* * *
Prioritization complete
At this point, the project prioritization is complete. You should have a Program View diagram updated with a numerical score assigned to each project. You may want to highlight the “top 10” projects on the diagram to give them additional visibility.
* * *
Project Prioritization Template
Supports ABC bus. objective (H-M-L)
Planned completion in current quarter (Y-N)
Critical to get new business (H-M-L)
Probability of technical success (H-M-L)
Score: L=1, M=2, H=3 Y=1, N=0
Scoring adjustments
Total score
Program 1
Project 1
H
Y
M
M
8
8
Project 2
H
Y
M
H
9
9
Project 3
M
Y
M
M
7
+2
9
Program 2
Project 4
M
Y
H
M
8
+1
9
Project 5
M
Y
H
H
9
+1
10
Program 3
Project 6
M
Y
L
H
7
7
Project 7
L
N
L
H
5
5
Program 4
Project 8
M
N
L
H
6
6
Project 9
M
N
L
H
6
6
Project 10
L
N
L
H
5
5
Index
A
achievements, activities versus, 101-103
action items
in Operational PM Infrastructure Workflow, 168
tracking process for, 214-217
activities, achievements versus, 101-103
adaptability/flexibility
of organization, 147-151
of team members, 94-96
agendas, meeting, 53
agile portfolio management, 171-192
integrating into product/process development process, 196-199
operational project management infrastructure and, 176-178
portfolio organization in, 181-182
portfolio view in, 179-182
project prioritization and, 170, 183-184, 219-224
project reviews in, 183
resource allocation in, 184-190
specific weighting criteria in, 190-191
agile project management
characteristics of, 3-10
classic project management versus, ix-x, 1-3, 99-104
decision making in, 47, 57-58
defined, 3
infrastructure for, see operational project management infrastructure
integrating into product/process development process, 199-201
integrating project and business in, 25-29, 125-126, 193-201
matrix management versus, 32, 33-35
need for, viii-x
operational infrastructure for, 152-170
organizational change and, 91-93, 142, 147-151
organizational stakeholder type and, 17-20
planning for agility, 98-122
project type and, 14-17
roles and responsibilities in, 43-47, 56-57, 103-104
speed/urgency and, 9-10, 98-100, 123-129
uncertainty in, 3-8, 98-100
unique expertise and, 8-9
agile project managers, 65-86
in agile portfolio management, 177-179
alignment and channeling roles of, 69-70, 72-74
credibility of, 38-40, 67-69, 71, 75-76
defining team roles and responsibilities, 41-51, 56-60
as facilitators and leaders, 70-72
filling gaps in project, 75-76
functional managers versus, 25
interpersonal skills of, 74-77, 81
Lessons Learned process and, 79-81, 83-86, 169
managing interactivity and, 76-77
managing project plan and, 77-78
matrix management and, 31-33
operational project management infrastructure and, 155-158
outward versus inward focus of, 27-28, 65-70, 177-178
project leadership and, 38-40, 70-72
relationship-building with key stakeholders, 74-75
status collection process and, 61-62, 78, 168-169, 204-208
agile project teams, 87-97
change approval and notification, 62
collaboration versus solitude and, 93-94
common skills of, 87-89
Communications Plan for, 53-54, 56-64
core team members, 40-41
defining roles and responsibilities in, 41-51, 56-60
identifying, 56, 111
individual status reporting, 61, 78
meetings and, 51-53, 60-61, 78, 169
operational project management infrastructure and, 155-158
practices and, 58-59
project leadership and, 38-40, 70-72
project status reporting, 61-62, 78
project tools and, 59-60
support team members, 40-41
“switching” inefficiencies and, 93-94
technical skills versus adaptability of, 94-96
uncommon skills of, 89-93
see also cross-functional teams
agile project tools, in Communications Plan, 59-60
agility planning, 98-122
achievements versus activities in, 101-103
classic planning versus, 99
commitments versus estimates in, 103-104
network diagrams and, 104-108
Project Data Sheet (PDS) in, 108-122
team member flexibility/adaptability and, 94-96
uncertainty and, 99
urgency and, 99
alignment
of agile portfolios, 182-184
of agile projects, 69-70, 72-74
Index
B
boundaries, 28-29, 42, 43-44
business organizations
constraints in classic project management, 23-25
impact of size on, 6, 9
integrating project with business, 25-29, 125-126, 193-201
matrix management and, 30-33
operational part of, 22-23
project boundaries and, 28-29
project part of, 23
project types and, 14-17
stakeholder types and, 17-20
Index
C
changes in project
approval and notification process for, 62
functional management and, 145-147, 150
history of, in Project Data Sheet (PDS), 118
organizational attitude toward, 129-131
upper management and, 142-145, 150
classic project management
agile project management versus, ix-x, 1-3, 99-104
constraints on project managers, 23-25, 29
decision making in, 46-47
overextension problem and, 1-2
planning versus execution in, 2-3
roles and responsibilities in, 42-43
collaboration
network initiation skills and, 89-93
solitude versus, 93-94
commitments, estimates versus, 103-104
Communications Plan, 56-64
change and approval notification, 62
decisions, 57-58
definitions, 56-57
escalations, 58
example of, 56-62
identifying project team, 56
importance of, 53-54
individual status reporting, 61
meetings, 60-61
in Operational PM Infrastructure Work-
flow, 169
practices, 58-59
project infrastructure and, 158-159
project status reporting, 61-62
team roles and responsibilities, 56
template for, 63-64
company size
