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  • Instructor’s notes Introductions of the instructor and the team As the instructor, talk five minutes about your background and local PMI chapter. Provide time to conduct class introductions, allowing 5 minutes for each person to talk about their background and why they are working on this project. Explain how the manual is designed and the expectations of the course content. Explain that each section will have terms and definitions of basic project management terms. As the instructor you could distribute the manual at one meeting. The next meeting could be devoted to explaining the components of the manual and allow time to perform some of the class exercises. Be prepared to answer questions about the concepts.
  • Instructor’s notes Answer the questions – provide further explanation Identify risks early in the planning phase and conduct a session with the team to discover any risks for the project. Document and develop a list of risks. Explain what could happen to the outcome of the project if risks are not identified early in the project. Unidentified risks could cause schedule delays, added costs for redesign and or the project may not be able to be completed due to resources, equipment or materials available. The project manager should assign tasks based upon experience and availability to complete the task on time. Explain that some projects will take too long to develop or that the funds are unavailable for the project at this time. It is easier to estimate a project with a shorter timeframe – try 3 months to start. Should the team proceed to the next phase – yes or no decision point. PMBOK Reference Chapter 1.3 What is a Project Management? (Page 8) PMBOK Terms and Definitions Project Management – The application of knowledge, skills, tools and techniques to project activities to meet the project requirements. Project Activities – A component of work performed during the course of the project. Project Requirement – A condition or capability that must be met or possessed by a system, product, service, result or component to satisfy a contract, standard, specification or other formally imposed documents. Requirements include the quantified and documented needs, wants and expectations of the sponsor, customer and other stakeholders. Explain that each section will have terms and definitions of basic project management terms. This is optional to discuss unless you have time to explain or the team is unclear about certain concepts. As the instructor you can use this as an exercise to have the team discuss at the next meeting if they have questions. They can take the manual and review the information on their own time and then come back to discuss any concepts.
  • Instructor’s Notes Explain the Triple Constraint Diagram of time, cost, scope and quality. The customer perspective is important and if delays were to occur which areas could the customer accept or work with the team. The Project Manager’s responsibility is to juggle time, cost and scope of the project. If a change is made to one, the other two are affected.
  • This exercise should take about 10-15 minutes Objective : The purpose of the game is to have everyone meet each other in a fun way. 1. Make enough copies for each person in the room. Distribute the human bingo sheet. Complete each square by asking the question with an appropriate yes answer and then obtain a signature . You can make bingo vertical, horizontal or diagonal (Just like regular bingo) The game can be complete by the top winner, top three or when 10 minutes has expired or time available for the rest of the lessons. Debrief: Ask the team what they learned new about someone in the room. Usually, some people already know each other and learn something new about that person or this is an opportunity to be introduced in a simple interesting approach.
  • Instructor’s Notes Explain what is a project using this definition. A project is temporary and unique and has a specific start and end date. The project should have a end-result and deliverables to meet the objective. Identify key components of a success project? Let the class provide examples of successful projects and discuss why they are successful. Explain that the projects meet the above criteria and customer expectations. Give enough time to properly plan the project. Ensure the sponsor has set aside or appointed monies to fund the project appropriately PMBOK Reference Chapter 1.2 What is a Project? (Page 5)
  • Instructor Notes Exercise: Discuss with the team what are successful projects - limit to 15 minutes Objective: To list 6 projects and the deliverables of successful projects. 1.Divide into small groups or discuss as a class why projects are successful. 2. Identify six projects 3. List the deliverables for each project Include: The importance of completing project on time When project is complete to obtain approval from the customer The project manager should leave the customer contact information for any follow-up questions or comments PMBOK Terms and Definitions Project – is a temporary endeavor undertaken to create a unique product, service or result. Deliverable – Any unique and verifiable product, result or capability to perform a service that must be produced to complete a process, phase, or project. Often used more narrowly in reference to an external deliverable, which is a deliverable that is subject to approval by the project sponsor or customer.
  • Exercise 1 – (Manual) Explain the exercise (allow 10-15 minutes) Divide into teams Appoint someone to document points Identify six projects that you have worked on and list deliverables Discuss why these projects were successful? If not why were they not.
  • Instructor’s Notes A project manager is the person responsible for managing the project. This person will coordinate all the activities associated with the project work with the sponsor, customer, team and all the stakeholders. The project meetings are set by the project manager.
