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Individual Productivity : How Do You Measure It In Your Team ?

It doesn’t matter what kind of product or services a business offers, it is essential to measure the employee’s productivity or performance, and it is more important to measure accurately as much as possible. Equally important is to use accurate performance measurements, which can reveal how well your business is progressing towards its goals and targets.Measuring employees’ productivity is a bit of a challenging task. A 2013 Gallup survey report conveys the interesting fact about why there can be a fall in performance of the employees. The reason is most of the employees are overwhelmed by smartphones, social media, personal emails, and the demands of their personal lives. Most employees find it difficult to produce the best work they could give. Lack of interest towards the work leads to the low performance.Measuring employees performance is one clear way to understand how skilled, engaged, and productive your employees really are.More often than not, as an Agile coach you might have been asked about measuring individual performance. Managers are worried about not being able to detect low performers in time and think of different strategies for doing it before it’s too late. And with “too late” I mean that it had a huge impact on the project or team.Individual productivity can be measured through different strategies or metrics. If you read on, you will understand better the importance of employees productivity followed by the outcomes the team gets.What can performance metrics bring for you?Performance metrics help you to create a snapshot of a team, which can be valuable when it comes to performance reviewsPerformance metrics can be used to plan ahead, by understanding what your team is capable of.Performance metrics give you the accurate measurements of how the process is functioning  and provide a platform for you to improve further.For employees, performance metrics provide-The right feedbackHelp them understand where they stand, andLet them know areas where they can improveIt indeed gives you immense pleasure and a great feeling knowing you have strengths in a particular area.The applicability of VelocityOne of the common strategies any manager may think of is to use individual Velocity to solve this problem. And if the team is using Scrum, this idea may be rephrased as follows:“Evaluate those cases in which a team member is completing fewer story points than the rest of the team since that person must be a low performer”.If someone asked me this, my natural answer would be: it’s not a good idea!Will Velocity give you a better result?First of all, Velocity is not an indicator of performance:It just denotes the delivery rate of a specific team.It’s a team metric, not an individual one, and it serves for planning purposes. This means that any team may use it to understand how much work can be done in a specific period of time and, based on that, provide an estimate for a release date.You should also consider that velocity, as a team metric, cannot be established until the team has spent some time together. This means that, in most cases, the velocity of the first sprints of the team will NOT be high. In fact, I highly recommend setting the correct expectations in regards to this. If expectations are not correct, then for the team may seem as if they were not performing, when in fact they were just ramping up.On the other hand, measuring individual productivity by using velocity has more problems than advantages (in fact, the truth is that I haven’t been able to find any advantages so far). People may get confused by the results obtained when using this metric and the outcome may not be a good representation of reality.Why do I say this?Well, let’s say that John and Mark work in the same team and have similar experience and knowledge.John completes 20 story points and Mark only 10. This situation repeats over the following three sprints. Anyone may think that Mark is a low performer and that John is a genius! However, it may also happen that from the 20 story points that John completed each sprint, QA had detected over 100 bugs, but from the 10 that Mark completed, QA had only found 5. Now, which one is performing better than the other?For an individual, it’s not important to deliver a high productivity with a low quality, and less productivity with a high a quality adds an advantage to the employee as well as the team and the process too.This is just an example that demonstrates that velocity per se is not a good metric. Not to mention that if the team is aware that they are being measured by velocity, there is a chance that they increase their estimates to meet their goals. I can bet that you have already experienced things like this as well!We should not lose focus here. Remember that in an Agile world, what’s important is to constantly deliver value to the client: working software is the primary measure of progress.Customer is the KingWe should never ignore the importance of customer satisfaction. There are many factors that contribute to the success or failure of a business, customer satisfaction is one of them, it’s much essential to track this factor and work on improving in order to make customers more loyal and ultimately turn up them up into brand ambassadors.When you fail to care about them, in the same way, don’t have a hope or don’t expect them to care about your services or products.Forest Research declares 2017 as the year that businesses become customer-obsessed. So what is the secret?Providing “Value” to the customer.So, going back to the original problem, as a first step I would ask: what does low performer mean?We’ll all agree it may mean that:The person is not working at his/her fullest capacityThe person has not understood the vision of the projectThe person has not adapted to the team, orThe person has not been empathetic to the business needs,In this scenario, where there may be several causes for the problem, my recommendation would be that the team that is having the issue starts thinking of the big picture and work as a team.It means that the whole team is responsible for delivering value and that the whole team is committed to that. If something is going wrong with one of the team members, (and this probably implies low performance) the whole team needs to address it in the retrospective, or before, in the best scenario.Of course, the team may decide to take some metrics and use them to lead the conversation during the retrospective, metrics like: team velocity, number of bugs raised during the sprint, value added to the business, etc.Based on those metrics, the team may discuss options to improve and accelerate their process. Or, on the contrary, and in an ideal situation, the team may not need metrics since they are fully conscious of their processes and know how to constantly improve it.As you can see, if the organization is Agile, then every problem needs to be taken to the team. The team will know what to do with it. Managers will tend to ask for metrics and more metrics that help them understand the situation and fix it, but as Peter Drucker says-First of all, take the problem to the team. Then, let the team manage the problems and improve based on their own experience.And always remember, you are there to support the team and facilitate their improvements. To help them become a better version of themselves, do not become a roadblock for them.The last linesA well-measuring team productivity as well as a better handling of team results in providing a great customer service that satisfies both you and your targets as well. You get a proper revenue and make everyone happy, earn your brand name and enjoy great success.
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Individual Productivity : How Do You Measure It In Your Team ?

