PLANNING & MANAGING PROJECTSDEFINE & ORGANISE                                   TRACK & MANAGE                            ...
PROJECT MANAGEMENT PROCESS MODEL                     PLANNING & MANAGING PROJECTSDEFINE & ORGANISE                        ...
   How often will status information be    formally collected?
   How often will status information be    formally collected?   How will it be done?
   How often will status information be    formally collected?   How will it be done?   What information will be monito...
COLLECT STATUS INFORMATION       How often will status information be        formally collected?       How will it be do...
   Have tasks scheduled to start in this    time period started?
   Have tasks scheduled to start in this    time period started?   If not, why not, and what can be done    to get them ...
   Have tasks scheduled to start in this    time period started?   If not, why not, and what can be done    to get them ...
SCHEDULE STATUS   Have tasks scheduled to start in this    time period started?   If not, why not, and what can be done ...
   What is the status    of all open issues?
   What is the status    of all open issues?   What can be done    to close them?
OPEN ISSUESRISKS   What is the status    of all open issues?   What can be done    to close them?   Are there any new  ...
OPEN ISSUESRISKS   What is the status       What is the    of all open issues?       status of the   What can be done  ...
OPEN ISSUESRISKS   What is the status       What is the    of all open issues?       status of the   What can be done  ...
   Determine how frequently status    information will be collected;
KEY ACTIONS   Determine how frequently status    information will be collected;   Determine how it will be collected (e....
PLAN AND TAKE ADAPTIVE ACTION
PLAN AND TAKE ADAPTIVE ACTION   Decision making in this step is much like that    in optimising tradeoffs:       Move it...
PLAN AND TAKE ADAPTIVE ACTION   Decision making in this step is much like that    in optimising tradeoffs:       Move it...
PLAN AND TAKE ADAPTIVE ACTION   Decision making in this step is much like that    in optimising tradeoffs:       Move it...
   Which elements of project management were    effective?
   Which elements of project management were    effective?   Which elements might be improved?
   Which elements of project management were    effective?   Which elements might be improved?   How might they be impr...
   Which elements of project management were    effective?   Which elements might be improved?   How might they be impr...
   Which elements of project management were    effective?   Which elements might be improved?   How might they be impr...
   Which elements of project management were    effective?   Which elements might be improved?   How might they be impr...
   Which elements of project management were    effective?   Which elements might be improved?   How might they be impr...
CLOSE OUT THE PROJECT   Which elements of project management were    effective?   Which elements might be improved?   H...
   Assess practices that contributed to the    project’s effectiveness;
   Assess practices that contributed to the    project’s effectiveness;   Assess practices that were not as effective as...
   Assess practices that contributed to the    project’s effectiveness;   Assess practices that were not as effective as...
   Assess practices that contributed to the    project’s effectiveness;   Assess practices that were not as effective as...
   Assess practices that contributed to the    project’s effectiveness;   Assess practices that were not as effective as...
   Assess practices that contributed to the    project’s effectiveness;   Assess practices that were not as effective as...
SOME PROJECT CLOSEOUTACTIVITIES   Assess practices that contributed to the    project’s effectiveness;   Assess practice...
Project management iii
Project management iii
Project management iii
Project management iii
Project management iii
Project management iii
Project management iii
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Project management iii

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Introduction to Project Management