  • Instructor’s Notes Explain or discuss responsibilities of a project manager Work with the team to develop a schedule and discuss potential risks Communicate with all stakeholders about the status of the project Conduct weekly or monthly meetings to discuss issues and risks PMBOK Terms and Definitions Project Manager – The person assigned by the performing organization to achieve the project objectives
  • Instructor’s Notes Discuss with the team A common question is how do project managers get selected or appointed. In this situation they volunteer to take on this responsibility, so providing them feedback on the expectations of a project manager. Explain to the class a project manager has previous background working on similar projects, is an great organizer and strategic planner. This person may like detail work, possess excellent verbal and written skills. Feel comfortable to make presentations or provide project status reporting to all stakeholders. This person is a team player and has leadership skills. PMBOK Reference Chapter 2.2: What is Project Manager
  • Instructor’s Notes Explain who is a stakeholder – someone who has a negative or positive impact on your project and can influence the deliverables. Provide some examples of stakeholders – customers, suppliers, vendors, end-users, team members and sponsor. Conduct discussion with the group who will be the stakeholders on their next project PMBOK Reference Chapter 2.2: Project Stakeholders (Page 16) PMBOK Terms and Definitions Stakeholder – persons and organizations such as customers, sponsors, performing organization and the public, that are actively involved in the project or whose interests may be positively or negatively affected by execution or completion of the project. They may also exert influence over the project and its deliverables Requirement – A condition or capability that must be met or possessed by a system, product, service, result or component to satisfy a contract, standard, specification or formally imposed documents.
  • Instructor’s Notes Explain who is a sponsor – it is a person who supports and provides financial funding for the project. Someone who has a vested interest in the project. Provide examples of sponsors – offer your own suggestions or ask the group Minister or elder of a church Board of Director or member Silent partner Ask the team for other examples PMBOK Terms and Definitions Sponsor – the individual or group within or external to the performing organization that provides the financial resources, in cash or kind, for the project.
  • Instructor’s Notes Explain how project teams are appointed, selected or volunteer to work on different aspects of the project It is important to assign tasks according to talents to bring the strength to the project. Encourage the more experience team members to provide assistance to the other members who need help. PMBOK Reference Chapter 2 – 2.2 – Project Team members (page 16) PMBOK Terms and Definitions Team members – All the project team members, including the project management team, the project manager and for some projects the sponsor.
  • Instructor’s Notes Review the team structure – sponsor, project manager, team members and stakeholder/customer. Insert information about local PMI Chapter- provides mentoring and networking with other project managers.
  • Instructor’s Notes Exercise – Explain why the team directory helps the project manager and the team. If someone wants to add or change the columns on the template – this is just an example of a resource to contact team members. This is designed for team members, but this could be a directory for suppliers, vendors or the customer's I would not give the team directory to some stakeholders. Explain the components of the template which includes all team members, work phone, home phone, cell phone, email address and other important information,
  • Instructor’s Notes Exercise with team to discuss team and customer conflicts. Divide into teams and discuss possible solutions. Review team conflict: Why if team members are not completing the tasks Team members are late with their tasks Team members are unmotivated to complete tasks Review Customer Conflict: The requirements are not clear from the customer The customer delays making important decisions on critical issues Decide who will deliver the news to the customer if is not favorable
  • Instructor Notes Discuss with the team about certain rules and standards. These are some suggestions and the team may think about other rules which could apply. Review with the team.
  • Instructor’s Notes Clarify or mentor with individuals to ensure that they clearly understood the task assignment and ask for their feedback Clarify the task and ask when they expect to complete the task. Explain that their task is important and another task is dependent on this task being completed first. Provide positive feedback and show appreciation for them assisting with the activity.
  • Obtain feedback during the meeting and status reports Stress to the team and customer how critical it is to communicate any issues during the status meetings or at least to the project manager. Follow-up by email or phone. The project manager or sponsor should communicate this information to the customer of any delays or issues. Provide an explanation with the updated information. Document findings on project templates.
  • Instructor’s Notes Introduce the five processes to the team
  • Instructor’s Notes Explain what the Initiation Process is? What happens during this timeframe? Collaborate and clarify the need Assign or appoint project manager and sponsor Gather any information or requirements about the project by answering the “W” questions What is the project charter and scope PMBOK Reference Chapter 3 – 3.3.1 – Initiating Process (page 32) PMBOK Terms and Definitions PMI Project Management Methodology – a system of practices, techniques, procedures and rules by those who work in a discipline.
  • Instructor’s Notes Explain exercise highlighted in the manual Select your current project or use the Corporate Picnic example Divide into groups and discuss the following questions: What – When – Who – Why – Where – How Let the project manager or another team discuss findings with the group
  • Instructor’s Notes What is the planning process and explain to the team the objective of this process. Discuss the components of the outcomes of the process PMBOK Terms and Definitions Project Planning – The development and maintenance of the project schedule. Scope Statement – provides a documented basis for making any future decisions about the project and the approval from the stakeholders. Project Checklist – a list of identified tasks to accomplish the project objectives and deliverables. The team prioritizes the task in order of completion. It helps to organize tasks into smaller work packages. Project Schedule – the planned dates for performing schedule activities and planned dates for meeting schedule milestones . Project Quality – the degree to which a set of inherent characteristics fulfills requirements. Quality Planning – The process of identifying which quality standards are relevant to the project and determine how to satisfy them. Project Communications – a process through which information is exchanged among persons using a common system of symbols, signs or behaviors. Communication Planning – the process of determining the information and communications needs of the project stakeholder: who they are, what is their level of interest and influence on the project, who needs what information, when will they need it and how it will be given to them. Project Risks – an uncertain event or condition that, if it occurs has a positive or negative effect on the project objectives. Risk Identification – the process of determining which risks might affect the project and document their characteristics. Project Procurement Documents – these documents are prepared either by the supplier or the sponsor for the bid and proposal activities.
