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Our Project Management Framework (PRO)

Our Project Management Framework (PRO) is the core of why codetta exists. We want organisations to be more successful at project management. The missing framework is the gap.

Using diagnostic and strategic tools for project improvement and modeling, Codetta can help your enterprise assess its project organisational design, integrate all functions, improve forecasting and reporting, develop predictive capabilities, reduce risk, and optimise all the functions of the organisation.

We tailor design, secure agreement, then clearly document every unique element needed to consistently deliver successful projects.

We then train everyone who will use or be directly impacted by the framework; potential sponsors, project managers, team leaders...

Finally we help you present the framework to everyone else who should know (the board, employees, key clients etc.)

All of this, often at a lower cost than the cost of external training alone!

Bring certainty to those activities that can benefit from project management by having a project management framework, tailored to your organisations.

Stringify brings all of your connected Things into one place. Physical Things such as MisFit, Jawbone and Fitbit wearables, Automatic connected car devices and LIFX connected light bulbs, as well as digital accounts like Twitter, Google Drive, Yelp and Facebook. Every Thing can be added easily to the Stringify, so you can connect them together to create meaningful experiences. The entire list of compatible Things can be seen here...and it continues to grow every day. Every Thing you add to Stringify can be configured to your preferences and connected into easy to manage Flows. These Flows will help you save time, save money and enjoy the most of what a Connected Life has to offer. Get inspired by some of the Flows we've posted here

Our Project Management Framework (PRO) is the core of why codetta exists. We want organisations to be more successful at project management. The missing framework is the gap.

Using diagnostic and strategic tools for project improvement and modeling, Codetta can help your enterprise assess its project organisational design, integrate all functions, improve forecasting and reporting, develop predictive capabilities, reduce risk, and optimise all the functions of the organisation.How can Stringify help me connect my life?

Why education services from codetta?

Common Element
Why education services from codetta?
We know that projects are a serious business
We only train in the domain of the management of projects
We know how and why projects go wrong and preventing this is at the core of all of training engagements.
We are experienced at delivering projects
All our courses have follow up by email and phone for 6 months after on a scheduled or need by need basis
We tailor make the courses the way you want them:
- to you own project management framework
- to a project you have coming down the line
- to the way a project manager, sponsor, project management office, wants the training to emphasise to the direction it should take
We will train onsite and deduct the cost of external training services
We will train your trainers to deliver your courses
We will design courses with your trainers for delivery of new manager training
We train anywhere in ireland

Gain / Pain

What jobs are customers trying to get done?

Gains: Describes the more or less expected benefits the customer is seeking
1
2
3
Gain Creators: Describe how our products and services create customer gains. Make the connection.

Pains: Describes bad outcomes, frustrations, risks and obstacles (actual or potential) that customers want to avoid, as they go about the jobs they are trying to get done in their work and their lives (functional, social, personal, emotional, supporting).
Tasks: to perform.
Problems: to solve.
Needs: to satisfy
Pain Relievers: Describe how our products and services alleviate customer pain. Make the connection.

New Training Template

Change initiatives often fail at the first hurdle as the business case fails to convince senior management of the return on investment.

Creating effective business cases and spending proposals is therefore critical to securing funding and management buy-in. It is important therefore that individuals have the opportunity to develop their capabilities to create, review and adapt effective business cases.
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What jobs are customers trying to get done?

Gains: Describes the more or less expected benefits the customer is seeking
1
2
3
Gain Creators: Describe how our products and services create customer gains. Make the connection.

Pains: Describes bad outcomes, frustrations, risks and obstacles (actual or potential) that customers want to avoid, as they go about the jobs they are trying to get done in their work and their lives (functional, social, personal, emotional, supporting).
Tasks: to perform.
Problems: to solve.
Needs: to satisfy
Pain Relievers: Describe how our products and services alleviate customer pain. Make the connection.

