Web-temelli proje yönetimine bir oyuncu daha eklendi. Proje planlama, takip ve doküman yönetimini birleştiren bir uygulama. ayrıca farklı lokasyonlarda çalışanlarında rahatlıkla kullanabilmeis hedeflenmiş.
Hazır şablonlar ve uygulamalar oldukça kullanışlı.
Web temelli olduğu için bir program yükleme gibi sıkıntıları yok.
Denemesi bedava, videolarla kullanım anlatılmış. Üyelik çok basit. Deneyin, denemekten zarar gelmez.
Yazılım sektörü yıllardan beri kan kaybediyor. Ama artık taze kan bulundu ve hastalığın tedavisi kolaylaştı. Çözüm çevik süreçler!
Günümüze kadar uzanan süreçte yazılım sektöründe yapılan projeler nereye varacağı belli bile olmayan büyük maceralar haline gelmiştir. Bunun başlıca sebebi kullanılan yazılım yöntemlerinin gereksinimlere cevap verecek yapıda olmamasıdır. Çevik süreçler bu sorunu çözecek nitelikte.
Bu bölümde
yakından inceleyeceğiz.
Bu yazıyı PDF olarak edinebilirsiniz.
Çevik Süreç Nedir? (219.4 KiB, 16 yükleme)
Kaynak: http://www.kurumsaljava.com/
Customer side
Never pay project management. Force the vendor to agree to deadlines impossible to meet. Then move the project into production before it’s stable enough. Then start complaining about all issues which can be found. When they’re fixed find another. When they ask about their money tell them you’ll pay when all the issues are cleared. Avoid making hard commitments. As a side effect you hear a lot of “We haven’t bought a piece of software but a system which should cover our business needs” or similar statements.
Clueless project management. Start a project first and then think what the scope is if there’s any. Throw in all the new features you can think of and force the vendor to propose some implementation or something. Change scope. Much and often. Don’t go into details when you talk about the solution but go into the smallest and the least important details when you talk about the business issues. As a side effect you’ll see dramatic time and budget overrun.
Overactive project management. Call them. Mail them. Get them on meetings. As often as possible. Expect they’re all fully and exclusively dedicated just for you. Make them cry whenever they see your number on their mobiles. Become their worst nightmare. Expect the same intensity of communication from the other side. As a side effect the PM will have a brand new set of haters. Paradoxically sometimes this leads to successful project management.
I know it better project management. You pay and you expect. You actually expect everything will be done exactly the way you want. It doesn’t matter if the idea is good or not. Don’t even list arguments of adversaries. You just know everything better. As a side effect the ego of the Project Manager will be boosted and you’ll hear a lot of golden thoughts in type of “It is so because it is so.”
Marketing project management. Leave the role of the project leader to market. Possibly the one who always has those crazy ideas. Let him decide what, how and when things are done. Vague requirements with no feasibility study whatsoever. You’ll end up with a bunch of impressive products. Unfortunately they’ll be solving the wrong problems. As a side effect developers will scream whenever they’re forced to do another great thing before even being halfway done with the previous one.
Wishful thinking project management. Close your eyes. Relax. Suppose there’s no issue. No time overruns. No bugs. Now, go tell it to the customer. Hey, that’s something they want to hear. Don’t tell them about anything bad as long as you can. There will be time for this… later. As a side effect you’ll have deal, on occasions, with some angry customer at the end. What a great lesson, don’t you think?
I know it better project management. It happens on both sides of the barricade although the reasons are usually different. In this scenario you’re the boss and you expect. No matter what is reasonable. Don’t let them even think you can be wrong. Effects as above.
Methodology zealot project management. You know the best project management methodology in the world (whatever it is). That’s the best choice because… just because. You switch off common sense and thinking and you apply your methodology exactly as it was described in the books. Absolutely no exceptions. Often seen, but definitely not limited to situations, when some impressive agile techniques are applied. As a side effect you’ll learn when the new impressive methodology can be applied with good results and when it is useless.
