10 Essential Facts About Scrum

Scrum is fast becoming the hottest thing in project management.

It’s the most prominent of a number of Agile techniques which fix “Time” and “Cost” – rather than “Features”.  That’s not to say that the goal of delivering a defined outcome and associated benefits is in any way diminished.

These techniques were first developed for software development projects – but in today’s climate they will resonate with those working in many other sectors.

Scrum is not the answer for every project but it includes very effective techniques which can be applied where appropriate – possibly to subsets of larger projects and programmes being run in more conventional ways.

The following notes will not make you a “Scrum Master” – but they may whet your appetite and encourage you to explore the books, websites and courses suggested below.

1. The name “Scrum” emerged as a rugby analogy where a self organising team moves  down the field - together
2. Many projects involve learning, innovation and surprises, so a major recurring theme of Scrum is to “inspect and adapt”
3. “Sprints” of intense activity are launched with a planning meeting and close with a Sprint Retrospective. This review questions “what we should start, stop and continue doing”
4. “Stand-up” meetings are held daily during Sprints when each member briefly states what’s completed, what they will do next, and what’s in their way
5. The “Product Owner” identifies product features in the form of a prioritised list and is responsible for ROI
6. The “Team” is typically a dedicated group of 5-10 people with the different skill sets needed to deliver the product
7. The “Scrum Master” is a facilitator rather than a manager – guiding the Team, resolving issues and interfacing with the Product Owner
8. The “Product Backlog” is a definitive and prioritised list of remaining features and tasks – so becomes the product road map
9. The “Sprint Burndown” tracks estimated hours work outstanding against the “time-boxed” Sprint hours available
10. Scrum is not just about processes – it’s a different style of working which is energetic, collaborative, and flexible.

>> Buy Ken Schwaber’s “Agile Project Management with Scrum”
>> Find other Scrum books and resources
>> Explore Scrum training courses
>> Upcoming Scrum Master Certification courses
>> Download the “Scrum Primer” from the Scrum Alliance website
>> Using Agile in a legal practice – Larry Port
>> What’s Different about Agile

Blogalot - July 2010

Change Management Tips and Training

There are not many organisations this year which will not be looking hard at organisation, processes and systems in order to respond to changing market conditions. Change Management has as much to do with leadership and interpersonal skills as it does with project management or systems development.

Whilst techniques for Project Management, Business Analysis, and Benefits Management play an important role, when it comes to delivering change then it is the personal and behavioural aspects which are also crucial to success.

We hope you find these tips useful – and inspire you to delve deeper into the specialist literature, or explore the excellent Change Management training courses accredited by the APMG.

1. Vision & Strategy
People find change deeply disturbing and threatening.  During implementation there may be confusion and chaos.  It is vital that the destination and logic is clear and stable throughout.
2. Communication
You will only start to overcome personal resistance if you can convey the reasons for the change and the reasons why specific actions need to be taken. This needs to be maintained throughout.
3. Involvement
Take those affected through the change drivers and objectives.  There is often much more agreement than you would expect once the facts and hard realities are being openly discussed.
4. Sense of Urgency
To overcome resistance to change you need to build a head of steam. There is no room for complacency.
5. Realistic, Achievable and Measurable objectives
At both personal and organisational levels it is vital that objectives are crisply defined and success can be recognised.
6. Culture
Build a leadership team which is not only empowered to drive the necessary actions – but which also conveys through actions and words the organisational style that you seek.
7. Overcome Road Blocks
Change can be obstructed by dogma, systems, or prominent individuals. You must remove these obstacles or navigate routes around them.
8. Short Term Wins
You are a missionary.  You need stories and parables to tell.  Early wins can help paint a tangible picture of what you are looking to achieve.
9. Create Goodwill
Be respectful and helpful at all times – this will be repaid.
10.  Celebrate and reward
There will be winners and losers.  It is vital that sacrifices are respected and the future team understands when goals have been achieved.

>> Change Management Training Courses
>> Article from Training & Development

Blogalot - April 2010

Improve your CV - APMP for Prince2 Practitioners

today’s difficult project management job market, many candidates already have the Prince2 qualification on their CV

Employers now want project managers who understand a methodology (Prince2) and also have sound project management knowledge

Many project managers are now looking to add the APMP certification from the Association for Project Management to their CV

The 5-day APMP course covers 37 knowledge areas from the APM Body of Knowledge which the APM describes as “fundamental to the professional management of projects”

Focus on Training offer 5-day APMP Courses in Aberdeen, Birmingham, Bristol, Cambridge, Chester, Coventry, Edinburgh, Edinburgh, Glasgow, Leeds, London, Manchester , Oxford and Reading

Time Management – Tips

At a time when we are all coming under huge pressure to improve efficiency then a very good place to start is in how we use our own 1,440 minutes each day.

