Professional Documents
Culture Documents
project management
techniques mutually
exclusive?
by Eve Mitchell, PwC
Projects
need to be
managed to
be successful
Case study
Approach
The first
challenge
was to
convince the
management
team to
change the
time for
releasing
funding for
the project
The use of
modelling
dramatically
increased
the speed
of problem
solving
Collaboration and
communication
Quality
Techniques
Iterative Development
Time boxing
Time boxing, allied with collaborative planning and
estimating sessions, was key to delivering on time and
on budget. During a time box the project team regularly
recreated new requirements, which were placed on the
PRL. At the end of the time box the PRL was assessed to
see if the teams experience would move new requirements
into the upcoming time box replacing previous plans. This
decision was always made by the business, informed by
the team.
This was a change from the organisations existing way of
working. Adding or removing requirements were seen as
a change of scope requiring a change request and impact
assessment. Working with DSDM saved at least one manday per week by not performing these tasks.
Modelling
Modelling was regularly used in facilitated workshops as a
communications technique, most commonly using a white
board or flip-chart in line with the DSDM model.
Models were:
l Processes
l Data models
l Functional diagrams
l Technical diagrams
l User stories or journeys
If the result was needed as a product it was digitally
photographed and recreated in an appropriate software
package. In some cases the images were so powerful that
they were created as storyboards and used as project
communications tools. If they added understanding to a
requirement they were added to the entry in the PRL.
Prototyping
Prototyping was used from the start of exploration to help
design web functionality and determine usability, from web
wireframes through to fully developed pages with stubs
to replicate real data. Prototyping has rarely been used in
the organisation, and the increase in pace and quality of
requirements gathering which would have normally been
done through one to-one sessions between business and
analysts was a surprise to team members.
Roles
Several conversations were held with the business about
the required seniority of the Business Sponsor in the
organisation truly being able to force open closed doors.
Furthermore whether they were willing to empower other
team members to make decisions The empowerment
conversation was challenging as the corporate culture was
hierarchical and made more difficult by the ability of many
people to say no rather than yes. The turning point in
the conversation came when there was a realisation that
through the use of time boxing any poor decision would
be highlighted within the time box cycle (4 weeks) in the
time box review which they would attend.
Lessons learned
The
empowerment
conversation
was challenging
as the corporate
culture was
hierarchical
Conclusions
Eve Mitchell