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Our Better Business Cases qualification is based on the ‘Five Case Model’ – the UK government’s best practice approach to developing spending proposals and enabling effective business decisions. The model provides a step-by-step guide to developing a business case that:

■ Establishes a clear need for intervention (a case for change)
■ Sets clear objectives in terms of return on investment
■ Considers a wide range of potential solutions ensuring an optimal balance of benefits, cost and risks
■ Sets out arrangements to ensure successful delivery of the proposal.

Organizations adopting this proven approach can expect a reduction in unnecessary spending and improved decision making process, whilst project teams have a greater chance of securing necessary funding and support for change initiatives.

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In a multibusiness organization, long-term success depends on the ability to align the parent company with the strategies and needs of its diverse operating units. In this program, you will dive deep into the complex challenges of leading transformation within a long-established business. You will emerge a stronger and more visionary leader—ready to make the tough strategic choices that drive change and growth across the organization.

Project Portfolio Manager Training: The link between strategic intent and strategy implementation

Just like everything that moves has a direction, every organisation has a strategy. The strategy may be:
- consciously developed or it may not
- documented or undocumented
- widely understood or not understood at all

But as long as an organisation exists, it has a strategy.

Strategy that is consciously developed and widely understood is of course the ideal. Once developed, projects and programmes are just two management approaches available to implement the intentions of the strategy.

Project portfolios provide the link between the strategic intent and strategy implementation.

provides leaders with an organisation wide view that allows them make decisions to maximise value delivery across the portfolio of projects:
- effective resource allocation
- effective time allocation
- effective direction and course corrections

Project portfolio management simplifies and streamlines work processes that would otherwise be complex.

Is your organisation does unique?
Often it is not.
Your competitive advantage is more likely to be you do it.

It is essential that you actively manage your portfolio of

strategic initiatives through risk and investment decisions and through a sharp focus on strategy implementation to succeed. Organizations with mature project portfolio management practices complete 35 percent more of their programs successfully. They fail less often and waste less money.

portfolio of projects. They may not be identified as such, but it exists.

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Strategy can be delivered using various management methods:
- operational management
- initiatives management
- project management
- programme management
- portfolio management

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Portfolios

Portfolios are concerned with and constructed to, achieve your organisations strategic goals
They achieve this by managing a collection work that uses different management approaches such as:
- projects independently managed by a project manager
- programmes of interrelated projects independently managed by a programme manager who ensures benefits are realised while supporting the associated projects
- other vital work, delivered by management approaches other than project or programme management

You often see a pyramid graphic used to explain the relationship;
Portfolio
Programme
Project

Portfolio managers often reside in a project management offices. They are concerned with strategy. They manage this mix, requires balancing conflicting demands on the limited resources available to the organisation. Portfolio management achieves this by aligning the work contained in projects, programmes and other work with organisational strategies by:
- selecting the right programmes
- selecting the right projects
- prioritising work
- providing needed resources

A portfolio balances conflicting demands between programmes and projects, allocates resources based on organisational priorities and capacity, and manages so as to achieve the benefits identified.

A portfolio is a collection of programs, projects and/or operations managed as a group. The components of a portfolio may not necessarily be interdependent or even related—but they are managed together as a group to achieve strategic objectives.

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How to align projects in our portfolio to strategic initiatives
Process to choose and assign project sponsors
How to rank and prioritise projects
Portfolio integration with strategic planning
Portfolio decision process
Portfolio course change and adjustments
Clearly defined benefits (financial and nonfinancial)
Allocation and reallocation of resources across projects

------------------Every Organisation Has A StrategyStrategy DevelopmentStrategy Implementation and Project PortfoliosProject Portfolio Management:When creating a portfolio management structure, it’s important to keep it as uncomplicated as possible.whathowClear visibility helps you know what you want to do so you can make it happen. Portfolio management provides the clarity required to solve problems.It clears confusion with trustworthy information, while providing the ability to formulate the right questions to get the right answers.Portfolio managers align projects, programs and operations with strategic objectives, investing resources in the right work to deliver the expected value.Project Portfolio Managers

BUSINESS CASE AUTHORSHIP

You have an idea
You want to determine if your idea is worth pursuing as a smart investment.
Using our business case framework, we can quickly

You have a wealth of ideas but limited resources.
You need a way to determine what ideas are worth pursuing as smart investment decisions.
From the outset you need to define success.

