1. 1
Intro to Project Management
Fire Rescue Services
January 8, 2014
Marilyn Hussey & Ian Robertson, Community Strategies & Development
2. 2
Session Outline
1. Introduction
What is a Project?
What is Project Management?
What types of Project Management roles are there?
Why should I care?
Why do some projects fail?
2. Project Management Framework
Project Phases
Project Management Tools and Templates
3. Using PM Tools & Templates
Different Project Sizes
Most Common PM Templates
“3 Key Take Aways” & Questions
3. 3
Some
Housekeeping Items
Snacks & Breaks (2 - 5 min breaks)
Restrooms
Questions / Active Participation
Fire Alarms
Mini PM Booklet & Evaluation Form
Project Management Course Binder
(Tabs 1-7)
4. 4
1. Introduction
The type of work we do can be generally
be divided into two different categories:
Operations (completed through
regular programs, services,
processes or procedures)
Projects (completed through
special initiatives)
5. 5
Work Categories
Operations (regular) - the on-going and routine
work of delivering services and programs that define
the ‘work’ of the organization.
Projects - are temporary and unique. Projects are
typically initiated and defined in order to create
change in the organization. This may include
creating or changing plans, services, programs or
processes, building new facilities or retiring existing
service offerings.
6. 6
Definition of Project
Based upon the descriptions above, a project can be
distinguished regular operations using the following
three general principles:
A project should result in a unique outcome.
A project should have a clear beginning and an end.
A project should follow a specific life cycle of concept,
development, implementation and termination through a
defined set of activities and assignment of resources.
7. 7
Q- Which is a project versus
performing a (regular) operation?
Coordinating new
emergency plans
for the next
Grey Cup
Delivering a
public education
program to
young children
Responding to
a fire rescue
services
dispatch call
Creating an
update to the
Fire Rescue
Master Plan
8. 8
Projects can turn into operations.
When newly identified
targets or standards
have been integrated
into current practices.
If the same plan is
used every time the
Grey Cup event is
hosted in Edmonton.
9. 9
Operations can turn into projects.
If asked to create a
new program that
better relates to a
target audience.
If asked to identify new
processes to more
effectively meet future
fire suppression needs.
10. 10
So to summarize,
why we do projects.
1. To improve day to day operational
processes.
2. Bring a new product or service to
market.
3. To effects a change in structure,
staffing etc.
4. Allows City Department’s to meet a
compliance requirement.
5. Undertake the legwork (to plan,
consult, design, build) a new facility.
6. To document work in a formal way
to create institutional memory.
(3)Basic Types of
Projects
• Planning
• Create, Action or
Review
• Optimize
11. 11
What is
Project Management
A structured and systematic approach to
managing projects that involves balancing
competing demands among:
Scope, time, cost and quality
Stakeholders with differing needs and
expectations
Identified requirements (needs) and un-
identified requirements (expectations)
12. 12
The three areas of effective
Project Management include:
Project efforts are co-ordinated:
Issues are identified and resolved
The appropriate team is in place
The necessary resources to support the
team are secured
Everyone has the information they need
to manage their individual contributions
Overall
Success Criteria
Can be stated as: achieving
desired outcomes, within time
and budget parameters.
13. 13
Overall processes are managed:
The process by which project results are
managed and the intended objectives to
be delivered are defined.
For any project, there are choices in how
this can best be accomplished, and
project management provides the tools
to coordinate, negotiate and define this
process as required.
The three areas of effective
Project Management include:
Overall
Success Criteria
Can be stated as: achieving
desired outcomes, within time
and budget parameters.
14. 14
Expectations are managed:
Ensuring that all stakeholders who have
an interest in the project (or may be
impacted) have an appropriate level of
awareness of the project and its
impacts.
Ensuring that all stakeholders are aware
of changes to the project as they occur.
The three areas of effective
Project Management include:
Overall
Success Criteria
Can be stated as: achieving
desired outcomes, within time
and budget parameters.
15. 15
Summary:
Project Management (PM)
is the application of
knowledge, skills, tools
and techniques to project
activities in order to meet
or exceed stakeholder
needs and expectations.
PM Methodology:
gives the organization a
framework/protocol and
a systematic approach
that makes it
achievable for moving
from a vision to action.
16. 16
Project Sponsor:
Is typically the main customer
of the project and responsible
for championing project and
confirming project goals.
Steering Committee:
Helps the Project Sponsor in overseeing the project, and
makes all high level decisions affecting the project so that the
project objectives can be achieved.
