Project Management 101 Briefing

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This is a presentation that reviews the basic concepts of project management - suitable for pm 101 training

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  • Project Management 101 Briefing

    1. 1. Project Management Briefing
    2. 2. Background <ul><li>BSME, Masters Organizational Development, PMP </li></ul><ul><li>Quality improvement instructor </li></ul><ul><li>Adjunct professor at Keller and Franklin </li></ul><ul><li>20 years industry experience in PM </li></ul><ul><ul><li>Customer facing </li></ul></ul><ul><ul><li>Internal customers </li></ul></ul><ul><li>Director – Applications Delivery Progressive Medical </li></ul><ul><li>Organizer – Central Ohio PMO leaders forum </li></ul>
    3. 3. Agenda <ul><li>Introductions/expectations </li></ul><ul><li>PM101 </li></ul><ul><ul><li>What is a project and project management? </li></ul></ul><ul><ul><li>Roles and responsibilities </li></ul></ul><ul><ul><li>The project process </li></ul></ul><ul><ul><li>Teamwork </li></ul></ul><ul><ul><li>Communication </li></ul></ul><ul><ul><li>Managing Expectations </li></ul></ul><ul><ul><li>Key Decision Points </li></ul></ul><ul><ul><li>The Change Equation </li></ul></ul><ul><li>Feedback Survey Data </li></ul><ul><li>Analysis and action planning </li></ul>
    4. 4. Introductions/expectations <ul><li>What do you want to get out of today? </li></ul><ul><li>Quick survey </li></ul>
    5. 5. What is a project ? <ul><li>Temporary endeavor undertaken to create a unique product or service </li></ul><ul><li>Carried out by people to meet a specific objective </li></ul><ul><li>Schedule, resources, scope/quality </li></ul>
    6. 6. Objectives of a Project <ul><li>3 Project Objectives: </li></ul><ul><ul><li>Performance </li></ul></ul><ul><ul><li>Time </li></ul></ul><ul><ul><li>Cost </li></ul></ul><ul><li>Expectations of clients are not an additional target, but an inherent part of the project specifications </li></ul>
    7. 7. The Definition of a “Project” <ul><li>Must make a distinction between terms: </li></ul><ul><ul><li>Program - an exceptionally large, long-range objective that is broken down into a set of projects </li></ul></ul><ul><ul><li>Task - set of activities comprising a project </li></ul></ul><ul><ul><li>Work Packages - division of tasks </li></ul></ul><ul><ul><li>Work Units - division of work packages </li></ul></ul><ul><li>In the broadest sense, a project is a specific, finite task to be accomplished </li></ul>
    8. 8. Characteristics of a Project <ul><li>Have a purpose </li></ul><ul><li>Have a life cycle </li></ul><ul><li>Interdependencies </li></ul><ul><li>Uniqueness </li></ul><ul><li>Conflict </li></ul>
    9. 9. What is project management ? <ul><li>A set of processes, systems and techniques for effective planning and control of projects and programs </li></ul>
    10. 10. Why Project Management? <ul><li>Companies have experienced: </li></ul><ul><ul><li>Better control </li></ul></ul><ul><ul><li>Better customer relations </li></ul></ul><ul><ul><li>Shorter development times </li></ul></ul><ul><ul><li>Lower costs </li></ul></ul><ul><ul><li>Higher quality and reliability </li></ul></ul><ul><ul><li>Higher profit margins </li></ul></ul><ul><ul><li>Sharper orientation toward results </li></ul></ul><ul><ul><li>Better interdepartmental coordination </li></ul></ul><ul><ul><li>Higher worker morale </li></ul></ul>
    11. 11. Top 10 reasons for project success <ul><li>User involvement </li></ul><ul><li>Executive Management Support </li></ul><ul><li>Clear Statement of Requirements </li></ul><ul><li>Proper Planning </li></ul><ul><li>Realistic Expectations </li></ul><ul><li>Smaller Project Milestones </li></ul><ul><li>Competent Staff </li></ul><ul><li>Ownership </li></ul><ul><li>Clear Vision & Objectives </li></ul><ul><li>Hard-Working, Focused Staff </li></ul>Source: Standish Group
