Stop making PM so complicated - use a simple, easy way to manage your multiple projects AND help kickoff Agile Scrums more effectively.

1. Realistic Project Management
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www.russellmartin.com

2. Content
Copyright Russell Martin & Associates1
• DEFINE
• PLAN
• MANAGE
• REVIEW

3. Copyright Russell Martin & Associates2

4. Projects Are Flash Mobs
Copyright Russell Martin & Associates3

5. List 10 things on your to-do list (that you aren’t doing right now):
Clearing the Head Trash
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6. 1. If you CANNOT finish it in less then four hours
uninterrupted...
2. If you need anyone else’s help…
3. If it has been on your to-do list for more then one
month…
4. If you are unsure how to measure DONE…
What is a Project?
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7. TERM DEFINITION
TASK
(sometimes called ACTIVITY)
A unit of work, has a beginning
and end
PROJECT A collection of tasks, has a
beginning and end
PROCESS A collection of tasks that repeat
over and over (never end) with a
dedicated staff
Decoding the Words
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8. TERM DEFINITION
www.pmi.org Website for the Project
Management Institute
PMBOK Best practices for project
management
PMP, CaPM, … Professional Project Management,
certification program
PDUs Earned to get/keep a PMP
certification
The (not so) Secret Society
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9. Project Team Members
Perform project
activities and
produce project
deliverables
Project Manager
Plans,
Organizes and
Manages
the Project
What is a Project Manager?
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10. Project Sponsor
 Represents the best interest of
the organization that is funding
the project.
 Provides resources.
 Makes critical business
choices
(governance).
What is a Project Sponsor?
Copyright Russell Martin & Associates9

11. • Provides status reports to stakeholders ____ ____
• Assigns tasks to people ____ ____
• Determines the business objectives ____ ____
• Determines the project objectives ____ ____
• Recommends what to do when money, ____ ____
• time or quality are threatened
• Decides what to do when money, ____ ____
time or quality are threatened
Project
Sponsor
Project
Manager
YOU TRY IT
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12. the project
The Sponsor
Experts
(SMEs)
Finance
Customers
Functional
Leaders
The Project
Manager
The Dedicated
Project Team
Who’s In, Who’s Out
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13. Dare to
Properly
Manage
Resources!
Steps to Great Projects
Define Plan Manage Review END
START
1. Set business
objectives
2. Establish project
scope
3. Set project
objectives
4. Mitigate risks
5. Establish constraints
6. Plan communications
7. Establish governance
plan
1. Determine
milestones
2. Schedule task
dependencies
3. Adjust for
resource
dependencies
4. Create budget
1. Control work
in progress
2. Provide
status and
feedback
3. Leverage
governance
4. Resolve
conflict
1. Close the project
2. Turn over
deliverables
3. Hold project
review
4. Celebrate
accomplishments
initiate plan monitor close
Copyright Russell Martin & Associates12
WHY? HOW? ADAPT LEARN
Project
Charter
Project
Plan
Customer
Done
Project
Done

14. Dare to
Properly
Manage
Resources!
Steps to Great Projects
Define Plan Manage Review END
START
1. Set business
objectives
2. Establish project
scope
3. Set project
objectives
4. Mitigate risks
5. Establish constraints
6. Plan communications
7. Establish governance
plan
1. Determine
milestones
2. Schedule task
dependencies
3. Adjust for
resource
dependencies
4. Create budget
1. Control work
in progress
2. Provide
status and
feedback
3. Leverage
governance
4. Resolve
conflict
1. Close the project
2. Turn over
deliverables
3. Hold project
review
4. Celebrate
accomplishments
initiate plan monitor close
Copyright Russell Martin & Associates13

15. Increase Revenue
Avoid Cost
Improve Service
Also…
• Reaction to government regulation
• Reaction to competitive pressures
Develop Business Objectives:
The Greek Goddess of Business
by…
My project
will…
Copyright Russell Martin & Associates14

16. Charities
Sponsor:
CEO
Volunteer
Day
Project
Catering
Volunteers
Food
Budget
Schedule
Budget
Available Corporate
Communications
Employees
Communication Plan
Status
Training
Governance
Define the Scope Diagram
Copyright Russell Martin & Associates15
(Roles)

17. Charities
Sponsor:
CEO
Volunteer
Day
Project
Catering
Volunteers
Food
Budget
Schedule
Budget
Available
Corporate
Communications
Employees
Communication Plan
Status
Training
Governance
Needs
Define the Scope Diagram
Copyright Russell Martin & Associates16

18. What will I have when the project is done
that I don’t have now?
Project Objectives
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19. Risk - something that would negatively impact the business
that MIGHT happen
Examples: Sponsor changes, budget cut
What do you do?
PREVENT
REACT
Constraint - a challenge that WILL happen
Examples: fixed budget, fixed date, limited resources
What do you do? Accept it, work within the limits
Risks and Constraints
Copyright Russell Martin & Associates18

20. Size - How “big” is this project or how long will it take
relative to others you have done?
Rated 1(small) - 10(large)
Structure - How stable are the requirements?
Rated 1(fixed) - 10(undefined)
Technology - How understood is the technology and
procedures?
Rated 1(old) - 10(new)
Document Risks
The More Risk , The More Work for the PM
Copyright Russell Martin & Associates19

