Introduction to Project Management


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Introduction to Project Management

  1. 1. Introduction to ProjectManagementNovember 2012
  2. 2. Goals for the SessionBy the end of this discussion, you should be able to answer the followingquestions: • What is project management and why would I use it? • What makes a good project manager? • How is a project structured and organized? • How can I use project management in the League? Page 2
  3. 3. IntroductionSo really, what is project management?• Defining what to do and how to do it• Managing the work to stay on time, on budget, and within scope• Delivering a high quality event or increased performanceA good project manager also understands their stakeholders and knowshow to prepare people for change. Page 3
  4. 4. Why Use Project Management?Project management enables an organization to deliver successfulprojects. Strong project management, coupled with a sharp focus onprocess improvement, leads to the following benefits:• Achievement of desired outcomes• Reduced cost and a higher quality end product• Greater predictability & timeliness• Improved teamwork• Higher customer satisfaction• Greater use of services Page 4
  5. 5. Role of the Project ManagerLeader • Create a vision that demonstrates clear understanding of the direction and purpose of the projectManager • Control time, budget, scope, and quality / performance • Ensure the team has the resources needed to complete the project • Balance structure and flexibility in the projects best interestFacilitator • Create a supportive work environment that encourages open communication and conflict resolutionMentor • Provide guidance to others and share your experience and knowledge to help with their professional development Page 5
  6. 6. ActivityGOAL: Understand some behaviors a project manager should emulate oravoid.• Think about behaviors that you admire from someone in a leadership position.• Think about behaviors that you wished someone in a leadership position would have changed.• Be prepared to share your thoughts. Page 6
  7. 7. Management SkillsProject managers dont just manage time, schedules, and budgets, theymanage people. Good project managers also develop solid managementskills allowing them to:• Encourage and facilitate cooperation• Influence, motivate, and develop their teams• Be sensitive to individual differences• Develop and maintain relationships with people from varied backgrounds• Express information effectively• Anticipate and resolve problems Page 7
  8. 8. Project StructureThere are a number of methodologies for project management, but weare going to focus on one tailored for the Junior League of Wilmington.Our toolkit covers four basic areas for delivering projects: • Initiate: Understand what you are trying to accomplish and, at a high level, how you are going to accomplish it. • Plan: Determine the activities that need to be done, then determine how much money, how many people, and how much time you need to complete the project. • Deliver: Manage the scope, schedule, budget, and quality of the project and ensure that stakeholders are engaged and ready to support any changes. Each team focuses on the delivery of their activities, tasks, and objectives. • Close: Complete project deliverables, transition to a supporting organization, and pass on the experience and knowledge gained or the lessons learned from doing the project. Page 8
  9. 9. Project Management Toolkit: Initiate INITIATE PLAN DELIVER CLOSE • Clarify Purpose: Who is the end user or beneficiary? What specific needs does the project address? How important is this project? • Define Outcomes: What are the objectives of the project and how will we measure its success? • Identify Restrictions: What limitations do we have in implementing the project? What uncertainties might impact a successful completion? • Identify Needs: What outside resources do we need to complete the project? • Identify Stakeholder Expectations: Who are the major stakeholders? What expectations do they have for the project? Page 9
  10. 10. Project Management Toolkit: Plan INITIATE PLAN DELIVER CLOSE • Define Activities: What do I have to do? In what order do I have to do it? • Estimate Resources: How many people do we need for each activity? • Estimate Effort: How much effort do I think it will take to complete each activity? • Develop the Schedule: Based on the estimated resources and effort, and the required delivery date, what are the due dates and major milestones? • Estimate Costs: How much money should be allocated for each activity? • Define Stakeholders: Who are our stakeholders? What motivates them? • Assess Change Impact: What changes are coming as a result of our project? How will that impact our stakeholders? • Clarify Roles and Responsibilities: How should tasks be allocated among teams to manage the work? Page 10
  11. 11. ActivityGOAL: Plan out a project for changing a flat tire. • Produce a list of tasks needed to change a flat tire. • Sequence the tasks appropriately and estimate the effort (time) for one person to complete each task. • Summarize your work by documenting the total number of tasks and total effort on your flipchart. • Be prepared to share your tasks and estimates. – How did you break this activity into tasks? – What are the problems caused by too much or too little detail in your task breakdown? Page 11
  12. 12. Project Management Toolkit: Deliver INITIATE PLAN DELIVER CLOSE • Monitor Delivery: Are tasks being completed on time and on budget? Are we on track to complete our activities? Are we addressing the objectives laid out in the project goals? How are we managing risks and issues? • Develop Communications: What communications need to be sent to our stakeholders? What additional interventions are needed to ensure a successful project? • Develop Learning Materials: What training or support materials will help develop the behaviors, skills, and knowledge that we are targeting? • Manage Stakeholders: How do our stakeholders view the project’s efforts? What needs to be done to increase their commitment? • Support Transition: What knowledge transfer needs to be done to successfully prepare the organization that will support the work long-term? Page 12
  13. 13. Project Management Toolkit: Close INITIATE PLAN DELIVER CLOSE • Improve Learning Materials: What additional material or learning can we provide to enable people to sustain their new or improved behaviors, skills, and knowledge? • Prepare Closure Presentation: Were our target objectives met? How did the project impact our stakeholders? Is the impact sustainable long-term? Has the sponsor / impacted organization validated closure of the project? • Record Experience and Knowledge: What worked well and what could be improved for next time? What “next steps” could be taken for more positive impact? • Celebrate: How can we celebrate the projects completion? In what ways should we recognize and reward team and individual achievements? Page 13
  14. 14. Project Mgmt in the LeagueThe Junior League of Wilmington raises money to support our communityprograms and mission to: • Promote volunteerism; • Develop the potential of women; and • Improve communities through the effective action and leadership of trained volunteersProject management skills are applicable to many of the roles that youmay fill during your League career, from planning a community project tocoordinating training events to organizing a contribution or recruitingcampaign. Page 14