532
Individual Productivity : How Do You Measure It In Your Team ?

It doesn’t matter what kind of product or services a business offers, it is essential to measure the employee’s productivity or performance, and it is more important to measure accurately as much as possible. Equally important is to use accurate performance measurements, which can reveal how well your business is progressing towards its goals and targets.

Measuring employees’ productivity is a bit of a challenging task. A 2013 Gallup survey report conveys the interesting fact about why there can be a fall in performance of the employees. The reason is most of the employees are overwhelmed by smartphones, social media, personal emails, and the demands of their personal lives. Most employees find it difficult to produce the best work they could give. Lack of interest towards the work leads to the low performance.
Measuring employees productivityMeasuring employees performance is one clear way to understand how skilled, engaged, and productive your employees really are.

More often than not, as an Agile coach you might have been asked about measuring individual performance. Managers are worried about not being able to detect low performers in time and think of different strategies for doing it before it’s too late. And with “too late” I mean that it had a huge impact on the project or team.

Individual productivity can be measured through different strategies or metrics. If you read on, you will understand better the importance of employees productivity followed by the outcomes the team gets.

What can performance metrics bring for you?

  • Performance metrics help you to create a snapshot of a team, which can be valuable when it comes to performance reviews
  • Performance metrics can be used to plan ahead, by understanding what your team is capable of.
  • Performance metrics give you the accurate measurements of how the process is functioning  and provide a platform for you to improve further.

For employees, performance metrics provide-

  • The right feedback
  • Help them understand where they stand, and
  • Let them know areas where they can improve

It indeed gives you immense pleasure and a great feeling knowing you have strengths in a particular area.

The applicability of Velocity

One of the common strategies any manager may think of is to use individual Velocity to solve this problem. And if the team is using Scrum, this idea may be rephrased as follows:

“Evaluate those cases in which a team member is completing fewer story points than the rest of the team since that person must be a low performer”.

If someone asked me this, my natural answer would be: it’s not a good idea!