    12. 12. The Project Life Cycle <ul><li>Stages of a Conventional Project: </li></ul><ul><ul><li>Slow beginning </li></ul></ul><ul><ul><li>Buildup of size </li></ul></ul><ul><ul><li>Peak </li></ul></ul><ul><ul><li>Begin a decline </li></ul></ul><ul><ul><li>Termination </li></ul></ul>
    13. 13. The Project Life Cycle
    14. 14. The Project Life Cycle <ul><li>Time distribution of project effort is characterized by slow-rapid-slow </li></ul>
    15. 15. The Project Life Cycle <ul><li>Risk during project life cycle </li></ul><ul><ul><li>With most projects there is some uncertainty about the ability to meet project goals </li></ul></ul><ul><ul><li>Uncertainty of outcome is greatest at the start of a project </li></ul></ul><ul><ul><li>Uncertainty decreases as the project moves toward completion </li></ul></ul>
    16. 16. Project processes Initiating Definition/ planning Execution Closeout Idea/need Close out Celebrate Charter Plan Deliverables Teamwork, communications, expectation mgmt, decision making
    17. 17. Roles and responsibilities Project Manager Charter Project plan Close out report Senior Management Team Members Other Stakeholders End users Project Client/ Sponsor Support Staff
    18. 18. Initiation <ul><li>Who: Project sponsor, project manager, senior management </li></ul><ul><li>What: Project charter </li></ul><ul><li>Why: </li></ul><ul><ul><li>Provide team direction </li></ul></ul><ul><ul><li>Explain rationale for project </li></ul></ul><ul><ul><li>Define expectations </li></ul></ul><ul><ul><li>Define limit, constraints, priorities </li></ul></ul><ul><ul><li>Provide foundation for project planning </li></ul></ul>Assurance Resources Scope Idea/need Charter Go/no go?
    19. 19. Initiation <ul><li>Scope </li></ul><ul><ul><li>Customer needs and requirements </li></ul></ul><ul><ul><li>Organizational needs and requirements </li></ul></ul><ul><ul><li>Acceptance criteria </li></ul></ul><ul><li>Assurance </li></ul><ul><ul><li>Risk limit </li></ul></ul><ul><ul><li>Reviews and approval required </li></ul></ul><ul><ul><li>Status reports required </li></ul></ul><ul><li>Resources </li></ul><ul><ul><li>Team assignments </li></ul></ul><ul><ul><li>Deadlines </li></ul></ul><ul><ul><li>Spending and staffing limit </li></ul></ul><ul><ul><li>Constraints </li></ul></ul><ul><ul><li>Project priorities </li></ul></ul>
    20. 20. Initiation – The Charter <ul><li>Business case </li></ul><ul><li>Project objectives </li></ul><ul><li>Project customer </li></ul><ul><li>Customer needs </li></ul><ul><li>Customer requirements </li></ul><ul><li>Final Deliverables </li></ul><ul><li>Customer acceptance criteria </li></ul><ul><li>Organizational goals/priorities </li></ul><ul><li>Organizational acceptance criteria </li></ul><ul><li>Risk limits </li></ul><ul><li>Review and approval required </li></ul><ul><li>Status reports required </li></ul><ul><li>Team assigments </li></ul><ul><li>Deadlines </li></ul><ul><li>Spending and staffing limit </li></ul><ul><li>Constraints </li></ul>“ If you know where you are going you are likely to get there.” Yogi Berra
    21. 21. Definition/Planning <ul><li>Who: Project manager, project team, customers </li></ul><ul><li>What: Project Plan </li></ul><ul><li>Why: </li></ul><ul><ul><li>Make sure there is agreement between sponsor, customer and project team on what final deliverables will be </li></ul></ul><ul><ul><li>To describe in detail the things that must be produced by whom by when </li></ul></ul><ul><ul><li>To clarify boundaries of project responsibility </li></ul></ul><ul><ul><li>To create a referencable document to manage validation, expectation and change against </li></ul></ul>Assurance Resources Scope Charter Project Plan Go/no go?
