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Introduction Work Smarter, Not Harder Tomaž Aljaž, Ph.D., Ass Methodology of Project Work Introduction Work smarter, not harder Tomaž Aljaž, Ph.D., Ass. Professor [email protected] 1 Before we begin … • Some words about me and my country Dr. Tomaž Aljaž Split 2 Short about me … • Married, two beautiful daughters 15 and 17 years • More then 20 years of professional experience on Information technology and telecommunication area. • Main areas of expertise are related to managing I(C)T projects, improving performance of (project) teams, establishing and maintaining optimal use of resources and reducing operating risks. • Prior experiences are related to R&D environment working as Resource, Project and product manager, as well as Solution manager. • Published many articles on information technology and telecommunication area, resource management, project management and process improvements using Theory of Constraints and other Agile methodologies. • Ph.D. in Electrical Engineering from Faculty of Electrotechnical Engineering and Computer Science Maribor, Slovenia and finish courses related to Constraint Management at Washington State University, USA. • Teaching at graduate and post graduate level more than 8 years topic related to performance improvements of organizations, project management, information technology and telecommunication on national and international level. • In 2014 Jonah certificate, recognized by Theory Of Constraints International Certification Organization (TOCICO). 3 About Slovenia • Independence: 1991 • Area: 20,273 km² • Official language: • Member of the EU: since Slovene 1 May 2004 • Nationality: Slovene (s) • Currency: Euro - € noun | Slovenian • Gross domestic product: (adjective) 16.000 € • Population: 1,992,690 • Milk 1 l = 0,7 € -1,3 € (est. 2013) • Bread 1 kg = 1 – 3 € • Slovenia borders 4 countries https://www.cia.gov/library/publications/the-world-factbook/geos/si.html 4 Slovenian language (slovenščina) • Indo-European language belongs to the South Slavic language family. • Slovenian is one of the few to preserve the dual grammatical number from Proto-Indo-European. • Slovenian and Slovak are the two modern Slavic languages - literally mean "Slavic" (slověnskii in old Slavonic). • A highly varied language, many dialects - different grades of mutual intelligibly. Linguists agree that there are about 48 dialects. 5 http://www.cmepius.si/en/files/cmepius/userfiles/publikacije/Popek_en.pdf Bograč Jota pork, beef, venison, beans, potatoes, potatoes, sauerkraut, dried onions, garlic, pork garlic, bay red pepper, leaf, salt and salt pepper Ajdovi Prekmurska gibanica žganci buckwheat dough, cottage cheese, poppy flour, water, seeds, walnuts and milk apple filling, sugar Štruklji Potica Dumplings Nut roll dough, white or buckwheat flour, filling with nuts or dough, nuts, cheese or apple ... sugar Source: Google images Famous places in Slovenia 7 Question for “warm up” • In Slovenia there is tradition that groom and bride go to small island in the middle of lake Bled and go to the church tower to ring for a happiness. How many stairs needs groom to carry bride? – A: 5 – B: 50 – C: 100 – D: 200 8 PROJECT MANAGEMENT TERMS 9 What is a Project? • Temporary* endeavor undertaken to create a unique product, service, or result. • The temporary nature of projects indicates that a project has a definite beginning and end. • The end is reached when the project’s objectives have been achieved or when the project is terminated because its objectives will not or cannot be met, or when the need for the project no longer exists. • A project may also be terminated if the client (customer, sponsor, or champion) wishes to terminate the project. *Temporary does not necessarily mean the duration of the project is short. It refers to the project’s engagement and its longevity. Source: PMBOK_Guide_5th Edition 10 What is Project management? • is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements. • Project management is accomplished through 5 main groups • Initiating, • Planning, • Executing, • Monitoring and Controlling, and • Closing. Source: PMBOK_Guide_5th Edition 11 How to Manage a project ? • Identifying requirements; • Addressing the various needs, concerns, and expectations of the stakeholders in planning and executing the project; • Setting up, maintaining, and carrying out communications among stakeholders that are active, effective, and collaborative in nature; • Managing stakeholders towards meeting project requirements and creating project deliverables; • Balancing the competing project constraints, which include, but