Jennifer Whitt, PMP speaks to PMPs for PDUs on Achieving Success using the Project Management Approach!


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Jennifer Whitt, PMP speaks to PMPs for PDUs on Achieving Success using the Project Management Approach!

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  • Regardless of the type of project (IT or other), the statistics for success are rather dismal and expected to get worse unless improvements are introduced to increase success rate…. Companies that improve their performance will have the competitive market advantage and financial stability. Comment on the quote, acknowledging that all elements relate to the “project triple constraint”: User expectations = Quality / Performance Functionality = Scope Late = Time Budget = Cost
  • Compare participant responses to “school-response”…. Comment on information in slide… Ask participants… … Can you state the enterprise strategy or organization goal for your project? … Do you know the completion criteria for your project?
  • Project Management is an Integrative Endeavor… action or inaction in one area usually affects other areas… impact may be straightforward or subtle… EX: Scope change almost always affects cost, but may or may not impact product quality or team morale. Integration requires TRADE-OFFS…among project objectives and product performance.. Project Management best practice processes, concepts and techniques facilitate effective management of this integrative endeavor… A group of inter-linked processes supported by techniques for effective management of critical knowledge or pm-control areas TRIPLE CONSTRAINT: Scope: Deliverables to enhance enterprise, organization or individual performance Time: Completion to meet “window of opportunity: Cost: Delivery to optimize ROI Quality: Results that meet or exceed stakeholder performance expectations and product specifications Discuss with participants if and how all components of the TRIPLE CONSTRAINT can feasibly be constrained by management…
  • Compare participant responses with these results conducted by the Standish Group … list is in order of most impact to least impact on success Standish group research shows a staggering 31.1% of project are cancelled before completed… Results indicated that 52.7% of projects will cost 189% of their original estimates… Does not even include the cost of “lost opportunities”… [Note: Reference: //]
  • Compare this list to the participants responses… The list is in order of most impact to least impact on project success. Note that reasons for success are practically a reverse or mirror image of the project challenges
  • These competencies directly correspond to the Three Critical Processes,, present in every Project Environment discussed earlier in slide #14.. Each competency requires unique skills and behaviors…. The Controller in the organization has outstanding Business Management competencies… these do not automatically qualify for an IT, Sales or Project Manager position The IT-associate has Networking, Telecommunications, RAD-development, or SAP expertise…. These competencies do not automatically qualify for an Accounting, Marketing, Sales or Project Manager position…. UNIQUE SKILLS and CAPABILITIES are required for the project … Specific SKILLS and CAPABILITIES MUST BE ACQUIRED for the Project Successful projects include experts and expertise in all Competencies…. And it does not have to be the same individual … Department/functional managers provide Business Management expertis Subject Matter Experts (SMEs ) provide the Product Delivery expertise Project Management Professionals provide the project management expertise
  • Use this slide to correlate the PM-Processes to the industry-accepted Quality Assurance – Total Quality Management Process (Reference pgs39-40 PMBOK – Third Edition)
  • Describe the Project Management Process Groups included in the PMBOK Guide ®… Process Groups are linked by the outputs or deliverables produced in each process…Output of one process is the Input to another….promoting and ensuring the Quality Assurance (via Exit and Entrance criteria ) of the Project Management process. INITIATING: recognizing that a project must begin and committing organization (human, material, funding) resources to do so. PLANNING: devising and maintaining a workable scheme to accomplish the business need the project was undertaken to address. EXECUTING: coordinating people and other resources to carry out the plan CONTROLLING: measuring progress and taking corrective action to ensure project objective are met and deliverables produced CLOSING: formalizing acceptance of project deliverables, evaluating (project and individuals) performance, archiving project documents to bring project to an orderly end.
  • This slide provides an effective overview of best practice Project Management… Defines the Inputs, Processes and Outputs… Each of the Process Groups, including functions and techniques will be discussed in detail in the next level course: Project Management Best Practices Provide an “overview” of the PM-Process deliverables: Charter : Business Strategic Initiative, Client Deliverables, Stakeholder Expectations, Order of Magnitude Estimates= -25% to +75% Project Plan : Deliverables Functionality &amp; Specifications, Controls Approach, Work Breakdown Structure, Budget Estimates (-10% to +25%) E and M&amp;C Outputs : Change, Issues, Risk, Contract, Procurement and Quality Control, Definitive Estimates (-5% to +10%) Closing Outputs : Deliverables, Transition to Product Lifecycle Maintenance, ACTUAL (no estimates)
  • This slide illustrates all of the components of best practice Project Management and their interrelationships… Comment on the information in the slide. Note that when we emphasize and focus on DELIVERABLES, we simplify project management …all tasks are completed by just producing the elements of the deliverables… Reference the section of the PMBOK ® Guide Third-edition that provides an overview of the PM-Knowledge areas: Section III- Introduction
  • Project Management is both a SCIENCE: planning, measuring, controlling using specific procedures and techniques, and ART: communication, team-building, developing and sustaining relationships Project Manager’s role is diverse and seemingly conflicting…. Ex: simultaneously supporting strategic initiative and developing a detailed plan..
