TaskMaster is based on the PMBoK™ and PRINCE2™ standards, with the ability to manage the full scope of work from concept to deployment. It uses a “gated approach” that is often misunderstood to mean that all activity must be in lockstep – which is not the intent: it ensures that the standards have been met by setting audit criteria for deliverables. This product is intended to get into the details, bridging from the overarching level of control down to the detailed activities but following the same methodology we advocated in other courses. It embeds the requirement references to ensure that the implementation work activities relate to an agreed upon scope of work, and that at the end of the project there are no more outstanding requirements left unsatisfied (other than what was removed with change requests).

The process is engaged at the proposal stage and manages the total scope of work through commissioning (or deployment). This establishes the critical success factors for the work effort: this also enables proposals to compete for resources – more potential will be identified than will be implemented if the company is innovative in continuous improvement. This approach ensures all concepts are thoroughly reviewed even if they are not all implemented. Note that selecting projects is not a decision the project manager makes – their role is simply to prepare the case.

If the project passes the selection hurdle the scope must be refined by assessing the business requirements. This is arguably the most critical stage of any project, yet many methodologies “kinda assume” that this is done by the time a “formal” project is chartered. We believe in formal project definition in a controlled environment (based on PRINCE2) that is often challenged by stakeholders that do not see immediate benefits from detailed information gathering.

In the right methodology you can evolve the project plan with getting requirements defined: TaskMaster will help you put costs and benefits into perspective as you progress. As the details emerge the work might be terminated if the opportunity turns out to be poor, but at least there are not many resources tied-up at this stage. The project manager is the facilitator and “devil’s advocate” to make sure that when the project is eventually chartered they will have a viable proposition in hand: this is a good motivator for getting them involved early in the project.

Requirements are first itemized from a business perspective, often as a result of work streamlining, while taking clients and channels into account. We also look at products and features for marketability and the Unique Selling Proposition while remaining true to the scope and goals of the original proposal (there is always change due to clarification in the requirements elicitation). As a result of this work we will end up with a much better statement of work and detailed estimates of the costs even before we establish a baseline implementation schedule. At this point a project is added to the active portfolio if it passes the selection hurdle.~~~

Based on project potential we may get approved to draft a charter that outlines the terms of reference for undertaking the work. The first step is to establish a detailed implementation plan. TaskMaster lets you drill down within work packages to establish the execution tasks as well as to estimate the required resources and materials, or procurement of COTS products, subcontracts, and other details that transform WHAT we want from the project into HOW we can deliver those results. Based on current rates, the actual costs may have escalated from the original plan (depending on how long the proposal has been in the portfolio). There is a “kill point” after the detailed planning where the project can still get scrapped before any contractual obligations are entered into. All costs up to this point are “sunk costs” that are kept to a minimum.

The detailed schedule should cover all aspects of the PMI™ PMBoK™ process groups, except that the requirements elicitation is confirmation of implementation details. Project initiation and planning will flesh out the details of the plan, including the risk mitigation provisions. What we recommend is adherence to a standard development life cycle that has an inherent heuristic capacity for building on previous experience. This includes confirming the plans of sub-contractors: you may think that is their problem until it has a ripple-effect on your work in progress, even if the outsourcer is ultimately responsible for delivering on the contract: never tell the vendor how to do their job and make it your responsibility.

Apart from the details carried in TaskMaster there is no difference in how we manage the execution of work in progress. We have suggestions on how to structure the work and to incorporate quality assurance while you work, and you can selectively employ Agile sub-projects, or SCRUM for team management, with no change in the overarching governance if you bundle backlog into defined work packages. As PMBoK™ suggests, it is important to adapt methodology to the project and not to make the project fit a preconceived methodology.

One more work effort that follows a project closeout is deployment: although it seems tied to the project itself, the nature of deployment (or commissioning, etc.) in large initiatives is a project in its own right. What you need to do is closeout all execution related work activities and open the work packages related to deployment. Like the pre-project work, the post-project deployment is part of the cost picture for the work effort.

Of course there is a final stage of “benefits realization” that can take years to complete. This is normally managed at the PMO level to ensure the project prioritization and selection is done properly rather than at a project level.

Learning Formats       PMBP_TAS

This course is currently available in a classroom setting (public or company private) with approximately 30 contact hours (5 days).

PDF – Certificate Of Completion

Each course offers a certificate of completion that identifies the course, the student, and a brief description of the course. To receive a certificate the student must have attended at least 80% of the course sessions. This personalized certificate is forwarded to the student by Email.

PDF – Course Notebook

Each course includes a notebook in PDF format that provides the minimum knowledge the student must master in order to obtain the certificate. In the notebook you will find references to other study materials. Students receive the notebook by Email when their registration is confirmed.

PDF – Program Overview

An overview of this study program can be downloaded from the website by right-clicking on the program link on the enquiry page.

PDF – Current Training Schedule

A list of upcoming training sessions can be downloaded from the website by right-clicking on the schedule link on the enquiry page.

Registration – Service Providers

To register for any training course please look on the enquiry link page of your service provider (from where you accessed this website). On the page you will find a registration request form where you can order the course that you are interested in. The availability dates will be provided to you, along with payment instructions if you decide to go ahead.