Lecture Project management in practice - Chapter 2: Popular frameworks and methodologies

Chapter 2 - Popular frameworks and methodologies. After you have mastered the material in this chapter, you will be able to: Understand the various project management frameworks available and which suit what environments, achieve a high-level understanding of PRINCE2®, achieve a high-level understanding of ISO 21500:2012, understand Agile and where Agile may be applied to manage projects.

CHAPTER Popular Frameworks and Methodologies Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 2-1 Learning Elements 2.1 Understand the various project management frameworks available and which suit what environments 2.2 Achieve a high-level understanding of PRINCE2® 2.3 Achieve a high-level understanding of ISO 21500:2012 2.4 Understand Agile and where Agile may be applied to manage projects 2.5 Further develop your knowledge of PMBoK the PMBoK life cycle Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 2-2 Frameworks and Methodologies Overview of: PRINCE2đ • ISO 21500:2012 • Agile • PMBoK (5th edition) Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 2-3 PRINCE2đ Initially developed by the UK Office of Government Commerce (now the Cabinet Office) The PRINCE2đ methodology offers non-proprietary best practice guidance on project management Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 2-4 PRINCE2 Components đ Principles There are seven principles in PRINCE2đ All must be applied for the project to be PRINCE2đ They represent guiding obligations and good practice • Continued business justification • Learn from experience • Defined roles and responsibilities • Manage by stages • Manage by exception • Focus on products • Tailor accordingly Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 2-5 PRINCE2 – Components ® (cont.) Themes PRINCE2 encompasses seven themes đ The themes describe aspects of project management that must continually be attended to throughout the life of the project • Business case • Organisation • Quality • Plans • Risk • Change Progress Copyright â 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 2-6 PRINCE2đ Components (cont.) Processes There are seven processes • They detail the steps to be taken throughout the life of a PRINCE2đ project Starting a project Initiating a project • Directing a project • Managing a stage boundary • Controlling a stage • Managing product delivery • Closing a project Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 2-7 PRINCE2đ Components (cont.) Tailoring Tailoring the process to your company’s environment • Not omitting any steps or components Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 2-8 PRINCE2 – Processes đ Copyright â 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 2-9 ISO 21500:2012 • Can be described as guidance for project management • Provides a high-level description of the concepts and processes considered to form‘good practice’in project management Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 2-10 Agile • Is related to the rolling wave planning and scheduling project methodology • Uses iterations (time boxes) to develop a workable product that satisfies the customer and other key stakeholders Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 2-13 Agile (cont.) • Stakeholders and customers review progress and re-evaluate priorities to ensure alignment with customer needs and company goals • Adjustments are made and a different iterative cycle begins that subsumes the work of the previous iterations and adds new capabilities to the evolving product Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 2-14 Agile – Principles Focus Focus on on customer customer value value Iterative Iterative and and incremental incremental delivery delivery Experimentation Experimentation and and adaptation adaptation Self-organisation Self-organisation Continuous Continuous improvement improvement Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 2-15 Agile: Iterative, Incremental Product Development Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 2-16 Agile and Project Uncertainty Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 2-17 PMBoK (5 edition) th • PMI’s Project Management Body of Knowledge (PMBoK) provides a generic life cycle approach • Can be applied to projects of all sizes and complexities, all industries and governments Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 2-18 PMBoK (5 edition) (cont.) th • Provides valuable body of knowledge around project management in general • Provides understanding of key tools and techniques applied in other methodologies and frameworks such as PRINCE2®, ISO21500:2012 and Agile Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 2-19 PMBoK – Life Cycle Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 2-20 PMBoK – Sequential Approach Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 2-21 PMBoK Overlapping Approach Insert Figure 2.15 Copyright â 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 2-22 PMBoK – Iterative Approach Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 2-23 PMBoK – Knowledge Areas • • • • • Scope Time Cost Quality Human Resources • • • • • Communications Risk Procurement Stakeholders Integration Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 2-24 PMBoK – Governance and Gates Insert Figure 2.18 Copyright â 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 2-25 PMBoK Process Interactions Insert Figure Figure 2.17 Interactions between the PMBoK process groups Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 2-26 Key Terms • Australian Institute of Project Management (AIPM) • Australian Skills Quality Authority (ASQA) • change management • portfolio • program • project • project life cycle • project manager • Project Management Institute (PMI) • Vocational Education and Training (VET) Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 2-27 ... Gray, Project Management in Practice, 1e 2-1 6 Agile and Project Uncertainty Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 2-1 7... Gray, Project Management in Practice, 1e 2-3 PRINCE2đ Initially developed by the UK Office of Government Commerce (now the Cabinet Office) • The PRINCE2® methodology offers non-proprietary best practice. .. form‘good practice in project management Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 2-1 0 ISO 21500: 2012 Overview Insert