In my most recent series of columns, I have talked a great deal about the challenges projects face in most organizations. Many of these challenges stem from the fact that project management is not the primary purpose of organizations, and never will be. Companies are created, structured and run primarily to deliver operational products and services. Projects, however, are still critical to these organizations success - in creating, enhancing, replacing and retiring products and services in response to competitive and market demands. The challenge, then, is to arrive at an approach to managing projects in organizations that can co-exist with their current operational focus. This series addresses the practical steps that organizations can and must take to successfully create an effective project management capability.
Many companies pride themselves on their management discipline and rigor. Dell for its tight supply-chain integration and made-to-order factories. General Electric for its discipline to become the market leader in industry segments, or to get out of those markets. IKEA for popularizing the concept of affordable, stylish and flat-packed assemble-it-yourself furniture. Starbucks for good coffee and better customer service. What characterizes these companies is a single-minded commitment to attaining operational excellence in what they do. They understand their market and their capabilities, and have developed the structures, processes and capabilities necessary to execute consistently and effectively.
What you see very seldom, however, are companies that consistently, effectively and reliably execute projects. Project management is regarded as a bolt-on capability, and one that relies more upon the skills of the project manager than the support of the organization. As I have argued in an earlier column, organizations are - and will increasingly become more - willing to secure their projects in whatever way is most efficient and cost effective and still allows for competitive advantage. This does not mean, though, that they do not have a role to play in either realizing or sustaining a consistent approach to managing projects.
Regardless of how project success is arrived at, there are fundamental responsibilities that the organization has in order to ensure their success. Taken alone, they are not a guarantee of project success. Without them, however, no organization can hope or expect to realize consistent and reliable performance in developing and delivering its projects effectively:
As I have said, these factors will not in and of themselves guarantee project success. Without their being present, however, companies can have no clear and objective understanding of what projects are being conducted, why they are being done, or whether they are being effective. It is time that organizations made the same commitment to project excellence that they do to attaining operational excellence. And this is a good a place as any to start.
Socialutions (free ebook)
"Companies must begin to apply Socialutions to their existing and future problems before the problems become social and public relations nightmares. For this reason we have just released a free eBook titled Socialutions: New Management Methods for the Social Era. This is a short ebook has nine chapters which cover the following topics:promotes this concept and is a movement for users to organize and set the agenda for the future of the web."
Bioteaming (free manifesto)
"A Conceptual Framework For The Successful Management Of Physically Distributed Collaborative Business Networks And Highly Mobile Virtual Teams."
Tribes (free audio book by Seth Godin)
"A tribe is any group of people, large or small, who are connected to one another, a leader, and an idea. For millions of years, humans have been seeking out tribes, be they religious, ethnic, economic, political, or even musical (think of the Deadheads). It's our nature."
"P2P is a specific form of relational dynamic, is based on the assumed equipotency of its participants, organized through the free cooperation of equals in view of the performance of a common task, for the creation of a common good, with forms of decision-making and autonomy that are widely distributed throughout the network."
Establishing the Passing Score
The passing score for all PMI credential examinations is determined by sound psychometric analysis.
PMI uses subject matter experts from across the globe to help establish a point at which each candidate
should pass the examination(s) and the examination point of difficulty. Data that shows how candidates
actually performed is cross referenced with the subject matter experts to ensure that the point of difficulty
on each examination is healthy.
Fitting theme song: "Climb Every Mountain." - * The following discussion of motivation and personality is based on the published work of Harvard Professor David McClelland.
These are internally motivated people with high, self-set standards and goals. Uppermost for them is accomplishment. Although we all feel we have an achievement motive, research indicates that about 10 percent of the population is strongly motivated by achievement. We find many Achievers in positions of business management.
• Achievers like situations in which they take personal responsibility for finding solutions to problems. They tend not to seek advice or help except from experts who can provide needed skills.