Will Velocity give you a better result?
Velocity Formula First of all, Velocity is not an indicator of performance:

  • It just denotes the delivery rate of a specific team.
  • It’s a team metric, not an individual one, and it serves for planning purposes. This means that any team may use it to understand how much work can be done in a specific period of time and, based on that, provide an estimate for a release date.
  • You should also consider that velocity, as a team metric, cannot be established until the team has spent some time together. This means that, in most cases, the velocity of the first sprints of the team will NOT be high. In fact, I highly recommend setting the correct expectations in regards to this. If expectations are not correct, then for the team may seem as if they were not performing, when in fact they were just ramping up.

On the other hand, measuring individual productivity by using velocity has more problems than advantages (in fact, the truth is that I haven’t been able to find any advantages so far). People may get confused by the results obtained when using this metric and the outcome may not be a good representation of reality.

Why do I say this?

Well, let’s say that John and Mark work in the same team and have similar experience and knowledge.
Team performanceJohn completes 20 story points and Mark only 10. This situation repeats over the following three sprints. Anyone may think that Mark is a low performer and that John is a genius! However, it may also happen that from the 20 story points that John completed each sprint, QA had detected over 100 bugs, but from the 10 that Mark completed, QA had only found 5. Now, which one is performing better than the other?

  • For an individual, it’s not important to deliver a high productivity with a low quality, and less productivity with a high a quality adds an advantage to the employee as well as the team and the process too.

This is just an example that demonstrates that velocity per se is not a good metric. Not to mention that if the team is aware that they are being measured by velocity, there is a chance that they increase their estimates to meet their goals. I can bet that you have already experienced things like this as well!

We should not lose focus here. Remember that in an Agile world, what’s important is to constantly deliver value to the client: working software is the primary measure of progress.

Customer is the King

  • We should never ignore the importance of customer satisfaction. There are many factors that contribute to the success or failure of a business, customer satisfaction is one of them, it’s much essential to track this factor and work on improving in order to make customers more loyal and ultimately turn up them up into brand ambassadors.

  • When you fail to care about them, in the same way, don’t have a hope or don’t expect them to care about your services or products.

Forest Research declares 2017 as the year that businesses become customer-obsessed. So what is the secret?

Providing “Value” to the customer.

So, going back to the original problem, as a first step I would ask: what does low performer mean?
low performer meanWe’ll all agree it may mean that:

  • The person is not working at his/her fullest capacity
  • The person has not understood the vision of the project
  • The person has not adapted to the team, or
  • The person has not been empathetic to the business needs,

In this scenario, where there may be several causes for the problem, my recommendation would be that the team that is having the issue starts thinking of the big picture and work as a team.

It means that the whole team is responsible for delivering value and that the whole team is committed to that. If something is going wrong with one of the team members, (and this probably implies low performance) the whole team needs to address it in the retrospective, or before, in the best scenario.

Of course, the team may decide to take some metrics and use them to lead the conversation during the retrospective, metrics like: team velocity, number of bugs raised during the sprint, value added to the business, etc.

Based on those metrics, the team may discuss options to improve and accelerate their process. Or, on the contrary, and in an ideal situation, the team may not need metrics since they are fully conscious of their processes and know how to constantly improve it.
Team metricsAs you can see, if the organization is Agile, then every problem needs to be taken to the team. The team will know what to do with it. Managers will tend to ask for metrics and more metrics that help them understand the situation and fix it, but as Peter Drucker says-
Manager metricsFirst of all, take the problem to the team. Then, let the team manage the problems and improve based on their own experience.
Team manage problemsAnd always remember, you are there to support the team and facilitate their improvements. To help them become a better version of themselves, do not become a roadblock for them.


The last lines

A well-measuring team productivity as well as a better handling of team results in providing a great customer service that satisfies both you and your targets as well. You get a proper revenue and make everyone happy, earn your brand name and enjoy great success.

Gisela

Gisela Provenzano

Blog Author

Gisela is an IT consultant with over 10 years of experience as a Processes and Methodologies SME, Project Manager, Scrum Master and Agile Coach. Her forte includes Agile methodologies like Scrum, Kanban, Scrumban, Pair Programming, and TDD for Data Science and Operations Research projects. Since 2013, she has been working for different accounts like Deloitte, Carnival, Teletech, BBVA, LAN, GAP, Pernod Ricard, K12, iSeatz and Westcon, wherein she was involved in project improvements, processes framework implementation, project management, consultancy and coaching.

