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Dr Rovel Shackleford on project management slides show

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DIY project management training slideshow learn about project management by Dr Rovel Shackleford

DIY project management training slideshow learn about project management by Dr Rovel Shackleford

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  • 1. PROJECT MANAGEMENT PRESENTATION Project Definition Project Project Closure Project Plan Management Project Management & Control Dr Rovel Shackleford
  • 2. Why do Projects Fail? Defining the Project The Management Plan Defining Project Scope Identifying Project Constraints Master Project Schedule Estimation Resourcing Dr Rovel Shackleford
  • 3. Why do projects fail? Other Size Incorrect Hardware 2% or Software 5% InadequateProject Management Unfamiliarity 32% 17% with Scope and Complexity Inadequate Communication 20% 17% Failure to define objectives Analysis of “Runaway” Projects indicates the need for Strong Project Management Dr Rovel Shackleford
  • 4. Project Structure Managing Project Staff Subcontractor Management Managing Organizational Change Project ProjectProject Project Plan ManagementDefinition Close and Control Quality Management Risk Management Change Control and Issue Management Configuration Management Dr Rovel Shackleford
  • 5. Project Definition – Terms ofReference Ensures that stakeholder & project team have common understanding of the project Defines the scope of the work to be undertaken Places boundaries around the project Identifies high-level schedule, costs, and procedures Addresses potential problems Dr Rovel Shackleford
  • 6. Inputs & Deliverables Risk Quality Change Control Work Breakdown Structure Project Scope Resources ExpectationsMajor Boundaries Roles & ChangesInputs Team Responsibilities Review Actual vs Cost Budget Adjust Estimates Approach Time Estimates Redefine Customer Contingency Plans Satisfaction Project Project Project Project Definition Plan Management Close & Control • Project • Detail Plan • Project • Project Major Management • Schedule Control and Review andDeliverables Plan • Resources Reporting Close • Deliverables • Costs Dr Rovel Shackleford
  • 7. Management Plan Functions Provides a basis by which entire project will be measured Acts as a roadmap for executing the project Contains all information to help answer questions about the rationale behind approaches and decisions Dr Rovel Shackleford
  • 8. Management Plan Success Factors Describes the success criteria of the project; Outlines the project timeframe, budget and major deliverables at a designated quality level; Defines the overall framework and approach for executing the project; Defines the resource staffing levels necessary to perform project work; and, Defines the project infrastructure necessary to effectively control the project. Dr Rovel Shackleford
  • 9. Develop & Confirm Management Plan  Risks Without  Benefits With False starts  Meet sponsor Confusion objectives Failure to meet  Form basis of sponsor expectations stakeholder trust Failure to meet KPMG  Set tone, establish stakeholder direction expectations  Surface sponsor Poor communication challenges  Open channel of communication  Begin project in a systematic manner Dr Rovel Shackleford
  • 10. The Value of Clear Objectives  Set the expectations of the Project Sponsor and stakeholders  Provides a target point to guide the Project Team  Allows you to determine when the project is finished!The Project Team The Objectives Dr Rovel Shackleford
  • 11. Benefits of Defining Scope Confirms Terms of Reference Clear, documented benefits for project Defined major deliverables and criteria for completion Explicitly defined constraints, assumptions, inclusions and exclusions Dr Rovel Shackleford
  • 12. Constraints Matrix Least Moderately Most Flexible Flexible FlexibleSchedule X Scope X Cost X Dr Rovel Shackleford
  • 13. Constraints Matrix Least Moderately Most Flexible Flexible FlexibleSchedule X Scope X Cost X Dr Rovel Shackleford
  • 14. Inclusion/Exclusion List Final Deliverable: Event Completed Included Excluded Event commences  Participant travel to on time 10/28/99 or from event All defined data &  Any post-event meetings, dinners, information etc. delivered  Meetings during All questions & break answers retained and documented  Follow-up communication after event concludes Dr Rovel Shackleford
  • 15. Master Project Schedule• Highest level of schedule• Utilises major phases and activities• Provides “top-down” view of project work• Allows for rough order of magnitude (ROM) Dr Rovel Shackleford
  • 16. Building a Master Project Schedule Identify Phases & Activities Determine sequence of activities Determine duration of project Dr Rovel Shackleford
  • 17. High-level Estimate Range Purpose is to gauge & validate project size Resource staffing levels by phase / activity Elapsed time by activity Dr Rovel Shackleford
  • 18. Developing High-level Estimates Review estimates from previous, similar projects Review any estimates developed in work sessions Document assumptions, initial estimates, staffing levels, and associated calculations Top down estimate done in Phase 1; Bottom up estimate done in Phase 2 Dr Rovel Shackleford
  • 19. How to produce a Work Plan• Split phases into activities• Split activities into tasks• Small tasks are easier to estimate and manage than larger phases• Tasks should:  usually be no less than seven man hours  usually be no more than 70 man hours  usually have no more than two resources  always have a task profile defined Dr Rovel Shackleford
  • 20. Ten Features of a Good Work Plan Breaks down a large, complex phase (ie management plan) into many manageable tasks Defines the objectives and scope of each task Defines which resource(s) should perform each task Defines how long each task should take each resource Defines when each task should start and finish Contains realistic estimates Minimizes peaks and troughs of work effort by each resource Incorporates overhead tasks and contingencies Benchmarks the project to enable monitoring Offers easy maintenance and update of actuals Dr Rovel Shackleford
  • 21. Workforce Success Factors A good work plan identifies objectives and scope of manageable amounts of work It defines the effort, resources and a schedule that will meet each objective It is realistic and includes contingencies It uses resources efficiently and effectively It establishes a benchmark against which to measure progress It is easy to maintain as more information becomes available Dr Rovel Shackleford
  • 22. Develop Resource & InfrastructurePlan Roles• Skills• Resources• Equipment• Environment• Responsibilities• Information Technology Dr Rovel Shackleford
  • 23. Develop Project Organisation Project Steering Committee Chairman - Project Sponsor User Group Quality Assurance Manager Project Manager Project Office Manager Team Leader Team Leader Team Manager Team Leader Team Leader Dr Rovel Shackleford Team Leader Team Leader
  • 24. Staffing of Project Establish roles & responsibilities Identify necessary skills & experience Define a resourcing approach Core team helps identify specific resources Availability is not a resource ! Dr Rovel Shackleford
  • 25. Project roles and responsibilities ROLE RESPONSIBILITIES Project sponsor  “Champion”, owner and financier of the project  Agent of project sponsor Project director  Executive project oversight, Steering committee direction-setting decision making support  Business acceptance of Business group major deliverables  Overall project coordination, Project manager management and control (admin help from project office)  Day-to-day management and Team leader control of detailed work plan efforts  Task completion Project team members Dr Rovel Shackleford
  • 26. What is the Project Office? Centre for:  Assembling  Coordinating  Tracking  Monitoring  Maintaining and distributing key project information Dr Rovel Shackleford

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