  • Instructor’s Notes Define project scope and how to write a scope statement using the “W’s”. This is the purpose of the project and should be written in a simple, concise and non-technical language. To write a scope statement it should explain the objective of the project.It should be written clearly, simple and in non-technical language. Explain in a meeting the purpose of the project and obtain stakeholders acceptance With the team ask several questions – why are we doing this project and who will benefit from the work.
  • Instructor’s Notes Talk about how to develop a scope statement. This document provides a formal document to begin work on a project based upon a concept or idea. Write the scope statement in a clear, concise using non-technical terms to explain the purpose of the project. Refer to the Charter Template in Appendix A will be used a guide to help complete the charter.
  • Instructor’s Notes Explain the elements of the project charter. Identify project title Appoint project manager Who is the customer Describe the project’s purpose Define when the project will start and end What are the major deliverables List the project constraints & assumptions Identify potential risks Explain project constraints which are any factors that affects an activity or the schedule. Project Assumptions are considered true, real or certain. Assumptions sometimes involve risks associated with them. Project risks are an uncertain event or condition that may have a positive or negative impact on a project objectives. Instructor’s Notes
  • Instructor’s Notes Now, have the class divide into teams Refer to the Charter Template in Appendix A Use their current project or select the Corporate Picnic example to complete the charter. Have the team appoint project manager for this exercise and that person will present findings to the team. The instructor needs to provide feedback on the responses.
  • Instructor’s Notes The next step is to identify tasks and prioritize them in order of completion. This checklist is a tool to help document and track the progress of the project. Steps: Identify all tasks Prioritize tasks Identify milestones and deliverables Refer to the Checklist/Schedule in Appendix A to record this information.
  • Instructor’s Notes Perform this exercise with the class. Appoint someone to document the results. As the instructor decide on the level of the group. Bring sticky pads and distribute them to each person. Individuals begin writing tasks that need to be accomplished. Also, a flipchart or whiteboard someone could write down responses if sticky pads are not available. If time is limited the project manager could come up with a list and then the team could add additional tasks. Use the WBS to show how the tasks can be divided to the lowest level. Refer to the Checklist /Schedule in Appendix A.
  • Instructor’s Notes Stress the importance of good planning and allow enough time to discuss all aspects of the project.
  • Instructor’s Notes Discuss with the team how to estimate tasks After assigning tasks ask the team members when they could complete their task. You may have to make adjustments according to the end date of the project if it has been already indicated by the customer when they need the product or service. It is difficult to estimate tasks so add some extra time to ensure it will be completed on time. This should be discussed with the team and there should be realistic expectations. Prepare for any unknown risks in the overall project schedule.
  • Instructor’s Notes This is a complex process, however try to explain it in the simplest terms. Use the diagram in the manual to show the critical path which have tasks on the longest path. To keep it simple, indicate that tasks can be done in parallel or one task has to be completed first prior to starting the next task. Talk about the impact if one task is delayed especially on the critical path. The team needs to be responsible for completing their tasks. Refer to the manual to view the diagram.
  • Instructor’s Notes This is a complex process, however try to explain it in the simplest terms. Use the diagram in the manual to show the critical path which have tasks on the longest path. To keep it simple, indicate that tasks can be done in parallel or one task has to be completed first prior to starting the next task. Talk about the impact if one task is delayed especially on the critical path. The team needs to be responsible for completing their tasks. Refer to the manual to view the diagram.
  • Instructor’s Notes Explain the exercise to develop a project schedule Divide into teams or a group. Select the corporate picnic or use your project. Determine what is the expected start and end date. Identify the resources responsible for the tasks and deliverables. Review any risks or notes associated with the project noted in the project charter document. Now that the tasks are identified in their current project add the timeframes, resources and major deliverables. Use the checklist to record this information.
  • Instructor’s Notes Provide any examples of how quality was not build into the project. Explain if the customer was satisfy with the end product. Use own personal experiences. Who is responsible for quality in the product?
  • Instructor’s Notes One of the most important components of a project is implementing a good solid communications plan. As a group answer the questions listed on the slide.
  • Instructor’s Notes Talk about this slide and use personal experiences to explain why communication is critical to the project outcome. Set an open environment with the team to openly communicate about the project status, risks and issues about the project. Explain why effective communications is an important aspect project success.