  • Ask participants to read slide, assess and record their own capabilities in these areas…. Ask participants leading questions, such as: “ Have you ever performed this activity?” “ Did you enjoy this activity?” “ Which activities did you most or least enjoy?” “ What did you most like or dislike about performing the activity?”
  • Compare participant responses with challenges listed on this slide. Acknowledge that best practice Project Management defines the CONTROLS or techniques and procedures, to minimize or eliminate the negative impact of these challenges…
  • Ask participants to comment on these “pitfalls”… Explain the impact of these “pitfalls” : Not Planning : thinking a plan is not needed; ignoring/dismissing the plan; poor planner; believing the project doesn’t need a plan Doing vs. Leading/Managing : migrate to “technical comfort zone”… very common with project managers appointed from technical area Focusing on Tasks vs. Deliverables : not delegating the “how”; micro-managing; becoming the “task-master” Ineffective Communication or Time Management : perceived as withholding information for “power”; ignore schedule slippages No Diagnostics or Variance Analysis : guessing at project progress or status… inaccurate decision-support information Not managing to “Triple Constraint ”: compromise delivery and stakeholder success criteria for products, cost and schedule Administrivia vs. Results : obsessed with paperwork… reduces productivity of team Bottleneck : Making ALL decisions… delays progress, demoralizes team
  • The Project Manager must also ensure effective and appropriate participation from all project stakeholders…. Inject continuous doses of Project-Vitamin C 6 , throughout the project life cycle: (Ref: Websters New Universal Unabridged Dictionary )             Communication : Imparting thoughts, opinions or information by speech, writing or signs.             Cooperation : Agreeably assisting others for their benefit or a common goal.            Collaboration : Willingly engaging jointly to define a solution, produce a product or perform a service.            Commitment : Pledging, engaging, or giving oneself to a cause.    Consensus : Comply, permit, yield, agree or approve. Celebration : Recognize achievements;
  • Comment on data in slide… Ask participants for their performance improvement techniques
  • Comment on the information on the slide… note the “tools” the participants are experiencing with this course Note the components of the Project Notebooks: contains all pertinent project documentation for the entire life of the project Project charter section Project plan section Project progress section Project closing section Related information section
  • Provide a brief overview of the Project Management Institute… the organization which publishes Project Management process standards in “A Guide to the Project Management Body of Knowledge or the PMBOK Guide ® Explain the components of PMI… Chapters, SIGs Explain the PMI certification and professional development products: Basic Knowledge Test Certified Associate in Project Management Project Management Professional (PMP) certification More PMI information can be attained from the PMI website:
  • Benefits of Project Management may be difficult to quantify… but organizations can expect to realize the benefits listed on this slide: Reduces and frequently eliminates waste &amp; rework On schedule reduces overtime cost, sustains high-productivity and reduces or eliminates contract penalties Effective and “just-in-time” assignment of resources eliminates waste and reduces costs Standard processes and practices optimize interchangeability of resources Continually improving productivity and enhancing performance = reduced costs and increased profits
  • Have students read slide… Note that Mark Twain must have been a Project Manager…. His quote is the essence of project management… Advised participants that they have been exposed to Project Management at a very young age… hearing from parents (mother or father): “ Take small bites … and you won’t choke” “ Take small steps … and you won’t fall” “ Think before you act” “ Stitch in time saves nine” “ Don’t put off until tomorrow, what you can do today”
  • Jennifer Whitt, PMP speaks to PMPs for PDUs on Achieving Success using the Project Management Approach!

    1. 1. Achieving success using the Project Management Approach! SMPTE - Atlanta June 9, 2008
    2. 2. Copyright ©MMIX Optimo, Inc. All rights reserved worldwide. No part of this training document may be published, broadcast, rewritten, reproduced or redistributed in any form or by any means, electronic or mechanical, including photocopying, recording or with any information storage and retrieval system, without specific prior written permission from Optimo Inc. Use of this training material and associated assessment, logs, reports, templates and worksheets is subject to licensing restrictions, including without limitation, the following: • Individual owner is considered the user of this license and may use these materials for performance improvement and professional development purposes only. • User is prohibited from distributing, transmitting or publishing these materials to others, including persons in the user’s business or organization. • Separate licenses are required for every person who uses these materials in a single business or organization.
