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METHODOLOGIES, TECHNIQUES AND WAYS TO RUN A PROJECT
Developing of product may fail…
There are many factors that must be considered and brought together in order to develop a successful product.
Development Methods
WATERFALL
AGILE
PRINCE
PMBoK
-The first formal description of the waterfall model is often cited as a 1970 article by Winston W. Royce
-Sequential design process often used in software development processes in witch progress is seen as following steadily downwards(like a waterfall)
-Each phase is completed before the next one is started and there is no turning back i.e Project is planned from top to bottom at once.
-A schedule is typically set with deadlines for each stage of development
-Design errors are captured before any software is written saving time during the implementation phase.
-Phases are processed and completed on at a time
-Works well for smaller projects where requirements are very well understood
-Reduces the risk of missing the defined schedule/deadlines
-Once an application is in the testing stage it is very difficult to go back and change something that was not well-thought out in the concept stage
-The product/software is made available after the implementation phase is complete
-Not suitable for the projects where requirements are at a moderate to high risk of changing
We can take real life examples of an automobile company for waterfall model
When making a car:
-The requirements are fixed or predicted.
-No change in the requirements during the process.
-Once we complete a stage, we proceed to the next one.
If there is any change in requirements, we have to change our complete system.
That requires extra time and extra money.
Ken Schwaber with Jeff Sutherland introduced the Scrum methodology
Agile project make progress in a series of «Sprints» and its designed, coded and tested during the sprint.
During project the customers can change their minds about that they want and need.
Scrum master
Product backlog
daily scrum meeting
Scrum team
sprint
Sprint backlog
Product owner
EXAMPLE
We can link agile method to software development
When making software:
-The requirements are always changing.
-Updates are constantly required.
-You need to adapt to the the external changes.
If there is any change, you retrace your steps and fix the problem rather than the whole system.
DISADVANTAGES
ADVANTAGES
-It provides for an open forum, where everyone knows who is responsible for witch item
-Daily meetings make it possible to measure individual productivity.This leads to the improvements in the productivity of each of the team member
-Due to short sprints and constant feedback from user.It becomes easier to cope with the changes
-Helps the company in saving time and money
-Continuous attention to technical excellence and good design
regular adaptation to changing circumstances
-The end result is the high quality software in least possible time duration and satisfied customer
-Even late changes in requirements are welcome
-If the team members are not committed the project will either never complete or fail
-It is good for small, fast moving project as it works well only with small team
-Agile Scrum is one of the leading cause of scope creep because unless there is a definite end date, the user will be temped to keep demanding for a new requirements
TASK
FLOW
IMPLEMENTATION
REQUIREMENTS
PROCESS
PRojects IN Controlled Enviroments - a project management method that focuses on the management aspects of projects.
In 1989 - The first edition of the Central Computing and Telecommunications Agency (CCTA) based on the PROMPTI Methodology.
In 1996 with the participation of a consortium of specialists from 150 public and private organizations, the PRINCE version was created, universal and applicable to any projects, which is the second edition of this methodology.
PRINCE methodology is used on all continents in more than 150 countries. It is most popular in the UK, many countries of Europe, South Africa, Australia, New Zealand, the USA (in IT projects of oil companies).
70% of PRINCE users are outside the UK. Over the past 4-6 years, the demand for the use of PRINCE has sharply increased in India and China.
-Continuous appraisal of appropriateness.
- Defined roles and responsibilities.
- Management by stages.
- Management by exceptions.
- Emphasis on products.
- Adaptation
• Based upon best practices and governance for managing projects
• Can be applied to any type of project Is widely recognized and understood
• Provides a common vocabulary for all project participants
• Focuses on what a project will deliver, why, when, by and for whom
• Plans meet needs of different levels of project management team
Based on 'management by exception'- saves senior managers time Focuses on project viability by assessing its Business Case .
Stakeholders properly represented in planning and decision-making ts adopion promotes learning and continuous improvement .
1. Start of the project.
2. Initiation of the project.
3. Stage control.
4. Product manufacturing management.
5. Control the boundaries of the stages.
6. Completion of the project.
7. Planning.
-PMBOK®: A Guide to the Project Management Body of Knowledge is firstly published by PMI (Project Management Institution) in 1996
-PMBOK is recognized standard of project management knowledge that provides guidelines, rules and characteristics for project management.
1. Initiation
2. Planning
3. Execution
4. Monitoring & Controlling
5. Closing
1. Integration Management
2. Scope Management
3. Time Management
4. Cost Management
5. Human Resource Management
6. Quality Management
7. Communications Management
8. Procurement Management
9. Risk Management
10. Stakeholder Management
-PMBOK guide is a framework and a defacto standard
-Process-oriented
-It provide a complete step-by-step process on project management
-It is listed useful tools and techniques which can be used in specific process
-It provides interpersonal skills
-Good guidance on the experienced project mangers
-Knowledge on specific aspect of the project for Procurement and quality
-It is too complex for small projects
-No guidance on project team responsibility
-No guidance on tailoring
-There is not enough detail on the concept of plan