case study for sapiens project management

Studies conducted by Standish group in 2004 show that only 34% of the projects are successful

Projects (Temporary & Unique) vs. Operations (Ongoing and Repetitive)

Project management – Ability to meet project requirements by using various knowledge, skills, tools and techniques to accomplish project work.

Triple Constraint – Cost, Time and Scope: As well as Quality, Risk and Customer Satisfaction.

Management By Projects – Management of Projects and some ongoing operations, which can be redefined as projects using “Project Management”. An organization that adopts this approach defines its activities as projects in a way that is consistent with definition of project.

1. Project Integration Management - various elements of the project are properly coordinated.
2. Project Scope Management - includes all the work required, to complete the project successfully.
3. Project Time Management - ensure timely completion of the project.
4. Project Cost Management - completed within the approved budget.
5. Project Quality Management - project will satisfy the needs for which it was undertaken
6. Project Human Resource Management - to make the most effective use of the people involved with the project.
7. Project Communications Management - to ensure timely and appropriate generation, collection, dissemination,
storage, and ultimate disposition of project information.
8. Project Risk Management - identifying, analyzing, and responding to project risk.
9. Project Procurement Management - to acquire goods and services from outside the performing organization.


Areas of Expertise

1. PMBOK
1. Project Life cycle Definition 2. Five PM process groups 3. Nine Knowledge areas
2. Application area knowledge, standards and regulations. Application areas are usually defined in terms of
a. Functional Departments and supporting disciplines
b. Technical elements
c. Management specializations
d. Industry groups
Each application areas generally have a set of accepted standards and practices.
3. Understanding Project environment
1. Cultural and social 2.International and political 3.Physical environment
4. General management knowledge and skills
1. Planning 2.Organizing 3.Staffing 4.Executing 5.Control the operations. It also includes supporting disciplines
5. Interpersonal Skills
1. Effective communication 2.Influencing the organization 3.Leadership 4.Motivation 5.Negotiation & conflict resolution 6.Problem solving

Standard - is a “document approved by a recognized body, that provides, for common and repeated use, rules, guidelines, or characteristics for products, processes or services with which compliance is not mandatory.” Standards start out as guidelines and later with widespread adaptation becomes accepted as if they were regulations.

Regulation - is a “document, which lays down product, process or service characteristics, including the applicable administrative provisions, with which compliance is mandatory.





PROJECT MANAGEMENT CONTEXT

Program – Group o

1. Agile Program Manager Publicis Sapients By D Deepak 8328201108

2. GloboMart Well-established merchandise. Hundreds of stores in multiple geographies. Good Idea of transformation to Digital Technology. World Class logistics System Good reputation with customers. Pros of GloboMart Late entry into Digital Transformation. Limited timeframe in digitizing. Less experience for IT staff for 24x7 operations. Cons of GloboMart

3. Pitch Central Type of Engagement The engagement for GloboMart with Public Sapient should be initially till the completion of 4 stages of transformation and later same can be extended for future services and support. Stages of Transformation: Process Transformation. Aim: Long term management process like a retail merchandise to an online merchandise . To achieve the aim, Goals, Benchmarks Required and changes are to be specified in the Business charter. Till the complete process is Re-engineered with workflows, tools and technologies the engagement is to be intact. Business Model Transformation . Personnel, Process and Technology is to be stabilized in the hands of Globomart . All this is possible with complete transformation. Till then the engagement is to be intact. Domain Transformation. Globomart is planning for a complete domain change i.e., from Retail to Online. Till it gets visible in the market the engagement is to be intact. Cultural Organization Transformation. The employees in GloboMart are not well experienced to handling online requirements, Online orders, 24x7 Operations etc., Till the culture as per the transformation is accustomed the engagement is to be intact.

4. Contd.. Duration of Engagement Duration of Engagement can be till the completion of MVPs of the GloboMart . The system should be supported till its gets fully operational without any Bugs. Post this if GloboMart is operating well Online and wants to compete with the emerging technology in the market then support is to be provided in improvising the newer versions. Engagement Objective The objective of engagement is to provide fast value and full support till the customer is satisfied. It is to ensure that new features are introduced as per the emerging trends in the market so that the project lifecycle span increases and the equivalent value is generated to Public Sapients .