Different types of Project
Management Roles:
17. 17
Project Manager:
Is the key representative
responsible for the project
organization, and is
responsible for day-to-day
issue resolution and ensuring
that the project is delivered on
time, within budget and in accordance with the project’s
objectives.
The Project Manager reports to the Steering Committee and
works with the Project Team in achieving the project goals.
Different types of Project
Management Roles:
18. 18
Project Team:
Provides the staffing support &
resources necessary to ensure
the successful completion of
the project objectives.
Completes the assigned
activities through guidance
from the Project Manager.
Participates in all scheduled project meetings for which their
participation is identified.
Different types of Project
Management Roles:
19. 19
Advisory Committees:
Support either the Project
Manager or the Steering
Committee by providing
analysis, advice and
information related to the
project from their diverse
perspectives.
These committees may include internal stakeholders from
other departments or external stakeholders from the
community, organizations, and other levels of government.
Different types of Project
Management Roles:
20. 20
Q- Can a person perform more
than one role?
21. 21
Q- Does every project require all
these roles to be performed?
22. 22
Q- Thinking back, who might be
involved in this project?
Project Sponsor
Steering Committee
Project Manager
Project Team
Advisory Committees
Creating an
update to the
Fire Rescue
Master Plan
23. 23
Why care about
Project Management
It’s City Directive (A1406 & A1424A):
Ensure, where possible, that standardized
project management systems are used
across the corporation for managing the
scope, quality, time, cost, risk and human
resources of corporate projects.
24. 24
City Manager = Well Managed City:
Responding to Citizens and City Council
Concerns
Project Failures, Poor quality of work
Quality of City Services
Length of time to get the job done
Cost Management
Use of Human Resources
Project Communication
Why care about
Project Management
25. 25
Why care about
Project Management
What does your Fire Chief think:
“Edmonton Fire Rescue Services has employed the
Project Management process to great advantage over
the past several years. Two of our more notable
projects include the Fire Rescue Master Plan as well as
our CFAI accreditation project. The outcomes of these
bodies of work have been significant and have served
to underpin the success of Edmonton Fire Rescue
Services in becoming a leading Fire Service committed
to continuous improvement.”
26. 26
More personal reasons to consider:
You may be asked to perform a specific role
You want to be successful
So you can reduce your stress and the
potential stress of those around you
So you can preserve and maintain improved relationships
So you can avoid many common project failure pitfalls,
through employing the right:
The Right Project; The Right Team; The Right Project
Manager; The Right Expectations; and The Right
Project Management Tools.
Why care about
Project Management
27. 27
Reasons why some Projects
fail to achieve results
1. Inadequately trained/experienced project mgrs
2. Weak project initiation and validation of goals
3. Failure to document detailed plans
4. Failure to exercise project management
authority or put in place the right team
5. Poor scheduling and effort estimation
6. Poor communication, tracking or reporting
28. 28
Quick 2 Minute Video –
Summary of Project Management
http://www.youtube.com/watch?v=9LSnINglkQA
*Take notes as we will recap the gist of the video.
30. 30
In groups of three, take 15 minutes to:
1) Come up with a specific example of a
project you might be asked to support.
2) Identify 3 specific issues that may prevent
successful completion of this project.
3) Indicate how using a project management
approach to completing this project could
help resolve some of those issues.
Please be prepared to share back
your answers with the entire class.
At Fire Rescue Services
Project Management Practice
31. 31
Let’s Re-cap
1) Introduction
Know how to define a project.
Know key components of project management.
Know some key project management roles.
Know why project management is important.
Know some common project pitfalls to avoid.
33. 33
2. Community Services Project
Management Framework
There are many different approaches used in the
industry to support project management, but all
share similar characteristics.
Community Services has developed our own
customized version that we follow.
Every project goes through distinct phases and
life cycles that require different support.
35. 35
What do many of these PM
approaches have in common
Integration
Management
•Project Plan Development
•Project Plan Execution
Scope
Management
•Scope Planning
•Scope Definition
•Scope Verification
Time
Management
Activity Definition
Activity Sequencing
Schedule
Development
Cost
Management
Resource Planning
Cost Budgeting
Cost Control
Quality
Management
Quality Planning
Quality Control
Human
Resource
Management
Staff Acquisition
Team Development
Communication
Management
Communications Planning
Information Distribution
Performance Reporting
Risk
Management
Risk Identification
Risk Response
Development
Risk Response Control
Procurement
Management
Source Selection
Contract
Administration
Contract Close-out
Project Management
36. 36
Which approach do we most
closely follow
The PMBOK Guide recognizes 42 processes that fall into five
basic process groups and nine knowledge areas that are
typical of almost all projects.