21. 1 – 3 Wing this project
4 – 6 Do a quick project charter, high level
project plan
7 – 8 Block regular project management time
9 – 10 Block frequent time, clear your schedule
and plan NOW to cut the scope
So What?
> 5 Mitigate the Risk
Copyright Russell Martin & Associates20

22. Risk Mitigation
Document Risks and Constraints
RISK FACTOR LIKELIHOOD IMPACT PREVENT BY REACT BY
There are not
enough
volunteers
Medium High Increased
communication
ahead of time
Ask volunteers
to ask friends
Type of charity
work is not
realistic for our
volunteers
Medium High Visit charity early to
clarify scope of work
Negotiate
scope of work
Copyright Russell Martin & Associates21

23. Document Constraints
Fixed Moves a little Negotiate
TIME
COST
QUALITY/
SCOPE
X
Published
day, can’t
be moved
X
Not an
unlimited
budget
X
Could do a
smaller
event
CONSTRAINTS are the restrictions on your
project that will occur.
Copyright Russell Martin & Associates22

24. Status reporting strategy
Organizational Change
Message
Establish Communications Plan
Charities Sponsor:
CEO
Volunteer
Day
Project
Catering
Volunteers
Food
Budget
Schedule Budget
Available
Corporate
Communication
Employees
Communication Plan
Status
Training
Governance
Needs
Copyright Russell Martin & Associates23

25. Establish Decision Making Plan
Governance
Who says ‘DONE’?
Who can change budget, timeline,
requirements?
Copyright Russell Martin & Associates24

26. Dare to
Properly
Manage
Resources!
Steps to Great Projects
Define Plan Manage Review END
START
1. Set business
objectives
2. Establish project
scope
3. Set project
objectives
4. Mitigate risks
5. Establish constraints
6. Plan communications
7. Establish governance
plan
1. Determine
milestones
2. Schedule task
dependencies
3. Adjust for
resource
dependencies
4. Create budget
1. Control work
in progress
2. Provide
status and
feedback
3. Leverage
governance
4. Resolve
conflict
1. Close the project
2. Turn over
deliverables
3. Hold project
review
4. Celebrate
accomplishments
initiate plan monitor close
Copyright Russell Martin & Associates25

27. What tasks
need to be
done?
What tasks
have to be
done first?
Who’s
available to
help?
What dates
are fixed?
Brainstorm milestones
and tasks
Find task
dependencies
Find resource
dependencies
Determine the
schedule
Start with flows
on Scope Diagram
Pants THEN shoes What tasks will
wait on people?
NO duration
(date only)
Create the Project Schedule
Copyright Russell Martin & Associates26

28. Allows you to sort by date, task
manager, or completed.
Build a Spreadsheet
Task Task Owner Due Comments Complete
Finalize charity Lou 6/8/11 Email results
Review with
Sponsor
Lou 6/12/11 Needs approvals
Establish
messaging needed
Jo 6/15/11
Invite employees Maria 6/15/11
Finalize Caterer Brittney 6/18/11
Copyright Russell Martin & Associates27

29. Simple Status Reports
Already done
by charity
Copyright Russell Martin & Associates28
Task Task Owner Due Comments Complete
Finalize charity Lou 6/8/11 Email results
Review with
Sponsor
Lou 6/12/11 Needs approvals
Establish
messaging needed
Jo 6/15/11
Invite employees Maria 6/15/11
Finalize Caterer Brittney 6/18/11

30. Steps to Great Projects
Define Plan Manage Review END
START
1. Set business
objectives
2. Establish project
scope
3. Set project
objectives
4. Mitigate risks
5. Establish constraints
6. Plan communications
7. Establish governance
plan
1. Determine
milestones
2. Schedule task
dependencies
3. Adjust for
resource
dependencies
4. Create budget
1. Control work
in progress
2. Provide
status and
feedback
3. Leverage
governance
4. Resolve
conflict
1. Close the project
2. Turn over
deliverables
3. Hold project
review
4. Celebrate
accomplishments
initiate plan monitor close
Copyright Russell Martin & Associates29
Dare to
Properly
Manage
Resources!

31. Transition to Maintenance
Project to Process
Copyright Russell Martin & Associates30
PROJECT = BUILD PROCESS = MAINTAIN

32. 1. Seek first to blame.
2. I’m busy, I must be making progress.
3. We can do that.
4. That will just take a minute.
5. All projects are the same.
The Five Deadly Sins of Project Management
Copyright Russell Martin & Associates31

33. 1. Seek first to blame collaborate.
2. I’m busy on the things that are must be making
money.
3. We can do that for a price.
4. That will just take some planning
a minute.
5. All projects are the same unique.
The Five Heavenly Atonements of
Project Management
Copyright Russell Martin & Associates32

34. How Can I Get More Help?
At info@russellmartin.com
•Purchase book
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more tips and tools
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and virtual alumni communities
@nolecture Lou Russell
Copyright Russell Martin & Associates33
Email for a free
interactive Project
Charter template
info@russellmartin.com