How To: Project Management
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How To: Project Management

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Scott Cochran, Dean of The Mungo Center for Professional Excellence at Wofford College in Spartanburg, SC, explains the basics of project management and why it's essential for meeting your business's ...

Scott Cochran, Dean of The Mungo Center for Professional Excellence at Wofford College in Spartanburg, SC, explains the basics of project management and why it's essential for meeting your business's or organization's goals. View the video presentation at www.wofford.edu/center/howto.

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  • Defining a project means sitting down and really thinking about and determining what you want the outcome to be. You need to decide the goal/outcome of the project, what the budget is, possible obstacles and if the project is really as worthwhile as you think it is.
  • Assumptions are circumstances and events that need to occur for the project to be successful, but are outside the total control of the project team. Assumptions are accepted as true and are often without proof or demonstration. Constraints are things that might restrict, limit, or regulate the project. Generally constraints are outside the total control of the project team.

How To: Project Management Presentation Transcript

  • 1. Project ManagementTo apply for the PMP:• A four-year degree (bachelor’s or the global equivalent) and at least three years of project management experience, with 4,500 hours leading and directing projects and 35 hours of project management education.
  • 2. Project ManagementPlanning, organizing, securing, andmanaging resources to achieve specificgoals.
  • 3. Project ManagementPlanning, organizing, securing, andmanaging resources to achieve specificgoals.
  • 4. The Stages of Project Management• Defining the Project – Objectives, outcomes, scope• Planning the Project – Identify work and assign• Executing the Project – Production• Closing Out the Project – Client presentation
  • 5. Objectives: Reasons for Doing the ProjectObjectives are often confused with project products “The objective of our project is to install system X” Fails the "so what?" testObjectives need to be specific. A specific objective leads to a specific outcome “To improve customer relations” is not measurable “Reduce customer complaints by 50%” is measurable
  • 6. ScopeHigh-level scope consists of two main components:• Deliverables• Boundaries. Boundary statements help to separate the things that are applicable to your project from those areas that are out of scope. oThis project will affect USA operations only. All other locations are out of scope. oWe will deliver our solution to the Finance and Legal departments. All other departments are out of scope.
  • 7. Scope Scope QualityTime Cost
  • 8. Scope Cost ScopeTime Quality
  • 9. Scope Cost ScopeTime Quality
  • 10. Scope Cost ScopeTime Quality
  • 11. Scope Cost Pick any twoTime Quality
  • 12. Assumptions and ConstraintsAssumptions are circumstances and events that need to occur for the project to be successful, but are outside the total control of the project team. Assumptions are accepted as true and are often without proof or demonstration.Constraints are things that might restrict, limit, or regulate the project. Generally constraints are outside the total control of the project team like due dates, funding, skill levels, resource availability etc.
  • 13. Risks• Identify• Assign probability• Impact if realized
  • 14. Success CriteriaYou should ask several questions:• "What does success look like?"• "How do I know Ive completed the project?"• "How do I know Ive done a great job?”• "How will all this be measured?"
  • 15. Where to Start• Understand the project• Contact the client• Define the objectives• Define the scope• Define tasks that considers due dates• Assign tasks to team members