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Project Management Workshop Overview

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  • Starting a project: Identifying customer needs, deciding scope of the project, selecting the project team, and planning the project. Managing a Project: Tracking project progress, determining if the project is off course (and what to do about it), and communicating status to management Managing meetings: Techniques for effective meetings, meeting processes for different purposes, and roles and responsibilities. Closing the project: Effectively ending your project
  • Starting a project: Identifying customer needs, deciding scope of the project, selecting the project team, and planning the project. Managing a Project: Tracking project progress, determining if the project is off course (and what to do about it), and communicating status to management Managing meetings: Techniques for effective meetings, meeting processes for different purposes, and roles and responsibilities. Closing the project: Effectively ending your project
  • Starting a project: Identifying customer needs, deciding scope of the project, selecting the project team, and planning the project. Managing a Project: Tracking project progress, determining if the project is off course (and what to do about it), and communicating status to management Managing meetings: Techniques for effective meetings, meeting processes for different purposes, and roles and responsibilities. Closing the project: Effectively ending your project
  • Starting a project: Identifying customer needs, deciding scope of the project, selecting the project team, and planning the project. Managing a Project: Tracking project progress, determining if the project is off course (and what to do about it), and communicating status to management Managing meetings: Techniques for effective meetings, meeting processes for different purposes, and roles and responsibilities. Closing the project: Effectively ending your project
  • Starting a project: Identifying customer needs, deciding scope of the project, selecting the project team, and planning the project. Managing a Project: Tracking project progress, determining if the project is off course (and what to do about it), and communicating status to management Managing meetings: Techniques for effective meetings, meeting processes for different purposes, and roles and responsibilities. Closing the project: Effectively ending your project
  • Starting a project: Identifying customer needs, deciding scope of the project, selecting the project team, and planning the project. Managing a Project: Tracking project progress, determining if the project is off course (and what to do about it), and communicating status to management Managing meetings: Techniques for effective meetings, meeting processes for different purposes, and roles and responsibilities. Closing the project: Effectively ending your project
  • Starting a project: Identifying customer needs, deciding scope of the project, selecting the project team, and planning the project. Managing a Project: Tracking project progress, determining if the project is off course (and what to do about it), and communicating status to management Managing meetings: Techniques for effective meetings, meeting processes for different purposes, and roles and responsibilities. Closing the project: Effectively ending your project
  • Starting a project: Identifying customer needs, deciding scope of the project, selecting the project team, and planning the project. Managing a Project: Tracking project progress, determining if the project is off course (and what to do about it), and communicating status to management Managing meetings: Techniques for effective meetings, meeting processes for different purposes, and roles and responsibilities. Closing the project: Effectively ending your project
  • Starting a project: Identifying customer needs, deciding scope of the project, selecting the project team, and planning the project. Managing a Project: Tracking project progress, determining if the project is off course (and what to do about it), and communicating status to management Managing meetings: Techniques for effective meetings, meeting processes for different purposes, and roles and responsibilities. Closing the project: Effectively ending your project
  • Starting a project: Identifying customer needs, deciding scope of the project, selecting the project team, and planning the project. Managing a Project: Tracking project progress, determining if the project is off course (and what to do about it), and communicating status to management Managing meetings: Techniques for effective meetings, meeting processes for different purposes, and roles and responsibilities. Closing the project: Effectively ending your project
  • Starting a project: Identifying customer needs, deciding scope of the project, selecting the project team, and planning the project. Managing a Project: Tracking project progress, determining if the project is off course (and what to do about it), and communicating status to management Managing meetings: Techniques for effective meetings, meeting processes for different purposes, and roles and responsibilities. Closing the project: Effectively ending your project

Transcript

  • 1. Project Management Workshop Overview
    • By Tarek Lahdhiri
    • Region 4 PACE Chair
    • IEEE Region 4 Meeting
    • January 30/31, 2004
  • 2.
    • Introduction: Definition of a Project
    • Starting and Planning a project
    • Managing a project
    • Running Meetings
    • Closing a project
    Workshop Subjects
  • 3.
    • Definition of a project
    • What is wrong with our projects?
    • Types of projects
    • Typical phases of a project
      • Concept/Planning
      • Development
      • Approval Testing
      • Deployment & Close-out
    Introduction
  • 4.
    • Idea
      • What do we need?
      • Questions to ask at the start of a project
    • Team
      • Who is in the team?
      • Roles and responsibilities
    • Scope
      • Create a vision
      • Identify the deliverables
    Starting and Planning
  • 5.
    • Goals: Balance the following objectives
      • Development speed (time to market)
      • Development cost
      • Product cost
      • Product performance
    • Requirements: create documents that details:
      • Requirements and performance of each deliverable
      • User Acceptance Tests
    • Risks: identify and analyze the risks
    Starting and Planning (continued)
  • 6.
    • Scheduling and Estimating Steps:
      • Create a work breakdown structure
      • Estimate work to complete the tasks
      • Identify dependencies among tasks
      • Assign resources to tasks
      • Identify critical issues to track
      • Include contingency plans
      • Identify milestones to track
    • Refining the Plans
    • Understand task dependency
    • Tradeoff decisions
    Starting and Planning (continued)
  • 7.
    • How do we use planning deliverables to tell if we are on track?
      • Track using milestones
      • Track using defect trend data
    • How do we use meetings and status to measure progress?
      • Team meeting members
      • Team meeting minutes
      • Effective status updates
    Managing a Project
  • 8.
    • How are design reviews and testing critical to gauging project progress?
      • Judging design completeness
      • Design reviews throughout the project to prevent defects
      • Judging product quality
    • Risk management
    Managing a Project (continued)
  • 9.
    • Planning a meeting
    • Meeting Sequence
    • Attendee list (who to invite?)
    • Attitude: pre-selling, pre-coaching
    • Meeting Roles
      • Leader
      • Facilitator
      • Recorder
      • Participants
    Running Meetings
  • 10.
    • Identify ongoing assessment of customer satisfaction
    • Ensure adequate hand-offs to all groups (service, manufacturing, marketing, sales...)
    • Archive project documents
    • Conduct a lessons-learned meeting
    Closing the Project
  • 11.
    • The workshop will include:
      • Study case
      • Many examples of forms:
        • risk/issue form
        • meeting minute form
        • responsibility matrix form
        • Workbook tracking form
      • An example of workbook project tracking from automotive industry
    Illustrations and Examples
  • 12.
    • Projects come in many sizes & complexities
    • Every project can benefit from
      • Creation of a Project Vision document
      • Establishment of a strong cross-functional team
      • Early assessment and testing of risks
      • Strong planning and estimating
      • Practical management and meeting approaches
    • Every team member can help make sure these techniques are used well.
    Summary