Project Management Overview

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Time
3 hours 55 minutes
Difficulty
Intermediate
CEU/CPE
4
Video Transcription
00:01
>> Hello and welcome to Lesson 1.2
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the project management overview of the faces of agile.
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I'm your instructor, Dr. Kane.
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In this lesson, you will learn
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the basics of project management 101,
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why software development embrace project management,
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what is requirements gathering and the iron triangle.
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For those of you that have taken
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my enterprise project management class,
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this lesson will serve as a brief review.
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For those of you that have not,
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if any of these concepts seem
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unfamiliar or you would like more information,
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feel free to check out
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my Cybrary class, enterprise project management.
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Project Management 101.
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A project is a different type of endeavor
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than what you would consider
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your operational business activities.
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It requires the development of
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a specific product, service, or event,
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meaning that it has a defined beginning and end unlike
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operational activities where if you say a warehouse,
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a clerk, every day you come in,
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you shipped boxes and it's always the same work.
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There's no " And same if you're
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a cashier at a restaurant or a retail location."
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The concept of project management
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and the way that we're going to see how this impacts
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agile is the idea that there is somehow a magical science
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of designing the ability to
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do the most work in the least amount of time.
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For those of you that are familiar with
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the waterfall type of project management,
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the idea that when I
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map out all of my dependencies and I become the
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most efficient at performing the work of this project,
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that I will be able to get as much done as
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scientifically possible in the least amount of time.
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In essence, we come super efficient and there's no waste.
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We will get into that in more detail later
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on in the course and what are some of
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the challenges of that that impact project management.
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In addition, once you start actually
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looking at executing the project,
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one of the project manager's primary roles
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is to manage the team.
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If we design a structure to do
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the most work in the least amount of time,
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then when we go to actually execute the project,
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how do we manage the teams
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throughput and workflow to take
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advantage of this " Science"
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that we used to manage the project.
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That's project management in a nutshell.
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Most everyone will probably be familiar
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with the Apollo space program.
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That's where a lot of the development of
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traditional project management originated.
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The idea of the triple constraints,
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which we'll talk about in a later slide
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and some of those things really
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came about from the Apollo space program,
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which was one of the greatest endeavors
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of humanity so it definitely did its job.
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It was a very effective project management process.
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That was in 1960s fast-forward
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to the '70s, '80s and '90s.
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Once we started really
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building enterprise software projects,
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we needed a reliable and reusable and most importantly,
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a trainable way of
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actually getting these software projects complete.
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Prior to this concept of project management and
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the idea that you needed a role called a project manager,
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a lot of these software projects
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were floundering and then
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of course they weren't even necessarily
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called projects at the time.
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Mostly in the '90s when it started to be
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a real need for this process,
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these best practices that would help get
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these software products complete and out to market.
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By the late 1990s or early 2000s, PMI,
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which is the Project Management Institute,
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was still not terribly IT focused.
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PMI actually celebrated their 50th anniversary
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at the same time as the Apollo space program
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and they were very focused on engineering,
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product development, architecture, some of these things,
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but weren't really focus too heavily
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on IT-based projects because
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the investment costs wasn't really there yet.
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Fast-forward to 2002 and
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a little known company, he said sarcastically,
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named CAPTCHA, decided to develop
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a project management certification that was
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going to be focused specifically on IT projects.
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They felt that the PMI world, if you will,
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left the IT projects in the dark and
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they thought they could step
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into this segment and compete.
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I'll give myself a little bit of a plug.
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I was one of those project management nerds,
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or I should say,
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snobs back in the day that
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also thought that CAPTCHA was going to fill
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a niche that needed to be
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filled and I was actually on the team that
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developed the initial Project plus Certification
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back in 2002 and we all again off thought
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of ourselves as we're going
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to take this thunder away from
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PMI fast-forward now it's 2019,
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almost 2020 and we see that
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of course PMI adapted just fine.
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They also saw growth in
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the project management space for IT
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and were able to adapt and modify
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their existing processes to be more IT friendly.
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The process of requirements gathering
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and where this impacts
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agile is basically along the ideas
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of there are multiple ways to perform work.
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If we're interested in trying to develop the science
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of performing the most amount of
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work in the least amount of time,
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we somehow need to gather
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these requirements and prepare to execute them.
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On the right-hand side you'll see more of
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a traditional business process model.
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Again, for those of you that have taken
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my enterprise product management class,
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you've seen this particular flowchart before,
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if this then this go back loop.
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That's that standard setup for building
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software projects but you can also use
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the same type of flowchart for
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almost any business process.
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On the left you'll see a more modern.
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Now this is actually a screenshot
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from Microsoft's DevOps,
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and this is a more modern take on requirements gathering.
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Rather than understanding all of
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the dependencies and the if-then structure,
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we're just going to list them out and make
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little 3 by 5 cards of what the requirements are
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and trust that the developer will be able to build
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them without a whole lot of extra input.
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That's going to go into part of what makes
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agile project management more efficient than waterfall.
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In addition, we always have the iron triangle.
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You can have a good, fast and cheap pick 2.
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This is pretty much
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the most well-known rule of project management.
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We have three different constraints on our time.
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A time constraint, a budget constraint,
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and a performance constraint.
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A performance constraint refers to what the software
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must be able to perform or must be able
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to do at the end of the project.
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Now, in traditional project management,
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we identify the driver and the weak constraint, i.e.
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the least flexible and the most
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flexible of the triple constraints.
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We're going to do the same thing with agile,
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but you'll see based on the methodology that you adopt,
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how agile changes, how we identify the constraints,
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but it does not change what those constraints are.
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No matter how you cut it, we still have
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a finite amount of money, time,
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and we still have a certain amount
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of things that we must be able
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to do with the finished product.
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Also known oftentimes in agile as minimum viable product.
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We'll go into more detail on that as well.
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In summary, in today's video,
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we did a very brief recap of Project Management 101,
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why software development ended up
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embracing overall project management processes,
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how we can perform requirements gathering,
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and what the iron triangle is.
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In the next lesson,
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we'll see where once software developers embrace
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project management where they saw
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some issues and sought to improve that process.
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I hope you have a great day and I will
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see you in the next lesson. Thank you.
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