One Option Is Not An Option
Making The Case
Cost. Benefits. Options.
Lights, Camera, Options.
Choose Benefits. Choose Options. Choose Value.

Clearly stated value proposition
Business case proposal
Technical changes
Relevant planning issues
All Key Costs
All Key Benefits
Project Risks and how you will manage them
Describe the funding are seeking
Describe the support are seeking

In a world... where you had unlimited resources, there would be no need to weigh costs against benefits. Big ideas could be just attempted with no repercussions. And if they failed, so what?

This is not the reality that decision makers face. Ideas must be marketable as well as makeable.

Decisions must be taken on the basis of highly competent professionally developed spending proposals.

Options must be explored

They are in a position

Decision makers need

The cost benefits and options

The decision to spend money

thinking about spending proposals and

a structured process for appraising, developing and planning to deliver best public value.

All of which is captured through a well prepared business case which supports evidence based decisions.

links between your project and existing business priorities.

---------------------------------------------------

The need to get the best possible value from spending money will always remain a constant for those entrusted with spending decisions.

The need to reduce overall spending resulting from the financial crisis of 2008 has sharpened this requirement.

The continuing downward pressure on the availability of public sector finance together with the ever growing upward pressures of demand for public services will continue to further increase the need to make better use of the resources available, the challenge has never been greater.

In this context it is vital that capital spending decisions are taken on the basis of highly competent professionally developed spending proposals.

This Treasury guidance which has been refined and tested over many years provides a clear framework for thinking about spending proposals and a structured process for appraising, developing and planning to deliver best public value.

All of which is captured through a well prepared business case which supports evidence based decisions. This latest version of the Treasury guidance provides a practical “step by step” guide to the development of business cases, using the Five Case Model – using an approach which is both scalable and proportionate.

It is recognised as best practice and is the Treasury’s standard methodology.

Experience has demonstrated that when this guidance is embedded in public sector organisations, better more effective and efficient spending decisions and implementation plans are produced.

At the same time the approach when correctly understood and applied provides a more efficient planning and approval process saving between 30% and 40% in time taken and cost of production of business cases compared with unstructured approaches.

The need to get the best possible value from spending money will always remain a constant for those entrusted with spending decisions.

The need to reduce overall spending resulting from the financial crisis of 2008 has sharpened this requirement.

The continuing downward pressure on the availability of public sector finance together with the ever growing upward pressures of demand for public services will continue to further increase the need to make better use of the resources available, the challenge has never been greater.

In this context it is vital that capital spending decisions are taken on the basis of highly competent professionally developed spending proposals. This Treasury guidance which has been refined and tested over many years provides a clear framework for thinking about spending proposals and a structured process for appraising, developing and planning to deliver best public value. All of which is captured through a well prepared business case which supports evidence based decisions. This latest version of the Treasury guidance provides a practical “step by step” guide to the development of business cases, using the Five Case Model – using an approach which is both scalable and proportionate. It is recognised as best practice and is the Treasury’s standard methodology.

We offer a full range of business case services from improving organisation-wide capability for business case management across the investment portfolio, to business case development for individual programmes and projects.

Our approach is tailored to client’s specific needs drawing from a range of services including:

Business case policy and process consultancy

Programme or project lifecycle guidance and support on business cases

Business case authoring, review, assurance

Preparation of specific inputs for business cases (e.g. feasibility studies)

Business case training and knowledge transfer

Supporting clients in the development of strategies for decommissioning and nuclear new build through initial feasibility studies and down selection

Funding and investment appraisal, and organisational development

Organisations that "manage" projects, increase their risk of failure
Projects must be "project managed:"
They are not the same thing

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What Codetta offers by your project stage

In the broadest terms, our services can be categorised under 3 stages:

1. Pre Project Preparation
2. Project in Progress
3. Post Project Review

Projects in Progress, can be usefully categorised into a further four stages:
(a) Initiation
(b) Planning
(c) Delivery
(d) Closure

In order to continuously produce products and supply services, it is an imperative that management practices are applied to monitor and control activities.