    22. 22. Project processes Initiating Definition/ planning Execution Closeout Idea/need Close out Celebrate Charter Plan Deliverables Teamwork, communications, expectation mgmt, decision making
    23. 23. Definition/Planning <ul><li>Scope </li></ul><ul><ul><li>Final and interim deliverables </li></ul></ul><ul><ul><li>Scope boundaries </li></ul></ul><ul><ul><li>Subproject breakdown </li></ul></ul><ul><li>Assurance </li></ul><ul><ul><li>Risks and countermeasures </li></ul></ul><ul><ul><li>Reviews and approval </li></ul></ul><ul><ul><li>Status reports </li></ul></ul><ul><li>Resources </li></ul><ul><ul><li>Team composition </li></ul></ul><ul><ul><li>Schedules </li></ul></ul><ul><ul><li>Spending and staffing estimates </li></ul></ul>
    24. 24. Definition/Planning – The Project Plan <ul><li>Project Charter </li></ul><ul><li>Project Definition/Scope Statement </li></ul><ul><li>Work Breakdown Structure </li></ul><ul><li>Network Diagram </li></ul><ul><li>Staffing Plan </li></ul><ul><li>Schedule </li></ul><ul><li>Risk analysis </li></ul><ul><li>Budget </li></ul><ul><li>Assumptions </li></ul><ul><li>Communication plan </li></ul><ul><li>Quality plan </li></ul><ul><li>Management plan </li></ul><ul><li>Project control plan </li></ul><ul><li>Responsibility charts </li></ul>
    25. 25. Definition/Planning Tools <ul><li>Stakeholder analysis </li></ul><ul><li>Work breakdown structure </li></ul><ul><li>Gantt charts </li></ul><ul><li>Network diagrams </li></ul><ul><li>Templates </li></ul><ul><li>Documentation analysis </li></ul><ul><li>Previous lessons learned </li></ul><ul><li>Estimation databases </li></ul>
    26. 26. Execution and control <ul><li>Who: Project manager, project team, customer </li></ul><ul><li>What: Final Deliverables </li></ul><ul><ul><li>Execute the plan </li></ul></ul><ul><ul><li>Manage change </li></ul></ul><ul><ul><li>Produce and validate deliverables </li></ul></ul>Manage Change Report Progress Monitor progress Project Plan Final Deliverables
    27. 27. Execution and control <ul><li>Monitor progress </li></ul><ul><ul><li>Scope </li></ul></ul><ul><ul><li>Assurance </li></ul></ul><ul><ul><li>Resources </li></ul></ul><ul><li>Manage Change </li></ul><ul><ul><li>Monitor the environment </li></ul></ul><ul><ul><li>Change requests </li></ul></ul><ul><ul><li>Manage change </li></ul></ul><ul><li>Report Progress </li></ul><ul><ul><li>Team meetings </li></ul></ul><ul><ul><li>Status reports </li></ul></ul><ul><ul><li>Sponsor/customer review and signoff meetings </li></ul></ul>
    28. 28. Cost of change The longer you wait to make the change the more it will cost!!
    29. 29. Execution/control tools <ul><li>Progress reviews </li></ul><ul><li>Change control </li></ul><ul><li>Environmental scanning </li></ul><ul><li>Assumption validation </li></ul><ul><li>Variance analysis </li></ul><ul><li>Trend projection </li></ul><ul><li>Validation techniques </li></ul><ul><li>Performance reporting </li></ul>
    30. 30. Closeout <ul><li>Who: Project manager, project team, customer, sponsor </li></ul><ul><li>What: Close out report </li></ul><ul><ul><li>Transition to operations </li></ul></ul><ul><ul><li>Capture lessons learned </li></ul></ul><ul><ul><li>Create reference documentation for future </li></ul></ul>Lessons Learned Sponsor Review Solicit feedback Close out report Final Deliverables Celebrate!!
    31. 31. Closeout <ul><li>Solicit Feedback </li></ul><ul><ul><li>Customer </li></ul></ul><ul><ul><li>Sponsor </li></ul></ul><ul><ul><li>Team members </li></ul></ul><ul><ul><li>Other stakeholders </li></ul></ul><ul><li>Lessons Learned </li></ul><ul><ul><li>Scope </li></ul></ul><ul><ul><li>Assurances </li></ul></ul><ul><ul><li>Resources </li></ul></ul><ul><ul><li>Project Process </li></ul></ul><ul><ul><li>Team Process </li></ul></ul><ul><li>Sponsor review </li></ul><ul><ul><li>Lessons learned </li></ul></ul><ul><ul><li>Recommendations for improvement </li></ul></ul>
    32. 32. Teamwork <ul><li>Consider all stakeholders as part of the team </li></ul><ul><li>Team leadership </li></ul><ul><li>Accountability – Individual and mutual </li></ul><ul><li>Trust </li></ul><ul><li>Team mission objectives </li></ul><ul><li>Team meetings </li></ul><ul><li>Criteria for success </li></ul><ul><li>Decision making </li></ul><ul><li>Conflict resolution </li></ul><ul><li>Make sure team sees the end customer </li></ul>
