Project management involves planning, organizing, managing resources, and achieving goals for temporary endeavors. It includes defining start and end dates, creating something new, and proposing change. Both large and small projects require defining objectives, planning the work, monitoring progress, communicating, and closing out the project to learn lessons. Effective project managers lead by example, are technically competent and good communicators.
2. Definition: Project
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“A temporary endeavor undertaken to create a
unique product or service or result.”
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Beginning Middle End
3. Project Characteristics
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• Includes a start and end
• Creates something new or fixes/improves
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something that already exists
• Proposes and supports change – temporary
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• Performed by people and teams
• Constrained by resources
• Planned, Executed and Controlled
4. Projects?
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• Manufacturing a product on an assembly
line.
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• Writing a term paper.
• Entering in sales receipts in an accounting
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ledger.
• Implementing a new software program.
• Taking a phone call from a user.
5. Definition: Project Management
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“The discipline of
planning, organizing, securing, and
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managing resources to achieve specific
goals.”
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Beginning Middle End
8. Question
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If it’s small, why do I need Project
Management?
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9. Question(s)
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If it’s small, why do I need Project
Management?
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What approach do I use, what process do I
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use, do I need a plan, what about standards,
do I need a project manager, and…
11. Process Groups
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Initiating
Planning
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Monitoring &
Controlling Executing
Closing
12. The Plan
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Helps manage expectations
Makes you think ahead
Guides your activities
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Changes once you start
Helps you understand the
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Helps you work out who effects of changes
you need to hire
Makes sure you are doing
Works out the timeline and the right things
budget
13. The Triangle
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Cost Scope
Quality 1
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Schedule
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WARNING: Quality has many definitions!
15. Question(s)
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If it’s small, why do I need Project
Management?
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What approach do I use, what process do I
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4
use, do I need a plan, what about standards,
do I need a project manager, and…
17. The Project Managers Job
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• Define scope of project • Identify and evaluate risks
• Identify stakeholders • Prepare contingency plan
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Develop detail task list Identify interdependencies
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Estimate time requirement
Develop initial project
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Identify and track critical
milestones
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plan • Participate in project
• Indentify resources and phase reviews
budget • Secure needed resources
• Evaluate project • Manage change control
requirements
18. Project Management
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Technical People
Skills Skills
Budgeting, Scheduling
Documenting
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Leading, Motivating,
Listening, Empathizing
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Which one’s are the most important
for projects?
19. What you should look for…
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Effective Project Managers Ineffective Project Managers
• Lead by example • Set bad examples
• Are visionaries • Are not self-assured
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• Are technically competent • Lack technical expertise
• Are decisive • Are poor communicators
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Are good communicators Are poor motivators
• Are good motivators
• Support team members
• Encourage new ideas
“A Leadership Profile of American Project Managers”, Project Management Journal
(March 1998), 31-38
20. The Basics
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1. Define the end goals and objectives
2. Define the work
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Create the schedule
Monitor the progress 1
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Communicate and listen
Close the project and learn…
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21. Goals and Objectives
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• Project Charter
– Business Driver & Objective
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– Strategic Alignment
– Result of the work effort – deliverables and
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benefits
– Interdependencies
– Team / Stakeholders
– Project Milestones
22. Plan the Work
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Schedule Cost Scope
Management Management Management
Quality Integration HR
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Management Management Management
Risk Communication Procurement
Management Management Management
24. Work the Plan
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• Monitor the Progress
• Communicate and Listen 1
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25. Close and Learn
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• Document the closure
– Did you meet the goals and objectives
• Learn from your stakeholders 1
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– Surveys
– Lessons Learned Sessions
Traditional – we will discuss this one moreCritical Chain – focus on the resource availability when tasks need to be doneExtreme – usually tied to extreme programming, but has been used for other kinds of projects.Event Chain – complements the critical path events of a project.PRINCE2 – manages projects with a clearly defined framework. Close to PMBOKProcess-based – normal project control adjusted to manage process based projects.Agile – human interaction management focused with the project seen as a series of small tasks, very flexible, rather than pre-planned.
Also known as elements, in my world they are partially known as stages:Initiating – Business CasePlanning – Solution Definition/DesignExecuting – Solution ExecutionClosing – Solution Transition
What does the plan accomplish?
Only a small sample of the big ones. There are probably many more or subsets of these…
Define the end goal and objectives – document this and make sure you have stakeholders and sponsors sign-off on this. This could be in the form of a Project Charter which defines the scope, schedule and cost of the project.Create the schedule – I recommend in the form of a high-level timeline and then you need to get to the work breakdown level with documented tasks. Make sure your team provides the tasks and the timeline for each.Monitor the progress – I recommend a weekly status meeting with all of the key project team members in which you discuss each line of the work breakdown structure.Communication and Listen – you should have weekly meetings with all your key project leads, if you are a team of one then make sure you meet with your sponsor as often as possible.Close the project and make sure you have feedback from as many people that were involved in your project so that you learn from that and apply it to the next project.
Project Management Plan
Project Management PlanOne on onesStatus meetingsReview the planSponsor meetingsTrainingCommunicationsAudience