• They tend to set moderate achievement goals, attainable with hard work and ability.
• They take calculated risks, preferring to work on the outcome rather than leave it to chance.
• They want concrete feedback on how well they're doing.
• They're quite accustomed to having the task itself be enough motivation for them; concepts about persuasiveness and motivating others don't naturally occur to them.
• Communication is often little more than a one-way street for Achievers, related to explaining what needs to get done. They're so strongly goal-oriented that when they look across the desk,
the people they see may simply appear as implementors of the tasks assigned, not as multi-dimensional, fallible, needy individuals.
• Entrepreneurs tend to be classic Achievers.
To the outside world, Achievers can look insensitive and unfeeling. Not true. They just work from a different set of motivations than many of us; the software of human consideration and understanding doesn't always seem to be part of their concept of work. Achievers are hard taskmasters for themselves and therefore bring the same demanding standards to others with whom they work.
Considerations such as "Do you like me?" are usually beside the point for Achievers, though this varies. They give themselves love when they accomplish. An extension of that is to have others know of and acknowledge their accomplishments. Achievement is where they find their identity and feel their usefulness. Money may be regarded as a further affirmation of their ability to achieve.
In my experience this is not always possible, but I highly recommend that you follow this and as the very least, as soon as you (or someone else) is assigned as the Project Manager, draft this document and have it signed off by the stakeholders.
A project initiator or sponsor external to the project organization, at a level that is appropriate to funding the project, should issue the project charter. Projects are usually chartered and authorized external to the project organization by an enterprise, a government agency, a company, a program organization, or a portfolio organization, as a result of one or more of the following:
· A market demand (e.g., a car company authorizing a project to build more fuel-efficient cars in response to gasoline shortages)
· A business need (e.g., a training company authorizing a project to create a new course to increase its revenues)
· A customer request (e.g., an electric utility authorizing a project to build a new substation to serve a new industrial park)
· A technological advance (e.g., an electronics firm authorizing a new project to develop a faster, cheaper, and smaller laptop after advances in computer memory and electronics technology)
· A legal requirement (e.g., a paint manufacturer authorizing a project to establish guidelines for handling toxic materials)
· A social need (e.g., a nongovernmental organization in a developing country authorizing a project to provide potable water systems, latrines, and sanitation education to communities suffering from high rates of cholera).
These stimuli can also be called problems, opportunities, or business requirements. The central theme of all these stimuli is that management must make a decision about how to respond and what projects to authorize and charter.
Make sure to have these requirements documented and signed off as they will be used to create the Project Scope Document.
Project selection methods involve measuring value or attractiveness to the project owner or sponsor and may include other organizational decision criteria. Project selection also applies to choosing alternative ways of executing the project.
Chartering a project links the project to the ongoing work of the organization. In some organizations, a project is not formally chartered and initiated until completion of a needs assessment, feasibility study, preliminary plan, or some other equivalent form of analysis that was separately initiated.
Developing the project charter is primarily concerned with documenting the business needs, project justification, current understanding of the customer’s requirements, and the new product, service, or result that is intended to satisfy those requirements. The project charter, either directly, or by reference to other documents, should address the following information:
· Requirements that satisfy customer, sponsor, and other stakeholder needs, wants and expectations
· Business needs, high-level project description, or product requirements that the project is undertaken to address
· Project purpose or justification
· Assigned Project Manager and authority level
· Summary milestone schedule
· Stakeholder influences
· Functional organizations and their participation
· Organizational, environmental and external assumptions
· Organizational, environmental and external constraints
· Business case justifying the project, including return on investment
· Summary budget.
During subsequent phases of multi-phase projects, the Develop Project
Charter process validates the decisions made during the original chartering of the project. If required, it also authorizes the next project phase, and updates the charter.
Inputs:
Contract (When Applicable)
A contract from the customer’s acquiring organization is an input if the project is being done for an external customer.
