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EXTENT Conference Moscow Renaissance Hotel October 29-30, 2011 Test Automation for Trading Systems Julian Hensman SeOrb Ltd Vision, Clarity, Focus
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©2011 SeOrb Ltd
The Simple Matter of
Project Management
30th October 2011Julian Hensman
vision, clarity, focusvision, clarity, focus
©2011 seOrb Ltd
The Simple Matter of Project Management - Contents
What is Project Management?
What is Methodology?
Why is everything so complicated?
How can we gain control?
Hints and Tips
Questions
SeOrb – Encouraging Quality through Intellectual Investment
©2011 seOrb Ltd
The Simple Matter of Project Management - What is Project Management?
… but first, what is a project? And for that matter, what is a programme?
Project: Specific defined products (scope), with a start and a finish Programme: Variable outcome focussed on benefit
Key Factors:
Scope Schedule Budget Quality
OK, so what is Project Management?
Planning and Dependency Management Risk and Issue Management Change Management Time Management Resource Management Financial Management Communication and Stakeholder Management Organisation Process Management etc, etc, etc…
SeOrb – Exceeding Expectation through Service Excellence
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The Simple Matter of Project Management - Methodology
What is it?
• PMI (CAPM / PMP)• MPMM• AMP PMBOK• PRINCE II• Sprint• Agile• Waterfall• Interactive• Incremental• Phased• RUP (Rationalised Unified Process)• CCPM (Critical Chain)• Scrum• Extreme Programming• Ten Step• MSP• ITIL• CMMI• …
SeOrb – Keeping it Simple
Methodology is the study of methods.
When we talk about using a methodology,
we usually mean using a set of proven methods
As a project manager, the chances are,
you will be told which method to use!
Project methods vs. Project Management methods …
be careful!
What isn’t it?
• Guarantee of success!• Always right!
(MSP confuses issues and changes)• Useful, if nobody follows it, or it is only
followed loosely or inconsistently• A replacement for common sense
or core techniques.
©2011 seOrb Ltd
The Simple Matter of Project Management - Why is everything so complicated?!!!
SeOrb – Empowerment through Agility
Plans
Tasks, parent tasks Fixed duration, fixed units, fixed work? Dependencies and resource allocations Schedule contingency and review periods PBS/WBS? Spreadsheet?!!!
Factors
Assumptions and dependencies Risks and Issues Changes and Deliverables Actions Budget: top down / bottom up / utilisation Quality control vs. quality assurance What is Quality?
Budget
Top down vs. bottom up? How much will my project cost really? Budget contingency?
All these things are linkedand can be simplified!!!
Human Factors
Matrix reporting lines Outsourced delivery “Experience” Democracy
©2011 seOrb Ltd
The Simple Matter of Project Management - How can we gain control?
SeOrb – Common Sense Paradigm
Project
Work Items:PBS
RisksIssues
Changes
Work:ActivitiesActions
Milestones
Resources
Assignment
Work Type
Time:PlannedActual
©2011 seOrb Ltd
The Simple Matter of Project Management - How can we gain control?
SeOrb – The Art of the Possible
Project Linkages:- Examples
Assumptions vs Dependencies Risks vs Issues Defects vs Changes vs Deliverables Actions vs Tasks
Project Linkages:- Show them in a dashboard
Gently Forcing Control
Project process: no need for extensive training, directives, influencing or persuasion, just a good “system”
Everything goes in the system, keep it centrally If team members do not use the system, they have no information By using the “system”, team members are, by definition, following the
process When everything is on the system, everything can be linked, coordinated
and reportable Simple but sensible process, coupled with meaningful reporting, provides
total knowledge, enabling full control Incorporate workflow, for management as well as delivery, to embed
guidance and obviate training
The Simple Matter of Project Management - How can we gain control?
©2011 seOrb Ltd
The Simple Matter of Project Management – Starter for 10
Standish Group 2006 CHAOS Survey: 67% of all IT projects fail
• Use a “system” that promotes simple process and take time to set it up properly!
• Is a project a democracy? Reporting line: Army & General
• As simple as possible
• Review time – plan it (fixed duration)!
• Contingency – schedule vs. budget – keep them separate
• Plan Activities – between 2 and 20 days
• 100 Lessons Learned by Jerry Madden, Goddard Space Flight Centerhttp://askmagazine.nasa.gov/issues/14/practices/ask14_lessons_madden.htm
• Objective based rewards. If you reward for delivering on time, do not expect Quality
• Keep your Stakeholders interested
• Communication, communication, communication
SeOrb – Vision. Clarity. Focus
©2011 seOrb Ltd
Julian Hensman
m: +44 (0)7818 060101
http://www.seorb.com
vision, clarity, focus
