This document provides an introduction to project management concepts for accidental project managers. It outlines the key things a project manager needs to know, including understanding the customer's problem, defining the deliverable, creating a project charter, scheduling tasks, managing risks, tracking status, and reporting progress. The presentation emphasizes that projects often fail because problems are created early on during planning, so getting proper buy-in from stakeholders and setting clear expectations is important for success.
Topic 1: Overview of the Project Management Landscape
Definition of project, project portfolio and program
Classification of projects
Fundamental of project management
- Topic 2: Traditional Project Management (TPM)
What is Traditional Project Management?
Classification of TPM models
Complexity and Uncertainty in the Project Management Landscape
- Topic 3: Agile Project Management
- Topic 4: Extreme Project Management
- Topic 5: Comparison of TPM – Agile – Extreme Project Management
Fundamentals of Project Management for non project managers and beginners , a very simplified version for those who don't have any Project Management background. Please give feedback if any to upgrade future presentations
The six step guide to practical project managementMindGenius
The six step guide to practical project management
If you think managing projects is too difficult, think again.
We’ve stripped back project management processes to the
basics – to make it quicker and easier, without sacrificing
the vital ingredients for success.
“If you’re looking for some real-world guidance, then The Six Step Guide to Practical Project Management will help.”
Dr Andrew Makar, Tactical Project Management
Topic 1: Overview of the Project Management Landscape
Definition of project, project portfolio and program
Classification of projects
Fundamental of project management
- Topic 2: Traditional Project Management (TPM)
What is Traditional Project Management?
Classification of TPM models
Complexity and Uncertainty in the Project Management Landscape
- Topic 3: Agile Project Management
- Topic 4: Extreme Project Management
- Topic 5: Comparison of TPM – Agile – Extreme Project Management
Fundamentals of Project Management for non project managers and beginners , a very simplified version for those who don't have any Project Management background. Please give feedback if any to upgrade future presentations
The six step guide to practical project managementMindGenius
The six step guide to practical project management
If you think managing projects is too difficult, think again.
We’ve stripped back project management processes to the
basics – to make it quicker and easier, without sacrificing
the vital ingredients for success.
“If you’re looking for some real-world guidance, then The Six Step Guide to Practical Project Management will help.”
Dr Andrew Makar, Tactical Project Management
Step by Step Guide to Project ManagementBrendon Yip
Managing a project isn't easy and we have all been through that project spiraling out of control. But out of each project, there are key learning values to be had. We have compiled this guide to help you out in your project management, just like how it has helped us.
Contents are sourced from different authors including PMBOK 5th Edition.
This is provided for free as part of our Continuing Practice in Project Management Professional Certification. You may download, share but please refrain from commercializing it or altering parts. Thanks.
For more on Innovations and Project Management, please visit www.facebook.com/SigmaProcessExcellence
Step by Step Guide to Project ManagementBrendon Yip
Managing a project isn't easy and we have all been through that project spiraling out of control. But out of each project, there are key learning values to be had. We have compiled this guide to help you out in your project management, just like how it has helped us.
Contents are sourced from different authors including PMBOK 5th Edition.
This is provided for free as part of our Continuing Practice in Project Management Professional Certification. You may download, share but please refrain from commercializing it or altering parts. Thanks.
For more on Innovations and Project Management, please visit www.facebook.com/SigmaProcessExcellence
Ask yourself, "Am I leveraging LinkedIn to grow my business in the federal government?" Learn how to enhance your brand and build relationships on LinkedIn.
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As a speaker, trainer, and coach, Oliver offers fresh marketing insights and encourages his audiences and clients to take action.
Oliver Yarbrough, PMP, is Managing Partner and Chief Rainmaker at Rainmaker Growth Partners. He is an entrepreneur and advisor highly adept at guiding high-performing professionals and organizations to become better. Areas of focus include building strategic relationships, PMP Exam Prep, and developing optimal marketing/sales strategy.
A dedicated Sr. Project Manager with ability to work on complex Infrastructure projects and manager End to End program. Looking for opportunity to handle more challenging program/project. Is an able leader to handle large team, make the team work under pressure and deliver within team lines. Still maintaining the high team spirit.
Beyond the Basics: The Project Manager with the magic touchNicos Kourounakis
Have you ever seen a Project Manager, that you would describe as someone having the magic touch? It would probably be someone that has demonstrated the ability to pull things off (even small things) that you don’t understand exactly how they were possible to achieve. Producing results repeatedly, acting both at the small and at the large, and resulting in small and larger achievements that come together in a mysterious almost magical way to contribute to (project) success.
However, there is nothing metaphysical about this magic touch, as it is nothing more than the result of the many small (seemingly insignificant) decisions and actions which allow the Project Manager to do the right things, at the right time, and for the right reasons and in line with the project management goals. Their actions are strategically prioritized, tactically pertinent, and aligned with lower and higher order goals which come together in synchronicity. In this presentation we will discuss the main characteristics, qualities and powers of a Project Manager with the Magic Touch (PMwMT).
Effective Intelligence (FI) and professional and ethical virtues will also be discussed as critical areas that enable project managers maintain balance and those necessary behaviours that enable them to manage projects with a bit of a “magic touch”.
