Project Management - Story Practice Consulting
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This presentation was give at a Chamber of Commerce meeting to a variety of businesses who manage projects as part of their business. Although there are many methodology purists, this presentation does give highlights from waterfall and agile. It is given as a one hour presentation to promote a variety of approaches to projects.
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Project Management - Story Practice Consulting
- 1. Paul Conley, Ph.D., PMP Northcenter Chamber of Commerce Networking Lunch - Project Management February 25, 2016
- 2. 2© 2016, Paul A. Conley, Ph.D., PMP • Introduction • STORY and Projects • Tools • Q & A Today’s Presentation
- 3. 3© 2016, Paul A. Conley, Ph.D., PMP My background
- 4. 4© 2016, Paul A. Conley, Ph.D., PMP Successful project execution is critical to brand storytelling.
- 5. 5© 2016, Paul A. Conley, Ph.D., PMP Anticipating, “Then What Happens?”
- 6. 6© 2016, Paul A. Conley, Ph.D., PMP Project Management Institute (PMI) “A project is a temporary endeavor undertaken to create a unique product, service or result.” “The temporary nature of projects indicates that a project has a definite beginning and end.” Project - Definition
- 7. 7 © 2016, Paul A. Conley, Ph.D., PMP American Family Insurance – retail insurance BB Communications – marketing and communications Big Buzz Idea Group – events and meetings Donna Schultz – graphic design Lysaught Law Office – legal services Ribfest – street festival Via Lima – restaurant The Wilcox Company – real estate Wintrust Bank – financial services Worksite LLC – IT services Worldwide Express – transportation Projects in Northcenter
- 8. 8© 2016, Paul A. Conley, Ph.D., PMP The Project Management Book of Knowledge contains 47 project processes. Project Manager selects tools that facilitate the process. A Toolkit
- 9. 9© 2016, Paul A. Conley, Ph.D., PMP Speed – Increase momentum Transparency – Inform stakeholders Organization – Anticipate and communicate Risk – Plan for the fan You – Response-Able STORY and Projects
- 10. 10© 2016, Paul A. Conley, Ph.D., PMP STORY Speed Transparency OrganizationRisk You Balance conflicting and complementary elements.
- 11. Speed
- 12. 12© 2016, Paul A. Conley, Ph.D., PMP Waterfall Methodology Intiating Planning Executing Monitoring & Controlling Closing
- 13. 13© 2016, Paul A. Conley, Ph.D., PMP Agile MethodologyRequirements Demo&Feedback Design Test Develop Test Integrate Test Individuals and interactions over process and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan
- 14. 14© 2016, Paul A. Conley, Ph.D., PMP • Statement of work • Business case • Agreements • Customer demand Starting Points
- 15. Transparency
- 16. 16© 2016, Paul A. Conley, Ph.D., PMP Stakeholders Sponsor Team members Employees Suppliers Business partners Community
- 17. 17© 2016, Paul A. Conley, Ph.D., PMP Stakeholders Keep Satisfied Manage Closely Monitor Keep Informed Power Interest Low High High
- 18. Organization
- 19. 19© 2016, Paul A. Conley, Ph.D., PMP Define requirements Stakeholder driven Observation & conversation Collection & documentation Regulation, statement of work, contract schedule, requirements documentation
- 20. 20© 2016, Paul A. Conley, Ph.D., PMP Requirements: describe “complete” This may be done in iterations (Agile) How do you know when you are done?
- 21. 21© 2016, Paul A. Conley, Ph.D., PMP Break down the work Clearly define tasks that can be assigned, tracked, and measured. Replace current wiring Replace current plumbing Install new drywall Remove current drywall Paint walls Replace carpet Assemble new furniture
- 22. 22© 2016, Paul A. Conley, Ph.D., PMP Activities are related and may have dependencies Sequence tasks Replace current wiring Replace current plumbing Install new drywall Remove current drywall Paint walls Replace carpet Assemble new furniture
- 23. 23© 2016, Paul A. Conley, Ph.D., PMP Determine duration of tasks Duration is determined by availability of resources as well as the time for the task. Replace current wiring Replace current plumbing Install new drywall Remove current drywall Paint walls Replace carpet Assemble new furniture
- 24. 24© 2016, Paul A. Conley, Ph.D., PMP Critical path The longest time through the project is also the shortest possible time for the project Replace current wiring Replace current plumbing Install new drywall Remove current drywall Paint walls Replace carpet Assemble new furniture
- 25. Risk
- 26. 26© 2016, Paul A. Conley, Ph.D., PMP “An uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives.” Acceptance. Acknowledge the risk and take no action unless risk occurs. Avoidance. Act to eliminate the threat or protect the project from its impact. Mitigation. Act to reduce the probability of occurrence or impact of a risk. Transference. Shift the impact of a threat to a third party, together with ownership of the response. Risk
- 27. You
- 28. 28© 2016, Paul A. Conley, Ph.D., PMP Response-Ability Regular review with the project team to determine progress, address obstacles and risks. Daily stand up meeting. Team members report progress and plans. (Agile)
- 29. 29© 2016, Paul A. Conley, Ph.D., PMP Customer Sign Off Requirements or Statement of Work (SOW) is the reference for sign off. Present the work in terms of the requirements or SOW to demonstrate you are delivering as stipulated. Customer feedback (Agile)
- 30. 30© 2016, Paul A. Conley, Ph.D., PMP Lessons learned Project team review after the deliverable has been completed or closes Learn from each project to improve the next Constant loop (Agile)
- 31. 31© 2016, Paul A. Conley, Ph.D., PMP Contact Information Paul@StoryPractice.com @DrStoryPractice