  • Instructor’s Notes At the model to understand why sending and receiving information needs to be clear free from any interruptions or distractions. Explain the steps in this Sender-Receiver Model process.
  • Instructor’s Notes Explain the reasons why conducting successful meetings are critical to the process. Research indicates people don’t want to waste time and want to accomplish project goals or have effective discussions. Use these tips to conduct productive meetings.
  • Instructor’s Notes Explain to the group that the project status reports documents activities and crucial information about the project. Explain how to complete the project status reports. Refer to Project Status Report Template in Appendix A.
  • Instructor’s Notes Explain to the group that the project status reports documents activities and crucial information about the project. Explain how to complete the project status reports. Refer to Project Status Report Template in Appendix A.
  • Instructor’s Notes The project manager should conduct a meeting with the team on identifying possible risks that could occur during the development of the product or service. Use a flipchart to document known risks and prioritize them in order of how they would impact the project. The team identifies risks early in the project and develops a plan to mitigate any risks. Discuss with the team any known risks and document on a list. Examine them continually throughout each process area.
  • Instructor’s Notes The project manager should be appointed to monitor any contracts with vendors and suppliers. If there is someone monitoring the budget that person could be in charge of these contracts too. Use the sponsor and or legal assistance to review these documents prior to engaging or signing the contracts.
  • Instructor’s Notes Explain what is the executing process The team has completed the planning process and work can now begin. Regular status reporting and meetings to discuss the progress will occur during this process. Continue to nourish open communications among team members, stakeholders and the project manager. PMBOK Terms and Definitions Project Executing – This process is when the work defined in the planning is started. The scope statement explain the objective or purpose for the project. Change Request – Requests to expand or reduce the project scope or procedures. Usually only formal documented request changes are performed with signed approval.
  • Instructor’s Notes Review the recommendations that can be used as guidelines.
  • Instructor’s Notes Explain the controlling process is to measure and monitor project execution and take corrective action to keep the project on track according to the objectives of the project. Review the scope statement throughout all phases of the project. Review refer to the Change Request/Issue Log Template in Appendix A to record these changes. PMBOK Terms and Definitions Project controlling – this process performed to measure and monitor project execution so that any changes or corrective action can be taken to monitor anytime during the project.
  • Instructor’s Notes Review with the team the Change Request/Issue Log Template and explain the steps. Give it an ID # List task or activity Open date of change List who reported change Describe the current status Identify the issues and note comments
  • Instructor’s Notes Explain that the project manager and team need to watch these on-going activities throughout the project. Be prepared to discuss with the group.
  • Instructor’s Notes The closing process is a formal termination of the project activities. PMBOK Terms and Definitions Project closing – this is the process to formally terminate all activities of a project or phase. Lessons learned – This is an open meeting to discuss any changes that could help improve future projects. Contract closure – the process of completing any contracts and obtaining appropriate sign-off.
  • Instructor’s Notes Lessons Learned Explain the lessons learned process. Have the team discuss the success and failures of the project. Use the questionnaire to ask questions and document answers in each phase. Record responses on the Lessons Learned template in Appendix A Final Work Complete all forms and inform the team of project closure. Prepare to hand the product or service to the customer. Document any records or files. Contract Closeout Actually prepare to transfer the product or service to the customer. Follow-up with the customer to ensure the requirements were met.
  • Instructor’s Notes Lessons Learned Explain the lessons learned process. Have the team discuss the success and failures of the project. Use the questionnaire to ask questions and document answers in each phase. Record responses on the Lessons Learned template in Appendix A Final Work Complete all forms and inform the team of project closure. Prepare to hand the product or service to the customer. Document any records or files. Contract Closeout Actually prepare to transfer the product or service to the customer. Follow-up with the customer to ensure the requirements were met.
  • Instructor’s Notes Lessons Learned Explain the lessons learned process. Have the team discuss the success and failures of the project. Use the questionnaire to ask questions and document answers in each phase. Record responses on the Lessons Learned template in Appendix A Final Work Complete all forms and inform the team of project closure. Prepare to hand the product or service to the customer. Document any records or files. Contract Closeout Actually prepare to transfer the product or service to the customer. Follow-up with the customer to ensure the requirements were met.
  • Instructor’s Notes Discuss how to celebrate the completion of the project. Use examples of your own to describe ways to get the team together. This builds good synergy amongst the team members and allows for networking. Be creative to show appreciation for the team members. The project manager or the team can decide how to celebrate the closure of the project.
  • Instructor’s Notes This last section is the summary and review of the entire manual. Review the components listed above
  • Instructor’s Manual Emphasize what the two requirements of a project Discuss the five processes – see if the students can recite them in order
  • Instructor’s Notes Review the questions and start to plan the project
  • Instructor’s Notes Talk about any experiences about mentoring and coaching individuals to manage or develop tasks Communications is so critical during all phases of the project Closure on contractual agreements – bring example of one you used on a project
  • Instructor’s Notes Why is having sign-off from the customer needed?
