![]() It is important to recognize significant efforts from project contributors, especially those that exceeded normal expectations. The purpose in doing this is to ensure improvements are addressed in any future projects. We then document and share all of the learnings with stakeholders. ![]() We lead the PMO in evaluating areas that worked well and areas requiring improvement. We transition outstanding activities to business units, and document the transition as part of project closure.Ĭapturing lessons learned at the end of the project As an example, software product convergence often takes years to finalize, but at some point, the convergence activity is documented in the product roadmap and thus no longer requires PMO oversight. Not all milestones will complete at the time the project is deemed officially closed. Transitioning activities to normal business The project retrospective is similar to the iteration retrospective with the following noted changes: We conduct a final retrospective to ensure lessons learned may be applied to future projects. Dates certainly slip in the best of planned projects, but purpose for slipping a date must be understood and a negotiation must occur to re-plan any activity. If a milestone exists that does not directly tie back to the charter, then we must ask ourselves why the milestone exists in the plan at all.Īdditionally, resources are held accountable for delivering what they said they were going to deliver during a given timeframe. During this meeting, we validate that the intended objectives of the milestones are being met and that appropriate attention and resources are focused on those objectives.įurthermore, during the weekly PMO review, key performance indicators are tracked to ensure the project activity remains focused on objectives as set forth in the charter. In order to ensure teams are focused on rapidly delivering incremental value, we recommend the top three critical milestones are reviewed, either in a daily standup meeting or in a PMO weekly meeting. Our agile process includes validating the top three critical milestones for each functional area. We are well-versed in MS Project Management, Clarizen, and OmniPlan and are able and willing to utilize any of the standard project management tools on the market. Note, however, that we can and do work with other project management tools and will adapt to the needs of our clients. This is because Smartsheet is easy to learn as it resembles MS Excel, and does not require extensive project management expertise. Our process addresses the goal to deliver incremental value in a fixed iteration, along with a feedback mechanism that encourages rapid course correction.įrom an agile perspective, we also recommend utilizing Smartsheet for the project management tool. The difference between an agile and traditional project management approach is building deliverables that the organization may fully or partially utilize in increments, and incorporating an iterative mechanism that encourages feedback on work-in-progress. We work with our clients to develop an adaptive cycle plan that estimates iterative delivery of value-driven milestones.Īgile project management certainly includes some of the traditional project management disciplines, including planning out milestones and tasks, monitoring project performance and control, developing task dependencies, assigning resources, and tracking issues and risks. In summary, the charter provides a framework from which all further project activity is undertaken, ensuring resources are performing in a unified manner in order to achieve the project objectives. Identifies subject matter experts who will actively participate in the PMO.ĭetails decision-making approaches and project guidelines. Identifies key performance indicators upon which the project will be measured.ĭetermines project management disciplines for administering the project. The charter includes the following topics:Įstablishes the project objectives up front. ![]() Using our established template and proven best practice processes, we work with stakeholders to develop a project charter that is intended for internal usage, but which can be repurposed for external communication. In order to achieve project goals, it is critical that employees and stakeholders understand the purpose of the project. We begin by establishing a project charter to ensure all stakeholders are in alignment regarding the goals and objectives of the project.
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