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Christine CASNIN, Thomas MOORE October 14, 2010

Day of Development PjMEN Project Management Expert Network Applications, Enterprise and Strategic Industries. Christine CASNIN, Thomas MOORE October 14, 2010. Project Management Expert Network What is this?.

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Christine CASNIN, Thomas MOORE October 14, 2010

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  1. Day of DevelopmentPjMEN Project Management Expert Network Applications, Enterprise and Strategic Industries Christine CASNIN, Thomas MOORE October 14, 2010

  2. Project Management Expert Network What is this? • It is the Body for Project Management Expertise Management and Improvement within the Applications Group R&D Global Project Management Office (GPMO) • Ensure consistency on Project manager (PjM) skills/process/methods/tools across AG R&D-GPMO • Focus on the state of the art of PjM methods • EPM planning, EPM tracking, Risk management, Agile … • Benchmark inside and outside ALU • Facilitator for Communication/Sharing among PjM community • Get to know each other • PjM Improvement needs • PjM best practices • Increase/share project managers knowledge and expertise • Define/Coordinate skills/training/coaching for new PjM comers or on request

  3. PjMEN Who is concerned? • Perimeter • PjM of AG-R&D GPMO • AG-R&D GPMO PMO Leads • In a further step other project actors: ex: Product Management, Architects … • Stakeholders • GPMO • PMO Leads • Structure • As a start establish local Networks (by PMO lead) for homogeneity • Increase Networks around areas of common interests • AG R&D GPMO World Wide PjMEN as final goal

  4. PjMEN How are we going to implement this? • Improvement meetings at AG R&D GPMO PMO Lead level • To mandate, validate, check improvement requirements • Working Groups • Act on topics : work on document, practices, bring recommendation … • Virtual, Conf-call … with PjM community – based on voluntary participation • Run pilots, run projects …. • Plenaries • Share/communicate among PjM community working groups results • Give/Get PjM feedback • Virtual (to be duplicated or registered due to time zones) • “Live” meeting (1/Year)

  5. PjMEN our 2010 Objectives Establish a picture of “Where we are” • Conduct brainstorming & direct survey at GMPO, PMO, PjM levels to find out • What are the necessary skills and competence of a PjM? • What are the needs & expectations of a PjM? • What is the PjM body expertise status? Establish a view of “Where we want to go” • Define & prioritize mandatory topics to cover • Run Work Groups • Plenaries : Start running “Local” Live Plenaries to overcome budget restriction

  6. Applications Group R&D GPMO PjMEN started … 1_ GPMO Change “Release” Cycle Initiative 2_ PjMEN Portal

  7. GPMO Change “Release” Cycle GOAL Upon GPMO Leads feedback we are looking to a solution to avoid PjM juggling with changes .The goal of the GPMO Change “Release” Cycle concept is to MANAGE the INTRODUCTION of improvement changes in the GPMO organization that directly impact the AG R&D GPMO, PMO and our Project Managers ……while at the same time….. • Accommodating fast and flexible changes • Providing visibility on future expected changes • Anticipating change impacts • Allowing large communication, participation & feedback from PMO/PjM • Allowing notification to stakeholders • Facilitating day to day PjM life while decreasing background noise

  8. GPMO Change “Release” Cycle APPROACH Concept of “Release”, i.e. • Set of changes delivered for PMO & PjM application at a planned date (Scope & schedule) Concept of “Cycle”, i.e. • Successive periodic & planned releases (2 months period or quarterly) …. Concept of “Out of release” cycle , i.e. • Mode of exception to introduce a specific and limited change – Visibility on application date mandatory

  9. GPMO Change “Release” Cycle APPROACH GPMO “Release” Cycle Roadmap Establish and maintain a view of all initiatives which have or could have an impact on GPMO, PMO, PjM. The GPMO “Release” Cycle Roadmap will be maintained and owned by GPMO PjMEN. Stakeholders and contributors could include GPMO, PMO, PjM, Quality & Process, BA & Tools.

