Training pm jan 11 part a


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Presentation for Fast Forward and COnnect Trainees Saxion, 14, 28 January 2011

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  • In order to define project management, we need to understand what a project is. A project is a temporary and one-time endeavor undertaken to create a unique product or service, which brings about beneficial change or added value. Projects have end dates!
  • ASK THE AUDIENCE?? Do we have any project managers in the audience?? Does anyone know what the PM Triple Constraints are? (GIVE CANDY) The PM Triple constraints are the keys to quality and success! These three are interdependent and create quite a balancing act for Project Managers. The time constraint is the amount of time available to complete a project. All projects have deadlines or end dates. This may be the most difficult constraint to manage. The cost constraint is the budgeted amount available for the project. Remember that cost also translates to resources – people, equipment, and materials. The scope constraint is what must be done to produce the project's end result – the system you need – meeting your requirements! These three constraints are often competing constraints: increased scope typically means increased time and increased cost, a tight time constraint could mean increased costs and reduced scope, a tight budget could mean increased time and reduced scope, or managing the project over a longer period of time to take advantage of various funding opportunities without a loss of continuity ! The discipline of project management is about providing the tools and techniques that enable the project team ( not just the project manager ) to organize their work to meet these constraints.
  • The textbook definition of PM is: The application of knowledge, skills, tools and techniques to project activities to meet project requirements And Organizing and managing resources so the project is completed within defined scope, quality time, and cost constraints.
  • ASK THE AUDIENCE – what skills are important? (GIVE CANDY!) (CLICK) The PM doesn’t have to be an expert in the application area but – they do need to understand the application area, the standards required, and the regulations that apply (includes functional, technical, financial, and procurement). (CLICK) Understand the project environment! What are the cultural, social and political characteristics you are doing with? (DON”T TALK ABOUT INTERPERSONAL SKILLS) There are big differences between FSP & WIC - and even more between government and private industry! (think about dealing with contractors!) Educate yourself, listen and try to understand.
  • (CLICK) (CLICK) (CLICK) (READ SLIDE) KEY POINT: The Project Manager is responsible for ensuring the work gets done – not DOING all the work!
  • (CLICK) Define requirements in detail (CLICK) Establish a speedy conflict resolution process! WRITTEN and part of the SOW or Contract (CLICK) Make contingency Plans – if things didn’t go wrong you wouldn’t need a PM ! A risk management plan is NOT a contingency plan. Risk is something you anticipate! Contingency is something you must be ready to react to! (CLICK) Plan a reasonable roll-out schedule. You are not just putting in a new system – you are also changing the way your do business and this has a huge impact. Allow time to deal with it .
  • (CLICK) Communicate objectives frequently – keep everyone on the same page! (CLICK) Recognize different perspectives KEY POINT!!!! Recognize that with the various stakeholders (program staff, IT, workers, management) come different perspectives that are all valuable to the project! Listen!! These reflect their concerns and interests. Repeat them back to make sure you understand! (CLICK) Check assumptions Remember those system goals and objectives we discussed during the alternatives analysis? These need to be reiterated to make sure assumptions stay consistent and are truly reflective of the business case.
  • (CLICK) Identify all stakeholders up front! (CLICK) Develop the project plan before starting the project (CLICK) Establish communications protocols – this should be written. Who reports to who, who carries the message to whom!
  • (CLICK) Manage expectations of all stakeholders – need to be realistic and match the actual work involved. Sometimes states think this will solve all your problems – save time, money, staff, etc. These expectations, if overblown, can cause problems. Be very honest about what the new system will or will NOT do. Don’t give false expectations. Remember change brings a fear factor with it. Assuage fears. Encourage success. (CLICK) Share success and broadcast achievements Broadcast achievements throughout the project – newsletters, e-mails, announcements at meetings – too often only hear about the problems – need to hear the good as well! Use on-line forums or even a project blog. (CLICK) Invite feedback Invite feedback from all stakeholders throughout the project! Good or bad! Be ready to manage it! KEY POINT!!! A Project Manager has to be willing and able to tell the truth to power! Remember PM’s should be empowered and this includes being the messenger to the senior managers – the project champions!
  • Management Reporting is crucial to a successful project – management buy-in and continued sponsorship is dependent upon good communications! Establish reporting requirements upfront (frequency, delivery method (meeting, written, conference call), items to be included. This is where you should establish a change control process. Remember these are management reports – be brief but provide accurate and sufficient information for managers in language they understand about the current status and any issues. Remember the higher up the food chain you go the shorter the attention span, but believe it or not management really does want to know! If they don’t, your project has another problem!
