Na tej stronie znajdziesz zabawne materiały (rysunki, kawały,...) dotyczące Zarządzania Projektami 
  oraz Zarządzania Portfelem Projektów. 
  Materiały te zostały zebrane z Internetu i nie są własnością serwisu ProjectPortfolio.pl.
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    Top 10:  

      1) Obrazkowa historia projektu (wymagania a rezultaty) - Genialne!

      2) Komitet Sterujący (... czy też wiosłujący?)

      3) Wpływ dostępnych zasobów na harmonogram projektu

      4) Dilbert - Sens wytężonej pracy nad projektem (Poprawione!)

      5) Dilbert - Definiowanie wymagań dla oprogramowania (kopia lokalna)

      6) Dilbert - Projekt skasowany (kopia lokalna)

      7) Gry o Tematyce PM - głównie dla sprawdzenia swojej wiedzy (wer. ang).

      8) Time sheet Projektu - wzorzec do wykorzystania :-)

      9) Zbiór prawd o Zarządzaniu Projektami (WARTO!)

    10) Co się dzieje, gdy mamy nieodpowiednie zasoby w projekcie ...

    Archiwum:

    Inne, o szeroko pojętym zarządzaniu:

    Kawały i opowieści o Project i Portfolio Managememcie:

  • Zespół projektowy i Dżinn

    Project Manager, Główny Analityk i Główny Programista pracujący od dłuższego czasu nad jednym projektem wybrali się na obiad do nadbrzeżnej knajpki. Idąc po drodze znaleźli dziwną lampę - gdy jej dotknęli pojawił się Dżinn i powiedział, że spełni po jednym życzeniu każdego z nich. 
    Główny Informatyk powiedział: "Chciałbym mieć wspaniały, nowoczesny dom w Hiszpanii i do końca życia nie martwić się o pieniądze". Dżinn spełnił jego życzenie i przeniósł go do domu nowego, luksusowego domu oraz zapewnił dużą sumę na koncie.
    Główny Analityk poprosił: "Ja chciałbym mieć wspaniały jacht, dużo pieniędzy i pływać nim po Morzu Śródziemnym do późnej starości". Dżinn spełnił także jego życzenie przenosząc go na jacht.
    Na koniec Dżinn zwrócił się do Project Managera: "A czego Ty chcesz?". "Chciałbym aby obaj wrócili po lunch-u do pracy" odparł Project Manager.

  • Komitet Sterujący (definicja tendencyjna)

    Grupa osób, które pojedynczo nie mogą nic, ale jako grupa mogą zdecydować, że nic nie można zrobić.

  • Project Manager (definicja praktyczna)

    Dyrygent zespołu, w którym każdy muzyk pochodzi z innej orkiestry 

  • Przepływ informacji w projekcie (wersja angielska):

    Programmer to Team Leader:
    "We can't do this proposed project. It will involve a major design change and no one in our team knows the design of this legacy system. And above that, nobody in our company knows the language in which this application has been written. So even if somebody wants to work on it, they can't. If you ask my personal opinion, the company should never take these type of projects."

    Team Leader to Project Manager:
    "This project will involve a design change. Currently, we don't have any staff who has experience in this type of work. Also, the language is unfamiliar to us, so we will have to arrange for some training if we take this project. In my personal opinion, we are not ready to take on a project of this nature."

    Project Manager to 1st Level Manager:
    "This project involves a design change in the system and we don't have much experience in that area. Also, not many people in our company are appropriately trained for it. In my personal opinion, we might be able to do the project but we would need more time than usual to complete it."

    1st Level Manager to Senior Level Manager:
    "This project involves design re-engineering. We have some people who have worked in this area and others who know the implementation language. So they can train other people. In my personal opinion we should take this project, but with caution."

    Senior Level Manager to CEO:
    "This project will demonstrate to the industry our capabilities in remodelling the design of a complete legacy system. We have all the necessary skills and people to execute this project successfully. Some people have already given in-house training in this area to other staff members. In my personal opinion, we should not let this project slip by us under any circumstances."

    CEO to Client:
    "This is the type of project in which our company specialises. We have executed many projects of the same nature for many large clients. Trust me when I say that we are the most competent firm in the industry for doing this kind of work. It is my personal opinion that we can execute this project successfully and well within the given time frame."

  • Project Manager a Programista (wersja angielska)

    A man is flying in a hot air balloon and realizes he is lost. He reduces height and spots a man down below. He lowers the balloon further and shouts:
    "Excuse me, can you help me? I promised my friend. I would meet him half an hour ago, but I don't know where I am."
    The man below says, "Yes, you are in a hot air balloon, hovering approximately 30 feet above this field. You are between 40 and 42 degrees North latitude, and between 58 and 60 degrees West longitude."
    "You must be a programmer," says the balloonist.
    "I am," replies the man. "How did you know?"
    "Well," says the balloonist, "everything you have told me is technically correct, but I have no idea what to make of your information, and the fact is I am still lost."
    The man below says, "You must be a project manager"
    "I am," replies the balloonist, "but how did you know?"
    "Well," says the man, "you don't know where you are or where you are going. You have made a promise which you have no idea how to keep, and you expect me to solve your problem. The fact is you are in the exact same position you were in before we met, but now it is somehow my fault."