1. Initiating
2. Planning
3. Executing
4. Monitoring and Controlling
5. Closing
Each of the Nine Knowledge Areas contains the processes
that need to be accomplished within its discipline in order to
achieve an effective project management program.
Community Services has developed its own customized
“Project Management Framework” to support the types of
projects conducted by the Department, and provides
guidelines for ensuring reliable delivery of project results.
37. 37
What does our Project
Management Framework cover
The Community Services Department Project Management
Framework is 52 pages in length and provides detailed
information in some of the following main areas.
1. Explains Purpose of Document
2. Defines Project Management
3. Defines Project Management Roles & Responsibilities
4. Identifies Different Project Phases & Life Cycles, and
provides numerous tips for how to support these steps
5. Reinforces Importance of Communications
6. Shares a number of Templates to be Used
7. Provides a Glossary of Terms
38. 38
The Community Services Department Project Management
Framework is 52 pages in length and provides detailed
information in some of the following main areas.
1. Explains Purpose of Document
2. Defines Project Management
3. Defines Project Management Roles & Responsibilities
4. Identifies Different Project Phases & Life Cycles, and
provides numerous tips for how to support these steps
5. Reinforces Importance of Communications
6. Shares a number of Templates to be Used
7. Provides a Glossary of Terms
So far we have already
broadly covered…
53. 53
Project
Stages
Tools &
Templates
Development
(Design)
Implementation
(Build)
Termination
(Operate)
Strategy/Concept
Project
Planning
Tracking, Control & Reporting
Processes
EXAMPLES:
Briefing Note;
Project Proposal
EXAMPLE:
Issue
Identification Form
EXAMPLE:
Scope Change
Request Form
EXAMPLE:
Project Status
Report
EXAMPLES:
Project Plan; Public Involvement Plan; Committee Terms of Reference
EXAMPLE:
Post
Implementation
Review
Projects
“Tools & Templates cont’d”
We will get into much more detail on the type
of information included in these templates and
how to complete them….
but for now, we will just acknowledge that
there are some templates that can help.
54. 54
So in simpler terms, what does
this all mean and look like
Step 1:
STARTING UP THE PROJECT
- Defining the project purpose and scope, justification for
initiating it and the solution to be implemented.
APPOINT PROJECT TEAM
- Recruit or appoint Project Manager, Project Team
- Confirm need for a project governance committee
- Confirmation of overall project goals, objectives, scope,
risk, budget, timescale, and approach
55. 55
So in simpler terms, what does
this all mean and look like
Step 2:
REFINE WORK BREAKDOWN STRUCTURE
- Requirements and Work Definition
- Stakeholder Identification
- Effort Estimation, Cost and Schedule
- Contract Development
- Depending on the complexity of the project you may need
to meet with stakeholders in order to refine:
Project Plan
Resource and or Financial Plan
Public Consultation Plan
Communication and or Risk Plan
56. 56
So in simpler terms, what does
this all mean and look like
Step 3:
MANAGE THE PROJECT
- Complete regular reporting of issues, risks and
progresses
- Ensure that project team is working well to support
identified tasks completion.
- Checking of the project plan to ensure that expected
benefits will be delivered and are still valid.
- Resolving conflicts and project problems:
Project schedule, delivery and costs
Controlling number of changes
Accomplishing the project activities correctly
Perform communications management
57. 57
So in simpler terms, what does
this all mean and look like
Step 4:
CLOSE THE PROJECT
- Once all the deliverables have been produced and the
client has accepted the final solution, the project is ready
for closure.
- Final approvals include:
Review of projects successes and failures
Reassignment of the project team
Transfer to Owner
Transfer to ongoing operations
58. 58
PM, It’s About People!
Once defined and approved, the roles and responsibilities
need to be communicated to the people who will be
engaged with the project.
≈ “if it’s written down, people get it”
Key Project Manager Skills:
Communication Skills
Persuasive Leadership
Conflict Management
Change Management
Adaptive Personality
Optional* Technical Expertise
61. 61
2 Groups have the following
assignment (take 10 minutes):
Your Role: Steering Committee Member
Project: To plan & host the 2015 International Fire Rescue Summit.
Q- What initial information would you expect from the project manager, and
how would you like to be informed/involved in terms of project updates?
