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Project Management - Basics


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This is a quick presentation for anyone who is completely new to project management and wants to dive deeper into the discipline. This quick overview presentation discusses:

- uses of PM
- some universal definitions
- considerations on assembling a project team
- 2 real world examples of how project management can be applied to life situations

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Published in: Education, Business, Technology
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Project Management - Basics

  1. 1. PROJECT MANAGEMENT BASICSManage Better, Grow FasterDaniel S. Carroll Part 1 of 2July 26, 2012 version 1.0 1
  2. 2. About this presentation Project management framework Universally accepted definitions and language Real world application Assumptions: the project will not be abandoned 2
  3. 3. Goal of this presentation: Part 1 Understand the uses of project management Identify all aspects of a project prior to beginning Gain confidence in starting and managing a project Assemble the correct team Enforce project ‘ownership’ and take direction 3
  4. 4. What will not be covered Determining/selecting a budget Controlling/updating budget (budget creep) PM Knowledge Areas Stakeholder analysis Risk management Work Breakdown Structure (WBS) 4
  5. 5. Some questions… Who uses project management? When is project management used? What makes a project manager? What are the main stages of a project? Who are the people involved in a team project? 5
  6. 6. Who uses project management? Academia Construction Professional Services Technology / TeleCom Military Government All verticals All industries Universal Manufacturing Engineering 6
  7. 7. When is project management used?Micro or Long projects (over 3 years) subprojects Medium projects (up to 2 years)projects withinprojects Short term projects (less than a year) a/k/a aProcess Individual All containBeginning Milestones End Creep 7
  8. 8. What makes a good project manager? Generalist Knowledgeable Willingness Multitasker Task-oriented Organized Go-getter 8
  9. 9. What makes an effective project manager? Results oriented Technical in nature Application of tools/techniques for efficiency Sourcing Situational awareness End-to-end over thinker Heavy scrutinizer Political Strong interest in accomplishment but not with subjective interest 9
  10. 10. Resource Project Process• An assistive function Milestone • A set of interrelated used to effectively activities performed to execute processes • A special event that receives special obtain a specified set and complete your of products, results, project (can be a attention, often referred to or services. person or tool) “deliverable”. Input Technique Output Tools and methods to The project schedule List of activities to be scheduled for scheduling activities 10
  11. 11. Project lifecycle by 5 stages (process groups) • Define and authorize the project Initiating • Outline project team, resources • Gather and refine project objectivesPlanning • Create milestones • Finalize, implement planExecuting • Coordinate activities • ControllingMonitoring • Progress/performance measurement • Disband team Closing • Close circuits (celebrate!) 11
  12. 12. Identify: who’s who in a project?Project ManagerCreates timelineand objectivelyidentifies andaccomplishesmilestones through Youa mixed use ofresources andaction items 12
  13. 13. Identify: who’s who in a project?Exec. SponsorHighest rankingmember, generallydoes not ‘roll-upsleeves’. Sometimes referred to asIndividual who has “owner” or “champion”the most at stake inthe project’ssuccess/failure andoften initiates thecause.Responsible forfinal approvals. 13
  14. 14. Identify: who’s who in a project?Project SponsorsResponsible forhigh level initialplanning, andheavily influences 2nd Tier Sponsorshipthe executivesponsor as aproject champion.Greatly assists PMin removingroadblocks andpolitics. 14
  15. 15. Identify: who’s who in a project?StakeholdersHelp steer theproject along,provide resources,technical support,guidance, etc.Generally may bedepartment heads,and sometimes, acustomer.They can bepolitical and cause HR IT Facilitiesadverse effects. 15
  16. 16. Identify: who’s who in a project?All of theaforementionedmembers arecollectivelyreferred to as… Project Team HR IT Facilities 16
  17. 17. Team AssemblyHard Skills & Personality Similar Responsiveness Attributes Institutional Knowledge Proven Willingness Experience Proven Willingness Attitude Voice vs. Experience Availability Priority / sense of urgency Depth of abilities Reality 17