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2 comments

Anty 28 Jul 2018

Thanks for the article, Gisela

Manish 31 Oct 2018

thanks

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Risk vs Issues [ Based on Various Factors ]

Can you guess a reason behind project failure? Here’s a hint. A poor risk or issue management can lead to project failure. According to PMBOK, risk can be defined as an uncertain event or condition that results in a positive or negative effect on a project’s objectives. Whereas, an issue can be defined as an event or condition that has already happened and has impacted or currently impacting the project objectives. There are certain grounds on which we can differentiate issues from risks. Let’s take a look at the differences. Difference between Risk & Issues Before moving to the core differences, let’s take a look at the comparisons between examples of risk and issues through the following chart: Risks Issues A critical resource might leave the project A team member resigns Team members of the project might take vacations during the critical time of the project. No one can be confirmed when team members would take vacations. There may be unanticipated requirement changes. New functionality has been found that needs to be added to the scope of the project. Something new might come up after impact analysis that may push the project dates. Two new changes which are the outcome of Impact analysis resulted in pushing the project deadline by a week.   First of all, let’s look at the high-level difference between “Issues” & Risks”: Now let’s see how risks & issues play an integral role in a project: In general, if a project manager identifies all the possible negative risks and their respective response plans within the project, then the possibility of issues can be drastically reduced.  (i.e. prevention is better than cure). However, certain unforeseen situations may still arise which turn out to be issues. They could be certain potential risks which were unidentified in the past. They could also be risks which have been already identified, where the risk response plans are inadequate- and those events turn into issues and impact the project. If a project manager pays inadequate attention to risk management, there is a greater possibility of his spending his valuable time & efforts later in managing the issues that arise! Now, when it comes to issue management the project manager will document the issues in the “issue register” and will perform an issue analysis to identify the possible “work-arounds” to fix the issue. For example: Let us suppose there is a FIRE in the room. If we consider this in the context of issue & work-around, we say that there has been an occurrence of a fire, and we need to put it off by using a fire extinguisher. Since issues are present focused, there is a very limited time available to identify the work-arounds required to fix the issue. Once the work-arounds are identified, it’s also equally important that such issues should not get repeated in the future. There should also not be any possibility of re-occurrences in a different form, in order to bring it to a permanent closure.  In case of a re-occurrence then such events will be treated as “risks” because risks are future focused. They will be documented in the “risk register” and then sufficient risk response plans should be identified to cover those possible future risks. What are the types of risks in Project Management? Risks in projects are inclusive of both internal risks that are associated with the successful completion of each project as well as the risks that are beyond the project team’s control. The following are a few of the most common project risks: Cost risk: This refers to the escalation of project costs as a result of poor cost estimating accuracy and scope creep. Schedule risk: This refers to the risk of activities taking longer than expected. Drifting away from the schedule typically increase costs which leads to a delay of receiving project benefits and possible loss of competitive advantage. Performance risk: This refers to the risk of failure to produce consistent results with project specifications.   There are some other risks which result in cost, schedule, or performance problems and create other types of adverse consequences for the organisation. They are as follows: Governance risk: This risk relates to the board and management performance with regard to ethics, community stewardship, and company reputation. Strategic risks: These risks are the result of the errors in strategy like choosing a technology that can’t be made to work. Operational risk: These risks comprise of risks from poor implementation and process problems like production, procurement, and distribution. Market risks: These risks comprise of risks related to foreign exchange, competition, interest rate, and commodity markets. This also includes liquidity and credit risks. Legal risks: These risks arise because of legal and regulatory obligations which include contract risks and litigation brought against the organisation. External hazards risks: These risks are incurred due to storms, floods, and earthquakes. Other than these, vandalism, sabotage, terrorism, labor strikes, and civil unrest are responsible for such