  10. GPMO Change “Release” Cycle APPROACH Change Control Reviews Establish a small GPMO Change Control Body (CCB) that maintains agility and is effective at a global large scale. The CCB will meet on a regular basis (bi-monthly) and be lead by GPMO PjMEN. This acting CCB would: • Analyze Roadmap and assess changes on GPMO daily operations • Identify GPMO impacts and necessary support actions for change introduction • Mandate ad-hoc Working Groups • Decide of type of change management • out of release & application date • in release cycle • Commit the release scope • Define Release cycles (periodicity) • Review user change requests

  11. GPMO Change “Release” Cycle APPROACH Communication GPMO “Release” Cycle Roadmap and pending change request will be published on PjMEN in a GPMO change control registry. • The GPMO “Release” Cycle Roadmap will have two areas of communication • Long and middle term “All initiatives” • Short term with “What’s going on” • Changes introduction status and calendar • Releases scope and delivery time • “Out of Release” and application date • Regular scheduled sessions in GPMO meeting • Comments on publications • “Live” communication and coaching sessions

  12. GPMO Change “Release” Cycle APPROACH Feedback Project Managers will be able to post on PjMEN experiences, questions, issues, ideas … • To react to published information • To share/request suggestions for improvement changes • To share problems, ask for clarification or help

  13. Current PjMEN Portal https://portal.genesyslab.com/dir/rd/ops/gpmo/PjMEN/default.aspx PjM “tools” Templates Documents & Information Trainings Presentations

  14. Current PjMEN Portal https://portal.genesyslab.com/dir/rd/ops/gpmo/PjMEN/default.aspx PjM sharing Sharing your question & concerns Sharing your practices Your direct contacts

  15. PjMEN and also App Girl (AG) adventure

  16. PMEN in formal Enterprise R&D Some achievements

  17. PMEN Enterprise Downward communication • Downward communication and across product lines focused on project and portfolio management: • Organizations, • Product line strategies and roadmaps, • Processes, improvement changes.

  18. PMEN Enterprise Upward communication Global feedback on Project Management needs about processes, methods, tools, training/coaching, communication. Simple questions: what is important for you? what needs to be improved? Appraisal PMEPG 2008: from a process centric to better worldwide communication and sharing, coaching, dedicated subjects. Survey PMEN 2010: new axis on resource management, international coverage, program managers.

  19. PMEN Enterprise Maturity Roadmap • A global roadmap of planning and tracking maturity, • Helping users to assess their own needs and targets against that roadmap, • Mappingplenary inputs against that roadmap. A strategy to answer and prioritize Planning and Tracking needs, allowing progression focused on users

  20. PMEN Enterprise Coaching on EPM • Coaching roadmap is aligned on PO global project roadmap • 12 subjects are identified, linked with maturity roadmap: from « put in practice » to « consistent use » and « optimize » • Based on a self assesment, content of coaching is negociated at the begining of the project • The coach works with project managers in the timeframe of the project, on the selected topics. • Pre-DR0 • CI • DR0 • DR1 • DR4 • ‚ • ‚ • ‚ • ‚ • ‚ • ‚ • E x e c u t i o n • Opportunity Definition • Planning

  21. PMEN Enterprise Sharing practices • Example of Earn Value Management: • Sponsored by projects and project community as best practice and put in place in several projects, • Consistent reporting requires a high level of maturity in projects, and special care on schedules, • Not yet a common language. • Sharing practices for EVM with projects: • Help projects to produce consistent reporting: S-curves, variances, feature progress, scattering matrix, .. • Gather good practices and spread them across projects, • Capitalize practices through PMEN plenary. • PMBOK

  22. PMEN Enterprise act on topics: EPM and Agile • Request from ICE managers to conciliate different objectives for the eXtensible Services (XS) Project: • Compliance to Enterprise + Genesys Project Management processes ( cost tracking, work progress, resource allocation, project synchronization, ..) • SCRUM pilot project with specific agile principles: product backlog, scoping, iterations, time boxing, .. • A complete planning and tracking solution for an Agile project was put in place with EPM, interfaced with SCRUM project, demonstrating the ability to cope Project Management and Agile practices. • This subject is still a hot topic …

  23. www.alcatel-lucent.com www.alcatel-lucent.com

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