The document outlines an agenda for a project management training session. It includes discussions of common project challenges like communication and planning. It also covers the key aspects of project management including the project cycle of initiating, planning, implementing, managing and closing. The training will focus on practical skills like creating a project charter, work breakdown structure and Gantt chart. Effective communication, monitoring progress and addressing issues will also be discussed.

1. Project
Management
Facilitated by Joanne Fraser
RiverSystems

2. Hope to Learn (10 Responses)
 How to manage a project – the basics (4)
(planning, scheduling and monitoring)
 Practical tips for scheduling (2)
 Strategies for getting buy-in
 Communication and leadership
 Methods for assessing progress
 Ways to communicate progress
 Anything

3. Project Challenges
 Communication (3)
 Planning (3)
 Determining timelines (2)
 Unrealistic expectations in terms of roles and time
estimates (2)
 Time commitment to project while continuing day to day
 Getting others to buy-in
 Keeping track of the details
 Keeping others on track
 Maintaining momentum
 Hand off from implementation to maintenance
 Voicing concerns viewed as negative

4. Topic Interest
#1 Project Planning
(Breaking down into manageable tasks)
#2 Project Scheduling
(Assigning accurate timelines)
#3 Effective Communication
(Among project stakeholders)

5. Learning Objectives
• Define projects and project management
• Recognize what is involved in the five
components of the project cycle
• Apply a team approach to project planning
• Develop a project plan
(WBS, Gantt Chart, Communication Plan)
• Examine people issues in project
implementation

6. Agenda
• Defining Projects and PM
• Project Cycle
• Initiating: Project Charter
• Planning: WBS
Lunch
• Gantt Chart, Communication Plan
• Monitoring
• Strategies for Typical People Issues

7. Project Definition
A project is a one-
time endeavour, that
has definite starting
and ending points,
that is undertaken to
create a unique
product or service.
People
Processes
Tools
Ideas
&
Vision

8. Project vs. Ordinary Work
• Projects differ from ordinary work
• A project is a sequence of tasks, with a beginning
and an end, with specific resources and time
allocated to it
• Projects are temporary and unique
• Ordinary work is day-to-day, ongoing, repetitive
• Project management is the process of combining
systems, techniques and people to complete a
project within established goals of time, budget
and quality

9. The Project Cycle
Initiating Planning
Managing
(Controlling)
Implementing
(Executing)
Closing

10. Process Groups
 Initiating recognize the project should begin
and commit to do so
 Planning develop a workable plan to address
business need
 Implementing coordinate people and resources to
(Executing) carry out the plan
 Managing ensure objectives are met by
(Controlling) monitoring, measuring and taking
corrective action
 Closing formalize acceptance and bring to
an orderly end

11. Table Discussion
 Which part (s) of the project cycle do
you find are the hardest to do?
 What are the challenges?

12. Initiating
“If you don’t know where you are going,
how will you know when you get there?”

13. Getting Projects Initiated
 What is the process for defining the
project? Who is involved? Who decides?
 How does everyone that should be
involved get “on board”?

14. The Project Charter
 Project name
 Start and end dates
 Project Purpose – define in terms of
customer/client expectations
 Key Deliverables
 Project team and key stakeholders
 Critical success factors

15. Risk Assessment
 Factors
– Resource adequacy
– Schedule
– Past Experience
– Technology
– Size of project
– Geography
– Potential Liability
 Analysis
Likelihood & severity
– Low
– Medium
– High
 Based on analysis,
develop back-up
strategies

16. Building the Project Team
Use effective meetings
 Establish direction
– Develop a vision
– Strategies for achieving the
vision
 Develop team standards
– Decision-making,
communication, roles and
responsibilities

17. Planning: Is it a Workable Plan?
– Work Breakdown Structure
– Schedule
– Budget
– Roles/responsibilities clearly defined
– Communications plan

18. Work Breakdown Structure
Step 1: Brainstorm all of the tasks that need to be done
i.e. WHAT will be done, not how.
Step 2: While tasks are still independent, not in any
order, estimate the time each task will take.
Step 3: Put the tasks in order (imagine that one person
is doing ALL) to get the sequence.
Step 4: Identify tasks that can be done simultaneously.
Group them in columns.
Step 5: Identify the tasks in each of the columns that
take the longest and line them up in a row to
give the critical path.

19. Team Member Reports On
 What challenges did your team
face in completing this activity?
 What helped?

20. Successful Projects
 Client is satisfied with end deliverable
(product, service, process or plan)
 Deliverable is given on time
 Project stayed within budget and human
resource allocations
 Team members increased their skills and
knowledge
 Organization has benefited

21. Gantt Charts
December January March April May
Task Name
1.List
Tasks
2.Record
Dates
3.Show
duration
oftasks
4.Show
dependent
tasks
5.Show
progress

22. Team Meetings
 Review progress of the project
 Team members provide updates on their
task assignments
 Team members report their concerns or
issues with the progress of the project
 Once issues or problems are identified,
schedule a separate resolution meeting

23. Managing: Monitoring the plan
 What to monitor
– Monitor time
– Monitor quality
– Monitor budget
 Falling behind?
– Add time
– Add resources
– Change the quality

24. Closing: Is the Project Finished?
– Administrative work: are all reports
complete?
– Project work: is it complete?
– Reflection work: what did we learn?

25. Closing Checklist
 Project goals met?
 Tasks left to do?
 Trained others?
 Told everyone about the changes?
 Reviewed what worked?
 Celebrated accomplishments?