  18. 18. Considerations on assembling your teamDo’s Don’tsThink thoroughly of each indiv’s responsibility Underestimate one’s abilityKeep in mind project outcome, all times Underestimate one’s willingnessConsider each individual process within Over estimate other’s time flexibilityGive deep consideration to all resources Neglect a professional assessmentDetermine expertise required Let stakeholders’ perceptions of other stakeholders or resources settle in 18
  19. 19. Politics aside… but it does happenGripes / Perceived Attitudes Work-around’sW.I.I.F.M. Reinforce organizational objectiveGeneral negativity Reinforce their personal contribution as positiveCan’t do attitude Resources available / necessity of contributionWasn’t considered for more or included Reassess team member assignmentsAlready too busy / too much on plate Seek assistance from project sponsor who has given direction Notes: “Work-around’s” are never long terms solutions. Above all else, you’re just the Project Manager, not the individual’s manager (most cases) Remember, Project Sponsors help guide the process along to by-pass roadblocks 19
  20. 20. Gauge the temperatureTechnique OutcomeTeam meetings Level of influence (weighted score)Individual interviews (informal) Personal contributionSurvey/polling Open feedbackForums/Message board Lively discussion, shapes roles in projectPersonal observations DirectFree Resources: Webinar collaboration – Survey/polling — Forums/Message Boards – | Collaboration portal – (Google Sites) 20
  21. 21. Long term effects of choosing the right parties Legal Vendors/ Facilities/ Contractors Engineering HR CEO wants to build a day care facility at the factory Marketing 21
  22. 22. Project Example: Dish Washing Beginning End 22
  23. 23. Initiating Dish drain Towel Detergent Steel brush Sponge Cleaning instrument Project Resources 23
  24. 24. Initiating Dish drain Towel Detergent Steel brush Sponge Cleaning instrument Project Resources 24
  25. 25. Initiating Dish drain Towel Detergent Steel brush Sponge Cleaning instrument Project Resources 25
  26. 26. Initiating Dish drain Towel Detergent Steel brush Sponge Cleaning instrument Project Resources 26
  27. 27. Initiating Dish drain Towel Detergent Steel brush Sponge Cleaning instrument Project Resources 27
  28. 28. Initiating Dish drain Towel Detergent Steel brush Sponge Cleaning instrument Project Resources 28
  29. 29. Planning Beginning – Initiating/Planning Middle – Executing/Controlling Last Dish drain / Last stage (post project) Towel / Last stage (10%) Detergent / Middle (15%) Steel brush / Middle (5%) Sponge / Middle (55%) Cleaning instrument / Middle (10%) Project Resources 29
  30. 30. Planning Beginning – Initiating/Planning Analyze Scrutinize 30
  31. 31. Executing Middle – Executing/Controlling Order of operations Categorized ‘like’ items Made situation more manageable Micro/sub projects Make assessment Milestone 1 31
  32. 32. Executing Middle – Executing/Controlling Over 50% done Handled large portions of project first Breakdown small portions into subsets Make assessment Milestone 2 32
  33. 33. Controlling Middle – Executing/Controlling Analyze dish drain capacity Re-arrange items to fit properly Make assessment Milestone 3 33
  34. 34. Controlling End Disband project 34
  35. 35. Process Management: moving an apartment 1. Apartment search Apartment search 2. Start Packing Start Packing 3. Think of locations Think of locations 4. Narrow apartment search Narrow apartment search 5. Rent price Rent price 6. Reassess locations Reassess locations 7. Sign paperwork Sign paperwork 8. Pay landlord Pay landlord 9. Arrange movers Arrange movers 10. Move in Move in 11. Unpack Unpack 12. Activate utilities, accounts Activate utilities, accounts 35
  36. 36. Process Management: moving an apartment Apartment search Start Packing Processes Think of locations that can be Narrow apartment search performed at Rent price the same time Reassess locations are referred to Sign paperwork parallel tasks Pay landlord Arrange movers Move in Unpack Shop for new stuff 36
  37. 37. Process Management: moving an apartment Apartment search Start Packing Think of locations Narrow apartment search Rent price Reassess locations Sign paperwork Pay landlord Arrange movers Move in Unpack Activate utilities, accounts 37
  38. 38. Process Management: moving an apartment 1. Apartment search1. Apartment search 2. Start Packing •Start Packing •Think of locations 3. Think of locations2. Narrow apartment search 4. Narrow apartment search •Rent price 5. Rent price •Reassess locations3. Sign paperwork vs. 6. Reassess location •Pay landlord 7. Sign paperwork •Arrange movers 8. Pay landlord4. Move in 9. Arrange movers •Unpack •Shop for new stuff 10. Move in 11. Unpack 12. Shop for new stuff 38