Project Managment Good Practices
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The presentation by Hari Prasad Thapliyal focuses on project management best practices aimed at ensuring project success from the outset. Key points include defining success criteria, identifying project drivers and constraints, establishing product release criteria, and negotiating achievable commitments. The importance of planning, estimating, tracking progress, and adapting to changing requirements is emphasized, highlighting common reasons for project failure.
Project Managment Good Practices
- 1. Project Management Good Practices Presented by Hari Prasad Thapliyal Agilest & Project Management Trainer, Coach & Consultant (MBA, MCA, PGDOM, PGDFM, CIC, PMP, PMI-ACP, CSM, SCPO, SDC PRINCE2-Trainer, Scrum Certified Trainer, Microsoft Certified Trainer, ZED Master Trainer)
- 2. This presentation is for the Practicing Project Managers. In this presentation I have discussed some tips for making project successful from the day one.
- 3. 1. Define Project Success Criteria- At the start of project 2. Identify Project Drivers, Constraints and degree of freedom – At the start of project 3. Identify Product Release Criteria – During Planning 4. Negotiate achievable commitments – At the start of project & when estimation is complete 5. While Planning the Project 6. While Estimating the Work 7. While Tracking Project’s Progress Major Activities in Project Life Cycle – for Project Success
- 4. Success Criteria from Product Perspective May be Profit Increase % Market Share % Sales Volume % Customer Satisfaction Index % Saving money % Reducing transaction time % Increasing transaction % Success Criteria from Project Perspective May be Schedule Variance Cost Variance Scope Quality (defects, reviews, issues etc) While working on project you are responsible to meet “Success Criteria from Project Perspective” but keep doing business justification keeping “Success Criteria from Product Perspective” 1. Define Project Success Criteria
- 5. Schedule Cost Quality Features Staff Everything is not equally limited. One can be negotiated with respect to others. Know what is negotiable in your project. 2. Identify Project Drivers, Constraints & Degree of Freedom
- 6. Should contain release note No open critical defects No of defects decreased % Specific functionality fully working N% of test cases passed Specific legal, contractual or regulatory goals met All UA test cases passes 3. Define Product Release Criteria
- 7. No open critical defects No of defects decreased % Specific functionality fully working N% of test cases passed Specific legal, contractual or regulatory goals met All UA test cases passes 4. Negotiate Achievable commitments
- 8. Write a Plan not only schedule Decompose task into traceable granularity 8/80 rule Develop planning worksheet for common large tasks Plan to do rework after a quality control activity Manage Project Risks Plan time for process improvement Respect the learning curve. Everything cannot be planned in great detail at the start. 5. While Planning the Project
- 9. Estimate based on efforts, not calendar times Generally don’t schedule multi-tasking people Do not schedule more than 80% of available time (risk, improvement, rework will consume remaining time) Build training time into schedule Record estimates & basis of estimates Use estimation tools Plan contingency buffer towards the end of milestone 6. While Estimating the Work
- 10. Record actuals and estimates Count tasks as complete only when 100% complete Track project status openly and honestly 7. While Tracking Project Progress
- 11. Conduct Project Retrospectives 8. Learning for the future
- 12. Surrender to the long pipe of requirements. They will keep coming… You can manage this but not stop. Always assume that there is high probability of initial set requirements being wrong. But it does not mean that you start only when requirements are frozen. They will keep changing… Accept that all requirements change, so do not be panic. Plan accordingly knowing this fact. Simplify your change-management approach. Learn to manage requirements and getting those validated using different delivery methods. Reality of the Requirement Management
- 13. Poor Alignment Bad Planning Lack of executive support Incomplete requirements Unclear expectations Scope creep Lack of resources Choice of technology Inexperience Why Project Fails?
- 14. 1. A bad idea executed to perfection is still a bad idea. A good idea poorly executed is of no use to anyone. Augustine's Law 2. Failing to plan is planning to fail. Lakein's Law 3. Perfection is achieved, not when there is nothing more to add, but when there is nothing left to take away. Saint Exupery's Law 4. There are two states to any larg project -too early to tell or too late to stop. Fitzgerald's Law 5. Work will expand to fill the time available. Parkinson's Law 6. A fool with a tool is still fool. Constantine's Law 7. If they know nothing of what you are doing they suspect you are doing nothing. Graham's Law 8. If anything can go wrong, it will. Murphy's Law 9. Project Management is about applying common sense with uncommon discipline. O'Brochta's Law 10. About the time you finish doing something, you know enough to start. Kinser's Law Project Management Laws