project management


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project management

  1. 1. Project Management: Still More Art Than Science Presented By Donald W. Larson AC Bronze, CL June 6, 2007
  2. 2. Click mouse to continue
  3. 3. Original Whitepaper Source Click mouse to continue  Author: Kate Belzer - Copyright © 2001  pers/2001/0102papers.htm#01  Used here by Don Larson for Technical Presentations Manual Project #4, “Presenting a Technical Paper”
  4. 4. Change is Here to Stay Click mouse to continue  Organizations change at breakneck speed to satisfy customers and maintain competitive  To thrive in this environment, project managers must meet the needs of the organization and assist businesses in delivering value to customers
  5. 5. Understanding Business Value1 Click mouse to continue  Who are our customers?  What value do we provide to them? (GAP Analysis)  Who will be our customers in the future?  How will we satisfy their needs?
  6. 6. Delivering Business Value2 Click mouse to continue  Strategic planning, through thoughtful consideration of these questions, leads to the creation of an organization that satisfies customer needs and provides an acceptable benefit to stakeholders  Strategic planning also provides a framework that stimulates projects to introduce new products and improve processes
  7. 7. Strategies Beget Projects3 Click mouse to continue  Projects are implemented to advance organizational goals  Potential projects must be aligned with your company's mission and strategic direction  Project must be a strategic fit
  8. 8. What Makes a Project Successful? Click mouse to continue  Plan-Do-Check-Act [PDCA] (Walter Shewhart) - Limited knowledge, improving as we go - Velocity of change through iterations  Use processes, tools, and techniques  Soft skills - Working within the organization  Hard Skills (Supplemental Information) - Project Management Institute’s (PMI): - Five Process Groups - Nine Knowledge Areas
  9. 9. Project Approaches Click mouse to continue  Project Management Body of Knowledge (PMBOK)  Unified Software Development Process  Critical Chain Project Management  Experience
  10. 10. PMBOK Tools, Processes, and Techniques Click mouse to continue  What is required by the process: - Inputs  What occurs during the process  What are the deliverables of the process: - Outputs
  11. 11. Using Only Hard Skills Click mouse to continue  No clear communication means unclear deliverables, requirements, and dissatisfied customer  Lack of open communication can lead to issues reaching a critical point  Developing a plan in isolation can cause team instability  Lack of leadership results in failure
  12. 12. Missing Link: The Appropriate Application of Soft Skills Click mouse to continue  A clear understanding and effective application of soft skills enhance the success of a project exponentially: - A project manager must communicate effectively, work within the organization’s culture, motivate the team, manage stakeholder expectations, understand business objectives, solve problems effectively, and make clear and knowledgeable decisions
  13. 13. Soft Skills: Communication Click mouse to continue  The most important skill: - Convey complex ideas easily - Clearly articulate what must be accomplished - Keep team moving toward a common goal - Foster an environment that allows team members to communicate openly and honestly - Admit own mistakes without losing respect - Negotiate, listen, and facilitate
  14. 14. Holistic View of Organization Click mouse to continue
  15. 15. Grow with Today’s Business Click mouse to continue  It is inherently complex  Constantly changing  Focused on customer satisfaction
  16. 16. Master the Challenge Click mouse to continue  Delivering business value on time, within budget, and to the customers' satisfaction is both science and art  Master the timeless soft skills to supplement the hard skills for success
  17. 17. Supplemental Information Click mouse to continue  Five PM Process Groups  Nine PM Knowledge Areas  20 Key Project Manager Actions and Results  Management By Objective  The Center for Collaborative Organizations  Managing Team Conflict
  18. 18. Five PM Process Groups Click mouse to continue 1. Initiating - Defines and authorizes the project or a project phase 2. Planning - Defines and refines objectives - Plans course of action 3. Executing - Integrates people and/or other resources
  19. 19. Five PM Process Groups Click mouse to continue 4. Monitoring and Controlling - Measure and monitors progress - Identifies variances - Takes corrective actions 4. Closing - Formalizes acceptance of deliverables - Brings project or phase to an orderly end
  20. 20. Nine PM Knowledge Areas Click mouse to continue 1. Project Management Integration - Identify processes and activities within the groups 2. Project Scope Management - Insure all the work required - Only the work required 3. Project Time Management - Accomplish timely completion
  21. 21. Nine PM Knowledge Areas Click mouse to continue 4. Project Cost Management - Planning - Estimating - Budgeting - Controlling 4. Project Quality Management - Satisfy needs of stakeholders
  22. 22. Nine PM Knowledge Areas Click mouse to continue 6. Project Human Resources Management - Organize and manage team 6. Project Communications Management - Ensure timely and appropriate: - generation, collection, distribution, storage, retrieval, and ultimate disposition of project information
  23. 23. Nine PM Knowledge Areas Click mouse to continue 8. Project Risk Management - Planning, identification, analysis, and appropriate responses for positive project outcome 8. Project Procurement Management - Purchase external products, services, or results
  24. 24. Title Footnotes Click mouse to continue  1; 2; and 3  Source: Project Management Fundamentals - Tony Swaim