type of risks. What is the importance of risk identification? The most important step in risk management is identifying risks. It involves generating a comprehensive list of threats and opportunities which are based on events that might prevent, enhance, accelerate, degrade, or delay the achievement of your objectives. You can’t manage risk without identifying it. But how to identify risks? One of the key steps in a proactive risk management process is to identify risks. You must look at the following sources in order to identify your project risk: Sources Description Risk registers and risk reports Provide a foundation for the evaluation of existing risks and their potential risk to an objective. Issues log It comprises of the issues and the actions considered to resolve them. Analyze the issues that were formally identified as risks. Audit reports These are the independent view of adherence to regulatory guidelines which include a review of compliance preparations, access controls, security policies, and risk management. Business Impact Analysis (BIA) It is a detailed risk analysis that is done in order to examine the nature and extent of disruptions and the likelihood of resulting consequences. Internal & external reviews These reviews are undertaken in order to evaluate the adequacy, suitability, and effectiveness of the department’s systems, and to plan for the scope of improvement.   Perspectives for Risk Management It is important to realise the perspectives for risk management and evaluate them during a program’s life continuously in order to anticipate risks at an early stage and tackle issues appropriately. Few of the risk management perspectives are as follows: Strategic level: The interdependencies of the program with other initiatives, its outcomes, and benefits realisation are affected by the strategic level changes. These changes are driven by: External factors like political, economic, social, legislative, environmental, and technical Internal political pressure Inter-program dependencies Working with third-party suppliers along with other cross-organisational initiatives can be grouped under this level. Program level: The focus of a program is to deliver benefits to an organisation that positively or negatively affects both internal and external stakeholders. Risk Management for a program must be designed to work across organisational boundaries to ensure effective engagement of stakeholders and accommodation of different interests. The principal areas of risk and issues within a program are driven by: Aggregating project threats Lack of direction from the group of leaders Lack of clarity about expected benefits and buy-in from stakeholders Complexity of outcomes You should also consider the compilations associated with working across the organisational boundaries as another factor Availability of resource Lack of certainty about funding This also includes unrealistic timelines that increase program delivery risks. Project level: Project outputs help in delivering the outcomes and benefits within a program. Focusing on the risk and issue management on project perspective is important Areas leading to the rise of project risks and issues, resource constraints, scheduling issues, and scope creep It may lead to issues and risks if the project is unsure of what it is delivering. Operational level: The transition of a project to new ways of working and new systems can lead to further sources of risk as projects deliver the outputs. The following areas can be included in the operational level perspectives: The quality of the benefit-enabling outputs from projects within program Cultural and organisational issues Output transfer to operations and the ability to cope with new ways of working The risks can further be identified in stakeholder support Industrial relations Availability of resources to support changes.   Early warning indicators for risks in project management The early warning indicators for project management can be defined as follows: In order to anticipate potential problems, there needs to be proactive risk management. These indicators offer advance warning about trends or events that can affect the outcomes of the program adversely. The sensitive risks can be tracked with the help of these indicators. Few of the early warning indicators are delays in delivery of expected or planned benefits, requests to change key program information, increase in aggregated risks, changes to organisational services, structure, and processes. Further, these indicators should be able to measure valid indicators, reviewed on a regular basis, and they should use accurate information. This ensures the effective functioning of the early warning indicators. The other methods which can be deployed to evaluate risks are as follows: Record the weighted average of the anticipated impact through the calculation of estimated monetary value. Calculate the accepted discount rate through the net present value calculation. Aggregate the risks together using a simulation technique through risk model. To conclude An experienced and certified project manager knows that every project involves identifying and managing project risks and project issues. 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The 7 Principles of PRINCE2®