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  • Project management iii

    1. 1. PLANNING & MANAGING PROJECTSDEFINE & ORGANISE TRACK & MANAGE PLAN THE PROJECT THE PROJECT THE PROJECT Establish the Develop the Work Collect StatusProject organisation Breakdown Structure Information Define the Plan & Take Develop the ScheduleProject Parameters Adaptive Action Plan the Analyse Resources Close Out the ProjectProject FrameworkAssemble the Project Optimise TradeoffsDefinition Document Develop a Risk Management Plan
    2. 2. PROJECT MANAGEMENT PROCESS MODEL PLANNING & MANAGING PROJECTSDEFINE & ORGANISE TRACK & MANAGE PLAN THE PROJECT THE PROJECT THE PROJECT Establish the Develop the Work Collect StatusProject organisation Breakdown Structure Information Define the Plan & Take Develop the ScheduleProject Parameters Adaptive Action Plan the Analyse Resources Close Out the ProjectProject FrameworkAssemble the Project Optimise TradeoffsDefinition Document Develop a Risk Management Plan
    3. 3.  How often will status information be formally collected?
    4. 4.  How often will status information be formally collected? How will it be done?
    5. 5.  How often will status information be formally collected? How will it be done? What information will be monitored?
    6. 6. COLLECT STATUS INFORMATION How often will status information be formally collected? How will it be done? What information will be monitored? Track three issues:  Schedule status  Open issues  Risks
    7. 7.  Have tasks scheduled to start in this time period started?
    8. 8.  Have tasks scheduled to start in this time period started? If not, why not, and what can be done to get them started?
    9. 9.  Have tasks scheduled to start in this time period started? If not, why not, and what can be done to get them started? Have tasks scheduled to finish in this time period finished?
    10. 10. SCHEDULE STATUS Have tasks scheduled to start in this time period started? If not, why not, and what can be done to get them started? Have tasks scheduled to finish in this time period finished? If not, why not, and what can be done to get them finished?
    11. 11.  What is the status of all open issues?
    12. 12.  What is the status of all open issues? What can be done to close them?
    13. 13. OPEN ISSUESRISKS What is the status of all open issues? What can be done to close them? Are there any new open issues?
    14. 14. OPEN ISSUESRISKS What is the status  What is the of all open issues? status of the What can be done risk? to close them? Are there any new open issues?
    15. 15. OPEN ISSUESRISKS What is the status  What is the of all open issues? status of the What can be done risk? to close them?  Are there any Are there any new new risks? open issues?
    16. 16.  Determine how frequently status information will be collected;
    17. 17. KEY ACTIONS Determine how frequently status information will be collected; Determine how it will be collected (e.g. e-mail, voicemail, meetings, etc.)
    18. 18. PLAN AND TAKE ADAPTIVE ACTION
    19. 19. PLAN AND TAKE ADAPTIVE ACTION Decision making in this step is much like that in optimising tradeoffs:  Move items in the Is to the Is Not list;  Eliminate one or more major deliverables;  Develop an alternative way to perform task work;  Alter dependencies;  Change resource allocations;  Accept new parameters.
    20. 20. PLAN AND TAKE ADAPTIVE ACTION Decision making in this step is much like that in optimising tradeoffs:  Move items in the Is to the Is Not list;  Eliminate one or more major deliverables;  Develop an alternative way to perform task work;  Alter dependencies;  Change resource allocations;  Accept new parameters. What decisions will be made and actions taken?
    21. 21. PLAN AND TAKE ADAPTIVE ACTION Decision making in this step is much like that in optimising tradeoffs:  Move items in the Is to the Is Not list;  Eliminate one or more major deliverables;  Develop an alternative way to perform task work;  Alter dependencies;  Change resource allocations;  Accept new parameters. What decisions will be made and actions taken? How will these be communicated?
    22. 22.  Which elements of project management were effective?
    23. 23.  Which elements of project management were effective? Which elements might be improved?
    24. 24.  Which elements of project management were effective? Which elements might be improved? How might they be improved?
    25. 25.  Which elements of project management were effective? Which elements might be improved? How might they be improved? Is all the paperwork complete?
    26. 26.  Which elements of project management were effective? Which elements might be improved? How might they be improved? Is all the paperwork complete? Has key learning been recorded in the project file?
    27. 27.  Which elements of project management were effective? Which elements might be improved? How might they be improved? Is all the paperwork complete? Has key learning been recorded in the project file? How will key learning be used in future projects?
    28. 28.  Which elements of project management were effective? Which elements might be improved? How might they be improved? Is all the paperwork complete? Has key learning been recorded in the project file? How will key learning be used in future projects? Has the project file been archived somewhere?
    29. 29. CLOSE OUT THE PROJECT Which elements of project management were effective? Which elements might be improved? How might they be improved? Is all the paperwork complete? Has key learning been recorded in the project file? How will key learning be used in future projects? Has the project file been archived somewhere? How will the project’s completion be acknowledged and celebrated?
    30. 30.  Assess practices that contributed to the project’s effectiveness;
    31. 31.  Assess practices that contributed to the project’s effectiveness; Assess practices that were not as effective as expected;
    32. 32.  Assess practices that contributed to the project’s effectiveness; Assess practices that were not as effective as expected; Develop process improvements for future projects;
    33. 33.  Assess practices that contributed to the project’s effectiveness; Assess practices that were not as effective as expected; Develop process improvements for future projects; Acknowledge team members’ contributions;
    34. 34.  Assess practices that contributed to the project’s effectiveness; Assess practices that were not as effective as expected; Develop process improvements for future projects; Acknowledge team members’ contributions; Complete project paperwork;
    35. 35.  Assess practices that contributed to the project’s effectiveness; Assess practices that were not as effective as expected; Develop process improvements for future projects; Acknowledge team members’ contributions; Complete project paperwork; Archive the project file;
    36. 36. SOME PROJECT CLOSEOUTACTIVITIES Assess practices that contributed to the project’s effectiveness; Assess practices that were not as effective as expected; Develop process improvements for future projects; Acknowledge team members’ contributions; Complete project paperwork; Archive the project file; Celebrate the project’s completion.

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