  • A good project team doesn’t mean leaving the uncooperative people out of the room – make the extra effort to co-opt them! Draw on all areas of expertise! You need the subject matter experts on your team! Involve your stakeholders – encourage synergy and collaboration! Being a team member also gives stakeholders a sense of ownership and commitment. Good teamwork makes the Project Manager look good and the project successful!
  • Training pm jan 11 part a

    1. 1. Training Project Management Fast Forward Connect Siep Littooij Manager International Project Desk 14, 28 January 2011
    2. 2. Getting to know each other <ul><li>Who are you, where from? </li></ul><ul><li>What degree do you have? </li></ul><ul><li>What job do you currently have (or want to have)? </li></ul><ul><li>What learning, what experience do you have with PM </li></ul><ul><li>What do you expect to learn today? </li></ul><ul><li>Siep Littooij </li></ul><ul><li>Sociologist & agriculture engineer </li></ul><ul><li>25 years of projects in all shapes/sizes, >10 countries </li></ul><ul><li>Saxion international fund applications </li></ul><ul><li>Saxion monitoring implementation of project portfolio </li></ul>
    3. 3. Program Reader, presentation Alternatives to the waterfall 1615 14 JANUARY Closing 1700 Discussion, questions 1645 Assignment 2: -Team this project 1545 Project manager skills 1500 Assignment 1: -Do you see a project? 1430 Project management defined 1330 Start, acquaint 1300 PM Tools 5: Performance tracking 1600 28 JANUARY Closing 1700 Discussion, questions 1630 Assignment 5 -Risk Debate 1545 PM Tools 4: Risk 1530 Assignment 4 -Present the Gantt chart 1445 PM Tools 2,3 1430 Assignment 3 -Describe the logframe 1345 PM Tools 1 : LFA 1305 Start 1300
    4. 4. Learning Objectives <ul><li>Defining project management </li></ul><ul><li>The skills of the project manager </li></ul><ul><li>Tools for project management </li></ul>
    5. 5. What is a Project? <ul><li>A temporary and one-time endeavor undertaken to create a unique product or service, which brings about beneficial change or added value </li></ul>And it is someone’s responsibility!
    6. 6. PM Triple Constraints <ul><li>Time/Schedule </li></ul><ul><li>Cost/Budget </li></ul><ul><li>Performance/Results (Scope) </li></ul>Manage these or they will manage you!
    7. 7. Delivering the results <ul><li>Successful project management is delivering a quality product that meets the customer’s requirements within </li></ul><ul><li>Time & Scope & Budget. </li></ul>
    8. 8. Defining Project Management <ul><li>Organizing and managing resources so the project is completed within defined scope, quality, time and cost constraints </li></ul><ul><li>The application of knowledge, skills, tools and techniques to project activities to meet project requirements </li></ul>
    9. 9. Project planning crucial! <ul><li>The primary purpose of planning is to establish a set of directions in enough detail to tell the project team exactly what must be done </li></ul><ul><li>The purpose of planning is to facilitate later accomplishment </li></ul><ul><li>Planning to enable communication to all stakeholders </li></ul>Chapter 5-1
    10. 10. Project life <ul><li>Initiation/Definition/Start-up </li></ul><ul><li>Planning </li></ul><ul><li>Execution </li></ul><ul><li>Closure </li></ul>It all starts with this! This is how it feels….. Theory says this:
    11. 11. Project Life Cycle & PM tools Complex Environments Controlled Environments Prince2 PM Tools PM Tools LFA LFA Prince2
    12. 12. Stage control in Prince2
    13. 13. Assignment: Is it a Project? <ul><li>Split in mixed groups of 5 persons </li></ul><ul><li>Study the pictures/video </li></ul><ul><ul><li>Identify/Verify the project design characteristics, process, team, resources, implementation, management, results, etc) </li></ul></ul>Name 5 reasons why you see a project? Name 5 reasons why you do not see a project?
