Quelles sont les techniques efficaces de gestion de la portée des programmes ?

1. Create project MoSCoW per requirement along with categorisation per MoSCow 2. Freeze scope for must haves first or per customers need. Define MVP first 3. Adopt agile methodology for development, so prioritisation and reprioritisation of req. from development cycle can be done. 4. Define a timeline/Plan to delivery what's finalized within timeline and available capacity 5. Provide regular demo and releases to customer for feature verification 6. Schedule weekly meeting to share updates, blocker and risks 7. Avoid gold platting and adding missed or improved requirement or observation. If need to be done exchange already in scope item with suggested feature 8. This will surely help to delivery a quality app in time and within budget.

In the delightful journey of program management, mastering scope is the secret sauce. Here’s my positively charged playbook: Techniques: 1. Scope Sunshine: Start the day with a burst of positivity, just like a crystal-clear scope definition. 2. Stakeholder Harmony: Involving stakeholders is like a symphony—harmonizing insights and keeping everyone in tune. 3. Change Control Ballet: Managing scope changes is a graceful ballet; every move contributes to the performance. 4. Review Celebration: Regular reviews are my celebration moments—reflecting on achievements and adapting to evolving project goals. 5. Risk Management Zen: Identifying and mitigating risks upfront is my zen practice—calm, collected, and strategically sound.

All roads leads to no where. If you have a clear articulated goal, SMART objectives, clear outputs you will be on a good start. I like to ensure my risk and assumptions are clearly unbundled to granular details in order to identify mitigation measures. It is also useful to be clear on all the resource needs and the constraints. The WBS is always a winner in laying it all out in little clear incremental steps. Adding in the RACI helps to clear the communication flow in terms of accountability and involvement. Most times programs assume these are time wasters and jump right into implementation but somehow stumble into avoidable potholes along the way due to muddled program scope.

In humanitarian project management, which is probably the fastest changing environment we can think of, adaptability is key. We don't start with needs assesssments on a grand scale because by the time they are carried ou, usually for donor agencies, people will have died without being attended to. We base our initial assessments on local knowledge, mostly avoiding top down approaches. As we act, we learn. This is based on a methodology described by LearningAlliance.ch which takes a holistic approach to emergency project management predominantly learning from affected populations.

Below are the primary areas to be focused: 1) Clear Objectives: Articulate program goals for shared understanding. 2) Stakeholder Engagement: Involve stakeholders early to align expectations. 3) Change Control Process: Establish effective process for scope changes. 4) Regular Scope Reviews: Validate requirements and adjust scope as needed. 5) Continuous Monitoring: Track progress and intervene for deviations or risks.

Validation of humanitarian projects is based on monitoring and learning. We don't presume we know, as project managers, more than the sum of our stakeholders on the ground. It is important not to try to do more in conflict zones that what we can realistically achieve. Therefore overestimating the sope of projects in humanitarian settings is not only unethical but can cost lives. We are not there to please donors, but to constructively help maintain dignity and build bridges others are not able to.

Validating program scope in scope management involves: 1. Reviewing project documentation and the project charter for initial scope clarity. 2. Engaging with stakeholders during a formal scope validation meeting to confirm project deliverables and objectives. 3. Comparing the scope against project requirements and objectives for alignment. 4. Using traceability matrices to ensure all requirements are accounted for in the scope. 5. Updating the scope baseline and obtaining formal approval from required stakeholders.

It could be a meeting where you explicitly talk about the scope - what's in, what's out, RAID items (Risks, Assumptions, Issues, Dependencies) etc. And / or it could be all written in a few documents, and you can share the documents in an email. Ask the stakeholders to read the document, and you can setup a meeting to discuss any deviations / disagreements. You can go a step further, an explicitly take a confirmation from the stakeholders. You can add checkboxes for them to check against their name, or add a workflow in the document to capture their nod

Validations are very important in reducing ambiguity in scope, minimizing miscommunications and more importantly for easier acceptance & ensuring completeness. Here are some useful tip - - Evaluate technical, operational, economic, legal, and scheduling feasibility. Use DFV (Desirability, Feasibility and Viability) framework - Perform SWOT analysis to identify affecting internal/ external factors - Regularly validate the program scope with stakeholders to ensure alignment with expectations - Use verification techniques to confirm that the delivered work meets the defined scope - Conduct regular reviews and capture lessons learned from scope management experiences - Use these lessons to improve scope management processes in future programs

This part involves estimates of effort and duration. We do a WBS, describe deliverable packages. We discuss methodologies. We estimate and refine both approach and estimates.

Agree on sponsor or steering committee approval of the change log. Maintain minor changes off book, they often balance. Scope and assumptions must be reviewed periodically, to ensure no drift. People say scope creep, we see more drift. Creep is active expansion of a project. Drift is slight modifications over time, accepted for customer harmony that eventually causes the team to say "we can't deliver the original project objectives." They blame scope creep, but you dig into it and the issue is not change in scope, but 100 decisions that add up to be barriers to success.

