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What you absolutely need to

What you absolutely need to
know in order to run successful project

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Intro2 Pm Intro2 Pm Presentation Transcript

  • Unlock Your Project-PotentialIntroductionto Project Management What you absolutely need to All right reserved - b.genotte@mypc-academy.com know in order to run successful project Baudouin Genotte, PMP
  • Unlock Your Project-Potential Objectives Provide an overview of how a project can be performed in a professional way using a industry recognized All right reserved - b.genotte@mypc-academy.com methodologies Explain the value of performing projects this way Introduction to Project Management 3
  • Unlock Your Project-Potential Agenda The broad context of projects The project context All right reserved - b.genotte@mypc-academy.com Project management methodologies The project manager survival kit Exercise Introduction to Project Management 4
  • Unlock Your Project-Potential All right reserved - b.genotte@mypc-academy.comTHE BROAD CONTEXT OF PROJECTS Introduction to Project Management 5
  • Unlock Your Project-PotentialThe Organizational Context of PortfolioManagement All right reserved - b.genotte@mypc-academy.com The Standard for Portfolio Management – 2nd Edition page 9 Introduction to Project Management 6
  • Unlock Your Project-Potential Portfolio Management Life Cycle CREATE SELECT PLAN MANAGE New Organization Resource Strategy All right reserved - b.genotte@mypc-academy.comProjects / Ideas Strategy Constraints Execution Portfolio Portfolio Portfolio Value Prioritization Planning Delivery Assessment & & & Selection Scheduling Execution Status from Project Review DependenciesActive Projects Teams Schedule Constraints RE-ASSESS Introduction to Project Management 7
  • Unlock Your Project-Potential Project Management Office(s) All right reserved - b.genotte@mypc-academy.com «A Project Management Office is an organizational body or entity that has various responsibilities related to thecentralized and coordinated management of the projects under its domain» Introduction to Project Management 8
  • Unlock Your Project-Potential All right reserved - b.genotte@mypc-academy.comTHE PROJECT CONTEXT Introduction to Project Management 9
  • Unlock Your Project-Potential What is a Project ? A project is A project is a temporarya temporary endeavor organization that is All right reserved - b.genotte@mypc-academy.comundertaken to create a created for the unique purpose of delivering product, service, or one or more business result. products according to an agreed Business Case Introduction to Project Management 10
  • Unlock Your Project-Potential Project PhasesIdea All right reserved - b.genotte@mypc-academy.comProblemOpportunity Inputs Project Management Team Phases Initial Plan) Intermediate(s) Closing Project Charter Plan Acceptance Management Scope Baseline Approval Outputs Statement Progress Closure WBS Project Product Deliverables Service Result Introduction to Project Management 11
  • Unlock Your Project-Potential Project Life Cycle All right reserved - b.genotte@mypc-academy.comA collection of generally sequential project phases whose name and number are determined by the control needs of the organization or organizations involved in the project. A life cycle can be documented with a methodology Introduction to Project Management 12
  • Unlock Your Project-Potential Project Managers Interpersonal Skills All right reserved - b.genotte@mypc-academy.com Team BuildingLeadership Motivation Management Efficient Communication Introduction to Project Management 13
  • Unlock Your Project-Potential Project Management Life Cycle MONITOR & CONTROL All right reserved - b.genotte@mypc-academy.com Project Health, Change requests, Performance Reports, Accepted Deliverables INITIATE PLAN EXECUTE CLOSE Project Project Work Final Product Service Charter, Plan Performance or result transition,Stakeholders (Communication, Scope, Information, Lessons Learned WBS, Schedule, Costs, Risks, Issues Resources, Risks) Deliverables Introduction to Project Management 14
  • Unlock Your Project-Potential All right reserved - b.genotte@mypc-academy.comPROJECT MANAGEMENTMETHODOLOGIES Introduction to Project Management 15
  • Unlock Your Project-PotentialPMBOK and PRINCE2 All right reserved - b.genotte@mypc-academy.com Introduction to Project Management 16
