Effective Project Management

Like doctors, project managers tend to specialize in one or several related fields. While this is true, from time to time you may meet some polymaths who promise to be able to cover several areas, sometimes very different in nature. Don't get suspicious and let them prove their abilities to you. You might be pleasantly surprised!

Not limiting myself to a single field (branch), I combine classic (or "traditional", "waterfall") project management with agile methodologies for maximum success. Having contributed to the creation of the new Project Management Policy, as well as other policies such as the Effort Tracking Policy, I know how important the details, clarity and flexibility are for efficient daily work.

As a result, you get a project management approach that satisfies the Board, the Finance, and your Agile Teams. For example, if you are practicing SAFe, which renounces the notion of "project," think of it as creating a virtual construct – the Project – on top of your usual activities, such as running the sprints and planning the product increments. Your projects can form Programs and Portfolios, and you can benefit from the predictability and sense of control that Classic Project Management provides (almost-) without changing your established routines. And yes, with me you won't need those expensive Jira add-ons!

Still not convinced? Let's discuss it! 

In the meantime, check out some examples of the artifacts I can create to effectively perform my project manager duties.

Managing Project Organization

Project management does not end with satisfying the project sponsor or key stakeholders. To deliver the project successfully, the entire project organization must be effectively managed to ensure that everyone is aligned and all voices are heard. With tailored coordination and by using proven methods, such as RACI or Communication Plan, we ensure that people know their roles and how, when and where to find others. This also applies to small teams.

Accurate Planning

Whether it is conducting workshops, clustering, defining dependencies, or estimating activities, there is hardly a redundant event during the conceptualization and planning project. Although time is a critical (and expensive) resource, a bad start can end up costing much more. 

Requirements

Undocumented means it never existed. "Unbeschrieben bleibt ungelebt" (German, "If unwritten, it remains unlived"). 

Sounds familiar? And bureaucratic!

Documenting requirements is like writing music: you go back and forth, refining the pieces and tuning the dependencies until the composition is ready. And now? Now you can act (or dance...) to it.

Project Plan

A project plan is basically a roadmap for your project. It outlines the goals, breaks down the tasks, sets deadlines, and identifies the resources you'll need to get from start to finish. It's like a recipe to follow to ensure your project is successful.

Still, it's easier said than done.

Process Optimization

In my opinion, the Project Manager and the Project Team must delve into the physical and logical processes underlying project themes and objects for several reasons, including but not limited to: understanding the scope, identifying dependencies, understanding risks, uncovering inefficiencies or areas for improvement, establishing quality and acceptance standards, making informed decisions, resource allocation, communication, clarity and alignment regarding project goals and expectations.

System Landscapes

Optimizing environments and component interactions can be a challenging engineering task. A project manager may want to create a system landscape to help understand the complexity and integration requirements, map dependencies, anticipate impacts on existing workflows, and take security measures. As a bonus, a well-presented system landscape and data flows serve as a clear and concise communication tool for stakeholders, especially regarding technical aspects.

Planning Rollouts

Controlled and predictable go-lives are appreciated! Because of the sense of the finish line, it is sometimes where the focus is blurred, if not lost. It is the responsibility of the project manager to ensure clarity of execution. A well thought out rollout plan would also have a visual. It helps mitigate risks, plan resources, align parties, check quality boxes, and deal with unforeseen situations.