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Topics: Agile, Change Management, Scheduling
Agile PMs, how detailed are your schedules and budgets?
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Agile PMs, (those working on agile projects), how do you schedule and budget for projects that are unique in nature (don't have lessons learned and no templates), that don't have accurate analogous estimates available from expert judgements, and that don't have concrete scope or work (although maybe requirements). How do you schedule and budget when the schedule and budget are always constantly changing/updating?
Thank you
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All you stated is not right. In Agile you have lessons learned, you have templates, you have analogous estimations, you have scope. So, the problem is the big missunderstanding outside there about what Agile really is. Agile is a practice or discipline. Agile is not software or IT realted only, Agile is not a method. Agile was formally born in 1990 inside the USA DoD NSF/Agility Forum (I was part) as a refinement of Toyota TPS (then named Lean) to apply it from strategy formulation to strategy implementation (thanks projects).
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1 reply by Michael Shanklin, MBA, PMP, PSM
Aug 11, 2017 4:31 PM
Michael Shanklin, MBA, PMP, PSM
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How do you have lessons learned on projects that are unique and have never been done before? How do you have analogous estimates when there's nothing previous to estimate from? Where do your templates come from if nobody has ever done a similar project?
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Aug 11, 2017 3:34 PM
Replying to Sergio Luis Conte
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All you stated is not right. In Agile you have lessons learned, you have templates, you have analogous estimations, you have scope. So, the problem is the big missunderstanding outside there about what Agile really is. Agile is a practice or discipline. Agile is not software or IT realted only, Agile is not a method. Agile was formally born in 1990 inside the USA DoD NSF/Agility Forum (I was part) as a refinement of Toyota TPS (then named Lean) to apply it from strategy formulation to strategy implementation (thanks projects).
How do you have lessons learned on projects that are unique and have never been done before? How do you have analogous estimates when there's nothing previous to estimate from? Where do your templates come from if nobody has ever done a similar project?
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1 reply by Sergio Luis Conte
Aug 11, 2017 4:48 PM
Sergio Luis Conte
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In the same way than today when you have working with any types of intiatives. And that is nothing to be with perform project management in Agile environments or not. In fact. Agile somthing does not exists. You have project management that will be performed in the way you choose (PMBOK way, IPMA, GPM, or methods like PRINCE2) inside an Agile environment. Before a project exists (there is an approval) the business analyst of somebody with any other type of role must help the organization to define the solution to the business problem taking into account that solution is equal the product/service/result to be created plus the process to create it (project life cycle).
Network:1368



Aug 11, 2017 4:31 PM
Replying to Michael Shanklin, MBA, PMP, PSM
...
How do you have lessons learned on projects that are unique and have never been done before? How do you have analogous estimates when there's nothing previous to estimate from? Where do your templates come from if nobody has ever done a similar project?
In the same way than today when you have working with any types of intiatives. And that is nothing to be with perform project management in Agile environments or not. In fact. Agile somthing does not exists. You have project management that will be performed in the way you choose (PMBOK way, IPMA, GPM, or methods like PRINCE2) inside an Agile environment. Before a project exists (there is an approval) the business analyst of somebody with any other type of role must help the organization to define the solution to the business problem taking into account that solution is equal the product/service/result to be created plus the process to create it (project life cycle).
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Michael, Sergio is right.
Agile is a very disciplined practise to get work done with a mindset to work lean, in small slices (sprints) and to strive for visibilty and early results. The biggest change is in less direction and command, however scope (=product backlog), estimates (story points and burn-down chart), planning in sprints, budget etc. still exists. In general it is common sense to reduce complexity and better manage change, mainly through slicing the work in parts the team really understands, can commit to the time slots and the Definition of Done.
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Take steps a look at a case study of the construction project management of my company in Vietnam. Over twenty-five years ago, I was managing director at TPC company. We had many construction projects at the same time with construction sites. Each project has detailed construction plan, schedules of supplying materials, motor vehicles, people. However, at that time in Vietnam, We had not the Internet, and mobile phone was very limited. The average number of workers per project is 500 employees. I had to hold a full-day meeting with the office department, project manager at the construction site. In the evenings, I had to move to other projects by car or plane. We have to go to the same team together because we did not have the windows or Microsoft project to manage and report or share data. We spent a lot of money on reporting forms, quality control processes and photocopying of documents. The accounting department's personnel was increasing because it only had to keep track of books to use the basic handheld computers. Human resources increased continuously, but reports and statistic were still errors too much; Since, I was a president, I knew the company effectiveness, and wanted to apply the ISO management but the efficiency was not high because the error has occurred before it was discovered. But why does my company still exist and develop?
Consider the following factors:
1. The competitive environment of companies is very few.
2. Human engineers in Vietnam had only three universities to train about 200 engineers for the country with 60 million people each year.
3. Pleasing the knowledge in project management is greatly contributed from many valuable lessons from one mistake to another from the president, general manager who has engaged in actual management. Today, the project management would also be updated to the human resources of the young generation. I am a lecture in project management for 23 years ago, but until now, I would like to say that "The success of each project is still only temporary" for my company in California."

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