  • Unlock Your Project-Potential PMBOK in a nutshell 42 Processes All right reserved - b.genotte@mypc-academy.com 5 Process Groups  9 Knowledge Areas Introduction to Project Management 17
  • Unlock Your Project-Potential All right reserved - b.genotte@mypc-academy.comIntroduction to Project Management 18
  • Unlock Your Project-Potential Prince2 in a nutshell Four integrated elements Business Case  The 7 Principles All right reserved - b.genotte@mypc-academy.com Progress  The 7 Themes Organization Prince2  The 7 Processes Processes Change Quality  Tailoring Prince2 to the Project Environment Risks Plans Prince2 Themes Prince2 Principles Introduction to Project Management 19
  • Unlock Your Project-Potential Prince2 in a nutshell – The Journey Subsequent Final Initiation Pre-Project Delivery Delivery Stage Stage(s) Stage All right reserved - b.genotte@mypc-academy.comDirecting Directing a Project SU SB SB CPManaging IP CS CSDelivering MP MP SU : Starting Up a Project, DP : Directing a Project, IP : Initiating a Project, CP : Closing a Project SB : Managing a Stage Boundary, CS : Controlling a Stage, MP : Managing Product Delivery Introduction to Project Management 20
  • Unlock Your Project-Potential All right reserved - b.genotte@mypc-academy.comInitiationPlanningExecutionMonitoring and ControlClosingTHE PROJECT MANAGER SURVIVAL KIT Introduction to Project Management 21
  • Unlock Your Project-Potential All right reserved - b.genotte@mypc-academy.comThe project manager survival kitPROJECT INITIATION Introduction to Project Management 22
  • Unlock Your Project-PotentialProject CharterMandate & Commitment All right reserved - b.genotte@mypc-academy.com Introduction to Project Management 23
  • Unlock Your Project-Potential Project Charter All right reserved - b.genotte@mypc-academy.comIntroduction to Project Management 24
  • Unlock Your Project-Potential Project Stakeholders «Project stakeholders are individuals and/or All right reserved - b.genotte@mypc-academy.com organizations that areactively involved in the project, or whose interests may bepositively or negatively affected as a result of project execution or project completion» Introduction to Project Management 25
  • Unlock Your Project-Potential Stakeholder Analysis High Power •B All right reserved - b.genotte@mypc-academy.com Keep Manage Satisfied Closely •A •ELow Interest High Interest •D Monitor Keep (Minimum Informed Effort) •C Low Power Introduction to Project Management 26
  • Unlock Your Project-Potential Stakeholder Register & Mgt Strategy All right reserved - b.genotte@mypc-academy.comIntroduction to Project Management 27
  • Unlock Your Project-Potential Project Stakeholders & Communication Planning Determines the information and communication needs of the stakeholders: All right reserved - b.genotte@mypc-academy.com  who needs what information  when they will need it (frequency)  how it will be given to them, and by whom. Identifying the informational needs of the stakeholders and determining a suitable means of meeting those needs is an important factor for project success Determines the best communication method for each situation Introduction to Project Management 28
  • Unlock Your Project-Potential Communication Management Plan All right reserved - b.genotte@mypc-academy.comIntroduction to Project Management 29
  • Unlock Your Project-Potential Project versus Project Management Objectives and Success Satisfied Balancing the competing Users / Customers project constraints Scope All right reserved - b.genotte@mypc-academy.com Value &Benefits Satisfied Business Stakeholders Resources Introduction to Project Management 30
  • Unlock Your Project-Potential SMART Project Objectives All right reserved - b.genotte@mypc-academy.com Major Term Minor TermS Specific Significant, Stretching, SimpleM Measurable Meaningful, Motivational, ManageableA Agreed Appropriate, Achievable, Attainable, Assignable, Actionable, Action-orientedR Relevant Realistic, Results focused/oriented, RewardingT Time-Bound Time framed, Timeboxed, Timetabled, Trackable Introduction to Project Management 31
  • Unlock Your Project-Potential All right reserved - b.genotte@mypc-academy.comThe project manager survival kitPROJECT PLANNING Introduction to Project Management 32
  • Unlock Your Project-Potential Scope, WBS, Baseline Product scope and Project scope All right reserved - b.genotte@mypc-academy.com  Product scope : The features and functions that characterize a product, service, or result  Project scope : The work that needs to be accomplished to deliver a product, service, or result with the specified features and functions. Introduction to Project Management 33
