Project Management Software 5. Team Collaboration Tips 6. Agile Methodology Basics 7. Popular Agile PM Frameworks 9. Resources Glossary What is a project initiation document? What goes into a project initiation document PID? Primarily, the Project Initiation Document is used for two purposes:. The PID is composed out of collected information and includes, among others, the following components:.
In addition, it is important that the Project Initiation Document also contains the following information:. The primary purpose of the Project Initiation Document is to capture and record information needed to properly define and plan a project; thus forming the basis for managing and evaluating the overall success of the project.
Once the PID has been approved by the project management, all information contained therein will no longer be modified. In addition, the Project Initiation Document also includes the list of people who participate in project development from the start of the project.
Their role and responsibilities are also found in it. However, the Project Initiation Document is not regularly updated during the project phases.
Any revisions and updates that may prove necessary must be done at the end of each phase to include detailed milestones for the following steps. All members of the project team should contribute to the development of project components that are relevant to their role within the project. The last phase of writing the Project Initiation Document is approval, which does not only concern the project management.
The Project Initiation Document also needs approval from other stakeholders, such as the Operations and Human Resources departments. We train project management practitioners worldwide, and in Elite was awarded Sole Supplier status to the Scottish Government for Project and Programme Management learning.
Do you want to upskill or refresh your project management knowledge? Browse our course portfolio. If you work in an 'Agile' organisation, you'll be no stranger to the daily standup meeting or daily scrum meeting. You might call it the daily standup, daily Scrum, daily huddle or morning roll-call; regardless, the purpose is to get the team aligned and on the same page for that day. Depending on experience, you might foster some scepticism about the effectiveness of this daily meeting.
Reflecting on the unprecedented changes to global working practices in the last year highlights the potential for a conversation around improving the daily standup in the context of remote working and distributed teams. Jeff Sutherland, the co-creator of Scrum, first explored his rugby inspired process at the Easel Corporation. Sutherland continued the rugby theme and referenced the All Blacks rugby team's Haka ritual when attempting to inspire his first scrum team in Sutherland wanted to motivate his colleagues with the energy and passion displayed when the New Zealand rugby players performed the Maori warrior dance.
Sutherland also wanted to explore how you transfer the traits of the worlds best rugby team and instil them within a group of software developers. Sutherland's team began researching how elite business teams achieved goals. One paper written by James O Coplien was particularly significant.
Coplien's report examined software craftsmanship at the Borland Corporation, specifically the Quattro Pro project for Windows project. The discovery that a team of eight had produced one million lines of code in 31 months was record-breaking. Key to the Borland teams rapid development were daily meetings; problems highlighted by team members were swarmed by the group until fixed. Sutherland admired the approach but believed the hour-long daily meetings adopted by Borland staff were too long.
Observing the key elements needing communicating during the huddle, Sutherland devised three questions and a set of rules. Jeff Sutherland would find a kindred spirit in software developer and consultant Ken Schwaber. Today, companies and organisations adhering to agile frameworks incorporate a daily scrum meeting or daily stand up into the working day. If you are a Scrum practitioner, then the purpose of a Daily Scrum meeting is to monitor progress towards the Scrum teams Sprint Goal and modify the Sprint Backlog, reflecting any changes regarding unplanned tasks.
In more general Agile terms, you conduct a daily stand up so that team members can synchronise and gain visibility on progress towards the Sprint Goal. The more pertinent question should be; who is allowed to participate at a daily scrum meeting? Scrum is very clear that the daily scrum meeting is a meeting for the development team.
It's the responsibility of the Scrum Master to organise the meeting. However, be warned, the meeting should not be run as a status update for the Scrum Master, Product Owner or Line Manager.
Development team members should be sharing information on a peer-to-peer basis at the daily Scrum. Can anyone outside the development team attend? Non-team members can observe but not participate in the daily Scrum. If your head of marketing wants to catch up on the engineering team's progress on a new product, they can, but they can't participate as a team member in daily standups. Remember, this is not a status meeting for senior management. The conventional pattern for a successful daily standup advocates starting at the same time each day, in the same place.
The meeting should take place in front of the task board. Many practitioners advocate a morning team meeting, making sense if everyone works in the same location and has similar working hours. However, in recent years, the rise of remote working has challenged established practice, and some companies have successfully introduced alternative patterns.
Scrum uses a practice called timeboxing. Timeboxing works by defining a set, maximum time limit for activities. The objective of timeboxing is to restrict the time spent on activities, reduce waste, and become more time-efficient. The daily Scrum meeting is timeboxed for 15 minutes each day and allows the team to plan for the upcoming 24 hour period. Discussions should be short and concise, and team members should not use standups to solve sprint impediments.
Blockers and impediments should be resolved outside the scrum meeting. It depends on the culture and leadership of your organisation. Opinions vary. The idea of standing up was originally meant to combat overly long meetings.
The Project Initiation Documentation consists of almost all the management documents from the Initiation Stage except the Benefits Management Approach as this has a life after the project and is not archived with the other project documents. Format of the Project Initiation Documentation Can be a single document but this is not so common Normally an index for a collection of documents A document with cross-references to a number of other documents A collection of information in a project management tool.
The Business Case should show that the project is a viable and achievable project and that it is in line with corporate strategy or overall programme needs. The project management team PMT structure is complete, with names, titles, links to role descriptions and some indication that people are aware of their roles.
Project controls document clearly shows how the project will be controlled and who will administer each control. Project assurance overview.
0コメント