Introduction To Project Management


Published on

General introduction to Project Management

Published in: Business, Technology
  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide
  • Process Responsibilities The project manager normally is responsible for defining and planning the project. This results in the completion of a Project Definition and a project workplan. Once the project starts, the project manager must successfully manage and control the work, including: Identifying, tracking managing and resolving project issues Proactively disseminating project information to all stakeholders Identifying, managing and mitigating project risk Ensuring that the solution is of acceptable quality Proactively managing scope to ensure that only what was agreed to is delivered, unless changes are approved through scope management Defining and collecting metrics to give a sense for how the project is progressing and whether the deliverables produced are acceptable Managing the overall workplan to ensure work is assigned and completed on time and within budget To manage the project management processes, a person should be well organized, have great follow-up skills, be process oriented, be able to multi-task, have a logical thought process, be able to determine root causes, have good analytical ability, be a good estimator and budget manager, and have good self-discipline. People Responsibilities In addition to process skills, a project manager must have good people management skills. This includes: Having the discipline and general management skills to make sure that people follow the standard processes and procedures Establishing leadership skills to get the team to willingly follow your direction. Leadership is about communicating a vision and getting the team to accept it and strive to get there with you. Setting reasonable, challenging and clear expectations for people, and holding them accountable for meeting the expectations. This includes providing good performance feedback to team members Team building skills so that the people work together well, and feel motivated to work hard for the sake of the project and their other team members. The larger your team and the longer the project, the more important it is to have good team-building skills. Proactive verbal and written communicator skills, including good, active listening skills.  Multiple Roles Depending on the size and complexity of the project, the project manager may take on other responsibilities in addition to managing the work. For instance, the project manager may assist with gathering business requirements. Or they may help design a database management system or they may write some of the project documentation. Project management is a particular role that a person fills, even if the person who is the project manager is working in other roles as well. 
  • Communications planning: Determining the needs (who needs what information, when they need it, and how it will be delivered) Information Distribution: Defining who and how information will flow to the project stakeholders and the frequency Performance Reporting: Providing project performance updates via status reporting. Communications planning Information Distribution Performance Reporting Define the schedule for the Project Meetings (Team, OSC, ESC), Status Meetings and Issues Meetings to be implemented
  • Formal change control is required for all of the following Scope Change Schedule changes Technical Specification Changes Training Changes All changes require collaboration and buy in via the project sponsor’s signature prior to implementation of the changes
  • Issues not easily resolved are escalated for resolution.
  • This component is used to communicate How the scope was defined How the project scope will be managed Who will manage the scope (e.g., PM, QA) Change Control
  • Introduction To Project Management

