Duration: 4 days
Training fee: £900
Description:
This four-day course equips new media project managers with up-to-the- minute lean and evolutionary techniques for delivering superior results and better products. Dynamic Project Management embraces many of the techniques used in Agile methods, but it draws from a wider pool of thinking and is applicable to a broader range of projects than those software focused disciplines. It allows for adaption of deliverables if requirements change during long-running projects. This is a complete course in project management from the dynamic perspective. Delegates will be introduced to a full set of the core techniques required, and equipped to recognise and respond to some of the key factors that may introduce uncertainty and complexity. The course does not provide training for Scrum masters or development managers, who should attend one of the Scrum courses.
Who it's for:
Managers of all but the simplest multiplatform and new media projects must embrace a number of skills including those of strategic project manager, tactical product manager, producer, and team leader. This presents a major challenge and requires you to approach the problem dynamically and from multiple perspectives. This course is for any project manager who wishes to produce more successful outcomes from their project. It is most appropriate for those whose projects run for eight weeks or more and least suitable for those whose work is mostly on very small web sites or sub-sites with little functionality.
Aims:
Delegates will learn how to plan, manage, and measure the progress of, dynamic projects. On completion they should be able to apply evolutionary methods to anything other than the smallest project, whether in house or almost entirely outsourced. They will have practiced the core techniques and gained experience with the simple set of tools provided for optimising value. Delegates will also learn about the role of the project manager (as opposed to the Scrum master or development manager) in the software- oriented techniques being applied in some BBC departments, including SCRUM (Clockwise), DSDM and XP as well as how to relate the methods to Prince 2.
Outcome:
On completion delegates will have covered, and had the opportunity to work on four main stages: Day 1 - Establishing the context and rationale. Includes techniques to: Evaluate the context and the needs of stakeholders to establish the desired outcome; Express these expectations as measureable targets for their projects and agree how they will be managed and how progress towards them will be tracked; Explore and clarify the underlying assumptions and the constraints of time, resource and budget that apply; Agree how confidence in projected results and estimates of cost and time will be calibrated how levels of confidence will be improved; Devise multiple tactics for delivery of each goal and select the combination of emphasis and scope with the highest probability of success. Day 2 - Building the framework. Includes techniques to: Design an effective structure for governance, determine the appropriate project lifecycle and control the stages; Determine the communication requirement, approach and frequency; Model the project logic, dependencies, benefits, enablers (key success factors) and costs; Identify the unknowns and manage them appropriately as uncertainty, risk, opportunity or variation; Complete the project charter; Define the critical function - or minimum value-adding product (MVP) - and test it; Use customer needs and value analysis to develop a portfolio of options, or stories, that build on the MVP and are more than sufficient to deliver the agreed performance targets; Modularise the work and minimise dependencies to increase flexibility Day 3 - Getting into action. Includes techniques to: Define the quality requirement and testing methods; Define the prioritisation process and initial priorities; Categorise the options (or stories), estimate the resource requirements of each and plan progressive elaboration as priority increases; Create an iteration plan and a customer review and feedback procedure; Assign work to external teams and contractors while maintaining an evolutionary core; Assign and manage roles and responsibilities, establish ground rules; Launch the development phase successfully; Manage iterations effectively from detailed planning for each one, through delivery, daily reviews and continuous testing, to customer review and prioritisation for the next. Day 4 - Bringing it in. Includes techniques to: Turn learning through 'trial and error' into an effective and efficient tool for progressive delivery using A/B testing; Manage risk and variation throughout the project to deliver the best outcomes within the constraints; Manage the timeline and budget so as to come in on target; Motivate the team, and track and report on performance Close the project effectively and handover to a maintenance team; Compare performance levels achieved with those agreed at the outset; Achieve proper acceptance and acknowledgement of the outputs; Review successes and failures and improve future methods and outcomes.
Course dates:
| Start date | Venue |
| 9 November 2010 | White City |
| 24 January 2011 | White City |
Booking Information:
Fax it back to us on +44 (0)1386 420145
For international callers please telephone +44 (0) 1386 420216 or fax +44 (0)1386 420145
Contact Details:
Tel: 0370 010 0264
Fax: 0370 010 0265
Email: training@bbc.co.uk
|