    3. 3. Your Host: Jennifer Whitt, PMP <ul><li>Founder - </li></ul>
    4. 4. How do I get my PDUs ? <ul><li>If you are interested in earning PDUs for this course you can buy the course on-line at . </li></ul><ul><li>If you are interested in watching the video along with the slides, you can access it at the Blog . </li></ul><ul><li>Get your PDUs in three easy steps: </li></ul><ul><li>1.Complete the course. </li></ul><ul><li>2.Fill out the Course Completion Form online </li></ul><ul><li>3.Register your PDUs at the PMI website . </li></ul>
    5. 5. <ul><li>“ Roughly 70% of projects will come in materially late , materially over budget , will not deliver required functionality or will fail to meet significant user expectations ” </li></ul><ul><li>Tom Ingram, writing in PMI’s </li></ul><ul><li>Project Management Journal </li></ul>
    6. 6. Characteristics of Projects <ul><li>Have a specific, unique goal </li></ul><ul><li>Have a beginning and an ending </li></ul><ul><li>Use human, material, equipment, budget resources </li></ul><ul><li>Have a three-dimensional quality objective </li></ul><ul><ul><ul><li>Scope/Deliverable </li></ul></ul></ul><ul><ul><ul><li>Time /Schedule </li></ul></ul></ul><ul><ul><ul><li>Cost/Budget </li></ul></ul></ul>
    7. 7. Project Management… <ul><li>Process that focuses on control and balance of the Project Triple Constraint : </li></ul><ul><li>Scope, Time, and Cost to ensure project Quality. </li></ul>Time Cost Quality Scope
    8. 8. Project Challenges <ul><li>Lack of user involvement </li></ul><ul><li>Incomplete requirements & specs </li></ul><ul><li>Changing requirements & specifications </li></ul><ul><li>Lack of executive support </li></ul><ul><li>Technology incompetence </li></ul><ul><li>Lack of resources </li></ul><ul><li>Unrealistic expectations </li></ul><ul><li>Unclear objectives </li></ul><ul><li>Unrealistic timeframes </li></ul><ul><li>New technology </li></ul><ul><li>Standish Group survey results </li></ul>
    9. 9. Successful Projects <ul><li>User involvement </li></ul><ul><li>Executive management support </li></ul><ul><li>Clear statement of requirements </li></ul><ul><li>Proper planning </li></ul><ul><li>Realistic expectations </li></ul><ul><li>Smaller project milestones </li></ul><ul><li>Competent, cooperative staff </li></ul><ul><li>Ownership and commitment </li></ul><ul><li>Clear vision & objectives </li></ul><ul><li>Collaborative, focused staff </li></ul><ul><li>Standish Group survey results </li></ul>
    10. 10. Core Competencies for Project Success Project Management Industry-Specific Product Delivery Business Management
    11. 11. Quality Assurance Processes PLAN DO ACT CHECK American Society for Quality ®
    12. 12. Project Management Processes Initiating Processes Planning Processes Executing Processes Monitoring & Controlling Processes Closing Processes PMBOK Guide ®
    13. 13. Process Groups with Deliverables Initiating Planning Executing / Monitoring &Controlling Closing Products Acceptance Final / Actuals Reports Project Documents Lessons Learned Performance Reports Issues & Risks logs Change logs Project progress Deliverables Updated Plan Project Plan Charter Processes Inputs Business Opportunity Charter Lessons Learned Charter Project Plan Performance Reports Project progress Project logs Deliverables Updated Plan Outputs
    14. 14. Integrated Project Management Project Charter Project Plan Progress-Reports Performance- Measurements Deliverables Updated Plan Project-Documents Lessons-Learned Initiating Planning Executing Monitoring & Controlling Closing Knowledge Areas Scope HR Time Cost Communication Quality Risk Procurement Integration
    15. 15. What is the Role of the Project Manager? Manage Quality Monitor Project Progress Review Work Deliverables Plan, Plan, Plan Manage Risks Manage Budgets Maintain Project Records <ul><li>Build a team </li></ul>Lead people Manage Change Organize the Work Communicate Manage Conflict Negotiate Administer Schedule Tasks and Resources
    16. 16. Project Manager Performance Expectations <ul><li>Plan a project from beginning to end </li></ul><ul><li>Set measurable project objectives </li></ul><ul><li>Manage client / stakeholder expectations </li></ul><ul><li>Present project goals, objectives and deliverables </li></ul><ul><li>Structure a workable plan that is accepted & supported </li></ul><ul><li>Facilitate optimum performance from all team members </li></ul><ul><li>Use available human and material resources effectively </li></ul><ul><li>Measure project performance accurately </li></ul><ul><li>Communicate unambiguous project results </li></ul>
