Key Points

1. Key focus areas for business, operations context
   1. people, practice, processes, projects, performance, plans 
    
2.  Simplify deliverables, scope to focus on high value, low cost, low risk features for the target clients.
3. Follow 3B sourcing model: reuse existing solutions, services from your organization and enterprise open source solutions first before moving to buy or build.
4. Before starting to create the solution, ensure you have engagement, participation and commitment from a valid sample of potential clients in the solution process. They will keep the project focused on value they can use quickly

References

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Create Balance . . . . . . . . . . . . . . . . . . . . . . . 51

Strategies for Project Success

Well managed projects are always driven by:
key roles ( sponsors, beneficiaries, users etc ), clear use cases, clear objectives, scope, resourcing, system boundaries, stakeholder management and dependency management across all 3 domains: business, project and technical.

In addtion to the listed PM concepts to manage Agile projects:

It's important to understand all stakeholders views on the current solution and their roles and views on the new solution to manage expectations effectively throughout the project.

Prepare for success following the VCRS method ( Value, Costs, Right, Success ) for all stakeholder groups

The common PM concepts all make sense to manage Agile projects:

1. to embrace change in a controlled manner in projects
2. increase learning across teams
3. provide good collaboration opportunities
4. use the sprints as improvement opportunities with plan, deliver, review and retrospective steps

Other considerations to deliver a quality solution:

A few key business solution architecture concepts that apply to the project scope should be reviewed for the key use cases in scope:

1. NFR - what are the key non-functional requirements for the project / solution?
2. RAS - who do you define specific test cases for reliability, service, availability?
3. KPIs - what are the key performance indicators in scope for operations & support of the production solution?
4. tools - does the target production environment provide the right observability, management tools to operate effectively?
5. what is the ongoing change management model for the solution including learning and onboarding new resources?
6. Failure and integration scenarios: ask the right questions on potential failure scenarios and their criticality, frequence using any good data

Potential Value Opportunities

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Potential Challenges

Candidate Solutions

Lean Six Sigma - Process Improvement, Waste Reduction - DMAIC

https://en.wikipedia.org/wiki/Lean_Six_Sigma#Tools_for_Lean_and_Six_Sigma

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First, both Lean and Six Sigma stress the fact that the customer defines the value of a product or service. This means that when processes are examined, the importance or necessity of steps in the process should be examined through the eyes of the customer. Also, Lean and Six Sigma utilize process flow maps in order to better understand the flow of production and identify any wastes. Furthermore, both rely on data to determine which areas of production need improvement in efficiency and to measure the success of improvements. Finally, as a result of implementing Lean and Six Sigma, efficiency typically improves and variation decreases. Efficiency and variation go hand-in-hand, with improvement in one resulting in an improvement in the other.

DMADV - new process design - ( Define > Measure > Analyze > Design > Verify )

see DMADV ( Define - Measure - Analyze - Design - Verify ) – see POT, POC, POV

Measure solution imapcts >> BWI: Barry Wright BEP - Business Excellence Process#BusinessExcellenceProcess-Principle%3AMeasureValue-Addforinvestments%3AFACTUR3DT.io-beyondJiraPMO

Governance

COBIT - Control Objectives for IT

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