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Oklahoma State Project Management

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  • Team -C1
  • Final

    1. 1. Presented By: Jude Larry Abhay Satish Surya 06/01/09 Team C1
    2. 2. <ul><li>Project Management </li></ul><ul><li>Organization and People </li></ul><ul><li>Processes and Procedures </li></ul><ul><li>General Management </li></ul>06/01/09 Team C1
    3. 3. Mainly it's organization, to provide a plan and the means on which to base management decisions throughout the life of a project. 06/01/09 Team C1
    4. 4. <ul><li>Our customers really love us, so they don't care if our products are late and don't work. </li></ul><ul><li>I know there is a well-developed project management body of knowledge, but I can't find it under this mess on my desk. </li></ul><ul><li>All our projects are easy, and they don't have cost, schedule, and technical risks anyway. </li></ul><ul><li>Organizing to manage projects isn't compatible with our culture, and the last thing we need around this place is change. </li></ul><ul><li>We aren't smart enough to implement project management without stifling creativity and offending our technical geniuses. </li></ul><ul><li>We might have to understand our customers' requirements and document a lot of stuff, and that is such a bother. </li></ul><ul><li>Project management requires integrity and courage, so they would have to pay me extra . </li></ul><ul><li>Our bosses won't provide the support needed for project management; they want us to get better results through magic. </li></ul><ul><li>We'd have to apply project management blindly to all projects regardless of size and complexity, and that would be stupid. </li></ul><ul><li>We figure it's more profitable to have 50% overruns than to spend 10% on project management to fix them. </li></ul><ul><li> </li></ul>06/01/09 Team C1
    5. 5. <ul><li>Project management pays off for companies and it's becoming increasingly more evident, statistics show there is a higher risk of failure without a Project Manager. </li></ul><ul><li>Project Managers are important when resources are scarce and time is limited, and they cut down on waste and conflict because they provide good planning up front and improved communication between different groups. </li></ul><ul><li>A Project Manager ensures that projects are completed on time and on budget. Their demanding work requires multitasking and organizational abilities, a wide-range of knowledge and above all, excellent communication skills. </li></ul>Why to use project management????? 06/01/09 Team C1
    6. 6. <ul><li>Program Management </li></ul><ul><li>Systems and Procedures </li></ul><ul><li>Close Out </li></ul><ul><li>Post Project Appraisal </li></ul>06/01/09 Team C1
    7. 7. <ul><li>Resourcefulness in Problem Solving </li></ul><ul><li>Workload Management </li></ul><ul><li>Performance Leadership </li></ul><ul><li>Advocacy </li></ul>06/01/09 Team C1
    8. 8. <ul><li>Organizational Design </li></ul><ul><li>Control and Co-ordination </li></ul><ul><li>Communication </li></ul><ul><li>Leadership </li></ul><ul><li>Delegation </li></ul>06/01/09 Team C1
    9. 9. <ul><li>Team Building </li></ul><ul><li>Conflict Management </li></ul><ul><li>Negotiation </li></ul><ul><li>Management Development </li></ul>06/01/09 Team C1
    10. 10. <ul><li>Facilitating cross-functional communication across teams can be one of the biggest challenges in managing a project. It is the responsibility of the Project Manager to keep all lines of communication open between teams and keep conflict to a minimum by aligning their goals. Good communication throughout the project will also ensure that the Project Manager gains and maintains the needed respect of the team. It is also important to be open to suggestions and provide feedback when necessary. </li></ul><ul><li>Communication is the most important skill for a Project Manager, then organization, and the ability to follow as well as lead and must be able to judge when leadership is needed from them and when it is more appropriate to be a team player. They must learn to adapt their style to meet the needs of their team at each stage in the lifecycle of a project, and to fit different individual needs within the team as well. </li></ul>
    11. 11. <ul><li>“ Effective Project Management involves a whole spectrum of people issues: clear direction and guidance; ability to plan and elicit commitments; communication skills; assistance in problem solving; ability to deal effectively with managers and support personnel across function lines, often with only little or no formal authority…” </li></ul><ul><li>Hans J. Thamhain, Ph,D </li></ul>06/01/09 Team C1
