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6a - Project Managem..

6a - Project Managem..






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    6a - Project Managem.. 6a - Project Managem.. Presentation Transcript

    • Project Management (Part 1) By Bob Larson
    • Overview
      • Project management:
        • Critical support discipline
        • Prominent in inception phase
        • Include monitoring and controlling projects
      • Projects constrained by:
        • Schedule
        • Resources
      • Project risks
    • What is Project Management?
      • Project management involves the defining, planning and executing of the tasks that must be completed to reach your goal
      • The Project Management Institute (PMI) defines project management as:
        • ". . .The art of directing and coordinating human and material resources throughout the life of a project by using modern management techniques to achieve predetermined objectives of scope, cost, time, quality, and participant satisfaction."
    • What is a Project?
      • A one-time set of non-routine tasks performed in a specific sequence leading to a desired outcome
      • It has a distinct start and finish date
      • It uses a limited set of resources
      • It involves the time of one or many people to manage and accomplish the objectives
      • Often includes various phase completion checkpoints and milestone dates prior to project closure
    • Why Project Management Needed
      • Project management is a total quality method that enables a project team to do the right things the right way at the right time to achieve full customer satisfaction in your projects
      • Customers expectations:
        • Successful results
        • On time completion
        • Finished within budget
        • A product quality that meets their needs
      • Management expectations:
        • Consistent performance
        • Repeatable results
        • Measurable activities
        • Customer satisfaction
    • Project Intensity
      • Project management intensity has to fit the project
      • This intensity varies by the project variables of:
        • Size – large dollars/hours vs. limited
        • Time to accomplish – months/years vs. days/weeks
        • Complexity of effort – many activities/tasks vs. a few
        • Technology complexity – new development vs. off-the-shelf
        • Risk of failure – new technology vs. like-replacement
        • Visibility of results – strategic project vs. improvement project, etc.
        • Involvement across organizational or functional structure – across units/groups/businesses vs. within a unit
    • Project Tools
      • Project management software
        • Like Microsoft Project
        • Speeds up the process and accuracy
        • Only as good as the effort you put into it
      • Templates for project forms
        • Available on the Internet
      • Project notebooks
        • Goal is to keep all project info handy in one place
        • 3-ring binder(s) with tab dividers
        • Can be put on the computer
    • Microsoft Project
    • How Does MS Project Add Value?
      • Requiring a disciplined approach
      • Determining a realistic schedule
      • Improving communications
      • Performing a "what if" analysis
      • Maintaining the data
    • Project Management and UP
    • Project Life Cycle
      • Initiation phase
      • Planning phase
      • Executing phase
      • Controlling phase
      • Closing phase
    • Initiation Phase
      • Defining the major project goals
      • Determine project selection criteria
      • Assigning the project manager
      • Write the project charter
      • Obtain sign-off of the project charter
    • Planning Phase
      • Determine project deliverables
      • Write and publish the scope statement
      • Establish a project budget
      • Define project activities and estimates
      • Develop a schedule
      • Determine any special skills required
    • Executing Phase
      • Develop and forming the project team
      • Direct the project team
      • Secure other project resources
      • Conduct status review meetings
      • Communicate project information
      • Manage project progress
      • Implement quality assurance procedures
    • Controlling Phase
      • Measure performance against the plan
      • Taking corrective action when tasks slip
      • Evaluate corrective actions
      • Ensure the project progress continues according to the plan
      • Review and implement change requests
    • Closing Phase
      • Obtain acceptance of project deliverables
      • Document lessons learned
      • Archive project records
      • Formalize the project closure
      • Release project resources
    • System Scope vs. Project Scope
    • Project Success Factors
      • Projects tend to be wide ranging
        • Simple Web sites
        • Implementation of real-time business applications
      • Issues complicating project management
        • Sophisticated business needs
        • Changing technology
        • Integrating OS, support programs, and new systems
      • Project success rate very low
        • 28 percent as of 2000
    • Project Elements
      • Project manager
      • Project team
      • Project stakeholders
      • Project charter
      • Project Work breakdown structure
      • Project Schedule
    • Role of the Project Manager
      • Coordinates project development
      • Develops detailed plan at project inception
        • Activities that must take place
        • The deliverables that must be produced
        • Resources needed
      • Accountable for success or failure
      • Has both internal and external responsibilities
      • Many career paths lead to project management
    • Project Manager Required Skills
      • Strong written and oral communication skills
      • Organizational skills
      • General management skills
        • Budgeting skills
        • Team building skills
        • Negotiation skills
        • Problem resolution skills
        • People skills
      • Skills “mile wide and an inch deep”
    • Project Management Knowledge
      • Project Management Institute (PMI)
        • Promotes project management
        • Provides extensive support material and training
        • Defines specialist’s body of knowledge (BOK)
          • Organized into nine knowledge areas
        • http://www.pmi.org
      • Industry Certifications
        • Project Management Professional (PMP ® )
        • Certified Associate in Project Management (CAPM ® )
        • CompTIA’s Project+
    • Project Mgmt at the Inception Phase
      • Inception phase five objectives
        • Identify the business need for the project
        • Establish the vision for the solution
        • Identify scope of the new system and the project
        • Develop preliminary schedules and cost estimates
        • Develop the business case for the project
      • Select and develop project team
    • Effective Project Team Attributes
      • Good conflict resolution
      • Enthusiastic commitment to the project
      • Dedicated to project and team members
      • Creative problem solving
      • High job satisfaction
      • Members have a sense of belonging
      • Effective communication
      • Decisions made jointly after open discussion
    • Team Warning Signs
      • Status meetings evolve into gripe sessions
      • Members lack motivation (apathetic)
      • Members find the project non-satisfying
      • Poor communications
      • Lack of respect for one another
      • Lack of respect for the project manager
      • Note: Poor attitude is like a cold, it tends to spread. You will want to address it before everyone succumbs.
    • Project Stakeholders
      • People with vested interest in the project
        • Project manager
        • Customer
        • Project team
        • Project sponsor
        • Suppliers and/or contractors
      • Balancing act
        • Often competition for resources
        • Not all stakeholders may support the project
          • Requires open communications
          • Try to minimize negative impact on project
    • Sample Stakeholder Analysis
    • Project Charter
      • Official kickoff document
      • Gives the PM authority to proceed
      • Acknowledges the project should proceed
      • Commits resources to the project
      • Ensures everyone is on the same page
      • Provides overview of the project and its goals
      • Typically a document from project sponsor
        • Project manager may have to produce
    • Project Charter Elements
      • Project description
      • Strategic plan
      • Project overview
      • Project objectives
      • Business justification
      • Resource and cost estimates
      • Roles and responsibilities
      • Sign-offs
      • Attachments
    • Fin…