    1. 1. The Secret Lives of Project Managers… 31Jul2009 Ryan Endres, PMP
    2. 2. What is a Project? <ul><li>A project is a temporary endeavor undertaken to produce a unique product or service </li></ul><ul><ul><li>Temporary – Definitive beginning and end </li></ul></ul><ul><ul><li>Unique – New undertaking, unfamiliar ground </li></ul></ul>Temporary Unique Characteristics of Projects
    3. 3. What is Project Management <ul><li>Project Management is the application of skills, knowledge, tools and techniques to meet the needs and expectations of stakeholders for a project. </li></ul><ul><ul><li>The purpose of project management is prediction and prevention , NOT recognition and reaction </li></ul></ul>
    4. 4. Role of a Project Manager Process Responsibilities People Responsibilities <ul><li>Project issues </li></ul><ul><li>Disseminating project information </li></ul><ul><li>Mitigating project risk </li></ul><ul><li>Quality </li></ul><ul><li>Managing scope </li></ul><ul><li>Metrics </li></ul><ul><li>Managing the overall work plan </li></ul><ul><li>Implementing standard processes </li></ul><ul><li>Establishing leadership skills </li></ul><ul><li>Setting expectations </li></ul><ul><li>Team building </li></ul><ul><li>Communicator skills </li></ul>
    5. 5. Triple Contraint Scope Time Cost Quality
    6. 6. Communications Management <ul><li>This process is necessary to ensure timely and appropriate generation, collection, dissemination, and storage of project information </li></ul>
    7. 7. Communications SDLC process <ul><li> </li></ul>
    8. 8. Risk Management <ul><li>Risk identification and mitigation strategy </li></ul><ul><li>Risk update and tracking </li></ul>Tree – location, accessibility, ownership Weather Risk… POTENTIAL negative impact to project
    9. 9. Change Control Management <ul><li>Define how changes to the project scope will be executed </li></ul>Scope Change Schedule changes Technical Specification Changes All changes require collaboration and buy in via the project sponsor’s signature prior to implementation of the changes
    10. 10. Project Life Cycle <ul><li>Initiation </li></ul><ul><li>Planning </li></ul><ul><li>Executing </li></ul><ul><li>Monitoring & Controlling </li></ul><ul><li>Closing </li></ul>
    11. 11. Initiation Phase <ul><li>Define the need </li></ul><ul><li>Select the PM </li></ul><ul><li>Document business need </li></ul><ul><li>Develop project charter </li></ul>
    12. 12. Planning Phase <ul><li>Determine goals, scope and project constraints </li></ul><ul><li>Identify members and their roles </li></ul><ul><li>Define communication channels, methods, frequency and content </li></ul><ul><li>Risk management planning </li></ul><ul><li>Create WBS and timeline </li></ul>
    13. 13. Executing Phase <ul><li>Execute project plan and accomplish project goals </li></ul><ul><li>Send and receive information </li></ul><ul><li>Implement approved changes </li></ul><ul><li>Continuous improvement </li></ul><ul><li>Team building </li></ul><ul><li>Lessons learned (surveys) </li></ul>
    14. 14. Monitoring & Controlling <ul><li>Scope verification </li></ul><ul><li>Measure according to your plan </li></ul><ul><li>Risk Audits </li></ul><ul><li>Use issue logs </li></ul><ul><li>Measure Team member performance </li></ul><ul><li>Create forecasts </li></ul>
    15. 15. Closing Phase <ul><li>Contractual Closeout </li></ul><ul><li>Confirm the work is done to requirements </li></ul><ul><li>Lessons Learned (Survey) </li></ul>
    16. 16. Project Management Tools <ul><li>PERT Chart - designed to analyze and represent the tasks involved in completing a given project </li></ul>
    17. 17. Work Breakdown Structure <ul><li>For defining and organizing the total scope of a project </li></ul><ul><li>First two levels - define a set of planned outcomes that collectively and exclusively represent 100% of the project scope. </li></ul><ul><li>Subsequent levels - represent 100% of the scope of their parent node </li></ul>
    18. 18. Gantt Chart
    19. 19. Project Status Dashboard view
    20. 21. How long does it take to build a house? <ul><li> </li></ul>
    21. 22. Project Success Customer Requirements satisfied/exceeded Completed within allocated time frame Completed within allocated budget Accepted by the customer
    22. 23. Project Failure Scope Creep Poor Requirements Gathering Unrealistic planning and scheduling Lack of resources
    23. 24. What is a PMO?
    24. 25. <ul><li>All PMO’s must have: </li></ul><ul><li>Templates </li></ul><ul><li>Policies and Procedures </li></ul><ul><li>Common areas for project information </li></ul><ul><li>A person in the PMO that is an expert user of your PM process, including any applications you plan to use </li></ul><ul><li>All PMO’s do not necessarily need to have: </li></ul><ul><li>Microsoft Project, or Project Server (it is not a PMO in a box) </li></ul><ul><li>Microsoft SharePoint </li></ul>
    25. 26. <ul><li>New Project sign-off </li></ul><ul><li>Scope of the project? </li></ul><ul><li>Do we have the resources (people and money) </li></ul><ul><li>Estimate of the timeline? </li></ul><ul><li>ROI </li></ul><ul><li>Sign off on the project </li></ul>
    26. 27. <ul><li>Project Charter (you must have) </li></ul><ul><li>Who is the PM </li></ul><ul><li>Scope? Out of scope? </li></ul><ul><li>Milestones </li></ul><ul><li>Who is on the project? </li></ul><ul><li>Project assumptions/constraints </li></ul><ul><li>Communication Strategy </li></ul><ul><li>Risk Management Plan/are there any known Risks? </li></ul><ul><li>Project Team Sign off </li></ul><ul><li> </li></ul>
    27. 28. <ul><li>WBS (must have) </li></ul>
    28. 29. <ul><li>Action Logs: </li></ul><ul><li>Actions from meetings need to come out of Meeting Minutes and into a Log </li></ul><ul><li>Keep it simple in Excel or utilized tasks in SharePoint </li></ul>
    29. 30. <ul><li>Updates </li></ul>Build a plug and play timeline
    30. 31. <ul><li>Executive Reports </li></ul>
    31. 32. <ul><li>Executive Reports </li></ul>Microsoft Project Server can help add more metrics to your reports
    32. 33. <ul><li>Project Management Manual </li></ul><ul><li>Describes from the start to the close of the project which templates and processes to follow </li></ul>
    33. 34. <ul><li>Small company </li></ul><ul><li>Common location in a folder on your server </li></ul><ul><li>Medium Company </li></ul><ul><li>Create your own website with project information </li></ul>
    34. 35. <ul><li>SharePoint </li></ul>Communicate project plans and to distribute task assignments to team members Great for large companies and worldwide projects It can interface with Outlook and Project Easy to create your own databases (ie: help desk requests) Email notifications
    35. 36. <ul><li>Processes take away problems </li></ul><ul><li>With Processes you will spend less time fire-fighting problems </li></ul><ul><li>With Processes you will have fewer things that slip through the cracks </li></ul>
    36. 37. <ul><li>Process improvement: Review your program performance against established baselines, identify significant variances in program results, and recommends corrective actions. </li></ul><ul><li>Take one of your PM processes and review all of your organizations projects to make sure the PM is compiling with your policies. </li></ul><ul><li>Review the lessons learned from projects (lessons learned are done throughout the lifecycle of a project not just at the end). </li></ul>
    37. 38. Project Management 2.0 <ul><li>Mind Mapping </li></ul><ul><li>Wiki’s </li></ul><ul><li>Blogs </li></ul><ul><li>Twitter </li></ul><ul><li>Facebook </li></ul>
    38. 39. More about Ryan 2.0…. Questions???