Please be prepared to share back
your answers with the entire class.
62. 62
Your Role: Project Manager
Project: To plan & host the 2015 International Fire Rescue Summit.
Q- What tools/processes would you use to clarify the project requirements
with your steering committee and working committee members?
Please be prepared to share back
your answers with the entire class.
2 Groups have the following
assignment (take 10 minutes):
63. 63
Your Role: Working Committee Member
Project: To plan & host the 2015 International Fire Rescue Summit.
Q- What information might you ask to see from the project manager to
better understand your roles, expectations and project deliverables?
Please be prepared to share back
your answers with the entire class.
2 Groups have the following
assignment (take 10 minutes):
64. 64
Let’s Re-cap
2) Project Management Framework
You are aware of the different stages projects
go through, and the type of support that may be
required at each stage.
You are familiar with the different project
management templates that are available.
65. 65
The Community Services Department Project Management
Framework is 52 pages in length and provides detailed
information in some of the following main areas.
1. Explains Purpose of Document
2. Defines Project Management
3. Defines Project Management Roles & Responsibilities
4. Identifies Different Project Phases & Life Cycles, and
provides numerous tips for how to support these steps
5. Reinforces Importance of Communications
6. Shares a number of Templates to be Used
7. Provides a Glossary of Terms
We have also
broadly covered…
67. 67
3. Using Project Management
Tools and Templates
Projects come in many shapes and sizes, not all
requiring the same level of project management
rigour.
There are a number of project templates that can
support various project management efforts,
each providing a different level of information
and some more commonly used than others.
Practice Assignment
68. 68
1. The Right Project
2. The Right Team
3. The Right Project
Manager
4. The Right
Expectations
5. The Right Project
Management
Tools
Begins by recognizing the
decision making function.
Who approves your
project/team/resources?
Project Sponsors confirming
your formal project
sponsorship and commit to
the oversight of a project.
Every major project needs a
defined Project Sponsor.
Your Project Sponsor needs
to sign off on your project.
But before we begin, we recall
that good project management
includes…
69. 69
The Three Little Bears- Theory
of Project Management
Projects vary in
size:
•Wee Bear
•Middle size Bear
•Great huge Bear
•Goldilocks (PM)
“wanting just right”
70. 70
Goldilocks Theory:
Making your own Porridge
The Project Management Methodology is the same
for small or large projects, but how you apply PM
process can vary.
Basics: Project Initiating Process
Getting the work done on time and on budget
Working with Stakeholders
Doing the Work: planning, activity, managing work
and completion of the project.
Communicating about the project and outcomes
71. 71
It’s A Wee Bear
If the work is easy, there are few details or
stakeholders involved, and no formal reviews are
needed
You could use post it notes to figure out the
budget, resource plan, risks, costs
You could use your own more customized and
tailored documenting and reporting processes
You could write down the work breakdown on the
back of piece of paper
72. 72
It’s a Big Huge Bear
The work is very complex, the project has high visibility,
you need project rigor and formality for the situation,
project constraints are unknown.
You need to bring everything to the process
Every “i” has to be dotted and every “t” has to be crossed
You may need consultants to help determine the scope of
work, nature of the work and components of the work
You need to document, analyze, evaluate, formally submit
for approvals.
You will need to apply very formal project management
tools and skills to oversee this project
73. 73
Middle Size Bear- not to much or
too little Project Management
Review the Community
Services Project
Management Framework
Use Project Management
Tools (available on-line)
Ensure a good governance
model is in place
Confirm necessary support
and resources
(Templates in BINDERS…)
ECity site for PM Templates:
Community Services Project
Management Framework - Templates
74. 74
Some of the more commonly
used PM Templates for “mid
to larger” size projects
Let’s go through the Binder…
75. 75
BRIEFING NOTE
Project:
Prepared by:
Date Prepared: Date Required:
Briefing Note:
[The briefing note templates is used to present issues and decisions requests associated with a project where they are to
be escalated to the Department Management Team.]
Issue:
[A very brief summary of the issue for which a decision is required from the Department Management Team.]
Background:
[A summary of the activities and decisions to date that are relevant in supporting the decision being requested.]
Proposed Approach:
[The proposed approach or alternatives that define the decision being requested.]
Recommendation:
[Summarize the recommended action to resolve the decision.]
DECISION
[Identify the decision made by the Department Management Team.]
