Project Management

Project Management is a career choice with a clearly defined path. It is a subject with a significant amount of knowledge and techniques to learn. Unfortunately however, many businesses assign someone to manage a project without providing any training. That project will be managed inefficiently (compared to it being managed by a skilled Project Manager), and has a high probability of failing, or be delivered over budget late and in poor quality.

The webBRIEFCASE Project Management Framework can add tremendous value by providing the information, tools and support a new or experienced Project Manager needs.

Contents

• Tools and tables
• Dashboard (see top right)
• Stages
• Knowledge areas
• Definition of ready
• Definition of done
• Glossary

Tools and tables

Stages

Initiation stage

Next stage: High level design

• Whenever you work on the workstream (project, programme or portfolio), update your timesheet.
• Add a workstream (project, programme or portfolio) record. There's no need to define the knowledge area status information yet.
• Select the workstream so it appears in the selected records area.
• Create groups.
  • Workstream
    • Board/steering committee
    • Core team
    • All stakeholders
  • Add the Lead Customer and/or Sponsor to the "Board/steering committee" and "All stakeholders" groups.
  • Draft a BOSCARD brief then work with stakeholders to refine it. Define...
    • Background
    • SMART objectives
    • deliverables
    • scope
    • constraints
    • Resources: assets, orders, people
    • risks, assumptions, issues, dependencies
  • As you identify/work with other people on the workstream, add them to the relevant group(s).
  • Work with stakeholders to refine the BOSCARD.

  High level design stage

  • Use the BOSCARD to create a high level work breakdown structure. List the activities, not their detailed design.
    • Create activities for the deliverables, bearing in mind the other elements of the BOSCARD
    • Refine the activities by referenc the deliverables
  • Issue invite for the "Daily standup" meeting.
  • Select a standard sprint duration, e.g. 2 weeks.

• Feasibility stage

  Similar to capability stage, but with reduced scope which would quickly determine whether the project is feasible.

• Capability stage

  • Repeat until done:
    • Facilitate daily standups as a Scrum Master.
    • Sprint planning: Ensure at least the next sprint is planned in advanced.
    • Facilitate a sprint review to demonstrate the completed work and gather feedback from stakeholders. Ensure the feedback is recorded as requests for change (RfCs) and known errors and that each of those has at least one activity.

• Launch stage

Knowledge areas

Knowledge area	Summary	Processes, tables and tools
Integration Management	Register workstream with PMOs Monitor knowledge areas Monitor sprint burndown chart
Scope Management	Scope
Schedule Management	Developing, maintaining, and controlling the project schedule to ensure that the project is completed on time.	Sprints, Activities,
Cost Management
Quality Management
Resource Management
Communications Management
Risk Management
Procurement Management	organisation categories: customers, suppliers, organisations, orders, order items,
Stakeholder Management	organisation categories: customers, suppliers, organisations, groups, people

Glossary

[wB_workstream table]



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