Project delivery is one of the most rewarding and challenging roles, where you get to see strategy and analysis be transformed into a thing that can be used. Delivery management requires a combination of big picture thinking, detail’s orientation and the ability to negotiate with all involved.
I have contributed to projects as a Delivery Manager cross Government, not for profit and private agencies. I am confident in helping my customers deliver their projects.
Take action based on where you want to be, not based on where you are.Terry Crews
I pride myself on creating positive, professional and delivery focused relationships with project teams. Regardless of the role a person performs, it is clear the importance each role has. I operate from the assumption that everyone has value to bring and it is my job to enable them, or unblock them so they can demonstrate that value.
I have been lucky to avoid becoming dogmatic about any one project management methodology, instead I have focused how can each method work with my customers, based on where they are at right now. Be it using tools from the Project Management Body of Knowledge (PMBOK), PRINCE2 or Agile methods.
This has resulted in me developing detailed project plans, through to lean canvases to enable project sign off and delivery.
Lean Project Canvas
Lean project canvases are the quickest way to define, plan and begin delivering a project. This example is for multiple projects.
Connecting projects to strategy can be simple. This example I developed connects to elements of the business model canvas by including value proposition, customer segments and costs.
Along with lean canvasing, I am skilled in leading all agile rituals and experienced in developing:
- Project Briefs
- Project/program Plans
- Risk Registers
- Gantt Charts
- Business Cases
- Dependency diagrams (digital & physical)
- Kanbans (digital & physical)