5. Plan Project Execution Methodology Initiation: Develop the Business Case in communication with the stakeholders. Run a feasibility study on how the project goes on Draft a project charter, guidelines for the completion of task. List out all the stakeholders involved both from the customer side and the company side. (Helps in decision making, Quickly resolves issues) Plan the Platform that to be used for developing and then select the right team for developing the project. Planning: Analyse the business case with the team given and plan the road map. List down the stakeholders roles and responsibilities in detail. Set Project goals, deadlines, Milestones in consultation with Product Owner. Similarly set the DOD and DOR. Carry out different Risks assesements and plan the mitigating techniques. Execution: Create tasks and assign the tasks for each member in the team and also setup the timelines for its completion. Track the progress of the team regularly. Communicate in case of any glitches or requirements. Schedule for any changes that are raised from the customer side and try for reducing the scope creep. Define the standards and Perform the testing for the developed project. If it meets DOD same can be released in further sprint Releases. In case of issues during release necessary actions to be taken for not getting into those situations in future.

6. Plan Project Execution Methodology Closing: Obtain the acceptance of all the project deliverables. In case of support for operations, team is to be earmarked and handed off to them. Document all the lessons learned during the project lifecycle. Obtain a sign Off. Timelines, Release Trains Timelines: The MVP of the project is to be operationalized within 6-9 Months. Therefore the Project Manager, Product Owner has to work hand in hand and list down all the Product Backlog activities, Milestones and Release time. This will give the team and the customer a broader scope on the working culture and the generated output value within the 6-9 months. Miletones and Sprints Milestones are thoses where a value output is expected from the project. There will be numerous milestones in completing the project. These Milestones are as per the Efforts, Time, efficiency, Building, Launching, Developing Etc., Sprints is the timeline where Ideas are turned into Values. Sprints are in the time duration of 2-4 Weeks. During the Sprints a small Independent, Negotiable, Valuable, Estimable and Testable, user stories are turned into Value to the customer.

7. Plan Pricing model for the engagement Time and material / Hourly pricing model: The Aim of this project is to develop a Digitalization platform. It is not just developing the product but also providing service to the platform till its sustenance. Since providing service is the involvement of Men, Material and Time this pricing can is a best suit. This model has the advantage of being flexible to the changes, Dynamics to the workscope and can provide in the best possible time. Quality Measurement Approaches Unit Testing, Integration Testing, Regression testing, Application Program Testing. If the development regularly passes over all these tests and Minimum bugs which does not effect the revenue/ value then the Quality is High. Definition of Done is met in the fastest time without any errors or with minimal errors. These minimal errors are to be ensured that they should not be repeated I the future. This makes the Customer happy as Nil obstacles are encountered. In case of issues/ Glitches they should be resolved at the earliest by keeping the priority level high so that value to the customer is not lost at any time. This is how a good quality Project can be completed.

8. Key Risks, Issues and associated Mitigation plan Risks effect the scope, schedule, cost and Quality of the project. To overcome this a managing plan is to be developed like Identifying/analyzing and Assessing Risks, Allocating the responsibility of risks and Cost incurred on the risk. Following is one of the way to approach the Risks. Planning- How risks are addressed and managed. Risk Identification-Whether the Risk is Positive/Negative Analysis- Priority level of risk, Cost incurred by the risk is to be analyzed. Response PLanning /Mitigation Plan- Whether the risk can be avoided, or it can be retained, Can it be spread for multiple sprints so impact can be minimized, Ways of transferring. Monitoring & Control- Regularly to be Monitored the effect and future circumstances.

9. Business Context Diagram External Entities : Find out what are the external outputs that are required for the process to run. Specify them and get information on their impact on the business. System Process: Factors affecting the value, the process of approach to attaining the value are included in the system process. Data Flow: Required output is to be obtained by passing through the External Entities and System Processes. The flow of data from numerous points to be focused on the value generation.

10. Metrics/Tools/Dashboards Metrics : Velocity, Commitment Reliability, Capacity Utilization, Resource allocation, Scope creep, Defect Leakage, Backlog Health, Burn Up/Burn Dow Charts. These Metrics are used for effective delivery management. In a graphical representation using Jira it shows what was planned to what was obtained and also the health of Project so that the future value can be predicted. Tools/Dashboards: Jira, MS Projects, MS Excel, Kanban Boards These are the tools used to derive the metrics and manage the teams progress via a visual aid. In case of any impediments to one of the team member then rest of the team members can provide suggestions by visually seeing the status of project. Easy tool for assigning, Tracking, delivering the rpiject .