My Approach to Managing Projects

1. Product Breakdown Structures (PBS) Enabled Artefacts 

A project brief almost always exists in some form, but not all artefacts are structured to support PBS tracking—which is precisely why this step matters. It’s about tailoring the artefacts so they can enable objective progress tracking towards the project/programme goals. 

To keep the focus on end users and delivery teams, I work with stakeholders to translate the purpose—the "why"—into a set of collaboratively created construction artefacts. These delivery-focused artefacts are developed through workshops and structured engagement, and I design them to support objective tracking of progress. Each has clearly defined Minimum Viable Product (MVP) criteria.

In essence: welcome to the foundations provided by Product Breakdown Structures (PBS). This underpins the arithmetic I use to quantify delivery progress—and, in turn, generates the progress metrics that feed into weekly, monthly, and phase-end reporting, making PBS a cornerstone of effective project governance.

2. RAID Management (Risks, Assumptions, Issues, Dependencies)

Not all RAIDs need to surface externally to the workstream. For example, CxO stakeholders don’t require visibility into details that don’t impact the critical path—such as technical spikes at the Scrum level or backlog stories spanning multiple sprints.

I maintain a staging RAID log to enable internal triage and discussion before assigning each entry to the appropriate level—whether it stays internal or is escalated to the project or programme level, as needed.

3. Earned Value Analysis (EVA)

The primary reason for using PBS-enabled artefacts is to support objective progress measurement through Earned Value Analysis (EVA). I track Planned Value, Earned Value, and Actual Cost, and apply metrics like the Cost Performance Index (CPI) and Schedule Performance Index (SPI) to assess delivery health.

When I detect cost or schedule variances, I treat them as signals to investigate root causes, reforecast if needed, and engage stakeholders—typically via the RAID process—to identify and implement corrective actions.

4. Agile Delivery Framework

I tailor my Agile approach to fit the programme context—whether that involves Scrum, Kanban, or a hybrid model like ScrumBan. Sprint planning is run as a collaborative, team-level process, supported by estimation techniques such as Planning Poker and three-point estimates to improve forecast accuracy.

I facilitate key Agile ceremonies e.g., daily stand-ups, sprint reviews, retrospectives, and backlog refinement.

To ensure progress remains visible and on track, I monitor team velocity and use tools like burn-down charts and cumulative flow diagrams. Actual spend is tracked against sprint capacity, incorporating contractual artefacts e.g., timesheets, contract rates, and tooling costs.

5. Quality Assurance and Continuous Improvement

Quality is embedded from the outset—for example, by defining what “done” means and consistently reviewing deliverables against that benchmark. The use of PBS-enabled artefacts, ensures that change control is managed in a structured way without compromising Agile adaptability.

I conduct retrospectives at the end of each sprint and phase to capture lessons learned and drive continuous improvement. PBS also serves as a framework for tracking measurable progress and maintaining alignment with delivery goals.

Summary: Delivering Clarity, Control & Continuous Value

I lead projects with a structured yet flexible approach—defining clear outcomes, embedding quality from the start, and adapting Agile practices to fit the context. I use RAID management, Earned Value Analysis, and Product Breakdown Structures to keep delivery on track, transparent, and aligned with business goals. Whether starting fresh or joining mid-flight, I bring calm control, collaborative energy, and a sharp eye for measurable progress.