  • Unlock Your Project-Potential WBS – Work Breakdown Structure Project All right reserved - b.genotte@mypc-academy.com Phase 1 Phase 2Deliverable Deliverable Deliverable Deliverable Deliverable 1.1 1.2 2.1 2.2 2.3 Work Package Work Package Work Package Work Package Work Package 1.1.1 1.2.1 2.1.1 2.2.1 2.3.1 Work Package Work Package Work Package Work Package Work Package 1.1.2 1.2.2 2.1.2 2.2.2 2.3.2 Work Package Work Package Work Package 1.1.3 2.1.3 2.2.3 Introduction to Project Management 34
  • Unlock Your Project-PotentialWBS & Work Package Request All right reserved - b.genotte@mypc-academy.com Description Acceptance Criteria Output Deliverable Introduction to Project Management 35
  • Unlock Your Project-Potential Scope Baseline Work Package Roles & Responsibility RACI / RASCI Dates PlannedId + Description Responsible Accountable Consulted Support Informed Start Finish Costs All right reserved - b.genotte@mypc-academy.com WP 1.1.1 WP1.1.2 …. Introduction to Project Management 36
  • Unlock Your Project-Potential Defining Responsibility with a RACI matrix A RACI matrix [which is a form of a Responsibility Assignment Matrix (RAM)] describes the participation by various roles in All right reserved - b.genotte@mypc-academy.com completing tasks or deliverables for a project or business process.  It is especially useful in clarifying roles and responsibilities in cross-functional/departmental projects and processes.  RACI is derived from the four key responsibilities : Responsible, Accountable, Consulted, Informed Introduction to Project Management 37
  • Unlock Your Project-Potential RACI RolesCode Role Description R Responsible The individual(s) who actually completes the task, the doer(s). All right reserved - b.genotte@mypc-academy.com This person is responsible for action/implementation. The responsibility can be shared. The degree of responsibility is determined by the individual with a «A» A Accountable The individual who is ultimately responsible. Includes a Yes/No authority and a Veto power. Only one « A » can be assigned to a deliverable/task In some case « A » can be combined with « R » => « A/R » C Consulted The individual(s) to be consulted prior to a final decision or action. This incorporates a two-way communication. I Informed The individual(s) who needs to be informed after a decision or action is taken. This incorporates a one-way communication. Introduction to Project Management 38
  • Unlock Your Project-Potential Rules to keep in mind when creating a RACI matrix Only have one Accountable person.  More than one and the task may not get done due to confusion All right reserved - b.genotte@mypc-academy.com Try to limit the number of Responsible persons in a row to one  More than this and there will likely be duplication of work A Responsible person and an Accountable person must be assigned to every row  Must be assigned to persons with lowest ranks To avoid any confusion as to who is doing what, you should have just one role assigned to a given person for each task in the matrix.  One exception is that sometimes the Accountable person may also be the Responsible person. Introduction to Project Management 39
  • Unlock Your Project-Potential High Level Responsibility per WP Work Package Roles & Responsibility RACI / RASCI Dates PlannedId + Description Responsible Accountable Consulted Support Informed Start Finish Costs All right reserved - b.genotte@mypc-academy.com WP 1.1.1 WP1.1.2 …. Introduction to Project Management 40
  • Unlock Your Project-PotentialSchedule Definition Steps All right reserved - b.genotte@mypc-academy.com Define Sequence Develop Activities Activities Schedule Estimate Activity Estimate Duration Activity Resources Introduction to Project Management 41
  • Unlock Your Project-Potential Realistic ScheduleDon’t plan to fail from the work? start!  Do you have a commitment All right reserved - b.genotte@mypc-academy.com for the resource utilization? Accurate estimates  From the person who will do  Avoid domino effect the work  Build buffer into your plan Consider the real resource  Don’t disclose these buffers availability (Student syndrome)  Full time is less than 100%  Consider things beyond  No over-allocated resources the control of the project  Do have critical resources?  External constraints Can you transfer part of their Introduction to Project Management 42
