Start your project strong

Initiating a project right is a big part of it´s success. I would like to review main goals of this process. By the way, I was using this knowledge when starting Obiwansoft instagram account, it is also a project of some sort.

The goals that I mentioned below should be necessary for most of the projects, but also can vary, depending on the project nature. Project managers must adapt processes for specific projects, but carefully, not missing any crucial components.

So..

1. Understand the reason why a project was initiated, because outcome of a project should meet these strategic objectives. Make sure you know what your company wants to accomplish and include it in the project charter. Examples can be: cost reduction, entering a new market, integrating new technology.

2. Identify stakeholders and their expectations, as well as influence, impact and objectives. This information will help to oversee possible conflicts of interest, priorities and simplify requirements gathering.

3. Review and understand the business case. Do you have a business case? Ask for one! If the client has difficulty creating one for you, give them a proper support and also feedback. You will prevent some headaches if your client provides this important data during initiation, and not planning.

4. Gather processes, procedures and historical information. Have your company done such projects before? Access that historical information and learn on their mistakes.

5. Find out initial requirements, risks, constrain and agreements. This will create a strong base for planning process and provide information for the next goal.

6. Assess project and product feasibility. Yes, this is a part of your role as a project manager! You should be aware of all red flags and have enough experience to identify a raw deal.

7. Think about possible team members. Do you have experience working with some great specialist before? Then go and book them in advance!
Develop project charter and assign a project manager. A proper project charter has high-level planning of the project and gives you the project manager super powers.

Share your own experience with me! What works for you best during project initiation?

Experience with PERT estimations

When I was starting my career as a Scrum master, I worked in a big international company that was normally using a waterfall model. As you can imagine, it was a difficult path to integrate Agile in our IT projects and my team had yet to discover what works best for it. One of the challenges that we have faced was estimation of the stories. As we were evolving with our processes, we discovered an approach that finally worked for us and I would like to share it with you in this blog post.

Have you ever heard about three-point-estimation technique? You most probably did if you have achieved a PMP or Six Sigma certifications. Actually, the idea of using this technique came to me during my PMP studies. Maybe you know it by another name “PERT”, which is an abbreviation for “Program evaluation and review technique”.

PERT is a simple but effective tool to analyze efforts that are needed to complete a story. In order to calculate the expected time, we only need to know three values:

  1. Best case: the best case scenario when everything goes right.
  2. Probable case: the most likely case when expecting normal challenges.
  3. Worst case: the worst case scenario when many things can go wrong.

The final expected time is calculated as a continuous distribution, using the above three values, where probable case value is weighted in calculating the mean.

Expected time = (Best case + 4*Probable case + Worst case) / 6

PERT also provides another important value: standard deviation of time. Using this value we can achieve the most accuracy for our estimation.

Standard deviation = (Worst case-best case)/6

Read below, how these formulas apply to a real-life situation!

Team member is estimating a task and comes up with these three values:

Probably, the task will be finished in 5 hours, and if nothing goes wrong then it will take 3 hours, but in the worst case scenario it can be 7 hours.

So, how long will it take?

First, let´s calculate the expected time, using PERT continuous distribution formula:

Expected time = (3h + 4*5h + 7h)/6 = 5h

Second, we need to find the standard deviation:

Standard deviation = (7h – 3h) / 6 = 40min

Now, having these two values, we can get a well-defined estimation for this task:

In order to finish this task, a team member will need 5hours +/- 40minutes, or we can also give a range of time: from 4 hours 20 minutes up to 5hours 40 minutes.

When I have approached my team and suggested to use this technique, they were skeptical at first, because it was so different from using story points, so I have suggested trying it out during several sprints. In order to motivate them more, I added that improving our estimations techniques will benefit us first, as we will be able to leave home in time at the end of the sprint.

We have never changed to using the story points again, after adopting PERT in our processes. And there were clear benefits to this approach for the team and also clients:

  1. Team members were feeling more responsible about achieving the estimated time, because they were in charge of providing timing and analyzing the story.
  2. Standard deviation gave us a needed range. It is more effective to give a client a range of time, so they do not stick to one number and then make wrong conclusions, about team over or under estimating stories.
  3. When standard deviation is too big this means that requirements are not clear or solution is too complicated and should be reviewed. This helped us to identify problematic stories.
  4. Accounting for the project became much easier with real numbers.

The only issue we had with PERT was using excel sheets to calculate and save estimations. This was taking too much time and was difficult to maintain, as we needed to input everything in Jira. After we began using PERT calculator for Atlassian Jira Cloud, estimating with PERT became flawless. You can find more information about it here. This add-on will erase this only obstacle of using PERT and will make PERT integration less painful.  PERT Calculator addon has 30 days trial, but you will definitely like to continue using it.