Often these management practices are applied so seamlessly, that their distinct components are hidden.

A closer analysis of good management mirrors the broad stages of project management, initiation, planning, delivery and closure activities all of which are monitored and controlled.

Initiation: Got the news that John called in sick
Planning: What is John working on? What activities are the priority? Who can take work? How long will he be out? What will the impact be? Loads more questions... Agree a plan with John's colleagues, to ensure that all the priority work is completed.
Delivery: What help can I give John's cover?
Closure: Did the work get done to standard, what has been the impact.

When the management approach chosen to deliver an activity

an activity is best "managed" as opposed to an activity that is best "project managed" an activity we move fast to get to

The temptation and mandate when presented with an activity that

When an activity

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Operations Management is an ongoing organisational function that performs activities to produce products or supply services.

Stages explained
====== Practical experience and substantial research demonstrates that the early stages of definition of a program and its component projects have a disproportionately beneficial effect on eventual outcomes – costs, benefits, and operational effectiveness. ======

The urge to "Just Do It", jump right in is valid in some situations, and a recipe for disaster in others.

Portfolio, programme and project management know from experience and substantial research

Stages are a powerful tool that allow all concerned to understand where they are, what they agree on and provide senior management clear "go / No Go" decision points.

While the cost of the project is likely to be contained within the execution stage, it is the initiation and planning stages that have the greatest impact on project costs.

We have
(or similarly named stage)

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"A project with clear objectives, strongly committed stakeholders, a good project manager, and a good plan overlaid on proficient resources has a good chance of success"
Copyright © 2013. The CHAOS Manifesto is protected by copyright and is the sole property of The Standish Group International, Incorporated. It may not under any circumstances be retransmitted in any form, repackaged in any way, or resold through any media. All rights reserved
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Each project stage is characterised by a distinct set of activities that take the project from the first idea to its conclusion. Each stage is of equal importance and contributes > to the overall success of the project.1. Definition

xxxx

Projects must deliver within their own uniquely defined boundaries. It is during the initiation stage , that these initial boundaries, project goals, objectives, scope, high level risks, initial budget, estimated timescale and approach are identified and elaborated. It is a delicate process, where clear expectations across established boundaries, will begin to be established.

Skipping the initiation stage will set you up for failure.

terms of reference within which the project will be run

Key Stage Benefits
Project Benefits:
x - increased understanding and project elaboration and therefore chance of success
x - more efficient planning stage
x - refined business case

Senior Management Benefits:
x - provides the information to enable them to commit to the proposed planning resources and timelines
x - a common understanding of the project; expectations management
x - clearer project vision with no need to commit to the full project
x - ability to choose a pilot project, feasibility study
x - confirm that the planning stage is worth the resources investment
x - early indication decide to stop the project, or pause it

Project Manager:
Note the project manager may not be assigned at this stage

Notes:

Initiation Activities and Outputs
Stakeholder Analysis
Benefit Analysis
Feasibility Analysis
High Level Project Analysis
- Current Environment
- Organisational Factors
- Historical Data
- Resources
- Risks
- Assumptions
- Constraints
- Issues
- Dependencies

Key Deliverables
Key Milestones
Key Roles and Responsibilities

Implementation Strategy
Project Charter

--------------------------------
a common understanding of the project
to help manage expectations
and
identify resources
required to complete the project.
It provides senior management
and stakeholders with the information to enable them to commit to the resources and timelines proposed.
The PID provides high level project planning
tasks, objectives, benefits, outcomes, expectations, scope, timeframes, and key information on the project's stakeholders.

xxxxxx

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Each project stage is characterised by a distinct set of activities that take the project from the first idea to its conclusion. Each stage is of equal importance and contributes to the overall success of the project.1. Definition

Before a project starts the project manager must make sure the project goals, objectives, scope, risks, issues, budget, timescale and approach have been defined.

This must be communicated to all the stakeholders to get their agreement.

Any differences of opinion must be resolved before work starts.

