The diagram below provides a framework for additional details of the process life-cycle model in terms of: Inputs, Outputs, Team Roles, and Challenges – the model is not complicated, the challenge is in execution.
Now with the process steps (work breakdown structure), deliverables (outputs of one step are inputs into others), and resources (team roles) identified, the core project plan can be built. To complete the plan, target dates as well as tasks and deliverables for administrative activities and reporting are required.
For a more detailed discussion of the details of these models and how they can be applied to improve the impact, value, and effectiveness or your project(s), please contact me via the “Contact” tab above.
The diagram below illustrates a life-cycle model for building a comprehensive project work breakdown structure and project plan.
The typical development project consists of the tradition four element: Design, Build, Implement, and Operate (shown in dark blue).
There are four important, often overlooked steps, two before: Business Goal/Issue and Diagnose (shown in maroon), and two after: Sunset and Migrate (shown in dark green). The first two steps provide critical information and decisions to guide the other process steps and are most often performed outside the scope/charter of the project.
The latter two complete the cycle and reflect the need to anticipate and deal with the eventual obsolescence and/or replacement of that which is being built/introduced. These two are also most often performed and managed outside the scope/charter of the project. This is particularly true of product life-cycles and road-maps. In IT, this can be the evolution of technical infrastructure.
The next post shows another dimension of the life-cycle process model.
It is easy to be seduced by all the gee-whiz capabilities and eye-popping graphics of today’s project management tools. So easy in fact that it is just as easy to lose sight of the business significance of a project, and the important role of the project manager as deliverer of business value.
The following simple diagram captures the essence of my view of the project management role in strategic change and the equally critical function of the project management office.
Projects, properly defined and executed, represent stepping stones in the vision-guided evolution of an organization, in my view. This evolution can be in terms of advancing an organization’s structure, capacity, capability, and competitive positioning. The project manager’s function is a critical leadership position responsible for the achievement of project objectives which should be no different from the organization’s objectives (except in that they may be packaged differently).
In this context, the project management office function serves to guide the project management process, coordinate priorities, allocate resources, and ensure the integrity of the project portfolio. This function can be formally implemented as a “PMO” or as informally as “project list” typically managed by the controller or CFO is smaller (SMB) organizations.
I’ve been in recent discussions about which comes first: PM or the PMO – the diagram provides a clear answer: they are BOTH different and essential!
In a most captivating and entertaining presentation on May 18, 2010, Richard St. John spoke to Schulich students and alumni about “8 Traits the World’s Most Successful People Have in Common”.
Richard has achieved broad recognition for his work including the impressive status of “Most Favourited – All Time” on TED.com (devoted to Ideas Worth Spreading and bringing together people from three worlds: Technology, Entertainment, Design).
Here is a short, 3 minute or so version of his presentation on TED.com:
Now Reading: “What Would Google Do?” by Jeff Jarvis
Over the winding course of human history, change and innovation have come in waves, some small, some large, some huge. The exponential growth, technical and functional innovation, deepening penetration and influence on every facet of our lives puts the Internet tsunami at or near the top of the list.
Jeff Jarvis, in his description, analysis and interpretation of Google’s phenomenal success, captures the impact, excitement, optimism, and profound change that Google has spawned.
I’m almost through Jeff’s book and expect to complete it soon, and will post a more complete review. In the Meantime, click on the book cover below for additional details, and visit Jeff’s Blog at: BuzzMachine.com for other interesting comments and insights.
Recently, I came across a newsletter article that I had written (many) years ago, here is an excerpt …
“Unrelenting, gut-wrenching change dominates business in Toronto, Canada and in the world. Even as the corporate grave-yards fill and the whiners wail, others embrace change as an opportunity to beat their competition, to explore new markets, to pursue great dreams. These embracers of change, from corporate giants to small upstrats, know that the key to success is in being Evergreen. …”
That was then – fast forward to today …
We are living through what some now call “The Great Recession”. However, it appears not to be just a slow-down in business-as-usual, but a profoundly fundamental structural shift in our economy, the way we do business and with whom, including the way we communicate, function, and relate to each other in our personal and professional lives.
What is driving this “shift” and where is it taking us?