Project Management Quarter

Project Management Quarter (hereinafter, the Quarter) is the last of four lectures of Project Quadrivium (hereinafter, the Quadrivium):

• The Quarter is designed to introduce its learners to enterprise implementation, or, in other words, to concepts related to implementing enterprise design; and
• The Quadrivium examines concepts of administering various types of enterprises known as enterprise administration as a whole.

The Quadrivium is the first of seven modules of Septem Artes Administrativi, which is a course designed to introduce its learners to general concepts in business administration, management, and organizational behavior.

Lecture outline

The predecessor lecture is Product Design Quarter.

Concepts

1. Project. A temporary endeavor undertaken to create a unique product, service or result.
   • Project. An activity having goals, objectives, a beginning and an end.
   • Project. One or more enterprise efforts undertaken in order to create a unique deliverable, most features of which can be identified before the development starts.
   • Project charter. A document issued by the project initiator or sponsor that formally authorizes the existence of a project, and provides the project manager with the authority to apply organizational resources to project activities.
   • Project kick-off. The formally recognized start of a project.
2. Project management. The task of getting a project's activities done on time, within budget, and according to specifications.
   • Project management. Practice and a set of concepts, based on that practice, that define culture of managing of projects from the moment when the project manager is identified to the project closing.
   • Project scope. The work that must be performed to deliver a product, service, or result with the specified features and functions. See also scope.
3. Enterprise effort. A determined attempt or a set of attempts undertaken in order to create outcomes of a work package, task, activity, project, operations, and/or enterprise.
   • Work package.
   • Activity.
   • Operations (or Ongoing operations). Repetitive enterprise efforts undertaken in order to create a specified deliverable or a batch of specified deliverables using already designed process.
   • DevOps. Practice and a set of concepts, based on that practice, that define culture of unifying software development (Dev) and software operations (Ops). Its signature toolchain represents a chain of tools that fit one of the following categories: (a) Code, (b) Build, (c) Test, (d) Package, (e) Release, (f) Configure, and (e) Monitor.
4. Task.
   • Task force (ad hoc committee). A temporary committee or team formed to tackle a specific short-term problem affecting several departments.
   • Task identity. The degree to which a job requires completion of a whole and identifiable piece of work.
   • Task identity. The degree to which a job requires completion of a whole and identifiable piece of work.
   • Task significance. The degree to which a job has a substantial impact on the lives or work of other people.
   • Task significance. The degree to which a job has a substantial impact on the lives or work of other people.
   • Task structure. One of Fiedler's situational contingencies that describes the degree to which job assignments are formalized and structured.
   • Task structure. The degree to which job assignments are procedurized.

Roles

1. Project manager. The stakeholder assigned by the performing organization to manage the work required to achieve the project objectives.
2. Developer. Developers are responsible for the construction of software applications. Areas of expertise include development languages, development practices and application components.

Methods

1. UX project process.
   • UX strategy stage. The stage during which the brand, guiding principles, and long-term vision of an organization are articulated. The strategy underpinning a UX project will shape the goals of the project—what the organisation is hoping to achieve with the project, how its success should be measured, and what priority it should have in the grand scheme of things.
   • UX research stage. Often referred to as the Discovery stage. Complex projects will comprise significant user and competitor research activities, while small projects may require nothing more than some informal interviews and a survey.
   • UX analysis stage. The stage of the UX process where insights are drawn from data collecting during the earlier Research stage. Capturing, organising and making inferences from The What can help UX designers begin to understand The Why.
   • Design stage. The stage in a user-centred design process where ideas for potential solutions are captured and refined visually, based on the analysis and research performed in earlier stages.
   • Production stage. The stage at which the high-fidelity design is fleshed out, content and digital assets are created, and a high-fidelity version of the product is validated with stakeholders and end-users through user testing sessions. The role of the UX Designer shifts from creating and validating ideas to collaborating with developers to guide and champion the vision.
2. Why-What-How sequence.
   • The Why. The statement for need or "why" the customer(s) want/think/need The What, possibly, in The How way.
   • The What. The statement for strategy or "what" is the best solution to satisfy The Why.
   • The How. The statement for tactic or "how" to accomplish The What.

Instruments

1. Sprint retrospective. A meeting held following the completion of a sprint to discuss whether the sprint was successful and to identify improvements to be incorporated into the next sprint.
   • Sprint retrospective. A session where the Team and Scrum Master reflect on the process and make commitments to improve.

Results

1. Project management plan.

Practices

This lecture concludes the Quadrivium. Since the next, third module of the Course is Operations Quadrivium; thus, the successor lecture is Business Inquiry Quarter.