2. Initiation

This is perhaps the most important stage of any project as it sets the terms of reference within which the project will be run.

If this is not done well, the project will have a high probability of failure.

The initiation stage is where the business case is declared, scope of the project decided and stakeholder expectations set.

Time spent on planning, refining the business case and communicating the expected benefits will help improve the probability of success.

It is tempting to start work quickly, but a poor initiation stage often leads to problems and even failure.

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Start Fast with our Quick Start Solution (copied)

(copied) KeyedIn Projects has been designed to support organizations at every stage in their project management maturity. From our Quick Start Solution, through to our comprehensive Project Portfolio Management and Professional Services Automation solutions we have a right sized, right fit solution for you. Find the right solution for your business .

GOT A PROJECT IN MIND?

One quick email and we will meet you

What is a project?

Are there common lines of business that deliver similar projects (e.g., construction, aerospace, pharmaceutical)?
Are there common levels of risk associated with the project?
Are there varying levels of complexity (e.g., widgets developed in a single location with stable industrial base vs. international effort with multiple components that must be integrated in order to deliver the project)?
Are there internal and/or external customers?
What is the variance in size of the types of projects performed?
What is the duration of the projects?
What is the urgency?
Will the project have significant public or media attention?
Are the project deliverables well defined or intangible (e.g., building a bridge vs. performing research to prove or disprove a theory)?
Are the technologies necessary to deliver the project mature or do they need to be developed (e.g., building a combustion engine for propulsion on the earth vs. building warp drive propulsion systems)?
Is the project labor or resource intensive?

Are there common lines of business that deliver similar projects (e.g., construction, aerospace, pharmaceutical)?

Higher levels of risk than normal,
varying levels of complexity (single vs multiple locations, industry stability, national vs international effort, single vs multiple integrated components),
internal and/or external customers,
variance in size of the types of projects performed,
duration,
urgency,
have significant public or media attention,
deliverables well defined or intangible (e.g., building a bridge vs. performing research to prove or disprove a theory),
technologies necessary to deliver the project mature or do they need to be developed (e.g., building a combustion engine for propulsion on the earth vs. building warp drive propulsion systems) labor or resource intensive?

PROBLEM / SOLUTION / RESULTS

PROBLEM
With many of these incidents having multiple victims across several locations, and many of those victims needing multiple instances of support, the amount of activity Victim Support has to manage is considerable. The existing incident management system was less than optimal, with challenging data entry and reporting leading to a lack of visibility of data, manual workarounds and inconsistent processes. This increased the risk of victims not receiving the appropriate levels of support.

SOLUTION
To resolve this issue Davanti recommended the rich functionality of Salesforce.com’s Sales Cloud, coupled with the Force.com platform’s ability to develop customised components and deploy an online portal, provided an ideal solution for Victim Support.Davanti helped Victim Support to map processes and identify interactions between victims, volunteers and employees. These processes could then be supported in the Salesforce solution with automated workflows and escalations, creating simplification and consistency.Victim Support staff now enjoy a 360 degree view of every victim, online portals to ease data entry, tasks and reminders as well as expense and funding management to ensure resources are correctly channelled to aid each victims recovery.

RESULTS
Victim Support now has streamlined incident management, increasing productivity and efficiency of staff and volunteers. More consistent processes, ensuring that victims receive the same high levels of care and support at every location. One centralised repository of information, giving greater visibility of a victim’s history and interactions with Victim Support, and ensuring all staff dealing with them are fully informed. Ultimately this allows Victim Support to focus on helping people recover not administration.

portfolio

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the ability to balance risk and opportunity across the entire portfolio becomes all the more critical. Portfolio management delivers that critical edge, allowing organisations to not only improve delivery, but to identify and drive greater value from strategic project investments.

Project Management Definition

Project Management Definition

Project management is an evolution of concepts that have been discussed for many years within business. The phrase Project management was first coined in the xxxxx, and has been used inconsistently by many industry providers as an umbrella marketing term to cover almost any form of activity.