Approved: [] Deferred: [] Date: Cancelled []
Signature: Name:
Date:
76. 76
PROJECT PROPOSAL
Project:
Submitted by:
Date Submitted: Date Project Required: [required project completion date]
Proposal Definition
[The Project Proposal should be an abbreviated document that defines the objectives of the project and confirms the
understanding of the project manager as to the objectives and desired outcomes of the project. The Project Proposal
should be no more than two pages long.]
Background/Current State:
[Summary of events and circumstances in the target customer organization leading up to the project proposal.]
Project Objectives (What):
[Summary of the business objectives for the project, describing from the perspective of the customer organization
what the project is intended to produce. This describes the final product's) that should result from doing the project.]
Expected Outcomes (Why):
[Brief description of the expected outcomes of the project. These reflect why the project is important to the
organization. Wherever possible, consider how to quantify the outcome. Include short and long term benefits, as
applicable. This will demonstrate how the project links to the business plan and performance measurement outcomes
of the Department.]
Proposed Strategy:
[High-level description of the proposed strategy to execute the project.]
77. 77
PROJECT PROPOSAL (cont’d)
Initial Constraints:
[Identification of the initial constraints that have been established or imposed on the project; these are the
boundaries that have been imposed on the project that limit or constrain the proposed strategy.]
Impact on Stakeholders:
[List the stakeholders impacted by the planned change and the impact on each.]
Impact of Not Doing/Doing Late:
[List the business impacts of not proceeding with the request, or not completing the request by the required
end date that has been identified. Include short term, long term and interim impacts.]
Impact on Other Projects/Systems:
[Identify the related projects and/or systems to this request, and the impact this request would have on these
projects/systems in business terms.]
Recommended Next Steps
[The recommended action to be taken based upon the proposal (typically to either cancel work, or proceed
with the Feasibility Study.]
Concept Phase Resource Requirements
[Identification of the resource requirements to support the Concept phase of the project and attainment of the
activities defined in ‘Recommended Next Steps.’]
Approved: [] Deferred: [] Date: Cancelled []
Signature: Name:
Date:
78. 78
Q- Do all project proposals need
every heading to be included?
Impact on Stakeholders:
[List the stakeholders impacted by the planned change and the impact on each.]
Impact of Not Doing/Doing Late:
[List the business impacts of not proceeding with the request, or not completing the request by the required
end date that has been identified. Include short term, long term and interim impacts.]
Impact on Other Projects/Systems:
[Identify the related projects and/or systems to this request, and the impact this request would have on these
projects/systems in business terms.]
Recommended Next Steps
[The recommended action to be taken based upon the proposal (typically to either cancel work, or proceed
with the Feasibility Study.]
Concept Phase Resource Requirements
[Identification of the resource requirements to support the Concept phase of the project and attainment of the
activities defined in ‘Recommended Next Steps.’]
Approved: [] Deferred: [] Date: Cancelled []
Signature: Name:
Date:
Can I remove this or other
sections from the proposal
document?
79. 79
PROJECT PLAN
Project:
Project Manager:
Project Sponsor: Date Initiated:
Background:
[Very brief description of the project purpose and required background information.]
Objectives:
[Point form summary of the business objectives (from the customer’s perspective) that the project is designed to
realize.]
Linkage to Business Plan:
[A statement of how the project contributes to the attainment of the organizational/business unit business plan.]
Scope:
[A statement or point form summary defining the precise work that the project is designed to deliver. Scope is used to
evaluate requested changes to the project, and should identify both what will be accomplished, and what will not be
accomplished by the project.]
Assumptions:
[Assumptions developed by the project team associated with the project plan, strategy and scope.]
Constraints:
[Constraints imposed on the project team associated with the project plan, strategy and scope.]
80. 80
PROJECT PLAN (cont’d)
Project Completion Criteria:
[Identification of the criteria that need to be satisfied in order to demonstrate that the project is complete.]
Project Success Criteria:
[A statement of the measures to be applied in evaluating whether or not the project was successful in meeting its
objectives.]
Project Schedule:
[Identification of the deliverables and activities the project is will deliver, and the associated start date, end date and
hours effort associated with each.]
Project Organization/Roles & Responsibilities:
[Insert diagram of project organizational structure. Identify the roles within the organization structure, and the
responsibilities and accountabilities of each role. Where the responsibilities are identified by a separate terms of
reference document, that should be identified here.]
81. 81
PROJECT PLAN (cont’d)
Project Staffing Requirements:
[Identification of the resources (staff) required to complete the project, the role(s) each resource will fulfill, and the
estimated total hours for each resource.]
