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Project Sample

Project Sample

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Project Sample Presentation Transcript

  • 1. Project Management Superfactory Excellence Program™ www.superfactory.com
  • 2. Outline
    • PM in today’s environment
      • rapid change
      • BPR
    • The project plan
    • Management & communications
    • Organizational, people, political issues
    • Stakeholders
    • Tools & methodologies
  • 3. Three Disciplines
  • 4. Why Projects Succeed
    • User involvement
    • Exec management support
      • unequivocal sponsorship
    • Clear understanding & statement
    • of requirements
    • Effective planning
    • Realistic expectations
    • Standish Group survey of IT execs
  • 5. Customers = Needs/Requirements
    • Needs analyst traits:
      • strong ability to deal with customers
      • political skills
      • technically competent
      • open-minded & imaginative
      • high tolerance for ambiguity
      • articulate
    • Technicians tend to produce Mercedes not the Hyundai that = s wanted
  • 6. Attaining Political Credibility
    • Establish mission
      • what products/services we provide
    • Identify customers
      • functional (direct)
      • political (indirect)
    • Survey customers
      • what expectations/perceptions exist?
      • criteria for measuring them?
      • triggers for them?
  • 7. Sources of Project Risk
    • General sources
    • environmental (largely uncontrollable)
      • external, e.g. government regulations
      • internal, e.g. new division VP
    • technical
    • market
    • financial
    • people
  • 8. Realistic Estimating
    • Lots of reasons for poor estimates
      • inexperience, technical problems, changes optimists, low-balling, politics
    • Bottom-up cost estimating
      • rollup the WBS packages
    • Top-down or Parametric estimating
      • from experience to complex models
  • 9. Configuration Management (CM)
    • Resist change via bureaucracy
    • Change control via CM
      • Rigorously screen changes
        • formal process for assessing merit
        • major or minor impact?
        • if major goes to Change Control Board (CCB)
      • document changes
      • update baseline
  • 10. Earned Value Approach
    • Developed in 1960s for large defense projects; now used in smaller projects
    • 50-50 rule assumes task 50% complete when started, 100% when completed
    • Compare earned value to planned costs
    • Collecting data
      • large projects employ cost account managers
      • for smaller projects, use 50-50 rule, take advantage of milestones, or can guess using experience
    • Limitations of earned value
      • availability of accurate, timely data
      • educational; need organizational understanding
  • 11. Post-Implementation Audit
    • Evaluate project’s achievements against plan
      • budget, deadlines, specifications, quality of deliverables, client satisfaction
    • Six questions:
      • Project goal achieved?
      • On time, within budget & per specs?
      • Client (stakeholder) satisfied?
      • Business value realized?
      • PM lessons learned?
      • What worked, what didn’t?