If you’re leading a team you will also find that the way you allocate your time will have a direct bearing on how others around you behave.

1. Schedule your priorities
- very different from prioritising your schedule!
- don’t let the urgent tasks displace the important
2. Plan your time – both business and private
- don’t be driven by random events or the whims of others
- align the time you spend on a task to its importance
3. Moderate your standards
- sometimes you just have to spend however long it takes
- usually 90% will do, will take half the time - and will allow completion of other tasks
4. “Results” not “Activity”
- Work smarter, not harder
- Achieve the maximum possible with the minimum effort
5. Delegate
- remember this may be downwards, sideways or upward
- in a structured way – and avoid checking/duplicating activity
6. Be prepared to say “no”
- justify the basis on which you allocate your time
- propose alternative approaches or timescales where relevant
7. Stay focused
- think how you blast through your “to do” list when you’re on holiday tomorrow
- ignore petty distractions

Try these simple techniques to improve your time management performance.

1. Survey yourself
- for 2 weeks, in 15 min increments, track how you use your time
- compare this to your personal or business objectives
2. Draw a 2×2 grid for “urgent” and “important”
- position tasks in each quadrant
- plan how to avoid tasks becoming both urgent and important
3. Stay on top of e-mail using the Donaldson-Fielder approach
- Delete: half or more emails can go immediately
- Do: if the email is urgent or can be dealt with quickly
- Delegate: if it can be better dealt with by others
- Defer: set aside time at a later date for emails that need more time to action

And make certain you schedule non active time.  You need time to think and reflect.  This is when you are most likely to work out your true priorities.

Still think you or your team need help with Time Management?
>> Find out about Focus on-site Time Management training
>> Book a public scheduled time management course

Blogalot - March 2010

P3O Portfolio, Programme & Project Office - Benefits

A White Paper published by OGC and written by Sue Vowler concentrates on the business benefits of implementing a P30 project support model.

1. A more focused, balanced portfolio aligned to strategy
2. Visibility of progress
3. Predictability of delivery in terms of time and cost
4. Reduced start-up/mobilisation timescales
5. Consistency of approach and delivery
6. Clarity of decision making, escalation rules and routes
7. Clarity of delivery and improved resource utilisation
8. Integrated assurance
9. Consistent stakeholder engagement and information management
10. Financial balance

>> Read the full paper

Following a pilot programme last year the APM Group has launched its Practitioner qualification for P3O.

>> Find P3O training & certification courses in London and across the UK

Blogalot - March 2010

Negotiation Training

Whether it’s ice cream for your children, your own salary, or a contract with a supplier – we are all involved in negotiation every day.

Most people do not recognise this and deal with negotiation in a haphazard way.  This impairs potential outcomes – and leaves cash on the table.

Negotiation is a “game”: you need to understand the rules – and you need to practice regularly. Negotiation training and coaching can achieve the highest paybacks of any training courses. 

Here are 10 proven tips:

1. Have a detailed and prioritised wish list of outcomes
2. Build rapport
3. Undertake research and understand the drivers of the other party
4. Start realistically and keep flexible
5. Ask questions
6. Structure expectations
7. Learn to recognise negotiating signals
8. Make proposals and trade concessions effectively
9. Define the deal unambiguously
10. Agree what you have agreed

>> Find scheduled Negotiation Training Courses
>> Find out about Focus On-site Skills Courses

Blogalot – January 2010

The SRO Role in Major Government Programmes

The role of Senior Responsible Owner was first proposed for IT enabled projects in the McCartney Report in 2000.  A recent “Lessons Learned” bulletin from the OGC highlights ways in which to make the SRO role more effective.
1. Better understanding of the role
2. Selection of the right people to act as SROs
3. Giving SROs real accountability
4. Giving SROs business authority to resolve issues
5. Ensuring SROs have relevant delivery skills & experience
6. Ensuring adequate commercial awareness
7. SROs dedicate sufficient time to the role
8. Improved continuity through the project lifecycle
9. Improved tools, guidance & development opportunities
10. Adequate supporting resources

Lessons Learned:
1: Incorporate performance in the SRO role in individual performance targets
2: Involve PPM Board Champions and CIOs in the selection of SROs�
3: Appoint SROs for a minimum period and link any changes to project milestones
4: Encourage inexperienced SROs to undertake a appropriate training
5: Encourage SROs to gain assurance experience by taking part in Gateway Reviews
6: Use mentors external to the project to provide advice and support
7: Support SROs in attending networking events for the wider SRO community

It all feels a bit like motherhood and apple pie - but we shouldn’t knock the concept of SRO.  Recognition of the importance of accountability has been a major step forward for the public sector over the past decade, even if there is still a significant way to go.  The growing breed of professional PPM and Service Management professionals with best practice qualifications such as MSP and ITIL should improve the pool of SROs available during the next decade.

