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Devops - Business Proces Management


Contents & topics PM

PM by my personal experiences

Transforming proces Transforming the way of working is a goal on its own. At least that is my personal experiences.
I don´t believe that it is the intention, only not knowing better options to achieve change eliminating unsatisfying dillemma´s. The one that is dropped first is: "Business"

🔰 Too fast .. previous.

Progress


Contents

Reference Topic Squad
Intro PM by my personal experiences 01.01
PM references Project management Generic 02.01
PM critics Critism Project management 03.01
ICTPM ICT project management 04.01
ICTPM critics Critism ICT Projects 05.01
What next Following steps 06.01

Project management Generic

Project management (wikipedia) The primary challenge of project management is to achieve all of the project goals within the given constraints. This information is usually described in project documentation, created at the beginning of the development process. The primary constraints are scope, time, quality and budget.
Project management

There is a big market for management advice. A generic starter:
PMI PMbok logo PMI PMBOK The ideal skill set — the Talent Triangle — is a combination of technical, leadership, and strategic and business management expertise.

medium_both_right_conflict
At complicated situations everybody can be right, form his viewpoint. Viewpoints being that different they can&acutt be true both.

Other words, hypes, working approaches: Scrum, Agile, Lean six sigma, Kanban

Critism Project management

What the frustrations are, the best is by infographics.
Dead Horse Theory
The Dead Horse Theory
  1. Buying a stronger whip.
  2. Changing riders.
  3. Threatening the horse with termination.
  4. Appointing a committee to study the horse.
  5. Arranging to visit other countries to see how others ride dead horses.
  6. Lowering the standars so that dead horses can be included.
  7. Re-classifying the dead horse as "living impaired".
  8. Hiring outside contractors to ride the dead horse.
  9. Harnessing several dead horses together to increase speed.
  10. Providing additional funding and/or training to increase the dead horse´s performance.
  11. Doing a productivity study to see of lighter riders would improve the dead horse´s performance.
  12. Declaring that as the dead horse does not have to be fed, it is less costly, carries lower overhead , and therefore contributes substantially more to the bottom line of the economy than doe some other horses.
  13. Rewwriting the expected performance requirements for all horses.
  14. Promoting the dead horse to a superviory position of hiring another horse.
management_canoe-race
Canoe Race...
Another famous one.

  1. A clear overkill by managers micromanagement.
  2. Blaming the worker not fullfilling unrealistic expectations.
  3. Rewarding managers for the excellent peformance.

Of course there are a lot more than those. What is not mentioned in these two infographics is:
  1. Lack of coöperation by not shared business goals (silo´s).
  2. Not willng to change with correct effective working innovations.

ICT project management

The change in managing ICT is a fast continously change.

The Design Thinking Process
design-thinking2 The Design Thinking process first defines the problem and then implements the solutions, always with the needs of the user demographic at the core of concept development. This process focuses on needfinding, understanding, creating, thinking, and doing. At the core of this process is a bias towards action and creation: by creating and testing something, you can continue to learn and improve upon your initial ideas. The design thinking process consists of these 5 steps:
  1. EMPATHIZE: Work to fully understand the experience of the user for whom you are designing. Do this through observation, interaction, and immersing yourself in their experiences.
  2. DEFINE: Process and synthesize the findings from your empathy work in order to form a user point of view that you will address with your design.
  3. IDEATE: Explore a wide variety of possible solutions through generating a large quantity of diverse possible solutions, allowing you to step beyond the obvious and explore a range of ideas.
  4. PROTOTYPE: Transform your ideas into a physical form so that you can experience and interact with them and, in the process, learn and develop more empathy.
  5. TEST: Try out high-resolution products and use observations and feedback to refine prototypes, learn more about the user, and refine your original point of view.

Agile Modeling and the Rational Unified Process (RUP)
agilemodeling.com Agile Modeling (AM) is a practices-based software process whose scope is to describe how to model and document in an effective and agile manner. The practices of AM should be used, ideally in whole, to enhance other, more complete software process such as eXtreme Programming (XP), the Rational Unified Process (RUP), Disciplined Agile Delivery (DAD), and the Enterprise Unified Process (EUP) to name a few.

Best Practice Portfolio: --
Prince2 Project Management AXELOS is responsible for developing, enhancing and promoting a number of best practice frameworks and methodologies used globally by professionals working primarily in IT service management, project, programme and portfolio management and cyber resilience. These methods, including ITIL, PRINCE2, MSP and our collection of cyber resilience best practice products, RESILIA, are adopted by private, public and voluntary sectors in more than 150 countries to improve employees skills, knowledge and competence in order to make both individuals and organizations work more effectively.

SDM2 (wikipedia)
SDM2 (wikipedia) Cap Gemini SDM, or SDM2 (System Development Methodology) is a software development method developed by the software company PANDATA in the Netherlands in 1970. The method is a waterfall model divided in seven phases that have a clear start and end. Each phase delivers (sub)products, called milestones.

Critism ICT Projects

What the frustrations are, the best is by infographics.

Swing Tree project
The classic one. Seen already in the 80´s and never got outdated as legacy.
tree_swing_development_requirements
  1. How the customer explained it
  2. How the Project Leader understood it
  3. How the Analyst designed it
  4. How the programmer wrote it
  5. How the Business Consultant described it
  6. How the project was documented
  7. What operations installed
  8. How the customer was billed
  9. How it was supported
  10. What the customer really needed


tree_swing_development_requirements Brooks observations are based on his experiences at IBM while managing the development of OS/360. He had added more programmers to a project falling behind schedule, a decision that he would later conclude had, counter-intuitively, delayed the project even further. He also made the mistake of asserting that one project—involved in writing an ALGOL compiler—would require six months, regardless of the number of workers involved (it required longer).
The tendency for managers to repeat such errors in project development led Brooks to quip that his book is called "The Bible of Software Engineering", because "everybody quotes it, some people read it, and a few people go by it". The book is widely regarded as a classic on the human elements of software engineering.
(wikipedia)

Following steps

Managing people isn´t my priority. Getting aligned to practice at organizations to get things done are the daily way of life.

The daily standup
Stand up - collaboration Knowing what the collegaues are doing is important with a shared business goal.
The implementation of a stand-up can be brought in mandatory. I would assume sitting in each neighbourhood and doing that during working on items, would be sufficiënt.

Ongoing to do it.

Missing link

These are personal opionions by experiences.

Im am better at details SDLC, ALM, ALC (Software Development Life Cycle)

What is not here:👓 BPM, Big Perspective



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