There is a wide range of project management methodologies available in the market, but PRINCE2® is one of the most widely used project management methods that has been used by the enterprises and businesses in more than 150 countries. One of the sheer benefits of the PRINCE2® method is that it can be applied to different projects, irrespective of their sizes and business verticals. It is noticeable that the PRINCE2® project management method can be used in IT as well as non-IT projects too. It is a comprehensive project management method that can be applied to any project irrespective of their geographical location, industry sector and project size.  The PRINCE2® course covers basic four elements: themes, processes, principles and project management. There are some impeccable benefits of a PRINCE2® certification for candidates. There are two major types of certification available in the PRINCE2® project method: PRINCE2® Foundation qualification PRINCE2® Practitioner qualification The foundation program is a basic course that covers basic principles and themes for supporting individuals who work in a project environment supported by PRINCE2®. Candidates who belong to engineering and technology can go for this Foundation qualification course.  The PRINCE2® Practitioner qualification course is an advanced course that covers all the aspects of the PRINCE2® method including themes, processes, principles and project management. You will get a comprehensive introduction to the PRINCE2® project management method. There are some institutes that also train candidates for PRINCE2® management roles that are essential when the project is very big and complex. Here, the managers will be able to complete the project by assigning roles and responsibilities to the team members effectively and will be able to complete the project in a coordinated, consistent and superior manner. These courses are designed by experienced trainers who have years of experience and expertise in the domain and have a proven track record in the PRINCE2® project management. All you need to do is hire the best institute that offers the best PRINCE2® course and also helps in the placement activities too. There are businesses and enterprises that ask for candidates with a PRINCE2® certification; either foundation or practitioner certification. If you have this credential in your resume, it will improve your chance to get a job. All you need to do is to search for the right institute on the internet or your local business directory and that is all.  What is PRINCE2® and why it is so popular amongst businesses? Projects in Controlled Environments, PRINCE2® is a high-quality project management method that has carved a niche for itself by offering superior project management processes, no matter how big or small your project is. It adds streamlined, controlled project management principles and themes that help managers to manage and control projects easily and effectively.  You might still wonder whether PRINCE2® is the right tool for project management. What are the benefits of it? Why should you implement it on your current project management tools? To make things easier, we will discuss 7 principles of PRINCE2® method in details here. It is a process-based method that helps businesses to manage the project from start to finish. As we all know, before starting a project, it is important to plan it to avoid last-minute hurdles and hindrances. With the help of the PRINCE2® method, all the stages of the project are clearly described, roles and responsibilities are assigned to the teams and control and management of the project are easier to track. 7 principles of the PRINCE2® 1. Continued business justification: No matter which project you are working on, your project must have a clear justification including a clear requirement, a defined customer, feasible and scalable benefits and a complete cost assessment. This is the primary principle of the PRINCE2®. It helps you to stay focused on the project and you will be able to drive all your efforts to the common goal of the project- the desired goals and outcomes. 2. Learn from experience: Also, it is important that all the experiences are recorded for the future course of actions. Furthermore, it will help teams to learn from their mistakes and they will be able to finish projects with more dedication and expertise as they have learned lessons. All the stages and their outcomes are recorded in the PRINCE2® environment to make consistent and reliable learning.  3. Defined roles and responsibilities: When the team members have a clear understanding of their roles and responsibilities, it becomes easy for them to work with dedication and it also improves their productivity and performance too. With a PRINCE2® management method implementation, you would be able to define the roles and responsibilities of each team member to work more efficiently and effectively with unparalleled outcomes. 4. Manage by stages: Also, projects are completely broken in different sections and stages to manage them more effectively and accurately. Once the stage is over, it is reviewed by the superiors and learning will be recorded for the future course. This further helps management to ensure that the project is on its track and there are no loopholes involved in it. 5. Manage by exception: Board members are senior executives who have major roles and responsibilities in the organization and they cannot allocate time for the project on a daily basis. What they will be able to do is to define baseline requirements and assign them to the project manager. Some of the measurable elements of the project are time, cost, risk assessment, scopes, and others. If there are any issues such as project running late or is not on the track or goes out of budget, the project manager will take appropriate actions. However, there are some issues that might impact the establishment. Such issues are exceptions and here, board members intervene and make decisions. 6. Focus on the product: Also, teams are there to ensure that the deliverables are measured accurately and precisely and meet the project objectives. Superior quality control is the main thing that is always checked and compared with the requirements. 