>> OGC Lessons Learned Bulletin
>> SRO Purpose, Role and Characteristics
>> MSP Training
>> ITIL Training

Blogalot - December 2009

Top Project Websites & Communities

Sharing of best practice amongst Project & Programme Management professionals was a central theme at the conference for the public service sector in December.

Helen Goulding of the Audit Commission presented various useful websites and communities. We’ve added a few more to make this “top ten” list. 

1. OGC - http://www.ogc.gov.uk/programmes_and_projects.asp
- the government’s agency promoting more efficient PPM

2. Best Management Practice - http://www.best-management-practice.com/
- from the OGC, APMG and TSO (organisations behind PRINCE2, MSP & ITIL)
- comprehensive information about OGC training and qualifications

3. Best Practice User Group - http://www.usergroup.org.uk/�
- User group associated with the Best Management Practice website

4. I&DeA -  http://www.idea.gov.uk/idk/core/page.do?pageId=5817020
- Improvement & Development Agency
- Share best practice regarding many aspects of government
- Includes knowledge base of project and change management materials

5. Capital Ambition - http://www.londoncouncils.gov.uk/capitalambition/default.htm
- London’s Regional Improvement and Efficiency Partnership
- Toolkits, Shared Projects, Networking, Local Meetings etc

6. JISC Infonet - http://www.jiscinfonet.ac.uk/
- emphasis on the education sector
- toolkits, guides, seminars etc

7. Eastern Development Centre - http://www.easterndc.org.uk/
- Supports NHS organisations - predominantly in east of england
- 60 staff and contractors working on health service projects

8. Association for Project Management - http://www.apm.org.uk/
- The UK’s professional body for project managers
- Information on qualifications
- Regional communities - and special interest groups

9. The Project Management Institute - http://www.pmi.org/Pages/default.aspx
- the US based international PM membership organisation
- details on internationally recognised experience based qualifications
- also links to UK (and other national) PMI organisations

10. FOCUS on TRAINING - http://www.focus-on-training.co.uk/
- Find and book accredited training across the UK
- Download guides to popular qualifications
- On-line learning options
- Books (including OGC manuals) at discount prices

Do suggest other useful sites and communities for project and programme management professionals

Blogalot - December 2009

Ten Linked-In Tips for Professionals

Project management and IT professionals can use social networking site Linked-In to build successful careers or businesses. Ian Brodie offers some great advice on how to get the most from your presence on Linked-In.

Top Ten Tips
1.  Make your profile client focused
2.  Get connecting but…
3.  Choose your connection strategy carefully
4.  Use search to find potential clients and business partners
5.  Give testimonials to get them
6.  Have a helpful headline
7.  Join Linkedin Groups to connect and interact
8.  Use your Status Updates to subtly remind your contacts what you do
9.  Watch other people’s status updates to see what they do
10. Proactively link others together who you think may benefit

To read the full article click here. 

>> Join Focus on Linked-In

Blogalot - December 2009

Programme v Project Management

They are often used in the same breath - and often interchangeably.  However Project Management and Programme Management do differ and require different skill sets.

Programme Management is the direction and implementation of a set of related projects and activities that enable the realisation of predefined benefits and outcomes.  The advantages of choosing to manage these projects and activities together may include:
-  Alignment to achieve a common goal
-  Reduction of risk arising from project and organisational interfaces
-  Prioritisation of shared resources
-  Reduction in management effort

The distinction between Project Management and Programme Management is not black and white.  For instance, a single IT project manager may take personal responsibility for a series of related projects associated with development and deployment of a new application.  The term Programme is usually reserved for larger scale groups of projects which underpin strategically important capital investment or business change.

In our guide to Programme Management qualifications we try to draw the line as follows:

What do you think?

>> Download the Focus guide to MSP and Programme Management
>> Find Programme Managemnt Training Courses

Blogalot - November 2009