Project Statement of Work
The statement of work (SOW) is a narrative description of products or services to be supplied by the project. For internal projects, the project initiator or sponsor provides the statement of work based on business needs, product, or service requirements. For external projects, the statement of work can be received from the customer as part of a bid document, for example, request for proposal, request for information, request for bid, or as part of a contract. The SOW indicates a:
· Business need – an organization’s business need can be based on needed training, market demand, technological advance, legal requirement, or governmental standard.
· Product scope description – documents the product requirements and characteristics of the product or service that the project will be undertaken to create. The product requirements will generally have less detail during the initiation process and more detail during later processes, as the product characteristics are progressively elaborated. These requirements should also document the relationship among the products or services being created and the business need or other stimulus that causes the need. While the form and substance of the product requirements document will vary, it should always be detailed enough to support later project planning.
· Strategic plan – all projects should support the organization’s strategic goals. The strategic plan of the performing organization should be considered as a factor when making project selection decisions.
Enterprise Environmental Factors
When developing the project charter, any and all of the organization’s enterprise environmental factors and systems that surround and influence the project’s success must be considered. This includes items such as, but not limited to:
· Organizational or company culture and structure
· Governmental or industry standards (e.g., regulatory agency regulations, product standards, quality standards, and workmanship standards)
· Infrastructure (e.g., existing facilities and capital equipment)
· Existing human resources (e.g., skills, disciplines, and knowledge, such as design, development, legal, contracting, and purchasing)
· Personnel administration (e.g., hiring and firing guidelines, employee performance reviews, and training records)
· Company work authorization system
· Marketplace conditions
· Stakeholder risk tolerances
· Commercial databases (e.g., standardized cost estimating data, industry risk study information, and risk databases)
· Project management information systems (e.g., an automated tool suite, such as a scheduling software tool, a configuration management system, an information collection and distribution system, or web interfaces to other online automated systems).
Organizational Process Assets
When developing the project charter and subsequent project documentation, any and all of the assets that are used to influence the project’s success can be drawn from organizational process assets. Any and all of the organizations involved in the project can have formal and informal policies, procedures, plans, and guidelines whose effects must be considered. Organizational process assets also represent the organizations’ learning and knowledge from previous projects; for example, completed schedules, risk data, and earned value data. Organizational process assets can be organized differently, depending on the type of industry, organization, and application area. For example, the organizational process assets could be grouped into two categories:
· Organization’s processes and procedures for conducting work:
o Organizational standard processes, such as standards, policies (e.g., safety and health policy, and project management policy), standard product and project life cycles, and quality policies and procedures (e.g., process audits, improvement targets, checklists, and standardized process definitions for use in the organization)
o Standardized guidelines, work instructions, proposal evaluation criteria, and performance measurement criteria
o Templates (e.g., risk templates, work breakdown structure templates, and project schedule network diagram templates)
o Guidelines and criteria for tailoring the organization’s set of standard processes to satisfy the specific needs of the project
o Organization communication requirements (e.g., specific communication technology available, allowed communication media, record retention, and security requirements)
o Project closure guidelines or requirements (e.g., final project audits, project evaluations, product validations, and acceptance criteria)
o Financial controls procedures (e.g., time reporting, required expenditure and disbursement reviews, accounting codes, and standard contract provisions)
o Issue and defect management procedures defining issue and defect controls, issue and defect identification and resolution, and action item tracking
o Change control procedures, including the steps by which official company standards, policies, plans, and procedures—or any project documents—will be modified, and how any changes will be approved and validated
o Risk control procedures, including risk categories, probability definition and impact, and probability and impact matrix
· Procedures for approving and issuing work authorizations. Organizational corporate knowledge base for storing and retrieving information:
o Process measurement database used to collect and make available measurement data on processes and products
o Project files (e.g., scope, cost, schedule, and quality baselines, performance measurement baselines, project calendars, project schedule network diagrams, risk registers, planned response actions, and defined risk impact)
o Historical information and lessons learned knowledge base (e.g., project records and documents, all project closure information and documentation, information about both the results of previous project selection decisions and previous project performance information, and information from the risk management effort) and defect management database containing issue and defect status, control information, issue and defect resolution, and action item results
o Configuration management knowledge base containing the versions and baselines of all official company standards, policies, procedures, and any project documents
o Financial database containing information such as labor hours, incurred costs, budgets, and any project cost overruns.