Financial Requirements:
[Identification of all costs required to support the project, as well as identification of the date required for each
component.]
Risks & Contingencies:
[Identification of the risk factors that can uniquely impact this project, and the probability of the risk occurring, the
impact if it does, and the planned strategy to mitigate or address the risk within the project.]
Stakeholder Identification & Project Communication Plan:
[Articulation of the stakeholders who need to be communicated with or kept abreast of progress during the project,
including identification of their key interests and objectives, their preferred communication and consultation approach,
and the frequency or target date for the communications.]
82. 82
PROJECT PLAN (cont’d)
Outcomes and Evaluation Approach:
[Identification of the outcomes and approach by which the outcomes of the project will be evaluated. This
determines how the results of the project will link into the performance measurement framework.]
Operational Impacts/Transition Strategy:
[Identification of the operational impacts that will be realized as a result of implementing the project. This
should identify server, network and backup requirements; required support procedures; and estimated
operational support costs.]
_____________________________________________________________________________________
APPROVAL
[] Project management to be based upon Department Project Management Framework, including issue
management, scope change management, project status reporting and post implementation review
procedures.
Approved: [] Deferred: [] Defer Date: Cancelled []
Signature: Name:
Date:
83. 83
Project Staffing Requirements:
[Identification of the resources (staff) required to complete the project, the role(s) each resource will fulfill, and the
estimated total hours for each resource.]
Financial Requirements:
[Identification of all costs required to support the project, as well as identification of the date required for each
component.]
Risks & Contingencies:
[Identification of the risk factors that can uniquely impact this project, and the probability of the risk occurring, the
impact if it does, and the planned strategy to mitigate or address the risk within the project.]
Q- Does every project plan need to
include all the information identified?
Do I really need to document
this level of detail in this
project plan?
84. 84
Other Templates…
Issue Identification Form
This form provides a more formal approach to identifying and escalating
potential project management issues.
Scope Change Request Form
This form provides a more formal approach to approving all scope
change requests which will have an impact on the Project Plan.
Post Implementation Review Form
This form provides a more formal opportunity to evaluate the results of
the project and to identify the learning opportunities.
Project Status Report
This form provides a more formal means of communicating
project status updates to identified stakeholders.
Committee Terms of Reference
This form more formally establish the roles, responsibilities and
accountability for each committee, including a project team.
*Public Involvement Plan
All Public Involvement conducted by the City requires a Public
Involvement Plan (Policy C513). A separate detailed framework and
training is provided on how to prepare this plan.
86. 86
Role: Project Manager
Objective: You have been asked to develop a
New Fireworks Video & Community
Campaign, urging the public to
avoid consumer fireworks.
Task: Prepare a rough Project Plan using
the hand-out in your binder, and be
prepared to discuss your outline.
Time: 15 minutes
The individual assignment
87. 87
Let’s Re-cap
3) Using PM Tools & Templates
You better understand when you might want to
follow more formalized approaches to
supporting a potential new project request.
You can complete the main components of a
Project Plan from scratch to support any type of
new project request.
88. 88
The Community Services Department Project Management
Framework is 52 pages in length and provides detailed
information in some of the following main areas.
1. Explains Purpose of Document
2. Defines Project Management
3. Defines Project Management Roles & Responsibilities
4. Identifies Different Project Phases & Life Cycles, and
provides numerous tips for how to support these steps
5. Reinforces Importance of Communications
6. Shares a number of Templates to be Used
7. Provides a Glossary of Terms
We have also
broadly covered…
90. 90
Wrap Up:
“3 Key Take-Aways”
#1 Ecity
Internal
Website
Access the City’s internal website, for
up-to-date templates and
documents to help guide all your
Project Management needs.
91. 91
Wrap Up:
“3 Key Take-Aways”
#2 Common
Language
You now have a basic knowledge of
some of the terms used to support
project management, and can ask
the right questions….
“Can you help be part of a new project team?”
You: “Has a project plan been developed that I can see?”
92. 92
Wrap Up:
“3 Key Take-Aways”
#3 You are
not Alone
We have all been there…
Feel free to ask for help from your
peers or call our area if you need
some advice to get through a
sticky project management issue.
Ian Robertson (780) 496-3881
Or
Marilyn Hussey (780) 496-5851
93. 93
Cheers &
Thank You !!!
“If you fail to plan, you are planning to fail!”
Benjamin Franklin
or
As the 7 P’s of the British Army Adage goes….
Proper Planning Preparation Prevents Piss Poor
Performance.