    33. 33. Communication <ul><li>The single biggest determinant of project success </li></ul><ul><li>Number of possible communication paths: (n 2 – n)/2 where n = number of people involved </li></ul><ul><li>Transparency – Action must not be secretive: the community members must know what is going on. </li></ul>
    34. 34. Communication upward <ul><li>To whom: Senior executive </li></ul><ul><li>About what: Highlight issues, risks, and exceptions </li></ul><ul><li>Tools used: </li></ul><ul><ul><li>Exception reports </li></ul></ul><ul><ul><li>Weekly status reports </li></ul></ul><ul><ul><li>Project charter </li></ul></ul><ul><ul><li>E-mail updates </li></ul></ul><ul><ul><li>Face-to-face reviews </li></ul></ul><ul><ul><li>Communication plan </li></ul></ul><ul><li>Strengthens buy in and support from top </li></ul>Source: Jason P. Charvat No surprises
    35. 35. Communication Laterally <ul><li>To whom: Clients, vendors, functional managers </li></ul><ul><li>About what: Negotiations for resources, budgets, time allocations </li></ul><ul><li>Tools used: </li></ul><ul><ul><li>Communication Plan </li></ul></ul><ul><ul><li>Statement of Work </li></ul></ul><ul><ul><li>Contracts </li></ul></ul><ul><ul><li>E-mail </li></ul></ul><ul><li>Requires diplomacy and tact </li></ul>Source: Jason P. Charvat Manage tradeoffs and get resources
    36. 36. Communication Downward <ul><li>To who: Project team to provide direction </li></ul><ul><li>About what: Highlight tasks pending, scheduled tasks, dates, and general team briefings </li></ul><ul><li>Tools used: </li></ul><ul><ul><li>Agendas, minutes </li></ul></ul><ul><ul><li>E-mail </li></ul></ul><ul><ul><li>Project Brief </li></ul></ul><ul><ul><li>Project Plan </li></ul></ul><ul><ul><li>Issue logs </li></ul></ul><ul><li>Requires delegation skills </li></ul>Source: Jason P. Charvat Execute the plan
    37. 37. Managing expectations <ul><ul><li>Sponsors/clients </li></ul></ul><ul><ul><ul><li>Requirements </li></ul></ul></ul><ul><ul><ul><li>Validation points </li></ul></ul></ul><ul><ul><ul><li>Change control </li></ul></ul></ul><ul><ul><li>Peers </li></ul></ul><ul><ul><ul><li>Manage the “white space” – handoff – interfaces </li></ul></ul></ul><ul><ul><ul><li>Resources </li></ul></ul></ul><ul><ul><li>Team members </li></ul></ul><ul><ul><ul><li>Roles, responsibility, accountabilities </li></ul></ul></ul><ul><ul><ul><li>Project boundaries </li></ul></ul></ul>
    38. 38. Key Decision points <ul><ul><li>Charter </li></ul></ul><ul><ul><ul><li>Scope </li></ul></ul></ul><ul><ul><ul><li>Resources </li></ul></ul></ul><ul><ul><ul><li>Risks </li></ul></ul></ul><ul><ul><li>Project Plan </li></ul></ul><ul><ul><ul><li>Team resourcing </li></ul></ul></ul><ul><ul><ul><li>Baseline </li></ul></ul></ul><ul><ul><ul><ul><li>Budgets </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Schedule </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Scope </li></ul></ul></ul></ul><ul><ul><li>Change control </li></ul></ul><ul><ul><li>Customer acceptance </li></ul></ul>
    39. 39. The Change Equation <ul><li>Change = (D)(V)(F) > cost of change </li></ul><ul><li>D = Dissatisfaction with status quo </li></ul><ul><li>V = Vision of the change </li></ul><ul><li>F = Process for making change occur </li></ul><ul><li>The realities </li></ul><ul><li>D but no V or F = frustration </li></ul><ul><li>D and F but no V = flavor on month </li></ul><ul><li>V and F but no D = wishful thinking that eventually turns into passivity </li></ul>
    40. 40. Things to ponder <ul><li>On the importance of planning - To act is easy; to think is hard.— Goethe </li></ul><ul><li>On defining requirements - To acquire information, one must ask, to acquire knowledge, one must study; but to acquire wisdom, one must observe </li></ul><ul><li>On the project manager - Leadership is the capacity to translate vision into reality. --Warren G. Bennis </li></ul><ul><li>On defining deliverables - We think in generalities, but we live in detail. Alfred North Whitehead </li></ul><ul><li>On why we use PM - &quot;He means well&quot; is useless unless he does well. –Plautus </li></ul>
    41. 41. Thank you

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