etiam capillus unus habet umbram suam

On the Gantt chart, the order of the activities determines the resulting structure.

We can use the “components” to create some kind of “subsections” of the project, to group the activities and use the versions as “scope” of the release.

Finally, let’s include competencies in the planning process. If you ignore skills management, you can end up with a delay of a year or two in project planning.

This happens when, for example, you have two people working and eight project managers taking credit (but who, in fact, have only been pushing to meet the dates on their wonderful Gantt chart submitted to the general manager all along).

Maybe you needed to allocate eight experts and one PM on that project….

When you’re using a PPM tool to “align” your stakeholders across multiple projects, it’s important to be able to filter the information and provide only that which is useful to decision makers to move forward with their strategies.

With BigPicture, you can do this (if you rely, of course, on someone who knows it well and can explain how to use it…).

One of the advantages of using BigPicture is its flexibility: it offers different views for different roles in the company. You can have the same projects and tasks on multiple programs and adapt them to your needs.

The Roadmap module provides a cadence-based approach through agile releases. This allows you to structure development activities on a regular, predictive rhythm of important events that always provide value. If changes to release plans are allowed after your Agile teams have made commitments to those plans, this is an efficient way to adjust the already established plan and respective cadences.

A release can be internal or external and thus have a different impact on customers and for operations. It means that teams need to focus more on a continuous stream of internal releases (really or potentially “deliverable” increments) than external releases (general availability/market release/installation base update, etc.).

This focuses the team on the things they can really control, including fixed internal release dates, quality criteria, for example, rather than on what they can’t control, such as the timing of announcements or the impact on the install base, or I’ll go back to repeating, the fancy deadlines of PMs fond of astrology and Gantt charts.

Planning the release is a critical event for the enterprise.

A Kickoff Release Planning session is mandatory to set the business context and align teams with common business goals for the release.

I’ve written several articles on this topic and on the criticality of periodic Release Planning events, where I explain why it’s important to conduct “de visu” meetings.

However, not by exchanging excel files that are never updated because you insist on using Sharepoint and not Confluence. Or, worse, with an intense exchange of emails that after the third reply you don’t know who says what; and I come back to say: why don’t you use Confluence?

During these meetings, the teams, in turn, plan the release and provide an estimate of the feature set that will be delivered in the release. This is the team’s commitment to the release, and the teams will strive to meet their commitment by meeting the primary goals of the release, even if it turns out that not all features meet the deadline.

At the end, the appropriate PM, aligns his Gantt and reports to the general manager “the merits” of the teams that helped him lead the project. If there is a delay, the PM takes responsibility to everyone. It is important that the project manager is aware of the importance of the project and that the project manager is aware of the importance of the project.

Generally speaking, this is how “everyone does their part” in the professional world: etiam capillus unus habet umbram suam



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Calogero Kalos Bonasia

Calogero Kalos Bonasia

OMNIA MEA MECUM PORTO: Business Agility & Value Stream Mapping | (Agile) Project Management | Organizational & Collective Intelligence | Corporate Training