    17. 17. Project Manager “Challenges” <ul><li>Not enough time to plan </li></ul><ul><li>Changing requirements </li></ul><ul><li>Estimates are considered to be facts </li></ul><ul><li>Resources not available </li></ul><ul><li>Unscheduled work arises </li></ul><ul><li>End point is not clearly defined </li></ul><ul><li>Unanticipated risks </li></ul><ul><li>Others? </li></ul>
    18. 18. Project Manager “Pitfalls” <ul><li>Not planning </li></ul><ul><li>Doing vs. leading & managing </li></ul><ul><li>Focusing on tasks vs. deliverables </li></ul><ul><li>Ineffective communication </li></ul><ul><li>Ineffective time management </li></ul><ul><li>Eliminating diagnostics & variance analysis </li></ul><ul><li>Not managing to project “ triple constraint ” </li></ul><ul><li>Focusing on administrivia vs. results </li></ul><ul><li>Being a management bottleneck </li></ul>
    19. 19. Project Manager Leadership Expectations <ul><li>Project-Vitamin C 6 SM : </li></ul><ul><ul><ul><li>C ommunication </li></ul></ul></ul><ul><ul><ul><li>C ollaboration </li></ul></ul></ul><ul><ul><ul><li>C ooperation </li></ul></ul></ul><ul><ul><ul><li>C ommitment </li></ul></ul></ul><ul><ul><ul><li>C onsensus </li></ul></ul></ul><ul><ul><ul><li>C elebration </li></ul></ul></ul>SM MG Allenchey, PMP
    20. 20. Improving Your Performance <ul><li>Attend formal training programs </li></ul><ul><li>Apply new techniques and tools </li></ul><ul><li>Share experiences </li></ul><ul><li>Read project management literature </li></ul><ul><li>Network with other professionals </li></ul>
    21. 21. The Project Manager “Toolkit” <ul><li>PM best practice </li></ul><ul><li>Professional organizations ( PMI ) </li></ul><ul><li>PM education & training </li></ul><ul><li>PM conferences & literature </li></ul><ul><li>PM software & templates </li></ul><ul><li>Other colleagues </li></ul><ul><li>Lessons-learned repositories </li></ul><ul><li>Project Notebooks </li></ul>
    22. 22. Global Industry Standards <ul><li>Project Management Institute - PMI ® </li></ul><ul><ul><li>Worldwide, international organization </li></ul></ul><ul><ul><li>200,000 + members from multiple industry sectors </li></ul></ul><ul><ul><li>Local chapters and specific interest groups </li></ul></ul><ul><li>Project Management Body of Knowledge - PMBOK® Guide </li></ul>
    23. 23. Resources <ul><li>Project Management Institute </li></ul><ul><li> </li></ul><ul><li>Project Management Institute - </li></ul><ul><li>Project Management Institute – Registered Education Providers </li></ul><ul><li> </li></ul>Atlanta Chapter
    24. 24. <ul><li>Top 7 things YOU can do: </li></ul><ul><li>Visit or </li></ul><ul><li>Join PMI - Atlanta Chapter </li></ul><ul><li>Form a Peer Group </li></ul><ul><li>Find a Mentor Program </li></ul><ul><li>Create a PM Toolkit </li></ul><ul><li>Sign Up for a Class </li></ul><ul><li>Document lessons learned / best practices </li></ul>
    25. 25. Benefits of PM <ul><li>Improve return on financial investments </li></ul><ul><li>Improve delivery of products/services </li></ul><ul><li>Optimize use of limited resources </li></ul><ul><li>Realize benefits of standard processes and methodology: </li></ul><ul><ul><li>Productive </li></ul></ul><ul><ul><li>Repeatable </li></ul></ul><ul><ul><li>Measurable </li></ul></ul><ul><ul><li>Continuous Improvement </li></ul></ul>
    26. 26. <ul><li>“ The secret of getting ahead is getting started. </li></ul><ul><li>The secret of getting started is breaking your complex, overwhelming tasks </li></ul><ul><li>into small manageable tasks, and </li></ul><ul><li>then starting with the first one.” </li></ul><ul><li>- Mark Twain </li></ul>
    27. 27. How do I get my PDUs ? <ul><li>If you are interested in earning PDUs for this course you can buy the course on-line at . </li></ul><ul><li>If you are interested in watching the video along with the slides, you can access it at the Blog . </li></ul><ul><li>Get your PDUs in three easy steps: </li></ul><ul><li>1.Complete the course. </li></ul><ul><li>2.Fill out the Course Completion Form online </li></ul><ul><li>3.Register your PDUs at the PMI website . </li></ul>
    28. 28. Call Us: 404.815.4644 Email Us: [email_address] Join Us: PDUs2Go Group on LinkedIn Follow Us: PDUs2Go Visit Us:
    29. 29. Thank you for JOINING Us! Jennifer … and The PDUs2Go Team