Intro To Project Management

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Intro To Project Management

  1. 1. An Introduction to Project Management presented by R. Anthony Mills, PMP ® ITIL ® October 7, 2009
  2. 2. What is a project? RAM Enterprises PROJECT = TEMPORARY PROJECT A temporary endeavor undertaken to produce a unique product or service
  3. 3. Examples of Projects <ul><li>Organization Anniversary </li></ul><ul><li>Building a website </li></ul><ul><li>Monthly Organizational Meetings </li></ul><ul><li>Family Trips </li></ul><ul><li>Installing a computer network </li></ul><ul><li>Major Dinner </li></ul><ul><li>Research Project </li></ul><ul><li>Birthday/Holiday Party </li></ul><ul><li>Moving / Relocating Offices </li></ul><ul><li>Creating & distributing a newsletter </li></ul>RAM Enterprises Planning.
  4. 4. Typical Projects RAM Enterprises
  5. 5. What is a successful project? <ul><li>Customer requirements (requests) satisfied/exceeded </li></ul><ul><li>Completed allocated time frame (on schedule) </li></ul><ul><li>Completed within budget </li></ul><ul><li>Acceptance by the customer/sponsor (Satisfactory results) </li></ul>RAM Enterprises
  6. 6. What is Project Management? RAM Enterprises <ul><li>Project Management is the application of skills, knowledge, tools and techniques to meet the needs and expectations of stakeholders </li></ul><ul><ul><li>The purpose is prediction and prevention, NOT recognition and reaction </li></ul></ul><ul><ul><li>Avoid Accidental Project Management </li></ul></ul><ul><ul><ul><li>Foresight – have to see around the curve to head off potential pitfalls & create solutions before things happen </li></ul></ul></ul><ul><ul><ul><li>Keep things in scope </li></ul></ul></ul>Proactive vs. Reactive
  7. 7. Integration Management RAM Enterprises <ul><li>Making choices about where to concentrate resources and efforts, based on potential issues </li></ul><ul><li>The integration effort also involves making trade-offs among competing objectives and alternatives. </li></ul>Make it Happen
  8. 8. Scope Management <ul><li>Process to ensure the project includes all required work, and only the work required, for successful completion. </li></ul><ul><li>Primarily it is the definition and control of what “IS and IS NOT” included in the project </li></ul>RAM Enterprises Manage Expectations
  9. 9. Time Management RAM Enterprises <ul><li>Definition of Activities </li></ul><ul><ul><li>What are we going to do </li></ul></ul><ul><li>Sequencing of the Activities </li></ul><ul><ul><li>W hat order are we going to do them </li></ul></ul><ul><li>Development and control of the schedule </li></ul><ul><ul><li>W hen are we going to perform those activities </li></ul></ul>When do we do what we do.
  10. 10. Cost Management <ul><li>Ensure the project is completed within the approved budget </li></ul><ul><ul><li>Physical resources and quantities required (people, equipment, materials) </li></ul></ul><ul><ul><li>Budget </li></ul></ul><ul><ul><ul><li>Budget estimates </li></ul></ul></ul><ul><ul><ul><li>Baseline estimates </li></ul></ul></ul><ul><ul><ul><li>Project Actuals </li></ul></ul></ul>RAM Enterprises Manage Costs
  11. 11. Quality Management <ul><li>Ensure the project meets the expectations (requirements) </li></ul><ul><ul><li>Clearly Defined Quality Performance Standards </li></ul></ul><ul><ul><li>How those Quality and Performance Standards are measured and satisfied </li></ul></ul><ul><ul><li>How Testing and Quality Assurance Processes will ensure standards are satisfied </li></ul></ul><ul><ul><li>Continuous ongoing quality control </li></ul></ul>RAM Enterprises Satisfying Expectations
  12. 12. Human Resources Management RAM Enterprises <ul><li>Human Resources Management includes a variety of activities </li></ul><ul><ul><li>Among them </li></ul></ul><ul><ul><ul><li>Deciding staffing needs </li></ul></ul></ul><ul><ul><ul><li>Whether to use independent contractors or hire employees </li></ul></ul></ul><ul><ul><ul><li>Recruiting, training and development to ensure high performing employees </li></ul></ul></ul><ul><ul><ul><li>Managing performance issues </li></ul></ul></ul>Manage People
  13. 13. <ul><li>Determine </li></ul><ul><ul><li>Who needs what information </li></ul></ul><ul><ul><li>When they need it </li></ul></ul><ul><ul><li>How it will be delivered </li></ul></ul><ul><ul><li>How frequent will it be delivered </li></ul></ul><ul><li>Provide performance updates via status reporting </li></ul>Communications Management RAM Enterprises Who should know and when?
  14. 14. Risk / Issue Management <ul><li>Risk Management </li></ul><ul><ul><li>Create a risk mitigation strategy </li></ul></ul><ul><ul><li>Are typically identified before the project begins </li></ul></ul><ul><ul><li>Track risks and update </li></ul></ul><ul><li>Issues Management </li></ul><ul><ul><li>Restraints to accomplishing project tasks </li></ul></ul><ul><ul><li>Typically identified throughout the project, and logged and tracked through resolution </li></ul></ul><ul><ul><li>Issues not easily resolved are escalated for resolution </li></ul></ul>RAM Enterprises Manage Problems
  15. 15. Change Control <ul><li>Define how scope changes are to be executed </li></ul><ul><ul><li>Usually formal change control is required for all of the following </li></ul></ul><ul><ul><ul><li>Scope Change </li></ul></ul></ul><ul><ul><ul><li>Schedule changes </li></ul></ul></ul><ul><ul><ul><li>Technical Specification Changes </li></ul></ul></ul><ul><ul><ul><li>Training Changes </li></ul></ul></ul><ul><li>All changes require collaboration and buy-in prior to implementation </li></ul>RAM Enterprises What ’ s the Impact?
  16. 16. RAM Enterprises <ul><ul><li>Questions? </li></ul></ul>

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