  • PM skillz [jz]

    1. 1. Project Management Skills [email_address]
    2. 2. What is Project Management? Project Management Skills
    3. 3. What is Project Management? <ul><li>Why is project management important? </li></ul><ul><li>How do unidentified risks impact the outcome of the project? </li></ul><ul><li>Identify who should be responsible for tasks </li></ul><ul><li>Determine if projects can be divided into phases </li></ul>
    4. 4. Triple Constraint Diagram Scope & Quality Time Cost
    5. 5. Class Exercise
    6. 6. What is a Project ? For Life Project Management Skills
    7. 7. What is a project? <ul><li>Temporary with a specific start and end date </li></ul><ul><li>Have an end result – deliverable or something that must be completed or created </li></ul>WHAT ARE THE KEY COMPONENTS OF A SUCCESSFUL PROJECT?
    8. 8. What is a project ? <ul><li>DISCUSSION </li></ul>
    9. 9. Class Exercise <ul><li>IDENTIFY PROJECTS </li></ul>
    10. 10. For Life What is a Project Manager? Project Management Skills
    11. 11. Project Manager Responsibilities <ul><li>DISCUSSION: </li></ul><ul><li>WHAT ARE SOME RESPONSIBILITIES OF A PROJECT MANAGER? </li></ul>
    12. 12. Project Manager Discussion <ul><li>HOW IS A PROJECT MANAGER SELECTED OR APPOINTED? </li></ul>
    13. 13. For Life What is a Stakeholder? Project Management Skills
    14. 14. Who are the stakeholders? <ul><li>Someone who has a negative or positive impact on your project and can influence the expectations and deliverables. </li></ul><ul><li>Discuss who will be the stakeholders on your next project? </li></ul><ul><li>Examples of stakeholders – customers, suppliers, vendors, end-users, team members and sponsor </li></ul>
    15. 15. For Life Who is the Sponsor? Project Management Skills
    16. 16. Who is the Sponsor? <ul><li>Individual who will provide support or obtain financial funding for the project </li></ul><ul><li>Someone who has a vested interest in the project </li></ul><ul><li>Example of sponsors </li></ul><ul><ul><li>Minister or elder of a church </li></ul></ul><ul><ul><li>Board of Director or member </li></ul></ul><ul><ul><li>Silent partner </li></ul></ul>
    17. 17. For Life Who are the Team Members? Project Management Skills
    18. 18. Who are the Team Members? <ul><li>IMPORTANT CHARACTERISTICS OF </li></ul><ul><li>A PROJECT TEAMS ARE: </li></ul><ul><li>Individuals who are appointed, selected or volunteer to work together on the project </li></ul><ul><li>Individuals who have diverse skills and talents to complete tasks and will provide expertise to make project decisions </li></ul><ul><li>Encourage mentoring with team members during the project </li></ul>
    19. 19. Team Organization Chart Sponsor Project Manager Stakeholders/ Customers Team Members Work with the team to develop a schedule and discuss potential risks. Responsible for ensuring project is completed on time, within budget, and on schedule. Individuals appointed, selected or volunteer to work together on the project completing tasks or deliverables. Individual who will provide support or obtain financial funding for the project. Someone who has a vested interest in the project. Individuals appointed, selected or volunteer to work together on the project completing tasks or deliverables.
    20. 20. Class Exercise <ul><li>DISCUSSION: </li></ul><ul><li>TEAM DIRECTORY TEMPLATE </li></ul>
    21. 21. Class Exercise <ul><li>TEAM CONFLICT & </li></ul><ul><li>CUSTOMER CONFLICT </li></ul><ul><li>Divide into teams or discuss as a group </li></ul><ul><li>possible solutions </li></ul><ul><li>TEAM CONFLICT </li></ul><ul><li>Why are team members not completing tasks </li></ul><ul><li>Why are team members turning their tasks in late </li></ul><ul><li>Team members are unmotivated to complete tasks </li></ul><ul><li>CUSTOMER CONFLICT </li></ul><ul><li>The requirements are not clear from the customer </li></ul><ul><li>The customer delays making important decisions on </li></ul><ul><li>critical issues </li></ul><ul><li>Decide who will deliver the news to the customer if is not </li></ul><ul><li>favorable </li></ul>
    22. 22. Project Team Discussion <ul><li>DISCUSSION ABOUT THE TEAM RULES </li></ul><ul><li>When will the team meet (weekly, bi-weekly, monthly) </li></ul><ul><li>Who will set the agenda and organize the meeting time </li></ul><ul><li>How will the team decide issues </li></ul><ul><li>Who will write the meeting minutes and distribute? </li></ul><ul><li>How will the team handle changes? </li></ul><ul><li>How does the team resolve conflicts and ensure tasks are completed? </li></ul><ul><li>Who will talk to the customer? </li></ul><ul><li>Who will report project status to all stakeholders? </li></ul><ul><li>Decide when to celebrate the project’s completion date? </li></ul>