    12. 12. <ul><li>CORE COMPETENCIES </li></ul><ul><li>1) Communicating in a credible and </li></ul><ul><li>effective way </li></ul><ul><li>2) Knowing and managing yourself </li></ul><ul><li>3) Producing results </li></ul><ul><li>4) Moving forward in a changing environment </li></ul><ul><li>5) Fostering integration and teamwork </li></ul>06/01/09 Team C1
    13. 13. <ul><li>6) Respecting and promoting individual and </li></ul><ul><li>cultural differences </li></ul><ul><li>7) Setting an example </li></ul><ul><li>Management Competencies </li></ul><ul><li>1 ) Creating an empowering and motivating </li></ul><ul><li>environment </li></ul><ul><li>2) Ensuring the effective use of resources </li></ul>06/01/09 Team C1
    14. 14. <ul><li>Leadership Competencies </li></ul><ul><li>1) Driving company to a successful future </li></ul><ul><li>2) Promoting innovation and </li></ul><ul><li>organizational learning </li></ul><ul><li>3) Promoting company’s position in </li></ul><ul><li>health leadership </li></ul>06/01/09 Team C1
    15. 15. <ul><li>Work Definition </li></ul><ul><li>Planning </li></ul><ul><li>Scheduling </li></ul><ul><li>Estimating </li></ul><ul><li>Cost Control </li></ul>06/01/09 Team C1
    16. 16. <ul><li>Performance Measurement </li></ul><ul><li>Risk Analysis and Measurement </li></ul><ul><li>Value Management </li></ul><ul><li>Change Control </li></ul><ul><li>Mobilization </li></ul>06/01/09 Team C1
    17. 17. <ul><li>Assigning work </li></ul><ul><li>List Work Processes </li></ul><ul><li>List Tasks, duties and responsibilities involved </li></ul><ul><li>Cluster tasks </li></ul><ul><li>Estimate time frames, workload and frequency </li></ul><ul><li>Assign tasks to Positions by eliminating some tasks if possible, combining tasks </li></ul><ul><li>Classify Positions </li></ul>06/01/09 Team C1
    18. 18. <ul><li>Project Planning </li></ul><ul><li>Develop written plans for all significant undertakings </li></ul><ul><li>Document and distribute the project plan </li></ul><ul><li>Update and revise the project plan as needed </li></ul><ul><li>Insist on clear, complete statements of both product and project scope </li></ul><ul><li>Know what the project will really cost, how long it will really take </li></ul><ul><li>Use available planning tools effectively </li></ul><ul><li>Get the team actively involved in planning effort </li></ul>06/01/09 Team C1
    19. 19. <ul><li>Risk Management </li></ul><ul><li>Risk Management </li></ul><ul><li>Consider both the impact and likelihood of risks </li></ul><ul><li>Use contingency and management reserves appropriately </li></ul><ul><li>Distinguish between risks (always in the future) and problems (in the present) </li></ul><ul><li>Take prudent risks and exploit unexpected opportunities </li></ul><ul><li>View past problems as current risks and plan for them </li></ul>06/01/09 Team C1
    20. 20. <ul><li>Risk management is the process of identifying and documenting risks. </li></ul><ul><li>All identified risks need to be addressed by suitable risk mitigation strategies </li></ul><ul><li>Statistics of occurrence of risk needs to be taken into account. </li></ul><ul><li>Benchmarking is a good practice to identify risks. </li></ul>06/01/09 Team C1
    21. 21. <ul><li>Communicating </li></ul><ul><li>Choose the form and timing of the message for audience </li></ul><ul><li>Use of software to communicate to the team </li></ul><ul><li>Tracking result </li></ul><ul><li>Tracking Actual vs. Baseline </li></ul><ul><li>Problem Solving and Reporting to the Sponsor </li></ul><ul><li>Closing & Making the Next Project Easier </li></ul>06/01/09 Team C1
    22. 22. <ul><li>WBS </li></ul><ul><li>Decompose the major project deliverables into measured business achievements that will become an assignment for each team member and make it a measurable outcome </li></ul><ul><li>Using Project Software to Save Time </li></ul><ul><li>Decomposing Deliverables into the WBS </li></ul>06/01/09 Team C1
    23. 23. <ul><li>Identify and document WBS into the software used, mostly preferred being MS Project in service sector industries. </li></ul><ul><li>All the activities are tracked periodically and the software is used to update the day to date activities </li></ul><ul><li>It is also used as a tool to communicate activities to people involved in the project. </li></ul>06/01/09 Team C1
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