Project Management Concepts - Part 1
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Project Management Concepts - Part 1

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Project Management Concepts - Part 1 Project Management Concepts - Part 1 Presentation Transcript

  • Minnesota Chapter of the Project Management Institute Project Management Concepts Part I
  • Agenda
    • What is Project Management?
    • Why should I care?
    • What makes projects successful?
    • What is done in project management?
    • What are some of the tools I can use?
    • Where do I get some information and help?
  • What is a Project?
    • Definition:
    • A temporary endeavor under-taken
    • to create a unique product or service
    • Source:PMI Guide to Project Management Body of Knowledge, 2000
  • What is a Project Management?
    • Definition:
    • The application of knowledge, skills, tools and techniques to project activities in order to meet or exceed stakeholders needs and expectations for the project
    • Source:PMI Guide to Project Management Body of Knowledge, 2000
  • Benefits of Project Management
    • Better use of people resources
    • Avoids the “infinite resources” myth
    • Basis for prioritization
    • Focus efforts for specific results
    • Understanding of project scope
    • Communication among stakeholders
    • Consistent methods for tracking results
    • Defines what “done” really means
    • Typical Comment : This is great, but it does not apply to us. We are a nonprofit organization.
    • Answer: When you look around you will find that you are doing projects although you may not be calling them that. The question is whether you are applying the appropriate amount of discipline to projects you are already doing.
  • Benefits to Organization
    • Organizational focus – strategy turned into action
    • Prioritization – staff knows what is important
    • Visibility – manager can see where things are
    • Better resource use – less wasted effort and time
    • Process improvement – great application of PM
    • Improved communication – defined approaches/tools
    • Measurable results – quantifiable objectives
    • Documentation available – avoids lost knowledge
  • Why are Project Successful?
    • Top 10 Reasons per Standish Report:
      • User involvement
      • Executive management support
      • Clear statement of requirements
      • Proper planning
      • Realistic expectations
    • Top 10 Reasons (continued):
      • Smaller project milestones
      • Competent staff
      • Ownership
      • Clear vision & objectives
      • Hard-working, focused staff
    Why are Project Successful?
  • What Else?
    • Strong and supportive project sponsorship
    • Strategic prioritization of projects
    • “Culture” of disciplined project management
    • Effective project leadership
    • Common commitment to goals
    • Balance: human, technical and business aspects
    • Rewards and recognition system aligned
    • Project Management
    • Roles and Responsibilities
  • The Team Sponsor
    • Highly placed person – good credibility
    • Knows organization’s culture
    • Trusted as a counselor and coach
    • Member of top management, if possible
    • Able to remove roadblocks
    • Logical choice for this project – interested and committed
  • Team Leader Role
    • Clarify project objectives and priorities
    • Maintain focus on key issues
    • Coordinate activities with functional managers
    • Lead project team meetings
    • Help team deal with change – team maintenance
    • Reflect changes in project plan
    • Resolve conflicts and remove barriers
    • Report project status to management
  • Functional Manager Role
    • Maintain quality and philosophy for functional organization
    • Assist team member in task definition and planning their completion
    • Provide resources to support project schedule
    • Support team Leader
  • Team Member Role
    • Represent functional department on team
    • Represent team to functional department
    • Develop tasks for their function and obtain agreement
    • Complete tasks within schedule and budget
    • Communicate progress, potential problems and risks to supervisor and project lead
  • Project Charter
    • Written document containing the “contract terms” between the sponsor and the project manager
    • Provides the background, objective and general boundaries for the project
    • Ensures scope and expected outcomes are understood by both parties
    • Should be concise (5 – 6 pages)
  • Why Do a Project Charter?
    • Forces disciplined thought on front end
    • Forces good communication – no surprises at end – for customer team
    • Provides guidance for team selection and structure
    • Eliminates false starts and frustration
    • Defines the end point – no “endless projects”
  • Project Charter Questions?
    • What are we supposed to do? By when?
    • What resources are required?
    • How are we supposed to do it?
    • Why is it worth my time?
    • Who cares?
    • What led up to this project?
    • How do we know if we have succeeded?