PERT is a well-known and widely used technique for estimations, it has proven its effectiveness in a range of projects in my company. I recommend giving it a chance to all project managers and Scrum masters. Only continuously improving our processes by applying these small changes, we can achieve significant results.

Problems with Scrum?

Problem
Is your company cannibalising itself over how to apply Scrum?
Is everyone in your company trying to out-master each other at Scrum by sending links they found on google back and forward?

About the guy who’s article you are about to read to get some insight:
I am a professional Scrum master and product owner certified agile practitioner of almost 20 years. Project, program, portfolio and PMO manager for large and small companies. Certified PMP, and expert at Jira, MS Project, project online and jira portfolio usage. Above all, an expert in streamlining company processes so that they can focus on productivity and making money.

Solution
The solution is simple. Forget Scrum.
Start fresh, like from the beginning.

Go throw the following points in the checklist to help you determine how to set up the agile circuit that makes sense for your organisation.

Steps 

  1. Forget the context tools. Don’t try to set your work flows and processes based on the organisation / collaboration tool that you have at hand: (Jira, trello, asana, project online, excel, pivotal tracker, etc). Think of what the process should be, first on paper, then focus on setting up the tool(s) that facilitate that process, not the other way around
  2. Forget Scrum, kanban, SixSigma, PMI, prince2, ITIL, forget them all and the indoctrination that comes with them. We will use the parts of each that best apply to our business, and we will do so in a non-fanatical way. No more arguments about how scrum is applied,  how PMI is applied, how this or that is applied, fresh cut.
    It is very sad to me to see companies turn these project management frameworks into religious / political fanaticism.
  3. Forget trying to get this circuit perfectly right the first time. There is no such thing. Just allow for a process that allows the circuit to “self heal”, when ever a gap is identified. This can be easily achieved with a clear, inclusive and regular process of change management to the circuit.
  4. List the types of works that your team(s) do.
  5. List the workflows for each one of those types of work
  6. List the actors involved in this circuit. Who can do what? What work type can they process and in which workflow step?
  7. List the things that are working on your circuit and the things that aren’t. Keep the ones that do
  8. Now let’s look at Scrum. Does a 2-4 week iteration make sense for your team(s)? is it dynamic enough? Are there too many interruptions to the planned sprints? Is it almost impossible for teams to complete their burn down charts, even when they have been using scrum for months or years? Maybe your team needs to drop Scrum and move to Kanban.
    Analyse which of the Scrum ceremonies is actually adding value to your team(s) and keep the ceremonies under Kanban. No one says you can’t do it.
  9. Draw your circuit on paper in the form of boards per focus area. Each board focuses on an specific group of people that will do an specific work on those work pieces at that stage. These boards will have the columns or states that make sense at that stage. You can draw this circuit to be a continuous workflow so that when a ticket is in a certain state, it is only available to a certain board / group of people. Some states will be available in more than one board to maintain the continuity of the work flow.
  10. Go over the circuit with the groups of people at each stage. Avoid making a huge forum with people from all stages in one meeting. It will drive everyone nuts. If all groups agree on their respective stage flow, you have a winning formula.
  11. Set limits of work packages and time caps that each step should take at any one time. This helps set the proper expectations and measure weaknesses or areas of improvements on the circuit.
  12. Check out your project management context tool and see if it supports this new flow. We always recommend Jira because it is the tool that allows for more interesting configurations. Determine if the tool you have is the tool for your new circuit. If it is not, see another tool that can do it. This is a place where most people need professional help or expertise in the context tool.
  13. Implement your new circuit on the context tool
  14. Give training to all parties in the circuit. Create easily accesible SOP (Standard operating procedures) documents that everyone can access, create frequently asked questions and troubleshooting repositories that everyone in the circuit can access and contribute to. Add any and all means for information on the circuit to be always available and be easily consumed by all parties in the circuit.
  15. Setup an auditing SOP and designate roles and responsibilities for this circuit, including the role of guardians of the circuit, auditing, change control board, etc.
  16. Migrate data from old context to new
  17. Kickoff the new circuit.

Without a proper way of working, it is a certainty that your company will be underusing the capacity of its resources, that it will be delivering at lesser quality, that it will be wasting time and money and not having a proper work environment where the resources can show their true potential.

We are passionate about helping companies achieve their maximum potential. This is why we write as many free articles as we can, to help out on the most common problems company face.

If companies do not want to spend time on this and would rather externalise the streamlining of their processes. we either offer our services, or refer them to other companies that might be able to do the job better than us, for example in very specialised areas.

Hope this helped