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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