    23. 23. Class Exercise <ul><li>DISCUSSION: </li></ul><ul><li>SOLUTIONS </li></ul><ul><li>TEAM CONFLICTS </li></ul>
    24. 24. Class Exercise <ul><li>SOLUTIONS </li></ul><ul><li>CUSTOMER CONFLICTS </li></ul>
    25. 25. For Life Project Management Processes Project Management Skills
    26. 26. For Life <ul><li>Initiating </li></ul><ul><li>Process </li></ul>Project Management Skills INITIATING
    27. 27. Initiating Process <ul><li>Determine and decide what product or service is being developed </li></ul><ul><li>Collaborate and clarify the need </li></ul><ul><li>Assign or appoint a project manager and sponsor </li></ul><ul><li>Gather any information to help understand the requirements of the project by answering the what, when, who, why, where and how questions </li></ul><ul><li>Development of the project charter or scope </li></ul>
    28. 28. Class Exercise <ul><li>PRELIMINARY DISCUSSION </li></ul><ul><li>ABOUT THE NEED FOR THE PRODUCT OR SERVICE </li></ul><ul><ul><ul><ul><ul><li>What </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>When </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Who </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Why </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Where </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>How </li></ul></ul></ul></ul></ul>
    29. 29. For Life 2. Planning Process Project Management Skills PLANNING
    30. 30. Planning Process <ul><li>The planning process is to organize and identify the components of a project to develop the product or service. </li></ul><ul><li>The project manager and the team work </li></ul><ul><li>together to write the scope of work, </li></ul><ul><li>create a checklist, identify </li></ul><ul><li>resources, estimate time to </li></ul><ul><li>develop tasks and recommend </li></ul><ul><li>major deliverables. </li></ul>
    31. 31. Project Scope <ul><li>DISCUSS AND WRITE A SCOPE STATEMENT </li></ul><ul><li>INCLUDING: </li></ul>WHAT – WHEN – WHO – WHY – HOW
    32. 32. Scope Statement <ul><li>The project charter is a document supported and approved by the sponsor. This document provides the project manager authorization to start the project. </li></ul><ul><li>The scope statement should be included in the project charter. </li></ul>
    33. 33. The Project Charter <ul><li>DISCUSSION: THE ELEMENTS OF THE </li></ul><ul><li>PROJECT CHARTER </li></ul>
    34. 34. Class Exercise <ul><li>DEVELOP A SCOPE STATEMENT </li></ul><ul><li>AND CHARTER </li></ul>
    35. 35. Project Checklist <ul><li>The checklist is a document to record these tasks and the team will prioritize them in order of completion. </li></ul><ul><li>STEPS TO DEVELOP THE </li></ul><ul><li>PROJECT CHECKLIST: </li></ul><ul><li>Identify milestones </li></ul><ul><li>Put tasks in order of completion </li></ul><ul><li>Identify tasks or activities </li></ul>
    36. 36. Class Exercise <ul><li>DEVELOP A PROJECT CHECKLIST </li></ul>
    37. 37. Project Schedule <ul><li>Good planning allows for the project manager to manage and control the project tasks and resources </li></ul><ul><li>To complete the project schedule, determine the time for each task and assign </li></ul><ul><li>a resource who will be responsible </li></ul><ul><li>for the task </li></ul><ul><li>The team and project </li></ul><ul><li>manager should divide up the teams </li></ul><ul><li>and provide an estimate of time to </li></ul><ul><li>complete that task </li></ul>
    38. 38. Project Schedule <ul><li>DISCUSSION : </li></ul><ul><li>HOW TO ESTIMATE TASKS </li></ul>
    39. 39. Critical Path Method (CPM) <ul><li>The critical path are the tasks that have the longest path. </li></ul><ul><li>Tasks are performed in parallel or one task is completed before the next one can begin. </li></ul><ul><li>This graph shows why if one task is not completed on time can impact or cause delays to the schedule. Could cause a major problem to the outcome of the project. </li></ul>
    40. 40. Critical Path Method (CPM) Start Finish A B D C F E wk1 wk2 wk3 wk4 wk5 wk6 wk7 A B C D E F This diagram shows six tasks in the project schedule. Tasks A, C, and F are on the critical path, which means if one of these tasks takes longer than expected, the project will not meet the deadline.
