Presentation for the PM position

Presentation
for the Project Management position
Valerii Kosenko
https://www.slideshare.net/kosenko

Curriculum vitae
• I am an experienced PM in Ukraine now.
• Education:
– 2013 - KYIV KROK University (Master's Degree, Project
Management),
– Google Project Management Specialization.
• Experience in project management – > 10 years.
• Hobbies:
– project and business process management,
– E. Goldratt’s theory of constraints of systems,
– Spiral Dynamics of C. Graves (pet project SDTEST®).
2

Curriculum vitae
Who am I?
A member of a team united by shared values and a noble goal.
What I'm looking for.
A culture of empathy, honesty, trust, and development of each other - we do not get upset
because of mistakes but openly pronounce and appreciate them. We share feelings and
want to hear what each team member thinks and follow the call of Dr. Jill Bolte Taylor:
«Please take responsibility for the energy you bring into this space.» Your words matter.
Your behaviors matter. Our colleagues and our team matter. Take a slow, deep breath
and make sure your energy is in check before entering.
Goal.
To give back! Create a synergistic team effect from the connection of their natural being
and team members when 1 + 1 = > 3.
Lessons learned from experience.
Check everything for "solid and empty,” "to be or to seem.”
3

Experience by industry
• retail trade (grocery, electronics + e-commerce,
jewellery, stationery, pharmacies)
• wholesale
• banking
• service (housing and communal services, IoT)
• warehouse logistics
• television, publishing
• construction
• energy trading
4

Result
OUTCOMES
Company’s
objectives
Activity
Staff
Allow you to achieve
Carry out
Endowed with
authority
Creates
Responsible
5

Activity
Planned Unscheduled
Kind of
Activities
Objects
under the
management
Projects Process
Business-project
Internal project
Separate task
Assignments
External requests
Incidents
IN-sourcing
OUT-sourcing
6

Products - results
Initiation Development Production Withdrawal Utilization
Product life cycle > 1 year
Initiation Choice Planning Execution Closing
Project life cycle < 1 year
Over the course of a product's lifetime, several projects may be associated with it
7

Activity is monitored
through checkpoints (CP)
EXTERNAL CP
(responsibility to external parties)
INTERNAL CP
(employee obligations and
divisions within the company)
Levels of control CP type What is controlled Who controls
Process-1
Project-1
Project-2
Type 1
Critical
Type 2
Key
Type 3
Operational
Results and events,
critical to successful
implementation
project or process
General Manager/
Steering Committee
Important intermediate
results and tasks
Top management
Current task status Project Manager,
Resource owners
8

Checkpoint roles
• The owner of the checkpoint is a representative of the
Company's management, who oversees the receipt of results
at a checkpoint
• Responsible is an employee of the Company directly
responsible for obtaining the desired result
• Participants are employees of departments involved in
obtaining the result and responsible for obtaining it
• The receiver is an employee who takes the result from the
person in charge using the checklist for the point
• Informed are employees of the Company who receive a
notification when the checkpoint is closed
9

How ”simple" to manage projects
10
NO

How to calculate the timeline?
12
0 - 1000
1 2
FIXED
Duration =
Work / Units
Critical path
Work, W=D х U
Units, U=W / D
Duration, D=W / U
Task type
Constraint type
Flexible
As soon as possible
(ASAP)
As late as possible
(ALAP)
Semi-Flexible
Start No Earlier Than
(SNET)
Finish No Earlier Than
(FNET)
Start No Later Than
(SNLT)
Finish No Later Than
(FNLT)
Must Finish On (MFO)
Must Start On (MSO)
Inflexible
Start - to - Finish (SF)
Finish - to - Finish (FF)
Start - to - Start (SS)
Finish - to - Start (FS)
Link type Calendar
Project
Resource
Task
Max Units
(resource field), %
Assignment Units
(task field),%
(AU ≤ МU)
Priority
Workloads
Gaps
Work contour
Flat
Back Loaded
Front Loaded
Double Peak
Bell

14

15

Monitoring and control
• Weekly project meetings
• Project committee 1 time in 2 weeks
23

SCRUM excludes overload if…
• Prohibit adding tasks to a sprint if the Original estimate
exceeds the Sprint capacity:
– allow tasks to be moved from Backlog → Sprint if Issues Original
estimate <= Sprint capacity
– prohibit backlog → Sprint if Issues Original estimate > Sprint capacity
• Prohibit adding tasks to a sprint if the Assignee Original
estimate exceeds the Assignee Sprint capacity:
– allow transferring tasks from Backlog → Sprint if Assignee Original
estimate <= Assignee Sprint capacity
– prohibit transferring tasks from Backlog → Sprint if Assignee Original
estimate > Assignee Sprint capacity
26

Risk Ranking (Risk Map)
Probability
Materiality
I II III IV V
8
4 1
10 3 2
5 6
7 9
Minimum Maximum
Significant
Average
Minor
Low
Close to
zero
Average
High
Close to
one
27

Risk management methods
Low
Close to
zero
Average
High
Close to
one
Probability
of risk
manifestation
Risk Acceptance
Risk Acceptance
Risk compensation
Risk mitigation
Risk Insurance
Risk diversification
Risk mitigation
Risk Insurance
Risk diversification
Risk mitigation
Risk Acceptance
Risk compensation
Risk mitigation
Insurance, diversification, risk
localization
Avoidance of risk
Avoidance of risk
Degree of risk’s materiality
Minimum Maximum
Significant
Average
Minor
28