Cloud Computing is an evolution of concepts that have been discussed for many years within the Information Technology industry. The phrase Cloud Computing was first coined in the 1990s, and has been used inconsistently by many industry providers as an umbrella marketing term to cover almost any form of remotely hosted IT facility.

xxxxxx

Project Manager Training

“Program management has been institutionalized for decades. It’s just becoming more formalized, forcing people to follow [guidelines], be more diligent about doing everything you’re supposed to do.”

If you attempt to manage your projects, you will fail.
Projects should never be managed.
Projects should always be project managed.
They are not the same thing

Projects are a serious business for your organisation, and so your project manager training should be too.

Your training must be delivered around the project environment that they will be delivered in.

A standard project management training course is as likely to produce a successful project as a standard Microsoft Word course is likely to produce a novel.
We design your training around your project organisation. If you havent explicitly found your project organisation, we will find it.

We'll design training around the framework you use to deliver projects.
We'll design training around a particular project you have in mind.

Your project managers must realise that they are given a responsibility by senior management but are not senior management.

Your Project Problems Solved Once and For All
----------- Projects Made as Simple as Possible But Not Simpler
————— A rare opportunity exists, to build an organisational asset that keeps giving
————— Endless Possibilities Made Possible
————— The Absence of a Project Management Framework Holds Organisations Back How many legs does a dog have if you call the tail a leg? Four. Calling a tail a leg doesn't make it a leg.
----------- -----------

Here’s how it works:
Why we focus on Capability (and why you should too)
Outsourcing a project is an illusion (albeit a persistent one) Successful projects are planned and directed towards project and business goals. More often than not the business results achieved from project goals are only determined after the project manager has left the building. and only you can own those goals Anything else is taking a part of a project and delivering All projects carry risk and no matter the sales pitch, that risk always stays with you. You can outsource your project management but it is an illusion that you have outsourced the associated risk. The moment you hire an external project manager, your risk profile increases as you proceed.
Pseudo Projects In some organisations, large amounts of activities are incorrectly given the label of "a project" as a term of convenience. These pseudo projects are either project managed when this is the wrong approach (at best inefficient, at worst guaranteeing failure), but more often are managed following the organisations management approach. If they succeed, a false confidence in organisations project capability, which will come back to haunt the organisation when a real project presents itself. If they fail then an undeserved negative attitude can grow towards projects.

Change, the one known constant Project management delivers success
It is essential to have the capability to correctly identify situations where change activities can be identified as projects and then bring about that change using project management.
Of course you may need to outsource some activities where the expertise is not available within your organisation, for example some software activities, but no matter the sales pitch, outside vendors cannot deliver your business goals for you.

In the example of a new piece of technology, the goal is never to implement new technology for the sake of it. Your goals are more likely to "increase revenue", or "improve customer satisfaction". No technology company can be accountable for the delivery of these goals.
Codetta exists to increase your organisations project capability
Projects are our passion, capability is our mission and we know of no better way that we can create value for you. We leave organisations with a project management framework, tailored to your ambitions. Efficient processes and fully trained people.
Organisations that increase project capability gives your organisation:

Customer Satisfaction
Cost Reduction
Revenue Growth
Improved Return on Investment
Improved Development Costs
Regulatory Compliance
Innovation
Internal Knowledge Sharing
Employee Satisfaction
Share of Market
Sustainability
Supplier Relation

......
......
......
more control
saves you money
improve you chances of success for ever project

Organisations that "manage" projects, increase their risk of failure
Projects must be "project managed:"
They are not the same thing

Project Management Definition

Success Plan

Project Coordinator Training

Project Coordinator Training

Programme Management Foundation

Benefits and Stakeholders

Programme Governance

Programme Life Cycle Development

Programme Processes

Organisations that "manage" projects, increase their risk of failureProjects must be "project managed:"They are not the same thing

Project Management Definition

Success Plan

Project Coordinator Training

Project Coordinator Training

Programme Management Foundation

Benefits and Stakeholders

Programme Governance

Programme Life Cycle Development

Programme Processes

Organisations that "manage" projects, increase their risk of failure
Projects must be "project managed:"
They are not the same thing