  • Unlock Your Project-Potential Schedule Baseline Work Package Roles & Responsibility RACI / RASCI Dates PlannedId + Description Responsible Accountable Consulted Support Informed Start Finish Costs All right reserved - b.genotte@mypc-academy.com WP 1.1.1 WP1.1.2 …. Introduction to Project Management 43
  • Unlock Your Project-Potential Cost Estimation All right reserved - b.genotte@mypc-academy.com@ WP level Cost Baseline S-Curve Introduction to Project Management 44
  • Unlock Your Project-Potential Cost Baseline Work Package Roles & Responsibility RACI / RASCI Dates PlannedId + Description Responsible Accountable Consulted Support Informed Start Finish Costs All right reserved - b.genotte@mypc-academy.com WP 1.1.1 WP1.1.2 …. Introduction to Project Management 45
  • Unlock Your Project-Potential All right reserved - b.genotte@mypc-academy.comRefer to your textbook for more informationEXERCISE Introduction to Project Management 46
  • Unlock Your Project-Potential All right reserved - b.genotte@mypc-academy.comThe project manager survival kitPROJECT EXECUTION Introduction to Project Management 47
  • Unlock Your Project-Potential Project Execution Planning is about  Execution is about All right reserved - b.genotte@mypc-academy.com PLAN THE WORK WORK THE PLAN Introduction to Project Management 48
  • Unlock Your Project-Potential The Tuckman Model Five Stages of Team Building Storming All right reserved - b.genotte@mypc-academy.com Norming Forming Conflict  Performing Adjourning Project Life Cycle  Team Guarded Confront Resolve Trust Regrets Direction High High Less Self HighPM Support High High Less High Introduction to Project Management 49
  • Unlock Your Project-Potential All right reserved - b.genotte@mypc-academy.comThe project manager survival kitPROJECT MONITORING &CONTROLLING Introduction to Project Management 50
  • Unlock Your Project-Potential Project Monitoring & Controlling in a nutshell Options Corrective Plan Evaluation actions All right reserved - b.genotte@mypc-academy.comExecution Root Cause Acceptable Analysis Variances? No Yes Doc Lessons Results Learned No AcceptableAnalyze Monitor Variances? Yes Introduction to Project Management 51
  • Unlock Your Project-Potential Project Monitoring & Controlling Measuring Progress & Forecasting Future Plan of a resource working full time Past Future All right reserved - b.genotte@mypc-academy.comBaseline Man Days 10 md 30 md 20 md 33% Reporting Worked 8 md Another 24 md to complete the delivery 27% 25% Reality 4 md 4 md 4 md 4 md 4 md 4 md 4 md 4 md Full Time is 80% Initial baseline duration of 6 weeks in this case becomes actually a duration of 8 weeks Start Date Status Date Finish Date Work : 30 to 32 Man Days = + 2 Man Days Duration : 6 to 8 weeks = + 2 weeks Introduction to Project Management 52
  • Unlock Your Project-PotentialEarned Value Management All right reserved - b.genotte@mypc-academy.com BAC PV EV AC Introduction to Project Management 53
  • Unlock Your Project-Potential Earned Value Management & Management by Exception  Typical management tolerances for CPI and SPI are Danger Zone All right reserved - b.genotte@mypc-academy.com  Index within 1 +/- 0,05 1,10  Index above 1 +/- 0,05 andTime Performance Assess and Adjust within 1 +/- 0,10 1,05 OK  Index above 1 +/- 0,10 1,00 Zone  Index trending slowly in either +/- 0,05 direction 0,95  Assess and Adjust +/- 0,10 0,90  Index trending rapidly in Assess & Take either direction Corrective Actions  Assess & Take Corrective Actions 0,90 0,95 1,00 1,05 1,10 Cost Performance Introduction to Project Management 54
  • Unlock Your Project-Potential Performance Report All right reserved - b.genotte@mypc-academy.comIntroduction to Project Management 55
  • Unlock Your Project-Potential Integrated Change Control Lack of Change  Real request for change, Management is the first  Corrective action, All right reserved - b.genotte@mypc-academy.com cause of troubled projects  Preventive action, Need for a communicated  and defect repairs. change control process  Approved (real) changes All change requests must  baseline update be in writing and be  Corrective and preventive justified actions do not normally affect the project baselines, Change Requests can only the performance include against the baselines. Introduction to Project Management 56
  • Unlock Your Project-Potential Change Request All right reserved - b.genotte@mypc-academy.comIntroduction to Project Management 57