Controlling is essential in program scope management to ensure that changes are handled in a disciplined manner. It helps maintain the program's original intent, manage resources effectively, and minimize risks related to scope changes, ultimately contributing to the successful delivery of the program. Few tips- - Regularly communicate with stakeholders to ensure their expectations are aligned with scope - Establish a formal change control process - Clearly define role of stakeholders & steps for requesting, approving, & implementing scope changes - Regularly review and update the program scope as needed. Any changes to the scope should be measured against this baseline - Ensure that the scope remains aligned with the program's objectives

Communicate bad news early. Do NOT keep sitting on it until it finds a different way to spoil everything. When you realise that the program scope has changed, causing some dent on the timelines, first find out what has happened. Don't panic! Once you have done some homework and you feel that change in timelines is inevitable, first send a communication. Then arrange a meeting with key people to do damage control.

✏️ 1. Using a change control process: Manage change requests through a formal CM protocol. ✏️ 2. Monitoring project status: Regularly review for scope deviations using project metrics. ✏️ 3. Engaging stakeholders: Hold continual communication to ensure alignment and manage expectations. ✏️ 4. Utilizing a strong WBS: Refer to the Work Breakdown Structure for tracking project elements against the planned scope. ✏️ 5. Documenting adjustments: Record all changes to the scope and their impact on the project timeline and budget.

Program scope creep can be like a never-ending game of Pictionary. To manage it effectively, gather stakeholders and create a visual representation of priorities. This fun and interactive exercise allow everyone involved to see the bigger picture, understand the impact of changes, and make informed decisions.

Well, you cannot just apply agile principles if the rest of the organization experiences different approaches. What you always do is apply a technique called "rolling-wave planning." Although managers place it formally into schedule management, it is a vital state of mind when you work with complex initiatives. Long story short, spend the needful time to go into the details of upcoming events and leave the rest on a higher level of abstraction. It helps with prioritization and focus. Sounds quite agile, isn't it?

Learning Alliances applying PAR, Participative Action Research, are one of the most effective methodolgoies in adapting to project agility. We try not to use hypotheses as often as we can because they are by definition biased and tend to be top-down. Agile Principles in themselves suggest a contradiction. Principles are by origin rigid and inflexible. Maybe we should rather talk about programs being managed agile or adaptable to change.

Scrum@Scale is one way to scale Scrum, a popular agile framework, in larger programs and organizations. It was created by Dr. Jeff Sutherland, co-creator of Scrum. It uses two cycles: the Scrum Master Cycle and the Product Owner Cycle. The Scrum Master Cycle coordinates the teams and removes impediments. The Product Owner Cycle prioritizes the backlog and aligns the vision. Scrum@Scale is an open source framework that can be customized to different contexts. It helps organizations deliver value faster, adapt to change better, involve stakeholders more, and improve quality continuously.

Based on experience, agile principles in scope management involve: ✏️ 1. Welcoming changing requirements: Adapt scope to deliver value. ✏️ 2. Delivering frequently: Break down the project into smaller increments for periodic reassessment and adaptation of the scope. ✏️ 3. Collaborating closely: Involve stakeholders and team members in the continuous refinement of the scope. ✏️ 4. Self-organizing teams: Empower teams to propose scope improvements based on their insights and work. ✏️ 5. Reflecting on work: Regularly review project performance to make necessary scope adjustments.

In my action advocacy project managment I tend to use filmmaking (AdvocacyProductions.ch) as one of the most effective tools to effect poistive change.

I apply the concept of engagement; engaging the team for a willingness to collaborate. Include participants and key stakeholders

I think the importance of effective communication in program management cannot be overemphasized. Segmenting the audience or recipient of the information and tailoring same to their unique needs/peculiarities will enhance understand and utilization of the information

Communication and setting expectations is key to managing scope. 1) Over communicate what is "in" and what is "not in" - not just to the stakeholder but to everyone who will be impacted. Agreement is essential. 2) Communicate what the plan is for the things that are "not in" - Will the items be addressed later? If so what is the plan? 3) While agile is great for when requirements aren't clear - so that you can work with the end users of your project to refine what they want, it lives or dies on the ability to manage scope and changes. Changes to functionality or usability of things in scope - Yes, changes that add things to the scope - that is a different conversation. Sometime "Yes", but often "No".

Scope forms one of the parameters for change management. The project needs to be delivered to the baseline plan that aligns with the agreed scope. Any changes to the scope need to go through a change management process so that the impact can be thoroughly understood. In this way, proper IA can be done and presented to relevant stakeholders for their approval in the Change Control Board, followed by re-baselining the plan.