanban
 Six Sigma
 PRINCE2
Traditional Project Management
- Is to break up your projects into a workflow, is often referred to as "waterfall"
project management because it handles one thing after another in a linear order.

Six Specific Stages:


• Initiation phase: The project manager and team determine the product requirements. Otherwise
known as as "requirements determination" .

• Planning and design phase: This step can be broken into two categories: basic design and
detailed design.

 Execution (or Implementation) and Testing phase:


Following the detailed design, the team builds the product, measuring its development against
specific metrics established in previous phases. Each part of the execution has its own steps,
which move the project to the next half-phase: testing. Just as important as the design
phase, testing is where you discover and fix any glitches, whether it's bugs in the software
or poorly placed wiring in a construction project. After testing, anything that still needs work
gets shifted back to the execution phase—round and round you'll go, until the project is
finished.

 Monitoring and completion (or Management and Maintenance) phase:

BACK
Agile
Instead of breaking your project down into phases that each have to be done before the other,
you split your project up into smaller projects and ship each one as steps towards reaching the full
goal. You'll plan the broad ideas of the project and divide it up, then plan, design, build, and test
each part of the project individually. That lets you ship faster, and makes it easier to adapt the
project to new needs before shipping it again.

BACK
Scrum

Arguably the most structured framework of the Agile methods, Scrum was first introduced in 1986 as a
way for "teams to work as a unit to reach a common goal," according to its inventors Hirotaka Takeuchi
and Ikujiro Nonaka. Scrum takes parts of Traditional and Agile project management ideas, and
combines them for a structured yet flexible way to manage projects.
This management also focuses on deadlines, Scrum's main structure revolves around 5 meetings:

• Backlog Refinement Meeting (also called "Backlog Grooming"): it will look over the tasks left in the
project, things left behind from previous sprints, and will decide what to focus on.

 Sprint Planning Meeting: Once the PO decides what to focus on, this meeting helps the team
understand what they'll be building and why.

 Daily Scrum Meetings: Simple daily meetings that should only last about 15 minutes, Scrum meetings
are a way for team members to update each other on progress.

 Sprint Review: Since a potentially shippable item is expected at the end of each sprint, the Scrum
framework naturally places an emphasis on review.

 Sprint Retrospective: Held immediately after the sprint review meeting, the Sprint retrospective is full of
collaborative feedback. Looking at successes and hold ups, everyone decides what is working (what they
should continue doing) and what isn't working (what they should stop doing). This should inspire the
focus of the next sprint.

BACK
Lean

Agile project management dictates that you break your work up into smaller, shippable portions, but it doesn't
say much about how to manage each of those portions of your project. Scrum tries to fix that with managers
and meetings; Lean, on the other hand, adds workflow processes to Agile so you can ensure every part of
your project is shipped with the same quality.

BACK
Kanban
Conceived by Toyota engineer Taiichi Ohno and implemented in 1953, Kanban is set up much like a factory floor,
where a part might start out as a piece of metal and then, one step at a time, is turned into a finished part through
a series of steps.
Six Sigma
Decades after Toyota's introduction of Kanban, the mobile phone company's engineer Bill Smith creates Six
Sigma in 1986. The ultimate end goal is to make customers happy with a quality product, which is done through
continuous improvement heavily reliant on data analysis. You ship parts of your project along the way, while at
the same time address product pitfalls that come up—something very similar to the Apollo project's workflow.
This is accomplished through Six Sigma's five steps, known as "DMEDI":

 Define: Everyone determines the scope of the project, gets information from all sides, and determines what
the business goals are (for example, sales).

 Measure: This stage establishes the nature in which the team will calculate progress—your overall goals.
Seeing the rate of success—the value to the consumer as well as the business.

 Explore: During the exploration stage, it's up to the project manager to figure out the ways in which the
team can meet and exceed product requirements. This keeps you from going over budget and missing
deadlines. If something didn't work last time, it's likely not going to work this time.

 Develop: It's only at this fourth step is a strategic plan is put in place. And it's a detailed one—anything that
will or might be needed to get the job done finds a place somewhere in this plan.

 Control: The last stage is about long-term improvement, which is what a Six Sigma project strives for. A
documented review full of lessons learned is applied throughout the company, and to future projects, as
well.

BACK
PRINCE2
-The British government has honed their project management methods for years, cumulating with PRINCE2 in
1989. An acronym for PRojects IN Controlled Environments version 2.

-PRINCE2 has a more clearly defined personnel structure than most project management systems, one that
works for larger projects that governments and other large organizations must undertake. Each team member
has specific roles, which carry through all 7 of PRINCE2's stages:
 Startup: First on the agenda: leadership chooses a project manager and clearly relays everything
that they expect the product to be. The PM, whose main focus is the fine details, reports to the
project board, which puts together the project's direction. The project board steers the course of
the project and is ultimately accountable for its success. The remaining members make up the
team.

 Initiation: During this step, the project manager writes the "initiation document," a plan to bring the
project into reality. Once the project board signs off, it's time for the control stage, when the project
is divided into phases. These phases don't have to last the same amount of time; the duration of
each is determined by what each realistically demands. Like waterfall, a phase must be completed
before moving on to the next one.

 Direction: The direction phase sets the overall management structure for the project, outlines
how each stage should progress, and what should happen if something changes along the way.
 Control: Some amount of change is inevitable, which is why PRINCE2's per-stage review can
be helpful.

 Boundary Management: The management stage looks at product delivery: what is going out
how it's going out, and asks, is the product that is going out exactly is what the business wanted,
and meets all requirements?

 Delivery: From a project manager's perspective, this is where the most important oversight
takes place. As work begins on product delivery, the project manager is in charge of making sure
that everyone is doing a job that aligns with the project's goals and getting approvals once parts
of the project are completed.

• Closing: After everything is said and done, the closing stage still remains. Closing is an in-depth
analysis of how the project faired. This is put into a report, which also has to be approved by the
project board

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