7. Tailor to suit the project: Different projects have different tailored requirements and with the PRINCE2® environment, tailored approach for each project is possible. The PRINCE2® method will be able to cater to your custom needs by adjusting different aspects of the method such as a number of team members, the amount of oversight and stage planning. Why PRINCE2®? What 2 stands for? There are chances that you might wonder what 2 stands for the PRINCE2® method. Well, the original PRINCE version was developed and introduced in the late 1980s specifically to manage IT projects. However, in 1996, the approach was reviewed and updated as per the latest issues and hindrances faced by the project management teams across the globe. A team of experienced project management specialists of more than 150 public and private organisations worked and updated the version and developed a new version that is more effective, efficient and accurate. The latest version is more improved and precise that addresses almost all the issues in a very defining manner. This latest version is called PRINCE2®. The number of roles in PRINCE2® PRINCE2® There are a total of three core roles: the project board, the project manager and the team. However, there are additional supplemental roles defined to make the project management more streamlined and linear.  We will discuss the total of 7 roles in PRINCE2® The customer The customer is the one who owns the project and is paying the organization for the project to be completed.  The user The user is one who will use the deliverables of the project or one who will be impacted by the outcome of the project. Sometimes, the user and the customer are the same people. The supplier A supplier is a person who possesses the expertise to complete the project and is responsible for delivering the best outcomes decided by the customer. He offers the knowledge and skills to complete the project. The project manager A project manager is a person who will monitor and control the complete project. The project manager is a very special person who is responsible for completing the project successfully. From planning, organising and controlling the work, everything will be done by the project manager. Also, the project manager will be responsible for forming the team and assigning roles and responsibilities to the team members and overseeing the work assigned to them. The project manager will also ensure that the project gets completed in the required timeframe and the outcomes are measurable and accurate as per the customer’s requirements. The project team and team managers The project teams are the ones who will perform the duties and tasks assigned to them effectively and efficiently. There might be one team or multiple teams to perform various tasks and actions. Teams might have a separate team leader who is responsible to ensure that the given tasks are completed in time. The administrator If the project size is small, the project manager will take responsibility of the administrator. However, in big and complex projects, the administrator is required. The administrator will be responsible for the setting up of meetings, tracking of the daily deliverables, updating everyone involved with the projects about important instructions and specifications about the project. A separate project support office is established to ensure that the project runs smoothly and completes in a given timeframe. The project board includes multiple people such as the customer, the end user and the supplier. There are three perspectives that are checked by the project board: The viability of the project is defined and checked by the customer to ensure that the project is important and should continue. The user ensures that all the needs are being met to complete the project on time. The supplier has a major responsibility. They will ensure that the project is running in the right direction and is offering a practical solution to the issue. The 7 phase process for the PRINCE2® project management method. Here, we will break the complete project management process in 7 parts to understand it more clearly.  1.Starting up a project Here, a customer submits a project requirement called the project mandate. It is a brief introduction to the needs and objectives of the project. The organization will access the project requirements and will make sure whether the company is able to complete the project or not. Once the project is approved, the customer will give a more detailed brief including actions, resources and other crucial information to complete the project.  2. Project direction Now the organization managers will check out the viability and justification of the project by reviewing and evaluating the project brief. They will assign a project manager and other necessities to complete the project. 3. Project initiation The project initiation document will be prepared by the project manager. The document will cover a comprehensive plan and six different factors including cost, quality, scope, time, risk and advantages.  The documents will be sent to the project board for approval and once the board approves the plan, the project will start.  4. Stage controlling The whole project will be broken into different stages and to complete these, teams will be formed and assigned responsibilities.  The project manager will map the process for each project stage and will take actions when any hindrances and loopholes arise.  5. Product delivery management The main responsibility of the project manager is to compare the deliverables and expectations from the project board. They will ensure that the deliverables meet the expectations.  Once the project is completed, the board will review it and ask for revisions and changes if needed.  6. Stage boundaries management The manager and the board will evaluate and review the deliverables at each project stage to ensure that the project is going in the right direction. 7. Project closing Once the project is completed, the project manager will close threads such as documentation, outcomes and reporting. The PRINCE2® is a very effective and superior project management method as it offers impeccable opportunities to the project board and the project manager to track the success of the project at each stage of the project.
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The 7 Principles of PRINCE2®

