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Effective Project Management Barbara Stone
Effective Project Management Barbara Stone
Effective Project Management Barbara Stone
Effective Project Management Barbara Stone
Effective Project Management Barbara Stone
Effective Project Management Barbara Stone
Effective Project Management Barbara Stone
Effective Project Management Barbara Stone
Effective Project Management Barbara Stone
Effective Project Management Barbara Stone
Effective Project Management Barbara Stone
Effective Project Management Barbara Stone
Effective Project Management Barbara Stone
Effective Project Management Barbara Stone
Effective Project Management Barbara Stone
Effective Project Management Barbara Stone
Effective Project Management Barbara Stone
Effective Project Management Barbara Stone
Effective Project Management Barbara Stone
Effective Project Management Barbara Stone
Effective Project Management Barbara Stone
Effective Project Management Barbara Stone
Effective Project Management Barbara Stone
Effective Project Management Barbara Stone
Effective Project Management Barbara Stone
Effective Project Management Barbara Stone
Effective Project Management Barbara Stone
Effective Project Management Barbara Stone
Effective Project Management Barbara Stone
Effective Project Management Barbara Stone
Effective Project Management Barbara Stone
Effective Project Management Barbara Stone
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Effective Project Management Barbara Stone

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  • Jodie & Barbara
  • Jodie
  • Barbara
  • Barbara
  • Barbara Its neutral in its approach and won’t bias project managers against their future employer’s customized methodology Its not too detailed or PMI-centric, but it does use most of the PMI vocabulary and covers the basics. 5 Dysfunctions Two of the biggest problems for project managers are: Not being informed of a problem that one or more members of the team have already identified but not shared Team members are not committed to the same approach or the same objective
  • Barbara Templates http://office.microsoft.com/en-us/results.aspx?Scope=TC&Query=charter Discussion of initiation http://office.microsoft.com/en-us/FX011429671033.aspx Gantthead Templates http://www.gantthead.com/searchResult.cfm Discussions http://www.gantthead.com/searchResult.cfm
  • Jodie
  • Jodie
  • Jodie
  • Jodie Do we need this slide here? I like what it says but it’s not so good with the flow…
  • Barbara
  • Barbara
  • Barbara
  • Barbara
  • Barbara
  • Barbara
  • Barbara
  • Barbara
  • Barbara
  • Barbara
  • Jodie
  • Jodie
  • Jodie These ways of group behavior are the team culture
  • Jodie
  • Jodie
  • Jodie
  • Transcript

