Project Management 101

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  • La Sagrada Familia in Barcelona begun construction in 1882 – not expected to be finished till 2026
  • Many reasons why projects fail – failure includes costs more, takes longer, nobody is happy, etc. Incomplete project scope Project stakeholders not committed or opposed No one keeping track of tasks, dependencies or ownership A project management process gives people a framework to operate from Research paper claimed that 78% of projects run using PRINCE2 methodology were successful vs 38% success rate without PRINCE2
  • What a project isn’t: Explorations Creating the same thing multiple times A program No constraints on time, cost or performance
  • … . , so you know exactly which tasks to complete, when and how. Whether you're an expert or a novice, it helps you complete tasks faster   Why do you need one? That way, you can apply the same approach to every project you undertake
  • According to the Guide to the Project Management Body of Knowledge (PMBOK) "Project Scope Management includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully. It is primarily concerned with defining and controlling what is or is not included in the project." [1]
  • Use SMART goals Milestones are concrete evidence of progress – should be tied to deliverables – milestones help generate momentum Non-goals – important to state what is not in scope
  • You build the WBS by starting with the end objective and then break down each objective into components and all steps necessary to complete the task. From this you can build a project scope plan or a statement of work (SOW)
  • Each side represents a constraint – one side of the triangle cannot be changed without affecting the others Then ask: what’s The other constraint? QUALITY As a customer you get to pick two constraints but vendor must control the other one The discipline of project management is all about meeting these constraints
  • Risk avoidance – reduce the project scope to avoid the risk Minimisation – might be to break down the project into smaller chunks
  • Mind map is just a graphical presentation of a thought process Tony Buzan claims to have invented it – has certainly popularised – claims that traditional outlines force readers to scan left – right and top-bottom while readers actually tend to scan a page in a non-linear fashion Good for brainstorming and problem solving and outlining complexity in a project Research has shown it has an impact on memory recall (though limited)
  • Change Management has many contexts – specifically we’re looking at how to control changes in projects
  • Impact analysis on : scope, requirements, deliverables, schedule, resources and budget
  • Why are stakeholders important? The benefits of using a stakeholder-based approach are that: You can use the opinions of the most powerful stakeholders to shape your projects at an early stage. Not only does this make it more likely that they will support you, their input can also improve the quality of your project. Gaining support from powerful stakeholders can help you to win more resources – this makes it more likely that your projects will be successful. By communicating with stakeholders early and often, you can ensure that they know what you are doing and fully understand the benefits of your project – this means they can support you actively when necessary. You can anticipate what people's reaction to your project may be, and build into your plan the actions that will win people's support.
  • Stakeholders = Either involved or affected by project activities What roles they should play What they need from you What the project needs from them Who to build/nuture relationships with Who to inform and consult about project Stakeholders Perspective How do they view the project? What differences exist between the PM and stakeholders? What sources of influence does the PM have over stakeholders?
  • Proj
  • Project Management 101

    1. 1. <ul><li>Project </li></ul><ul><li>Management </li></ul><ul><li>Essentials </li></ul><ul><li>August 2009 </li></ul>
    2. 2. <ul><li>Why is Project Management important? </li></ul>
    3. 3. <ul><li>What is a Project? </li></ul><ul><li>A temporary </li></ul><ul><li>endeavour </li></ul><ul><li>undertaken to </li></ul><ul><li>accomplish a </li></ul><ul><li>unique purpose </li></ul>
    4. 4. <ul><li>Project Methodology </li></ul><ul><li>Describes every step in the </li></ul><ul><li>project life cycle in depth </li></ul>
    5. 5. <ul><li>Scope Management </li></ul><ul><li>Risk Management </li></ul><ul><li>Change Management </li></ul><ul><li>Stakeholder Management </li></ul><ul><li>Project Review </li></ul>Key Concepts
    6. 6. <ul><li>Scope Management </li></ul>
    7. 7. <ul><li>Writing A Scope Statement </li></ul><ul><li>Project Name, Project Charter, Sponsors, Stakeholders </li></ul><ul><li>Project Justification </li></ul><ul><li>Requirements </li></ul><ul><li>Milestones </li></ul><ul><li>Deliverables </li></ul><ul><li>Non-goals </li></ul><ul><li>Cost estimates </li></ul><ul><li>Timelines </li></ul>
    8. 8. <ul><li>Scope Creep </li></ul><ul><li>Incremental expansion of the project scope </li></ul><ul><li>Why does it happen? </li></ul><ul><ul><li>Poor requirements definition </li></ul></ul><ul><ul><li>Failure to involve users early on in the project </li></ul></ul><ul><ul><li>Technology scope creep </li></ul></ul>
    9. 9. <ul><li>Work Breakdown Structure </li></ul><ul><li>(WBS) </li></ul>
    10. 10. <ul><li>Project Tasks </li></ul>
    11. 11. Scope Cost Time
    12. 12. Risk Management
    13. 13. <ul><li>Best Practices </li></ul><ul><li>Create a Risk Registry early on </li></ul><ul><li>Prioritise your risks </li></ul><ul><li>Plan a response to each risk: </li></ul><ul><li>- Avoidance </li></ul><ul><li>- Minimisation </li></ul><ul><li>- Acceptance </li></ul><ul><li>Clarify who is responsible for each risk </li></ul><ul><li>Monitor risks on weekly basis </li></ul>
    14. 14. <ul><li>Brainstorming </li></ul>
    15. 16. <ul><li>Project Change Management </li></ul>
    16. 17. Scope Cost Time
    17. 18. <ul><li>Change Management (Change control) </li></ul><ul><li>Establish a process </li></ul><ul><li>Impact Analysis </li></ul><ul><li>Change Request Form </li></ul><ul><li>Change Control Board </li></ul>
    18. 19. <ul><li>Stakeholders </li></ul>
    19. 20. <ul><li>Managing Stakeholders </li></ul><ul><li>Identify who the stakeholders are </li></ul><ul><li>View project from their perspective </li></ul><ul><li>Ways to Influence </li></ul>
    20. 21. High Low High Concern Importance (or power) Interest level Based on Jaap Schekkerman Power vs. Interest Keep Informed Monitor (Minimum Effort) Manage Closely Keep Satisfied
    21. 22. <ul><li>Communication </li></ul>
    22. 23. <ul><li>Project Post-Mortem </li></ul>
    23. 24. <ul><li>Key Questions </li></ul><ul><li>What went well </li></ul><ul><li>What did we struggle with? </li></ul><ul><li>What should we do differently? </li></ul>
    24. 25. <ul><li>Leads by example </li></ul><ul><li>Good Business Perspective </li></ul><ul><li>Effective Time Management </li></ul><ul><li>Initiates contact with key players Visionaries </li></ul><ul><li>Anticipates potential problems Systems Thinker </li></ul><ul><li>Technically competent Proactive Provides encouragement </li></ul><ul><li>Skilled Politician Good communicator </li></ul><ul><li>Good motivator Optimist </li></ul><ul><li>Resolves Conflicts </li></ul>What are the characteristics of an effective project manager?

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