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PMI-ACP® Agile Certification Requirements and Processes

So. you want to get your PMI-ACP®  certification and are wondering what the PMI-ACP®  Certification course requirements and processes are! You are in the right place and this post will hopefully be beneficial in guiding you with regard to all the optional and mandatory steps required to apply for the certification. It’s obvious, whenever someone start a process (Certification Education) or anything new, the first question that comes to mind is, where should I start , and what are the requirements. The PMI-ACP® certification has been recently launched by PMI® . Here we have compiled a list of all the PMI-ACP® certification requirements and processes step by step in detail.   PMI-ACP® Certification Requirements and Processes There are basically seven steps required for PMI-ACP® certification; some are optional while others are mandatory. Step #1: User ID: This is optional. Go to PMI.org and create a User ID. This is not mandatory but there are benefits and I will mention a few of them: Free. You will be able to create a profile and your mode of payment, which makes later access easy. You will get up to date information from PMI®.   Step #2: Eligibility: This is the tricky part and most people get confused. (You can also go to PMI.org and perform the following steps to get updated information as PMI® may change their rules from time to time. Go to PMI.org —> select Certification —>select PMI-ACP. The eligibility is listed. Diploma: · High school. · One year of General Project Management experience with 2,000 hours of work with project teams. · Eight months of Agile Project Management experience with 1,500 hours of work with project teams using agile methodologies. · 21 hours of Agile Project Management Training.   If you think you are eligible, move to step 3. Step #3: Membership: This is optional and is different than your user id. PMI® has a membership service, which offers some benefits. There are several types of membership and the fee is different for each type. Please do check PMI® Membership and Types, PMI® Membership Fee and PMI® Membership Benefits. Also please visit PMI.org for updated information on membership, types, and benefits in details and check whether the membership suits your needs or not. We are mentioning a few benefits of membership here: Free access to PMI® library and a free copy of PMBOK Access to Local PMI® chapter, useful for getting PDUs and networking Waiver in PMI®-ACP fee and re-certification fee   Step #4: Application: Refer to Step #2, mentioning the education and project hours. Now you have to submit an application to PMI® showing proof of your education, the project hours and project management training that you have undergone. Previously, you had to do it online but now PMI® offers a downloadable pdf as well. You have to fill in the required details covering all processes and the hours you spend on each process. Step #5: Fee: When you submit your application, you will be contacted within a few working days and will be asked to deposit the fee for certification. Now as was mentioned previously, the fee is different for both members and non-members. Step #6: [one_half] A: Application accepted: You will be asked to proceed and schedule your exam at a Prometric center. B: Audit: PMI® randomly selects some applicants for an audit process.[/one_half] Step 6 has two parts as you can see; either your application will be accepted or put a hold for an audit. If you are one of the unlucky ones that are caught in the audit process then you have to show written confirmation from the bodies who authorize the education, experience and project management training. Step #7: Schedule exam: Once you are done with the above steps, the last step is to schedule your exam according to your convenience at prometric.com. However, before you schedule your exam, I would encourage you to read this article to familiarize yourself with the PMI®-ACP Exam Format.
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PMI-ACP® Agile Certification Requirements and Pro...

So. you want to get your PMI-ACP®  certification... Read More

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