  • Coś o strategii (a raczej taktyce) w branży IT ... (wersja angielska) 

    Dakota tribal wisdom says that when you discover you are riding a dead horse, 
    the best strategy is to dismount.

    However, software companies, often try other strategies with dead horses, including the following:

    1. Buying a stronger whip.
    2. Changing riders.
    3. Saying things like "This is the way we always have ridden this horse."
    4. Appointing an inter-departmental committee to study the horse.
    5. Arranging to visit other countries to see how they ride dead horses.
    6. Increasing the standards to ride dead horses.
    7. Appointing a tiger team to revive the dead horse.
    8. Creating another inter-departmental committee to increase our riding ability.
    9. Comparing the state of dead horses in today's environment.
    10. Changing the requirements to declare that "This horse is  not dead."
    11. Hiring contractors to ride the dead horse.
    12. Harnessing several dead horses together for increased speed.
    13. Declaring that "No horse is too dead to beat."
    14. Providing additional funding to increase the horse's performance.
    15. Hiring a consultant to see if contractors can ride it cheaper.
    16. Purchasing a product that makes dead horses run faster.
    17. Declaring the horse is "better, faster and cheaper" dead
    18. Forming yet another inter-departmental committee to find alternative uses for dead horses.
    19. Revisiting performance requirements for horses.
    20. Saying this horse was procured with cost as an independent variable.
    21. Promoting the dead horse to a supervisory position.

  • 7 faz w zarządzaniu projektami (tłumaczenie własne za www.project-training-uk)

    1. Dziki entuzjazm
    2. Rozczarowanie
    3. Anarchia
    4. Panika
    5. Szukanie winnych
    6. Karanie niewinnych
    7. Awansowanie niezaangażowanych

  • Kilka złotych myśli o zarządzaniu projektami (źródło: www.project-training-uk)

    It takes one woman nine months to have a baby. It cannot be done in one month by impregnating nine women (although it is more fun trying).

    The same work under the same conditions will be estimated differently by ten different estimators or by one estimator at ten different times.

    Any project can be estimated accurately (once it's completed).

    The most valuable and least used WORD in a project manager's vocabulary is "NO".

    The most valuable and least used PHRASE in a project manager's vocabulary is "I don't know".

    Nothing is impossible for the person who doesn't have to do it.

    You can con a sucker into committing to an impossible deadline, but you cannot con him into meeting it.

    At the heart of every large project is a small project trying to get out.

    If you don't stand for something, you'll fall for anything.

    The more desperate the situation the more optimistic the situatee.

    If it looks like a duck, walks like a duck and quacks like a duck, it probably is a duck.

    Too few people on a project can't solve the problems - too many create more problems than they solve.

    A problem shared is a buck passed.

    A change freeze is like the abominable snowman: it is a myth and would anyway melt when heat is applied.

    A user will tell you anything you ask about, but nothing more.

    A user is somebody who tells you what they want the day you give them what they asked for.

    Of several possible interpretations of a communication, the least convenient is the correct one.

    What you don't know hurts you.

    The conditions attached to a promise are forgotten, only the promise is remembered.

    There's never enough time to do it right first time but there's always enough time to go back and do it again.

    I know that you believe that you understand what you think I said but I am not sure you realise that what you heard is not what I meant.

    Estimators do it in groups - bottom up and top down.

    Good estimators aren't modest: if it's huge they say so.

    The sooner you begin coding the later you finish.

    Anything that can be changed will be changed until there is no time left to change anything.

    If project content is allowed to change freely the rate of change will exceed the rate of progress.

    Change is inevitable - except from vending machines.

    The person who says it will take the longest and cost the most is the only one with a clue how to do the job.

    Difficult projects are easy, impossible projects are difficult, miracles are a little trickier.

    If you don't plan, it doesn't work. If you do plan, it doesn't work either. Why plan!

    The bitterness of poor quality lingers long after the sweetness of meeting the date is forgotten.

    If you're 6 months late on a milestone due next week but nevertheless really believe you can make it, you're a project manager.

    A verbal contract isn't worth the paper it's written on.

    What is not on paper has not been said.

    If you don't know where you're going, any road will take you there.

    If you fail to plan you are planning to fail.

    If you don't attack the risks, the risks will attack you.

    A little risk management saves a lot of fan cleaning.

    The sooner you get behind schedule, the more time you have to make it up.

    A badly planned project will take three times longer than expected - a well planned project only twice as long as expected.

    If you can keep your head while all about you are losing theirs, you haven't understood the plan.

    When all's said and done a lot more is said than done.

    If at first you don't succeed, remove all evidence you ever tried.

    Never put off until tomorrow what you can leave until the day after.

    Feather and down are padding - changes and contingencies will be real events.

    There are no good project managers - only lucky ones.

    The more you plan the luckier you get.
 
 
 © ProjectPortfolio.pl, Piotr Maksimczuk, Warszawa 2006

 
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