matrix management and, 32-33
maturity and, 6
unique expertise and, 9
competition
agile portfolio management and, 173
urgency and, 10
concurrent engineering, in matrix management, 30-31
conflict resolution
escalations and, 48-49, 58
mediation and, 49
contingency plans, 127-129
continuous learning, 157
credibility, of project manager, 38-40, 67-69, 71, 75-76
cross-functional teams, 37-64
Communications Plan for, 53-54, 56-64
core team members in, 40-41
defined, 37
formation of, 37-38
leadership of, 38-40
in matrix management, 30-31
meetings and, 51-53, 60-61
roles and responsibilities in, 41-51, 56-60
support team members in, 40-41
see also agile project teams
Index
D
decision making
in agile project management, 47, 57-58
categories of, 46-47
in classic project management, 46-47
in Communications Plan, 57-58
conflict resolution and, 48-49, 58
escalations in, 48-49, 58
in matrix management, 31-33
mediation and, 49
definition of project, 111-114
Index
E
escalations, 48-49, 58
executives, see upper management
external trend tracking, 69-70, 72-74
external uncertainty, 6-8
in agile portfolio management, 171-172
with classic project management methods, 24
defined, 4
industry maturity and, 8
nature of, 6-8
see also risk management
Index
F
facilitator, project manager as, 70-72
flexibility, see adaptability/flexibility
functional management
in agile portfolio management, 179
defined, 142
matrix management and, 31-33
organizational change and, 149-151
project change and, 145-147, 150
project management versus, 25
Index
G-H
Gantt charts, 2, 99
combining network diagrams with, 105-108, 109
mitigation plans and, 126-127
in Operational PM Infrastructure Workflow, 167
portfolio-level, 186-187
groupthink, avoiding, 50
Index
I-K
industry
external uncertainty and, 7-8
maturity of, 8
infrastructure, see operational project management infrastructure
innovation, integrating process and, 194-196
interactivity management, 76-77
internal uncertainty
in agile portfolio management, 171-172
with classic project management methods, 24
company maturity and, 6
defined, 4
nature of, 4-6
see also risk management
interpersonal skills
interactivity management and, 76-77
network initiation skills and, 89-93
of project manager, 74-77, 81
of project team members, 87-89
relationships with stakeholders and, 74-75
issues
in Operational PM Infrastructure Workflow, 168
tracking process for, 209-213
Index
L
Lessons Learned process
described, 79-81
in Operational PM Infrastructure Workflow, 169
template for, 83-86
Index
M
management, 141-151
changes in project and, 142-147
functional management, 31-33, 142, 145-147, 149-151, 179
organizational change and, 142, 147-151
upper management, 142-145, 147-149
matrix management, 30-33
agile project management versus, 32, 33-35
benefits and challenges of, 31-33
concurrent engineering in, 30-31
cross-functional teams in, 30-31
nature of, 30
separation of business and project decision making in, 31-33
maturity
of company, 6
of industry, 8
mediation, 49
meetings, 51-53, 60-61
agendas for, 53
calendar for, 169
in Communications Plan, 60-61
frequency of, 52
minutes of, 169
participants in, 52
time constraints and, 52-53, 78
mitigation plans, 126-127
multiple-organization stakeholders, 18-20
Index
N
network diagrams, 104-108
combining with Gantt charts, 105-108, 109
nature of, 104-105
in Operational PM Infrastructure Workflow, 168
in Project Data Sheet (PDS), 114-116
Index
O
Operational PM Infrastructure Workflow, 165-170
operational project management infrastructure, 152-170
agile portfolio management and, 176-178
as facilitator of communications, 158-159
implementing, 161-164
nature of, 153-154
nature of agile infrastructure, 155-158
need for, 152, 154-155, 156-158, 159-161
Operational PM Infrastructure Workflow, 165-170
in reducing administrative headaches, 159-161
software tools for, 162
operational projects, 14-15
agile portfolio management and, 176-178
described, 14-15
organizational change, 142
functional management and, 149-151
network initiation skills and, 91-93
upper management and, 147-149, 150
overextension problem, 1-2
Index
P-Q
practices, in Communications Plan, 58-59
prioritization, portfolio, 170, 183-184, 219-224
process developers, 163
product lifecycles, 124
product/process development process, 16-17
integrating innovation with, 194-196
integrating portfolio management into, 196-199
integrating project management into, 199-201
see also operational project management infrastructure
program analysts, 163
Project Data Sheet (PDS), 108-122, 198, 200
change history in, 118
defining project in, 111-114
description completion in, 118
example of, 109, 111-118
identifying project and project team in, 111
network diagram in, 114-116
in Operational PM Infrastructure Workflow, 167
planning project in, 114
purpose of, 108
resources in, 117-118, 188-189
risks in, 118
template for, 119-122
timeline in, 116-117
project definition, 111-114
project leadership, 38-40, 70-72
ambiguity of, 38
credibility and, 38-40, 67-69, 71, 75-76
facilitator role and, 70-72
official versus unofficial, 38-40
project management (PM)
classic versus agile, ix-x, 1-3, 99-104
evolution of, viii-ix, 10-11
planning versus execution in, 2-3, 6
project types, 14-17
operational projects, 14-15
product/process development projects, 16-17
technology development projects, 15-16
Index
R
remote workers, 94
resources
in agile portfolio management, 184-190