    41. 41. Critical Path Method (CPM) This diagram shows how Task A took longer than expected, which affected when Tasks C & F could start and added 1.5 weeks to the original schedule. Start Finish A B D C F E wk1 wk2 wk3 wk4 wk5 wk6 wk7 A B C D E F
    42. 42. Class Exercise <ul><li>DEVELOP A PROJECT SCHEDULE </li></ul>
    43. 43. Project Quality <ul><li>Ensure stakeholder expectations are being met by defining processes to verify and validate successful product completion. </li></ul><ul><li>Understanding the desired outcome the team can work together to build quality into the product. </li></ul><ul><li>Monitor quality throughout the project. </li></ul>
    44. 44. Project Communications <ul><li>Develop a plan that answers the following </li></ul><ul><li>questions: what, when, who, where and how. </li></ul><ul><li>What needs to be communicated? </li></ul><ul><li>When does the information need to be distributed? </li></ul><ul><li>Who should receive the information (all stakeholders)? </li></ul><ul><li>Where should the information be distributed? </li></ul><ul><li>How and what format should the information be presented? </li></ul>
    45. 45. Class Discussions PROJECT STATUS PROJECT RISKS AND ISSUES
    46. 46. Communication <ul><li>THE SENDER-RECEIVER MODEL </li></ul><ul><li>The sender sends a message without interruptions or </li></ul><ul><li>distractions. The receiver selects the approach that is </li></ul><ul><li>acceptable by the team and is available to all members. </li></ul><ul><li>PROCESS STEPS: </li></ul><ul><li>Sender has an idea to communicate </li></ul><ul><li>Sender selects the approach (voice, gesture, symbols, </li></ul><ul><li>email, phone or meetings </li></ul><ul><li>Is there any noises that affects </li></ul><ul><li>or impedes the message </li></ul><ul><li>Receiver processes the </li></ul><ul><li>information sent by sender </li></ul><ul><li>Receiver responds to message with appropriate approach </li></ul>
    47. 47. Successful Meetings <ul><li>TIPS FOR CONDUCTING </li></ul><ul><li>SUCCESSFUL MEETINGS: </li></ul><ul><ul><li>Determine meeting place and time </li></ul></ul><ul><ul><li>Conduct the meeting with an agenda </li></ul></ul><ul><ul><li>Ask all members to report their status on tasks </li></ul></ul><ul><ul><li>Identify any new risks or issues </li></ul></ul><ul><ul><li>Discuss solutions to issues </li></ul></ul><ul><ul><li>Ask members if they will meet their task deadline </li></ul></ul><ul><ul><li>End meeting on time and announce the next meeting </li></ul></ul><ul><ul><li>Send out meeting minutes </li></ul></ul>
    48. 48. Project Status Report <ul><li>The project status report is completed by the project manager on a regular basis. </li></ul>
    49. 49. Project Status Report <ul><li>COMPONENTS OF THE PROJECT STATUS REPORT: </li></ul><ul><ul><li>Project Title </li></ul></ul><ul><ul><li>Project Manager </li></ul></ul><ul><ul><li>Report Date </li></ul></ul><ul><ul><li>Current Status </li></ul></ul><ul><ul><li>Activities completed during this period </li></ul></ul><ul><ul><li>Activities planned until the next meeting </li></ul></ul><ul><ul><li>Issues and Resolutions </li></ul></ul><ul><ul><li>Changes to project scope </li></ul></ul><ul><ul><li>Problems, Risks or Concerns </li></ul></ul>
    50. 50. Project Risks <ul><li>DISCUSSION: </li></ul><ul><li>IDENTIFY, DOCUMENT & EXAMINE </li></ul><ul><li>PROJECT RISKS </li></ul>
    51. 51. Project Procurement <ul><li>Create a plan to monitor any changes to contracts that occur during the project </li></ul><ul><li>The project manager will need to understand the contract requirements </li></ul><ul><li>At project completion all contracts are closed </li></ul>
    52. 52. For Life 3. Executing Process Project Management Skills EXECUTING
    53. 53. Executing Process <ul><li>The planning is now complete and the team can begin working on their assigned tasks. </li></ul><ul><li>Project Status reporting will be conducted on a regular basis. </li></ul><ul><li>Any issues that arise will be discussed with the team, sponsor and possibly the customer. </li></ul><ul><li>Some tasks may be re-assigned if the person cannot complete on time or may require extra assistance. </li></ul><ul><li>The project manager will need to control the tasks to ensure timely completion. </li></ul><ul><li>Communications are ongoing during this phase. </li></ul>
    54. 54. Executing Process <ul><li>RECOMMENDATIONS </li></ul><ul><li>Understand the requirements of the product or services </li></ul><ul><li>Follow a process for soliciting bids </li></ul><ul><li>Negotiate terms with vendors or suppliers and have legal expertise review the contractual agreement </li></ul><ul><li>Implement a billing and payment plan </li></ul><ul><li>Project manager and team ensure the quality and requirements are being met with customer approval </li></ul>
    55. 55. For Life 4. Monitoring and Controlling Process Project Management Skills CONTROLLING
    56. 56. Monitoring and Controlling Process <ul><li>To monitor and manage changes against the project’s objectives, review the scope statement at periodic times during the project </li></ul><ul><li>If you make many changes to the scope, this is when you need to revisit the objectives </li></ul><ul><li>Use the Change Request/Issue Log Template in Appendix A to record these changes </li></ul>
    57. 57. Change Request Log <ul><li>WHAT IS THE CHANGE REQUEST LOG? </li></ul>
    58. 58. On-Going Activities <ul><li>The following activities, already covered, </li></ul><ul><li>are on-going activities that are completed </li></ul><ul><li>throughout the project. </li></ul><ul><ul><ul><li>Time Management </li></ul></ul></ul><ul><ul><ul><li>Communications </li></ul></ul></ul><ul><ul><ul><li>Managing risks </li></ul></ul></ul><ul><ul><ul><li>Controlling the schedule </li></ul></ul></ul><ul><ul><ul><li>Monitoring the budget </li></ul></ul></ul>
    59. 59. For Life 5. Closing Process Project Management Skills CLOSING
    60. 60. Closing Process <ul><li>This is the end of the project and these activities are conducted: </li></ul><ul><ul><ul><li>Lessons Learned </li></ul></ul></ul><ul><ul><ul><li>Final work </li></ul></ul></ul><ul><ul><ul><li>Contract closeout </li></ul></ul></ul>
    61. 61. Lessons Learned DISCUSSION : WHAT WERE THE SUCCESSES AND FAILURES OF THE PROJECT? WHAT COULD BE IMPROVED?