  • Unlock Your Project-Potential All right reserved - b.genotte@mypc-academy.comThe project manager survival kitPROJECT CLOSING Introduction to Project Management 58
  • Unlock Your Project-Potential Close Project or Phase This includes all of the activities necessary for administrative closure of the project or phase, All right reserved - b.genotte@mypc-academy.com  Actions and activities necessary to satisfy completion or exit criteria for the phase or project  Actions and activities necessary to transfer the project’s products, services, or results to the next phase or to production and/or operations  Activities needed to collect project or phase records, audit project success or failure, gather lessons learned and archive project information for future use by the organization. Introduction to Project Management 59
  • Unlock Your Project-Potential Lessons Learned What did we do right? And How? Lessons Learned All right reserved - b.genotte@mypc-academy.com What did we do wrong? And Why? What were the KPIs (key performance indicators) and CSFs (critical success factors)? What future recommendations can be made? How, when, and to whom should the information be disseminated? Introduction to Project Management 60
  • Unlock Your Project-Potential Example of Lessons Learned Report What Worked Well What Can Be ImprovedRequirements definition and managementScope definition and management All right reserved - b.genotte@mypc-academy.comSchedule development and controlCost estimating and controlQuality planning and controlHuman resource availability, teamdevelopment, and performanceCommunication managementStakeholder managementReportingRisk managementProcurement planning and managementProcess improvement informationProduct-specific informationOther Introduction to Project Management 61
  • Unlock Your Project-Potential We hope you will not experience the following project phases… Initiating Wild Enthusiasm Disillusionment All right reserved - b.genotte@mypc-academy.com Search for the Punishment of Chaos Guilty the Innocents Praise and Gather projectpromotion of the requirementsnon participants Introduction to Project Management 62
  • Unlock Your Project-Potential All right reserved - b.genotte@mypc-academy.comIntroduction to Project Management 63
  • Unlock Your Project-Potential All right reserved - b.genotte@mypc-academy.comSome more informationAPPENDIX Introduction to Project Management 64
  • Unlock Your Project-PotentialP30 aligns Portfolios, Programmes andProjects All right reserved - b.genotte@mypc-academy.com Introduction to Project Management 65
  • Unlock Your Project-Potential Source : IIBA Collect Requirements BABOK Knowledge Areas Business Analysis Planning and Monitoring What do I need to do? Specify the how the business analysis tasks will be performed All right reserved - b.genotte@mypc-academy.com Identify the deliverables produced Describe how changes will be controlled and managed Solution Elicitation Requirements Assessment andEnterprise Analysis What do the Analysis ValidationWhy are we doing Stakeholders What must the Does the solution this? need? solution do? do what it is suppose to do? Requirements Management and Communication Does everyone understand and agree? Focus on presenting and communicating documented requirements to all stakeholders to bring the group to a consensus on project scope. Identify and manage changes Introduction to Project Management 66
  • Unlock Your Project-Potential Collect Requirements All right reserved - b.genotte@mypc-academy.comThe purpose is to reach a common understanding Introduction to Project Management 67
  • Unlock Your Project-Potential Change Log All right reserved - b.genotte@mypc-academy.comIntroduction to Project Management 68
  • Unlock Your Project-Potential Issue and Action Log All right reserved - b.genotte@mypc-academy.comIntroduction to Project Management 69
  • Unlock Your Project-Potential Decision Log All right reserved - b.genotte@mypc-academy.comIntroduction to Project Management 70
  • Unlock Your Project-Potential Assumption and Constraint Log All right reserved - b.genotte@mypc-academy.comIntroduction to Project Management 71
  • Unlock Your Project-Potential Risk Register All right reserved - b.genotte@mypc-academy.comIntroduction to Project Management 72
  • Unlock Your Project-Potential Team Charter All right reserved - b.genotte@mypc-academy.comIntroduction to Project Management 73