Question

•Please help develop an overall delivery Process using the below to be in line with Agile project management Project Management Office The Project Management Office (PMO) is an effective means for centralising all Project initiatives. It is the discipline of planning, organising and managing resources to bring about the successful completion of specific project goals and objectives. The key objective of PMO is to ensure all projects are executed on track, on schedule, within budget, and in adherence to business strategies and goals. The Role of PMO: The PMO provides guidance and support on integrating project processes while promoting the use of tools and templates. The specific duties of a PMO will vary depending on the category and criticality of the Project. In general, the PMO fulfills one or more of the following roles: 1.PMO helps to ensure that the projects are completed successfully, standardised process are being followed, resources are being used effectively, and accurate information is being used for decision making. 2.Rank projects based on a number of important criteria and business drivers. 3.Monitor and report all the projects to the Executive Management, the group entities and to all the Project Sponsors 4.Enable the project teams with the Project Management tools and procedures for effective project management A.Project Initiation Stage 1.Create initiation processes to keep sponsors and stakeholders engaged during the project lifecycle. 2.Define project level, classify and categories the project 3.Establish a Project Initiation Meeting with the Project Coordinator and key Project Stakeholders 4.To establish the Project Management guidelines and procedures for project execution, control, monitoring and closure. Being able to classify projects according to such factors as size, risk, budget, etc. will help to place projects in the appropriate queue for scoping, planning, and execution rigor. Project Documentation is created for the project based on the Project Management Procedures Manual detailing the •Project Purpose •Scope Definition •Key Stakeholders •Projected Schedule and Budget •Critical Success Factors •High-Level Risk Assessment •Project Governance •Project Roles and Responsibilities •Project Implementation Plan •Project Closure Arrange a project kick-off meeting through the Project Coordinator involving all the stakeholders of the Project. B. Project Governance during the Project Implementation: 1.Regularly assess the current state of project processes. Ensure a scope change request, if any, is documented. 2.Ensure the project risks (identified at the beginning of the project and new risks, if any) are documented and monitored through the Project Risk Assessment Plan as listed in the Project Management Procedures Manual, by the respective project coordinator 3.Determine level thresholds for each risk category which determine how a project is scored for a 4.specific category (e.g. Scope, Time, Cost, Quality, etc.) 5.Attend the Project team meetings with the Sponsors for review of Project Status, key accomplishments, upcoming tasks and issues. This helps project team members and stakeholders keep track of the project progress. C. Project governance during the Closure of the Project: The project closing process phase will take through the following activities: 1.Oversee Hand off final project deliverables. 2.To ensure that all the documents including technical documents are delivered and necessary project knowledge has taken place. Use document to list important issues, dependencies and 3.accepted open list items, if any 4.Ensure project deliverable sign-off criteria is met and business and technical acceptance criteria are met. 5.UAT I test documents, if any, are documented and signed-off 6.Ensure the project Sponsor and key stakeholders accept and agree on the project closure by signing-off the closure document as per the project Management Procedures Manual. 7.Close a cancelled project 8.Verify that the project coordinator keeps track of training process completion and record completion details, if any. D. Final Review of the Closed Project : •To obtain final sign-off by closing all project activities such as releasing the project team and closing-off vendors. •To assess project success by driving the Post Implementation Review process through the project coordinator and Project Sponsor reviewing major aspects of the project execution process, validate the benefits realised from the project, adherence to the expected scope and output, and the final deliverables. Lessons learned and pain points are documented to create future references. A typical project management process includes the following tasks: •Intimation of a new project to be commissioned .This information is normally sought by the PMO from the key stakeholders including the IT Department, General Services & Premises Department, the Business Heads. The information about a project commencement is intimated to the PMO by the respective Project Sponsor I Project Coordinator •The PMO establishes contact with the Project Sponsor and has an initial meeting explaining (if not already done) about the Project Management Function, the procedures and the next steps. This includes sharing the PM Policy and Procedures Manual and conducting a workshop for the project team, if required, particularly for critical priority projects. The project team must include the project coordinator. •The PMO coordinates with the Group entities through their respective PMO for any Local Project details •As per the process above, the PMO ensures that the projects are governed by the Project Management Procedures during the Project Life Cycle. •The project status is sought on a monthly basis from the project coordinators, project teams, entity PMOs/Representatives. The information is consolidated and reported by the PMO in the Monthly Project Status Report.

Answer 1

Agile project management is an approach based on delivering requirements iteratively and incrementally throughout the project life cycle. At the core of agile is the requirement to exhibit central values and behaviours of trust, flexibility, empowerment and collaboration. The main benefit of Agile Project Management is its ability to respond to issues as they arise throughout the course of the project. Making a necessary change to a project at the right time can save resources and, ultimately, help deliver a successful project on time and within budget.

Agile teams build rapid feedback, continuous adaptation and QA best practices into their iterations.

They adopt practices such as continuous deployment (CD) and continuous integration (CI), using technology that automates steps to speed up the release and use of products.

Additionally, Agile Project Management calls for teams to continuously evaluate time and cost as they move through their work. They use velocity, burn down and burn up charts to measure their work, instead of Gantt charts and project milestones to track progress.

These six phases conclude the full Agile method lifecycle model

Concept: Projects and the viability are envisioned and prioritised according to importance.
Inception: A team is brought together, team members are individually identified, a fund is put in place and any initial requirements are discussed and decided.
Iteration/Construction: The project team begins to work on the project’s development using software implemented with the agile method focusing on iteration requirements and feedback.
Release: Quality testing, training, both internal and external and documentation and reporting are put into production.
Production: The Agile methods helps to keep track of your project and make sure it is constantly optimised and ready to bounce back from any sudden changes or uncertainties.
Retirement: End-of-life activities.