Risk Management Effectiveness
Assessment
8
4 1
10 3 2
5 6
7 9
7 3
2
6
5 1
Materiality
I II III IV V
Minimum Maximum
Significant
Average
Minor
Probability
Low
Close to
zero
Average
High
Close to
one
29

Archival database of projects
30

Archival database of projects
31

Project Portfolio
PORTFOLIO
PRODUCT
VERSION
ACTIVITY
(project or process)
Contains one
or several
Products
Contains one
or several
Versions
Related to the project
on its development
or a process on
its production
32

IT outsourcing delivery processes
• Supported by Confluence
JIRA release management
in four steps:
– Create a version for the next
release.
– Assigning the tasks to the
versions.
– Tracking releases.
– Reporting releases.
33

Create a version of the release
34

Assigning the tasks to the versions
35

Tracking releases
36
• JIRA will not allow you to release the version until the team completes all the tasks or removes the task from the current
release.
• After merging to “feature” branches, a “release” branch should contain all the required features to be delivered under the
current release. All the tasks on the Board should be in “Awaiting release” status.
• The final step for developers here is to deliver the “release” branch to “production” (Live site).
• Finally, QA checks every feature on the Live site and moves the task to “Done” status on the Board.
• To release the version in JIRA you simply click on the “Release” button and set up the release date. The next step is to
prepare the release page in Confluence and notify a client about the release.

Project Portfolio Management
• MUST-projects – special attention.
• 1-next projects – ”Green".
• 2-next projects – «Yellow».
• 3-next projects – «Red».
or
• Ranking projects.
38

Project Portfolio Management
1. Project "Logistics-1"
1. Project "Marketing-2"
2. Project "Operational Activity-1”
3. Project "Logistics-4”
2. Project "Sales-1"
Income
Big
Small
Investment
Small Big
39

Ranking projects
• Business Drivers (BD):
– Cost
– Expected economic effect
– Duration of the project, months (days)
– Peer review of the degree of connection with the strategy, %.
– Customer-oriented (the project should make the company more
customer-oriented).
– Transparency (the project should make the company more transparent
and auditable).
• Determining the rank of the business drivers by
pairwise comparison (macros in MS Excel).
40

Determining the rank of the
business drivers
41
Expected economic effect
Duration of the project, months (days)
Equivalent
Choose which business driver is more important

Business drivers ranking results
Business drivers Rank Goal
Cost 0,1 Min
Expected economic effect 0,3 Max
Duration of the project, months (days) 0,13 Min
Peer review of the degree of connection with the
strategy, %
0,13 Max
Customer-oriented 0,17 Max
Transparency 0,17 Max
42

Project Ranking Result
Projects Rating
Project «MUST-1» 45,89%
Project «MUST-2» 36,72%
Project «Marketing-2» 33,24%
Project «Logistics-2» 29,82%
Project "Logistics-5" 26,51%
Project "Operational Activity-1" 25,67%
Project "Sales-1" 22,63%
43

Project Portfolio in MS Project Server
44

Project Portfolio in Clarizen Cloud
45

General scheme of project management
INITIATION
EVALUATION
AND CHOICE
APPROVAL EXECUTION
EVALUATION
And
CONTROL
Preliminary study of the project
Stage
Formation of an
idea for
elaboration
Assessment of
the feasibility of
the project
(calculation of
economic
efficiency)
Selection of
project
implementation
options
Approval of the
scope, cost, and
schedule of the
project,
determination of
funding sources,
formation of project
teams, approval of
the project
Create a product
according to the
scope, cost, and
schedule of the
project
Evaluation of
project results,
deadlines, and
budgets for
compliance with
initial
requirements
Evaluation and
bonuses for
project team
members
Stage Stage
1 day
Project initiator
(any head in the
company)
1 week
Project initiator
Project Office
1 day
Project Sponsor /
Project Committee
Weekly
Project Manager
Project Office
Project Sponsor
CLOSING
Stage
Ongoing
monitoring of
project
implementation
Change
management
MONITORING
RESULTS
Stage
Evaluation of
the project in
terms of
obtaining an
economic
effect
Brief Project Charter Order
Approved Project
Charter
Project results
(documents,
equipment, IA)
Change Request
Presentation of the
project results
Order on bonuses of
the project team
Status Report
Change log
Status Effects
Report
Manager
Project
Project Manager
Project Office
Project Sponsor
Project office
At the end of the
project term
Quarterly
PLANNING
Stage
Stage
Project Manager
Project Office
(Project
Sponsor)
Schedule
Budget
Resources
Project Charter
1 week
Detailed
planning in MS
Project
46

The basis of project management
47

IT Project Management
Methodologies
48

Contacts
• kosenko.valeriy@gmail.com
• Telegram: @sdtester
• Skype: optimechoice
49

Presentation for the PM position

Recommandé

Recommandé

Contenu connexe

Similaire à Presentation for the PM position

Similaire à Presentation for the PM position (20)

Plus de Valerii Kosenko

Plus de Valerii Kosenko (20)

Dernier

Dernier (20)

Presentation for the PM position