    62. 62. Final Work <ul><li>Complete any paperwork and all documentation for the project </li></ul><ul><li>Assign a person who will who will keep the records for similar future project work </li></ul><ul><li>The sponsor or senior person in the organization should maintain the files </li></ul>
    63. 63. Contract Closeout <ul><li>Complete all paperwork and contracts associated with the project </li></ul><ul><li>Obtain an approval from the customer </li></ul>
    64. 64. Celebrate! Celebrate! Celebrate! <ul><li>DISCUSSION: </li></ul><ul><li>CELEBRATING THE CONCLUSIONOF THE PROJECT </li></ul>
    65. 65. For Life Summary & Review Project Management Skills
    66. 66. Summary & Review <ul><li>Definition of project management </li></ul><ul><li>Identify the components of a project </li></ul><ul><li>Know what the roles and responsibilities of a project manager, sponsor, stakeholders and team members interact in developing a project </li></ul><ul><li>Understand why a project scope and charter help in planning the project </li></ul><ul><li>Learn how to develop a checklist, schedule and critical path method </li></ul><ul><li>Show awareness in your project by building quality into the project </li></ul><ul><li>Identify risks that may be associated with the work effort and develop a plan for mitigation </li></ul><ul><li>Determine any procurement and or budget requirements </li></ul><ul><li>Train and mentor team members </li></ul><ul><li>Communicate with all stakeholders throughout all phases of the project </li></ul>
    67. 67. Summary & Review <ul><li>1. It must be temporary (have a specific start and a specific end). </li></ul><ul><li>You are now aware of the five processes commonly </li></ul><ul><li>used to manage projects: </li></ul><ul><ul><ul><ul><li>Initiating </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Planning </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Executing </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Monitoring and Controlling </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Closing </li></ul></ul></ul></ul>2. It must have an end result (a deliverable) - something must have been completed or created. A PROJECT MUST MEET TWO REQUIREMENTS
    68. 68. Summary & Review <ul><li>THE FOLLOWING BASIC QUESTIONS </li></ul><ul><li>NEED TO BE ANSWERED WHEN </li></ul><ul><li>STARTING ANY PROJECT: </li></ul><ul><li>What are you going to deliver or accomplish? </li></ul><ul><li>When will you produce deliverables? </li></ul><ul><li>Who are your stakeholders (customers, sponsors, end users, team members)? </li></ul><ul><li>Why is the work necessary? </li></ul><ul><li>Where will the product be used and/or delivered or built when appropriate? </li></ul><ul><li>How will you accomplish and manage the objectives? </li></ul>
    69. 69. Summary & Review <ul><li>It is important to train and mentor the individuals involved with the project. </li></ul><ul><li>Throughout the project it is extremely important to communicate with all stakeholders and to document and share information regarding the status of the project. </li></ul><ul><li>Without communication you cannot be </li></ul><ul><li>successful. </li></ul><ul><ul><ul><li>Ensure that any contractual agreements used during the project are closed and that all of the appropriate invoices are being processed for final payments to be successful. </li></ul></ul></ul>
    70. 70. Summary & Review <ul><li>Customers and Project Sponsors typically take responsibility for signing off on the completion of all the agreed upon work. </li></ul><ul><li>Others stakeholders may also wish to be involved in the signoff process. </li></ul>
    71. 71. Questions? For Life Project Management Skills
    72. 72. Please fill out the Training Evaluation and turn into the Instructor . For Life Project Management Skills

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