    14. 14. Learning Objectives <ul><li>Defining project management </li></ul><ul><li>The skills of the project manager </li></ul><ul><li>Tools for project management </li></ul>
    15. 15. What makes a project work? <ul><li>A good, solid professional project manager </li></ul>
    16. 16. What you need as Project Manager <ul><li>Program area knowledge, standards, and regulations </li></ul><ul><li>Understanding the project environment </li></ul><ul><li>General management skills (budgeting, scheduling) </li></ul><ul><li>Communication skills </li></ul><ul><li>Interpersonal skills </li></ul>
    17. 17. <ul><li>Ensure strong, committed management support </li></ul><ul><li>Connect the business goals to the development project </li></ul><ul><li>Establish clearly defined directions </li></ul><ul><li>Be proactive </li></ul><ul><li>Listen and please stakeholders </li></ul>Be a Leader
    18. 18. <ul><li>Define your requirements in detail </li></ul><ul><li>Establish a speedy conflict resolution and escalation process </li></ul><ul><li>Make contingency plans </li></ul><ul><li>Plan a reasonable roll-out schedule </li></ul>Anticipate, plan and keep overview
    19. 19. <ul><li>Communicate objectives frequently </li></ul><ul><li>Recognize different perspectives </li></ul><ul><li>Check assumptions frequently </li></ul>Communicate
    20. 20. <ul><li>Identify all team members up front! </li></ul><ul><li>Get commitment! </li></ul><ul><li>Define roles and responsibilities </li></ul><ul><li>Establish communications protocols </li></ul>Manage the team RACI Grid
    21. 21. <ul><li>Identify stakeholders </li></ul><ul><li>Know their Perspective? </li></ul><ul><ul><li>Problem </li></ul></ul><ul><ul><li>Solution </li></ul></ul><ul><li>Manage expectations </li></ul><ul><li>Share success and broadcast achievements </li></ul><ul><li>Invite feedback </li></ul>Manage the Stakeholders
    22. 22. Report! <ul><li>Establish reporting requirements upfront </li></ul><ul><li>Include the good, the bad, and the ugly </li></ul><ul><li>Be brief but accurate </li></ul><ul><li>Management really does want to know! </li></ul>
    23. 23. Be effective <ul><li>Time management </li></ul><ul><li>Roles and responsibilities </li></ul><ul><li>Effective meetings </li></ul><ul><li>Intercultural competences </li></ul>
    24. 24. <ul><li>How do we perceive cultural differences? </li></ul><ul><li>Minimise Exaggerate </li></ul><ul><li>No Problem Terrible….. </li></ul><ul><li>Either minimisation or exaggeration both unhelpful: it is simply a risk for which measures can be designed to ensure success </li></ul><ul><li>Why focus on cultural differences? </li></ul>Intercultural and Multi-location teams
    25. 25. <ul><li>A good project team can be the key to a successful project! </li></ul>
    26. 26. When Projects Succeeed <ul><li>Sound project management processes </li></ul><ul><li>Project tied to the organization’s business goals </li></ul><ul><li>Senior management commitment </li></ul><ul><li>4. Good change management </li></ul><ul><li>5. Detailed requirements </li></ul>
    27. 27. When Projects Succeed <ul><li>6. Realistic schedule </li></ul><ul><li>Good stakeholder relationships </li></ul><ul><li>8. Empowered project manager </li></ul><ul><li>9. Skilled and appropriate team members with defined roles and responsibilities </li></ul><ul><li>10. Availability of funding </li></ul>
    28. 28. Assignment: Is it a good Projectplan? <ul><li>Split in mixed groups of 5 persons </li></ul><ul><li>Study the projectplan </li></ul><ul><li>Name 5 reasons why this is a good projectplan </li></ul><ul><li>Describe required skills of the project leader </li></ul><ul><li>Name a team with function and roles </li></ul>
    29. 29. Alternatives to the waterfall: Agile/SCRUM <ul><li>Not all projects can be planned from the start </li></ul><ul><li>(Too) many unknowns and assumptions </li></ul><ul><li>(Too) many interdependencies </li></ul>
    30. 30. Transitioning to APM? Agile Project Management Traditional Project Management Focus on customer satisfaction and interaction Focus on plans and artifacts Response to change via adaptive action Change controlled via corrective action Progressive elaboration, rolling-wave planning Monumental up-front planning Customer prioritized, time-boxed delivery Manager negotiated, scope-based delivery Commitment management via feature breakdown structure Activity management via work breakdown structure Collaboration on self-disciplined and self-organizing teams Top-down control Minimal set of context-sensitive, generative practices Prescriptive, heavyweight methods Essential, value-focused metrics Non-value added controls
    31. 31. The Agile Manager’s Role <ul><li>Leading project teams in creating and responding to change through: </li></ul><ul><ul><li>Small batches </li></ul></ul><ul><ul><li>Small, integrated teams </li></ul></ul><ul><ul><li>Small, continuous improvements </li></ul></ul><ul><li>Light touch leadership: the work of energizing, empowering and enabling project teams to rapidly and reliably deliver customer value: </li></ul><ul><ul><li>By engaging customers, and </li></ul></ul><ul><ul><li>Continuously learning and adapting to their changing needs and environments </li></ul></ul><ul><ul><li>Focus on value creation </li></ul></ul>
    32. 32. Alternatives to the waterfall: Agile/SCRUM in action <ul><li>Often used in </li></ul><ul><li>product development </li></ul><ul><li>software development </li></ul>