are not limited to: – Scope, – Quality, – Schedule, – Budget, – Resources, and – Risks. Source: PMBOK_Guide_5th Edition •12 DIFFERENT APPROACHES TO MANAGE PROJECTS 13 Different types of methodologies for managing projects • Traditional – Waterfall, V-model (PMI, ITIL) • Theory of constraints – Critical Chain Project Management (CCPM) • Agile – Scrum • Mixed – „Rolling Wave“ 14 Waterfall / V model • The waterfall model is a sequential (non- iterative) design process • Progress is seen as flowing steadily downwards (like a waterfall) • Still dominant project Management model Source: Wikipedia 15 V model • May be considered an extension of the waterfall model • Instead of moving down in a linear way Source: Wikipedia 16 Planing • Work Breakdown Structure – Which tasks need to be completed? • Process Plan - Phase Plan - Schedule – How are the tasks organized according to a schedule? How long do the individual tasks take? • Project Resource Plan – Who will do a task(s)? – How much capacity do we need? 17 Critcal Chain Project Management • Definition (by Wikipedia) – Critical Chain Project Management (CCPM) is a method of planning and managing projects that puts the main emphasis on the resources required to execute project tasks. This is in contrast to the more traditional methods derived from critical path and PERT algorithms, which emphasize task order and rigid scheduling. A Critical Chain project network will tend to keep the resources levelly loaded, but will require them to be flexible in their start times and to quickly switch between tasks and task chains to keep the whole project on schedule. Constrain resource (bootleneck) 18 Critical Path vs. Critical Chain • Critical Path: – Defined as the longest chain of activities in a project. This, by definition, ignores any resource limitations. It assumes that there are no resource issues within the project. • Critical Chain: . Defined as the longest chain of dependent events – considering both activity and resource dependencies. Source: http://alexrogoventures.wordpress.com/2011/06/06/project-management-transitioning-from-critical-path-to-critical-chain/ 19 Let’s take advantage of good statistics. If we finish early, we can move on to the next task. Don’t waste Safety Allocated. Before: 85% Estimate Completion Distribution 1 2 3 4 5 6 7 8 9 10 Buffer Due Date After: 50% Estimate Completion Distribution Notice, we are only changing the 1 2 3 4 5 6 7 8 9 10 Buffer schedule. Actual work distributions are the With an aggressive schedule, Due Date same. If we finish we take advantage of early, we can capture serendipitous events the advantage. 20 Using MS Project 21 Critical Chain and Risk Management • Use buffers to reduce risk 100 • Use relationship between work completed and High Risk High buffer consumed to Risk measure risk for each Medium chain in the network Risk • Use buffer management Low Risk to trigger investigation of % Buffer Consumed Buffer % problems 0 100 • Use results of investigation to plan and % Critical Chain Completed implement appropriate action / help needed 22 What is Agile? We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. http://www.agilemanifesto.org 23 What is Agile? http://method-r.com/papers?download=96:my_case_for_agile 24 What is Agile NOT • Some people believe that being Agile means that you don’t write a project specification. • Some people believe that being Agile means that you don’t do design (for example, that you don’t do data modeling when you’re developing a database application). • Some people believe that being Agile means that you can skip whatever software development project steps you just don’t like doing. 25 SCRUM • Scrum is an Agile framework for completing complex projects. • Scrum originally was formalized for software development projects, but it works well for any complex, innovative scope of work. Source: Scrum alliance 26 What is Scrum • Self-organizing teams • Product progresses in a series of “Sprints” (from 1 to 4 weeks) • Requirements are captured as items in a list of “product backlog” • No specific engineering practices prescribed • Uses generative rules to create an agile environment for delivering projects • One of the “agile processes” https://www.mountaingoatsoftware.com/uploads/presentations/Getting-Agile-With-Scrum-Norwegian-Developers-Conference- 2014.pdf 27 Scrum process https://www.mountaingoatsoftware.com/uploads/presentations/Getting-Agile-With-Scrum-Norwegian-Developers-Conference28- 2014.pdf What is Sprint • Scrum projects make progress in a series of “sprints” • Typical duration is 1–4 weeks or a calendar
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