    • 1. Effective Project Management Barbara Stone & Jodie Mathies August 30, 2007
    • 2. Agenda <ul><li>Intro to class </li></ul><ul><li>Intro to Project Management </li></ul><ul><ul><li>Projects vs. Operations </li></ul></ul><ul><ul><li>Success vs. Failure </li></ul></ul><ul><li>Building a Team </li></ul>
    • 3. a little about us….. Barbara Stone Jodie Mathies
    • 4. a little about you… <ul><li>Name </li></ul><ul><li>Program and year </li></ul><ul><li>Any Project or Project Management background? </li></ul><ul><li>Hopes for this class? </li></ul>
    • 5. Course objectives <ul><li>Successful project management through team building, scope containment, careful planning & controlling </li></ul><ul><li>When managing projects, you will be able to: </li></ul><ul><li>Build a team that has the right skill & personality combination to be successful and use communication & vision to stay cohesive </li></ul><ul><li>Create charters that comprehensively represent requirements and deliver ROI </li></ul><ul><li>Customize lifecycle to efficiently deliver product/service </li></ul><ul><li>Estimate duration and cost of project activities </li></ul><ul><li>Control project through critical path </li></ul><ul><li>Create practical success metrics </li></ul><ul><li>Report and present to sponsors and customers </li></ul><ul><li>Know when you’re in trouble & what to do about it </li></ul><ul><li>Use of Retrospectives for quality planning </li></ul>
    • 6. Methodology <ul><li>Review our projects and yours in class </li></ul><ul><li>Case study </li></ul><ul><li>Practical application leads to mastery </li></ul><ul><li>Tool review throughout course </li></ul><ul><li>Develop portfolio of examples & templates </li></ul>
    • 7. Required reading - books <ul><li>Effective Project Management: Traditional, Adaptive, Extreme – this is a basic overview of methodology </li></ul><ul><li>The Five Dysfunctions of a Team – every project represents a new project team </li></ul><ul><li>Supplemental reading will be provided </li></ul>
    • 8. Other resources <ul><li>Microsoft </li></ul><ul><ul><li>Templates </li></ul></ul><ul><ul><li>Discussions </li></ul></ul><ul><li>Gantt Head </li></ul><ul><ul><li>Templates </li></ul></ul><ul><ul><li>Discussions </li></ul></ul>Jodie and Barbara will maintain a reference site for additional reading and discussion
    • 9. How will the class be graded? <ul><li>5 0% Assignments – professionalism part of grade </li></ul><ul><li>30% Class attendance and participation and quizzes, (including oral presentations) </li></ul><ul><li>20% Presentations </li></ul><ul><li>Assignments are Project documents – not the deliverables of the project </li></ul><ul><li>No final or mid-term exam, but the last written assignment is significant: a comprehensive review of project </li></ul>
    • 10. Participation <ul><li>No laptops except as needed to complete in class exercises </li></ul><ul><li>Listen to your ‘colleagues’ as well as the lecturers </li></ul>
    • 11. You will need a project <ul><li>Characteristics of a project: </li></ul><ul><li>Limited time frame (has an END), measurable goals, etc </li></ul><ul><li>What qualifies for a Class project ? </li></ul><ul><li>Effort for another class: research, SW application </li></ul><ul><li>Effort for a job, volunteer position or home </li></ul><ul><li>You are the Project Manager; you do not have to build the product </li></ul>
    • 12. How will you create the project documents? <ul><li>Two kinds of document Tools: </li></ul><ul><li>Word Processing : Charter, Requirements, Communication plan, etc </li></ul><ul><li>Task organization and schedule : WBS, critical path, Gantt </li></ul><ul><li>We do not believe any specific tool is appropriate for all projects, but think a grounding in MS Project will probably be useful to you in the future </li></ul>
    • 13. Document templates <ul><li>We will be showing multiple examples of each document we assign or talk about </li></ul><ul><li>Some companies require rigid adherence to lifecycle and templates, others allow more flexibility. </li></ul><ul><li>In grading your assignments for this class we will be looking for: </li></ul><ul><li>a version of the assigned document that works for your project </li></ul><ul><li>an explanation of your thought process </li></ul>
    • 14. Professionalism <ul><li>Writing </li></ul><ul><ul><li>1 st page executive summary </li></ul></ul><ul><ul><li>2 copies </li></ul></ul><ul><ul><li>????? </li></ul></ul><ul><li>Presenting </li></ul><ul><ul><li>Represent entire team & project – not about you </li></ul></ul><ul><ul><li>????? </li></ul></ul>
    • 15. Intro to projects
    • 16. It’s all either ‘Projects’ or ‘Operations’ <ul><li>Projects </li></ul><ul><li>Temporary: Has a definite beginning and end </li></ul><ul><li>Produces a unique output or deliverable </li></ul><ul><li>Has no predefined work assignments </li></ul><ul><li>Operations </li></ul><ul><li>Ongoing: Same process is repeated over & over </li></ul><ul><li>Produces the same output each time </li></ul><ul><li>Has predefined work assignments </li></ul>
    • 17. Why project management? <ul><li>You will be working in the context of projects </li></ul><ul><li>Even if you are not in the Project Manager role, your knowledge of project management will help </li></ul>
    • 18. What makes a successful project? <ul><li>On time? </li></ul><ul><li>On budget? </li></ul><ul><li>Met requirements? </li></ul><ul><li>Supports greater organizational goals? </li></ul><ul><li>Harmonious team? </li></ul><ul><li>Food? </li></ul>
    • 19. And yet… <ul><li>26% of IT projects deliver on time, on budget with the original feature set </li></ul><ul><li>A couple of examples of failure: </li></ul>
    • 20.  
    • 21.  
    • 22. ‘Wrong Elephant’… <ul><li>Lack of shared vision between the sponsors / stakeholders and rest of project team </li></ul><ul><li>SOLUTION </li></ul><ul><li>Charter, scope statement, analysis </li></ul>
    • 23. Why projects fail <ul><li>Lack of Sponsorship </li></ul><ul><ul><li>Communication Plan </li></ul></ul><ul><li>‘Pet’ Project </li></ul><ul><ul><li>Careful scope definition & lifecycle modification </li></ul></ul><ul><li>Operational Failure </li></ul><ul><ul><li>Training & Documentation </li></ul></ul>
    • 24. Personal failure <ul><li>Failed leadership </li></ul><ul><li>Pyrrhic victories </li></ul><ul><li>Wrong project or wrong time </li></ul><ul><li>Solution </li></ul><ul><ul><li>Communication plan </li></ul></ul><ul><ul><li>Team building </li></ul></ul>
    • 25. #1 Solution - Question everything <ul><li>“We are all ignorant but about different things” – Will Rogers </li></ul><ul><li>“Explain it to me as if I were a 3-year old” – Denzel Washington in Philadelphia </li></ul>
    • 26. Break-out exercise
    • 27. Building a Project Team <ul><li>Project Manager(s) </li></ul><ul><ul><li>Single </li></ul></ul><ul><ul><li>Program Manager, with subprojects which have their own Project Manager(s) </li></ul></ul><ul><li>Core Team </li></ul><ul><ul><li>Team that builds the ‘product’ of the project </li></ul></ul><ul><ul><li>‘ Business’ representatives </li></ul></ul>
    • 28. ‘ Team’ Operations <ul><li>What are the activities in which the team interacts that need ‘operating rules’? </li></ul>
    • 29. ‘ Team’ Operations <ul><li>What are the activities in which the team interacts that need ‘operating rules’? </li></ul><ul><li>Problem solving </li></ul><ul><li>Decision making </li></ul><ul><li>Conflict resolution </li></ul><ul><li>Consensus building </li></ul><ul><li>Brainstorming </li></ul><ul><li>Team meetings </li></ul>
    • 30. Project Management is Leadership <ul><li>What are you leading? Your team. </li></ul><ul><li>Your top goal is achievement of project objectives…… </li></ul><ul><li>but what good is that if no one wants to work with you (or each other) ever again? </li></ul>
    • 31. Leadership and emotions <ul><li>‘ You are our boss here and a damn good one. We are all falling over each other to do the things you want us to do. Do you think that is because you have authority over us?’ </li></ul><ul><li>‘ Isn’t it?’ </li></ul><ul><li>‘ No. Wake up, dummy. Your power comes from something else entirely.’ </li></ul><ul><li>‘ You’re saying, people do what I want because they like me?’ </li></ul><ul><li>It’s not because they like you . It’s because you like them .’ </li></ul><ul><li>From The Deadline , by Tom DeMarco </li></ul>
    • 32. Leadership and emotions <ul><li>You like and respect people who work for you </li></ul><ul><li>You care about them </li></ul><ul><li>Their problems are your problems; their concerns are yours </li></ul><ul><li>You give trust before a person has really demonstrated trustworthiness </li></ul><ul><li>From The Deadline , by Tom DeMarco </li></ul>

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