Project management presentation


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Project management presentation by Dr Mary Bushing, Montana State University, Bozeman, Montana, US.

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  • Key elements here --- TIME, RESOURCES ($), and QUALITY Will return to these many times
  • Engage resources: People -- team Funds -- raise them? Have them? Equipment, supplies -- might include the project management tools Progressive decision making Not all the answers are available at the beginning -- it unfolds Need management and structure to facilitate timely decision making
  • More about this in a few minutes -- methods, tools, techniques FLEXIBLE!!!
  • What can go wrong? Don’t waste time “borrowing trouble” . . . Be realistic Plan, schedule, control and adjust - - - How will you celebrate??? Plan the party early.
  • Objectives : What are we doing, for whom, by when, how? Be clear about this -- others may have different sense of the goals. Examples? Time: Schedules are important -- use tools to assist you to visualize Costs: In the public sector this becomes prominent -- unfortunately Communications: With/to those actually doing the project, those enduring the project and ???? (your family, the media, other libraries, professional literature) Project manager as hunter/gatherer of information Human resources : Personality and the ability to motivate people -- Get project team to commit to goals and objectives -- need to understand Alignment of team members with project goal -- move in same direction Team building, communication, conflict management Quality: Understand definitions, gages, measurements for quality & articulate it. Specification writing --- ? Examples ?
  • If you are engaged in a project or need to manage a particularly difficult or complex project there are tools that can help you get an understanding of techniques, processes and pitfalls! Use them.
  • Time estimates: Optimistic -- estimate of the minimum time an activity will take -- unusual good luck and “everything goes right the first time” Most likely -- estimate of the normal time, a realistic expectation based on averages Pessimistic -- maximum time -- unusual bad luck and whatever can go wrong does -- but not to include catastrophic events such as fire, strikes, floods, earthquakes, etc. PERT - presentation of tasks, events, and activities on a network in sequential form with time estimates and concurrent activities visualized with synchronization of goals and deadlines -- event oriented -- provides starting & finishing times/points CPM - critical path method -- activity oriented -- estimates duration of the activity Don’t plan in more detail than you can manage
  • A good project manager * must be able to imagine -- to see what might be rather than only what is * must be able to define the what the project is and why * must be able to plan, to schedule and track resources * must be able to actually manage it happening -- including control --- what might that mean? * must be able to complete things -- how complete? When is it done? * must be able to celebrate!!!
  • Project management presentation