  • Typical Project Charter Content
    • Background Information
    • Business context
    • Sponsor, Stakeholders, Customers
    • Objectives
    • Scope
    • Schedule Milestones
    • Resources
    • Deliverables
    • Communications
    • Risks, Assumptions, Issues
    • External Dependencies
  • Sometimes You May Also See:
    • Overall Goals
    • Critical Success Measure
    • Functional Requirements
    • Performance Requirements
    • Support Requirements
    • Process Guidelines
    • Quality Guidelines
    • Governance/Decision Making Process
    • People Change Management Strategy
    • Project Approach
  • Charter Exercise
    • Create a mini-charter for your day here at the conference: Technology Conference
      • What is a good name for your project?
      • Who is your project sponsor?
      • What is your objective for being here?
      • What do you expect to do here to meet your objectives?
      • What do you expect others to do for you?
  • Project Mini-Charter
  • Other Project Management Tools
    • Work Breakdown Structure (WBS)
    • Network Diagram (sometimes called PERT)
    • Gantt Chart (sometimes called Bar Chart)
  • WBS Example
  • Network Diagram
  • Bar Chart
  • The Organization Behind the Profession
    • Project Management Institute (PMI ®)
    • Not-for-profit professional association
    • Established 1969
    • Over 90,000 members in 120 countries
    • 200+ chartered chapters
    • 36+ chartered Specific Interest Groups (more pending)
  • PMI Advances the PM profession by:
    • Maintaining project management standards and PM certification
    • Facilitating project management education
    • Advancing the state-of-the-art PM research
    • Serving as a repository for PM information
    • Acting as an information distribution forum
    • Establishing a code of ethics for practitioners
  • PMI Minnesota Chapter
    • Minnesota membership exceeds 2000
    • Minnesota chapter in top 10 worldwide
    • Minnesota chapter is one of the most active chapters in the country
    • Winners of the following national 2001 awards:
      • Chapter of the Year Award (5+)
      • Chapter Sponsor/Mentor Award
      • Chapter Sustained Superior Performance Award
      • Chapter Professional Development Award for Exceptional Activities
  • Community Project Coaching
    • Program Objective:
    • Provide PMI-MN members with opportunities to serve the community by coaching project managers of local community organizations
    • “ give something back”
  • Coaching Not Leading
    • Volunteers in the program assist the project manager(s) for the non-profit community organization
    • Project managers of the non-profit community organization lead and manage the project
  • Community Project Guidelines
    • Short duration projects (< 6 months)
    • Project related to organization’s purpose
    • Clearly identified project participants (e.g. sponsors, project manager(s), etc…)
    • CPC services should not complete against providers of for-profit project management services
  • How do I Get Coaching Help?
    • Contact Management Assistance Program for Nonprofits (MAP)
    • Amy Wagner
    • 651-632-7237
    • [email_address]
  • Summary
    • Project management can improve the overall management of an organization
    • PMI is the world organization behind PM
    • The MAP/PMI Minnesota Community Project Coaching Program is one way you can get some help
  • PM References on the Web
    • Project Management Institute (PMI) – Project Management Body of Knowledge (PMBOK)
      • National: www.pmi.org
      • Minnesota Chapter: www.pmi-mn.org
    • The Project Management Forum: www.pmforum.com
    • International Project Management Association: www.ipma.ch
    • The Project Management Center: www.infogoal.com
    • Project-Manager: www.project-manager.com
    • www.projectconnections.com
    • www.gantthead.com
    • Software Program Managers Network: www.spmn.com
    • Risk Management Internet Services: www.rmis.com
    • www.riskworld.com/websites
    • www.riskreports.com
    • Software Engineering Institute (SEI) – Carnegie Mellon University
    • Capability Maturity Model (CMM): www.sei.cmu.edu
    • IEEE Computer Society: www.computer.org
  • Some Good PM Books
    • Getting the Job Done! – W. Alan Randolph and Barry Z. Posner
    • Project Management As If People Mattered – Robert J. Graham
    • The People Side of Project Management – Ralph L. Kliem and Irwin S. Ludin
    • Enlightened Leadership – Ed Oakley and Doug Krug
    • Team Talk – Anne Donnellon
    • Teamwork – Carl Larson and Frank LaFasto
    • Creating an Environment for Successful Projects - Randall England and Robert J. Graham
    • Information Technology Project Management – Kathy Schwalbe
    • A Guide to the Project Management Body of Knowledge – Project Management Standards Committee – 2000 Edition
  • Minnesota Chapter of the Project Management Institute Thank You! Chapter That Cares