Boost Dropout Academy: Project Management
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Turku Boost Dropout Academy: Project Management 25.10.2016
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Boost Dropout Academy: Project Management
- 5. What is project work?
- 6. How to do project work?
- 7. Doing things hands on
- 8. What is a project?
- 9. WHAT IS A PROJECT? A specified amount of work to be performed during a certain period of time at a specified cost.
- 12. Project management is the application of processes, methods, knowledge, skills and experience to achieve the project objectives.
- 16. HISTORICAL PROJECTS Historical projects How has project management developed? Building of the pyramids “Creation” - coordination of construction Viking travels “Conquest” - strategy and operative levels 16th-18th century trade agreements “Problem solving” - business benefits, efficiency through deals and networks Technological development projects, e.g. the telephone “Development” - changing product, goal, markets, way of operating Resource: Artto, K et al. (2006). Projektiliiketoiminta.
- 17. PROJECT MANAGEMENT OVER TIME Decade Themes 1950 Governance, purchasing, planning 1960 Time management, project management systems 1970 Organization, leadership, teams 1980 Project models, quality 1990 Processes, information technology, networking 2000 Co-operation, virtual models, creativity, education Resource: Artto, K et al. (2006). Projektiliiketoiminta.
- 18. EXAMPLES OF PROJECTS ❏ Developing a new product or service ❏ Implementing a change in the structure, staffing or culture of an organization ❏ Developing or acquiring a new or modified information system ❏ Constructing a building or infrastructure ❏ Implementing a new business process or procedure
- 19. MANAGING A PROJECT ❏ Identifying requirements ❏ Addressing the needs, concerns and expectations of the stakeholders ❏ Balancing the project constraints
- 20. PROJECT CHARACTERISTICS ❏ A target outcome ❏ A defined life span ❏ Cross organisational participation ❏ Stakeholder participation ❏ New or unique ❏ Time, cost and performance requirements
- 21. TYPICAL DOWNFALLS ❏ Client not committed enough ❏ Project time frame too long ❏ Risk management ❏ Poor testing ❏ Constraints: time, budget, quality, scope
- 23. Project Planning
- 24. IDENTIFYING TASKS ❏ Identify project goal, schedule, budget and tasks ❏ Define milestones and subtasks ❏ Identify talent in project team ❏ Allocate tasks
- 26. WHY? WHAT? WHO? WHEN?
- 27. PROJECT PLAN 1. Project background 2. Project objectives 3. Project approach 4. Communication plan 5. Risk management plan 6. Schedule and tasks
- 30. TO DO DOING DONE LAURA TONI M ARKO HEINI KANBAN BOARD
- 31. www.trello.com
- 32. www.slack.com
- 34. TIME MANAGEMENT ❏ Time management is essential in project planning and allocating tasks ❏ Team’s time management is only as good as its’ members ❏ Keeping promised times and deadlines is important ❏ Open and honest communication prevents conflicts
- 35. WHEN TASKS PILE UP ❏ Constant evaluation of schedule and tasks ❏ Feeling of control reduces stress levels ❏ Be action orientated and prioritize ❏ Know your goals and how progress is measured
- 36. GETTING THINGS DONE ❏ Collect all issues and ideas together ❏ Process the collected issues at fixed intervals ❏ What needs to be done? ❏ Organize the different tasks into options ❏ Weigh the options and prioritize ❏ Decide what to do and when If it takes 2 minutes do it right away, otherwise schedule it or delegate
- 38. PROJECT MANAGER SHARED VISION COMMUNICATION SKILLS ENTHUSIASTIC EMPHATETIC PROFESSIONAL ABILITY TO DELEGATE STRESS MANAGEMENT TEAM PLAYER PROBLEM SOLVER KNOW-HOW
- 39. Project Manager Project team Customers/ end users Society Specialists Project sponsor Media Internal customers INTERNAL STAKEHOLDERS EXTERNAL STAKEHOLDERS
- 40. Stakeholders are individuals, groups or organizations, who are affected by the project or can affect the project
- 41. STAKEHOLDER COMMITMENT ❏ Good communication atmosphere ❏ Experiences of trustworthy co-operation ❏ Synergy, sharing knowledge ❏ Experienced quality ❏ Professionality of project manager and good attitude ❏ Stakeholders are a huge asset
- 42. Project Models
- 43. WHY DO WE NEED PROJECT MODELS? ❏ Systematic approach to project management ❏ Used to make project work easier to manage and communicate ❏ Telling what to do and in what order ❏ Making the work process more efficient ❏ The same general work model to be shared in the project and in the company ❏ Progress easier to communicate and to understand
- 44. WHY SHOULD YOU USE PROJECT MODELS? Careful planning is crucial for project success
- 45. WHY SHOULD YOU USE PROJECT MODELS? ❏ Careful planning is crucial for project success Executing needs to be efficient to get things done
- 46. WHY SHOULD YOU USE PROJECT MODELS? ❏ Careful planning is crucial for project success ❏ Executing needs to be efficient to get things done To improve, you need to revise the work progress and quality
- 47. WHY SHOULD YOU USE PROJECT MODELS? ❏ Careful planning is crucial for project success ❏ Executing needs to be efficient to get things done ❏ To improve, you need to revise the work progress and quality Act if there is room for improvement
- 48. WHY SHOULD YOU USE PROJECT MODELS? ❏ Careful planning is crucial for project success ❏ Executing needs to be efficient to get things done ❏ To improve, you need to revise the work progress and quality ❏ Act if there is room for improvement Integrate new decisions into plan – the project plan is not just a piece of paper you write in the beginning of the project
- 49. Classic models
- 51. Agile models
- 53. WHAT IS SCRUM? ❏ Agile software development methodology ❏ A flexible and holistic approach to project management ❏ Team works as a unit to reach a common goal ❏ Customers can change their minds about what they want and need during a project ❏ Easier to address unpredicted challenges ❏ Focusing on the team’s ability to deliver quickly Product owner, development team, Scrum Master...
- 56. Scrum Master A looser role than Project Manager Facilitator Manages process of how information is exchanged Makes sure workloads are equal Makes sure deadlines and milestones a reached Key events ➔ Sprint planning ◆ What work is to be done? ◆ Identify and communicate how much work to be done ➔ Weekly scrum meeting ◆ All members come prepared ◆ What did I do last week that helped the team? ◆ What will I do next week to help the team? ➔ Sprint review ◆ Review the work that has been completed and uncompleted ◆ Present the completed work to stakeholders ◆ What went well? What could be improved?
- 59. EXAMPLE CASE
- 60. Platform for marketing Finnish higher education to international students