    1. 1. Project management . . . <ul><li>Get the job done </li></ul><ul><li>on time, </li></ul><ul><li>within budget, </li></ul><ul><li>according to specifications </li></ul>
    2. 2. Negotiate for clarity <ul><li>In any given project, it is possible to get two of the three variables. </li></ul><ul><li>Clarify with administration which two of the three matter the most. </li></ul><ul><li>Ask questions to get clear answers & get them in writing if possible. </li></ul>Time, resources, quality
    3. 3. Planning & Project Management <ul><li>Without planning - </li></ul><ul><li>Ready, fire, aim! </li></ul><ul><li>With planning - </li></ul><ul><li>Ready, aim, fire! </li></ul>
    4. 4. Plan the project <ul><li>1. Establish a timeline -- start & end dates </li></ul><ul><li>2. Outline major stages or activities </li></ul><ul><li>3. Decide what resources will be needed (budget, people, other) & what you have </li></ul><ul><li>4. Determine the specifications: </li></ul><ul><li>How good does it have to be? </li></ul><ul><li>What are the standards? </li></ul>
    5. 5. What will success look like? Decide at the beginning . . . <ul><li>How much must be finished to declare the project finished </li></ul><ul><li>How well does it have to be done </li></ul>Don’t allow the perfect to become the enemy of the good.
    6. 6. Implement the project – put the pieces together <ul><li>Engage resources </li></ul><ul><ul><li>people </li></ul></ul><ul><ul><li>funds </li></ul></ul><ul><ul><li>equipment/supplies </li></ul></ul><ul><li>Evaluate quality -- </li></ul><ul><li>decide what is “good enough” </li></ul><ul><li>Use progressive decision-making </li></ul>
    7. 7. Control & monitor the project <ul><li>Track progress </li></ul><ul><li>Keep everything in sync </li></ul><ul><li>Communicate with & encourage team </li></ul><ul><li>Be flexible </li></ul><ul><li>Make timely decisions </li></ul>BE FLEXIBLE!
    8. 8. Adjust, adjust, adjust <ul><li>Build in flexibility </li></ul><ul><li>Look forward with concern & prudence </li></ul><ul><li>Do not loose sight of: </li></ul><ul><ul><li>schedule </li></ul></ul><ul><ul><li>resources </li></ul></ul><ul><ul><li>quality </li></ul></ul><ul><li>Learn lessons as you </li></ul><ul><li>progress </li></ul>
    9. 9. What must be managed? <ul><li>Scope -- objectives </li></ul><ul><li>Time -- scheduling & controlling </li></ul><ul><li>Costs -- resources, budget, people </li></ul><ul><li>Communications -- information flow </li></ul><ul><li>Human resources -- people </li></ul><ul><li>Quality – what is “good enough ” – </li></ul><ul><ul><ul><ul><li>99.9% perfect & complete? </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Less than 10% errors? </li></ul></ul></ul></ul><ul><ul><ul><ul><li>97% accurate? </li></ul></ul></ul></ul><ul><ul><ul><ul><li>92% of cases complete? </li></ul></ul></ul></ul>
    10. 10. Project management assistance <ul><li>Software </li></ul><ul><li>Diagrams, graphs, charts </li></ul><ul><li>Literature </li></ul><ul><li>Lists </li></ul><ul><li>Experts </li></ul><ul><li>Others with experience </li></ul>
    11. 11. Project planning & control tools or methods ( Be selective!) <ul><li>Simple calendar </li></ul><ul><li>Timeline with intermediary targets </li></ul><ul><li>W ork B reakdown S tructure </li></ul><ul><li>Logical Task Flow </li></ul><ul><li>Task Analysis </li></ul><ul><li>GANTT Chart </li></ul>
    12. 12. Tools, continued <ul><li>7. PERT -- Performance Evaluation </li></ul><ul><li> Review Technique </li></ul><ul><li>8. CPM -- Critical Path Method </li></ul><ul><li>9. Flowchart </li></ul><ul><li>10. Outline </li></ul><ul><li>11. Lists </li></ul><ul><li>12. Spreadsheets </li></ul>
    13. 13. Gantt chart for multiple project tracking
    14. 14. Gantt Chart for Kitchen Project <ul><li>Week 11 - 21 </li></ul><ul><ul><li>Plans and specifications </li></ul></ul><ul><ul><li>Demolition & Clearing </li></ul></ul><ul><ul><li>Remodeling </li></ul></ul>
    15. 15. PERT/CPM Chart
    16. 16. Planned vs. Actual Budget
    17. 17. Bar Graphs to Display . . .
    18. 18. Flow charts . . .
    19. 19. Outlines . . . <ul><li>I. Rationale for project </li></ul><ul><li> A. Demands of users </li></ul><ul><li>B. Staff needs </li></ul><ul><li>1. Need for individual desks </li></ul><ul><li> 2. Additional network connections </li></ul><ul><li>II. Availability of grant funds </li></ul><ul><li> A. Up to $1,000,000 </li></ul><ul><li>B. Simple applications </li></ul><ul><li>III. Timeline </li></ul>
    20. 20. Spreadsheets . . .
    21. 21. Celebrate the intermediate successes <ul><li>Rejoice / publicize each </li></ul><ul><li>Acknowledge contributions </li></ul><ul><li>Provide small rewards </li></ul><ul><li>Keep a central graph </li></ul><ul><li>Other ideas? </li></ul>
    22. 22. Celebrate the conclusion <ul><li>Officially declare it done! </li></ul><ul><li>Throw a party for participants </li></ul><ul><li>Even a silly ceremony brings closure </li></ul><ul><li>Make it an organizational celebration </li></ul><ul><li>Write letters for personnel files for stars </li></ul><ul><li>Other ideas? </li></ul>
    23. 23. Successful project manager has <ul><li>P ersistence </li></ul><ul><li>O penness </li></ul><ul><li>W isdom </li></ul><ul><li>E nergy </li></ul><ul><li>R esponsiveness </li></ul><ul><li>POWER </li></ul>
    24. 24. Roles to be played . . . <ul><li>Leader </li></ul><ul><li>Cheerleader </li></ul><ul><li>Whip </li></ul><ul><li>Pressure valve </li></ul><ul><li>Communicator </li></ul><ul><li>Other? </li></ul>
    25. 25. Additional tools for success <ul><li>Laugh together – don’t loose your sense of humor </li></ul><ul><li>Acknowledge the stress & frustration </li></ul><ul><li>Remember this is not life or death </li></ul><ul><li>Be realistic </li></ul><ul><li>Remember to breath </li></ul><ul><li>Do not take it home with you – leave it in the library </li></ul><ul><li>Have a life </li></ul>
    26. 26. PROJECT MANAGEMENT <ul><li>Conceptualize - imagine </li></ul><ul><li>Define - goals & objectives </li></ul><ul><li>Plan - schedule & resources </li></ul><ul><li>Implement - manage & control </li></ul><ul><li>Complete it - celebrate, reflect </li></ul>
    27. 27. Presented by <ul><li>Dr. Mary C. Bushing </li></ul><ul><li>Associate Professor Emeritus </li></ul><ul><li>Montana State University </li></ul><ul><li>Bozeman, Montana 59715 </li></ul><ul><li>(406) 587-4742 </li></ul><ul><li>[email_address] </li></ul>