Combinando PRINCE2 e Scrum

431 visualizações

Publicada em

Apresentação sobre PRINCE2 e Scrum, combinando metodologias para gestão de projetos na prática.

Publicada em: Educação
0 comentários
2 gostaram
Estatísticas
Notas
  • Seja o primeiro a comentar

Sem downloads
Visualizações
Visualizações totais
431
No SlideShare
0
A partir de incorporações
0
Número de incorporações
15
Ações
Compartilhamentos
0
Downloads
11
Comentários
0
Gostaram
2
Incorporações 0
Nenhuma incorporação

Nenhuma nota no slide
  • Such adaptive
    shifts in project direction, especially on new product development teams, can provide
    significant savings. Yet, traditional project management practices often focus on efforts
    to neutralize project complexity through more precise planning and exerting more
    pressure on tighter controls. Ultimately, such efforts prove ineffective because as project
    complexity and dynamics increase it becomes progressively more difficult for project
    managers to accurately plan for the future or control performance in a destabilized
    system.
  • Such adaptive
    shifts in project direction, especially on new product development teams, can provide
    significant savings. Yet, traditional project management practices often focus on efforts
    to neutralize project complexity through more precise planning and exerting more
    pressure on tighter controls. Ultimately, such efforts prove ineffective because as project
    complexity and dynamics increase it becomes progressively more difficult for project
    managers to accurately plan for the future or control performance in a destabilized
    system.
  • Agile project management rests on the counter-intuitive principle of minimizing efforts
    put into project planning, thereby eliminating potential waste, when project changes
    render the plan obsolete. Less planning suggests that the definition of a “problem” as a
    threat to planned expectations would change somehow in an agile process. By contrast,
    traditional project management employs problem solving to minimize the value lost
    from undesired surprise and change. On the other hand, agile projects seek to maximize
    the value gained from welcomed surprise and change. In general, agile project methods
    are also lean because they are intent on increasing project value delivered, over time, and
    minimizing waste. However, agile project management is distinguished by its emphasis
    on maximizing earned value by exploiting change – while simultaneously minimizing
    the waste associated with change. Thus, decisions in agile projects are made, and actions
    taken, at the latest responsible moment to avoid commitments that could be rendered
    wasteful by future changes.
  • What they learned was that, if they had it to do over again, they would better balance immediate and long-term concerns, as well
    as measure and monitor technical debt in order to maintain that balance.
  • Thus, decisions in agile projects are made, and actions
    taken, at the latest responsible moment to avoid commitments that could be rendered
    wasteful by future changes.
  • Combinando PRINCE2 e Scrum

    1. 1. Multi-Metodologia em Gerenciamento de Projetos Mario HenriqueTrentim
    2. 2. In theory, there is no difference between theory and practice. In practice, there is… (Yogi Berra)
    3. 3. 1. Desenvolvimento de Produto VS Gerenciamento de Projetos 2. Princípios de Gerenciamento de Projetos 3. Ciclo de Vida e Processos usando Multi- metodologia
    4. 4.  Metodologias ágeis de gerenciamento de projetos
    5. 5. www.pmhut.com/prince2-continues-to-grow-worldwide-infographic
    6. 6.  PRoject IN Controlled Environment  Metodologia em Gerenciamento de Projetos  Registrado pelo OGC (Office Government Commerce)
    7. 7.  Foco no produto  Administração por exceção  Garantia contínua da viabilidade do projeto  Definição e compreensão de papéis e responsabilidades
    8. 8. 4 elementos integrados  Princípios  Temas  Processos  Ambiente (OGC, 2008)
    9. 9. Fornecedor-Cliente
    10. 10. Fornecedor-Cliente
    11. 11. www.projetodiario.com.br
    12. 12. www.projetodiario.com.br
    13. 13. www.projetodiario.com.br
    14. 14. Projects rarely fail due to the effects of routine problems, but crises result from non-routine problems. (Cavaleri, Firestone, Reed, 2012)
    15. 15. Doing is not the same as management of doing.
    16. 16. 1. Saber para onde se está indo 2. Desenvolver um Plano 3. Mapear os recursos necessários 4. Identificar impedimentos 5. Medir o progresso
    17. 17. PRINCE2 OGC, 2008
    18. 18.  PRINCE2  Controle e estabilidade (macro-level)  Scrum  Agilidade e controle (micro-level)
    19. 19.  PRINCE2  Controle e estabilidade (macro-level) ▪ Business Case (foco no produto e benefícios) ▪ Gestão de Stakeholders (comprometimento) ▪ Administração por Exceção ▪ Administração por Estágios (pontos de controle) ▪ Tolerâncias
    20. 20.  Scrum  Agilidade e controle (micro-level) ▪ Épicos ▪ Sprints ▪ Work packages “If agile methods have a motto, it is ‘embrace change’. If agile methods have a strategic point it is ‘maneuverability’”. (Larman, 2003)
    21. 21. @mariotrentim mario@trentim.com.br Mario Henrique Trentim

    ×