Develop Project Charter: Tools and Techniques
Project Selection Methods
Project selection methods are used to determine which project the organization will select. These methods generally fall into one of two broad categories:
· Benefit measurement methods that are comparative approaches, scoring models, benefit contribution, or economic models.
· Mathematical models that use linear, nonlinear, dynamic, integer, or multi-objective programming algorithms.
Project Management Methodology
A project management methodology defines a set of Project Management Process Groups, their related processes and the related control functions that are consolidated and combined into a functioning unified whole. A project management methodology may or may not be an elaboration of a project management standard. A project management methodology can be either a formal mature process or an informal technique that aids a project management team in effectively developing a project charter.
Project Management Information System
The Project Management Information System (PMIS) is a standardized set of automated tools available within the organization and integrated into a system. The PMIS is used by the project management team to support generation of a project charter, facilitate feedback as the document is refined, control changes to the project charter, and release the approved document.
Expert Judgment
Expert judgment is often used to assess the inputs needed to develop the project charter. You will see this technique used in many of the Project Processes. Such judgment and expertise is applied to any technical and management details during this process. Such expertise is provided by any group or individual with specialized knowledge or training, and is available from many sources, including:
· Other units within the organization
· Consultants
· Stakeholders, including customers or sponsors
· Professional and technical associations
· Industry groups.İlgi diyagramı fikirleri, problemleri ve çözümleri beyin fırtınası sonrasında gruplamaya yarar.
Yöneticiler beyin fırtınası sonrasında ortaya çıkan fikirleri kategorize ederek düzenleme yoluan giderler.
Most of us working on various projects have our usual morning ritual of spending hours checking our emails. We need to do this activity to catch up on information and critical announcements regarding the project. It is also a common situation in many projects where only some members of the team are aware of important information regarding the project. This situation creates information imbalance among the team members and can be very detrimental to the project outcome. We are in a knowledge based economy where information is power. It becomes increasingly the responsibility of the Project Manager and Project Leaders in the team to disseminate the right information in an effective and concise manner, which brings all the team members to the same page. For the Project Manager, planning, structuring and controlling the communications that are inherently complex is critical to the success of the project. In this article we look at how Web2.0 wiki can help a Project Manager to complement the existing methods of communication and make his or her life easier.
Read complete paper in English
Post-PMP® Syndrome (noun) – A group of symptoms commonly found after project managers tirelessly prepare to pass the PMP exam pass it and bring home the gold, and then find themselves asking: What’s next?
Does this sound familiar to you? If so, you or someone you know may be suffering from Post-PMP Syndrome. Here are a few tips to make sure you get the most out of your PMP.
DON’T KEEP IT A SECRET. Send an e-mail out to team members and managers letting them know about your achievement. Talk to your manager about how you might be able to use your PMP immediately to help the organization. Volunteer to do a “lunch and learn” to help others in your organization learn more about the PMP and prepare for the exam. Update your resume and any online profiles where you professionally network. Put your PR hat on and get the word out.
WALK THE WALK. The best way to strut your PMP is to show results. Project Management is the art and science of getting things done, and now you can embody that with every project. In our careers, we are often as good as our last hit. You don’t have to be a one-hit wonder. Now, you have the knowledge to keep charting, year after year, with success after success.
BECOME A STUDENT OF HISTORY. Abe Lincoln has nothing on you. With your freshly-minted PMP credentials, you can show ‘em how it’s done. At the end of every project, capture best practices and lessons learned, creating an invaluable documentation of hits and misses. You’ll quickly become the “go-to” person who is always in the know.