These slides highlights the importance of positive leadership in project management. It covers the definition of leadership, impact of leadership on the organization, leaders vs. managers and the role of leadership during the project life cycle.
Lean planning with Oracle Primavera CloudPRMYAZILIM
For decades now, two project-management and scheduling methodologies have dominated the world of engineering and construction: lean and critical path method (CPM).
Lean looks at tasks in granular detail, identifying the most efficient and collaborative way to complete each of them—making it extremely popular with field coordinators and teams. It can add a huge amount of value to any construction project. In fact, a recent Dodge Data and Analytics study found that projects that heavily relied on lean were three times more likely to complete ahead of schedule and two times more likely to complete under budget.
Project Management Fundamentals is a beginner-level Project Management course that is ideal for individuals and enterprises that are looking to gain a fundamental understanding of project management best practices used globally.
This Project Management Fundamentals training course is ideal for anybody whose work directly or indirectly supports projects. (entry-level project/program managers or future project managers who desire an increased understanding of how to successfully manage a project and improve their day-to-day work by applying project management best practices.)
To know more about Project Management Fundamentals training worldwide,
please contact us at -
Email: support@invensislearning.com
Phone - US +1-910-726-3695,
Website: https://www.invensislearning.com
From Ideas to Gameplan - Scoping and Scheduling Creative Projects Webinardobbid
Whether you're running a large creative project for a client or delivering a component to someone else's project, it can be challenging to move from the "concept" of what you want to accomplish to a breakdown of deliverables and comprehensive schedule for getting the work done. Join Dave as he walks through some approaches to brainstorming the scope of work, defining an execution schedule, and getting the right people working together to see the project through to completion.
The third lesson of the course on Planning and Managing Software projects (http://emanueledellavalle.org/Teaching/PMSP-2011-12.html) that I give at Politecnico di Milano.
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Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
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2. Objectives
Learn the critical few concepts you need to know to for PM
success
Start building the PM Toolbox that will simplify the job and
increase your productivity
2
3. Introductions
Gary Chin
– Project Management Consultant & Trainer
– XO Consulting & Training
– gchin@xocp.com
ClearVue-360 (www.clearvuepm.com)
– This is the primary software I recommend for accidental project
managers as it covers the entire project life-cycle (a full PM tool box
in one application) and it’s relatively easy to use/implement.
3
4. Today’s Agenda
The Accidental Project Manager
Core PM Concepts
Setting-up success at the start
Project triangle
Sequencing
Risks
Tracking/Reporting
PM Tool Box
Charter
List Management
Tasks
Risks
Action Items
Etc.
4
5. Are you an Accidental Project Manager?
Accidental Project Manager, n. a business professional
where project management is a secondary responsibility,
but who is asked to manage important corporate projects
nonetheless.
5
6. Are you an Accidental Project Manager?
Accidental Project Manager, n. a business professional
where project management is a secondary responsibility,
but who is asked to manage important corporate projects
nonetheless.
Are you expected to manage projects in addition to your
“real” work?
6
7. Quick Primer in Project Management
Initiate Plan Execute Close
7
8. Quick Primer in Project Management
What
Initiate Plan Execute Close
8
9. Quick Primer in Project Management
How long,
What How much
Initiate Plan Execute Close
9
10. Quick Primer in Project Management
How long, Implement,
What How much Adjust
Initiate Plan Execute Close
10
11. Quick Primer in Project Management
How long, Implement, How did
What How much Adjust we do
Initiate Plan Execute Close
11
12. Why and Where Projects Fail
Initiate Plan Execute Close
Most problems
discovered here
12
13. Why and Where Projects Fail
Initiate Plan Execute Close
Most problems Most problems
created here discovered here
13
14. Why and Where Projects Fail
Initiate Plan Execute Close
Most problems Most problems
created here discovered here
Projects Fail at the beginning, not the End!
14
15. Customer’s have Problems
Your customer is a person or
organization with an unmet need
and/or problem.
15
16. Customer’s have Problems
Your customer is a person or organization with an unmet
need and/or problem.
1 Know who your customer is
16
17. Customer’s have Problems
Your customer is a person or organization with an unmet
need and/or problem.
1 Know who your customer is
2 Understand the customer’s problem
17
18. Definition of a “Project”
Time Frame
“A temporary endeavor undertaken to create a unique
product, service or result…” - PMI
Deliverable
18
19. Definition of a “Project”
Time Frame
“A temporary endeavor undertaken to create a unique
product, service or result…” - PMI
Deliverable
3 Projects create Deliverables (what)
19
20. Deliverable
A tangible output of the project.
Leads to the resolution of the Customer’s problem
Measured at completion of the project.
In order to be measured, the deliverable must be well
defined (very specific)
20
21. Deliverables vs. Benefits
Deliverable – A tangible output of the project.
Measured at completion of the project.
21
22. Deliverables vs. Benefits
Deliverable – A tangible output of the project.
Measured at completion of the project.
Benefit – A desired outcome of the project.
Measured after completion of the project.
22
23. Deliverables vs. Benefits
Deliverable – A tangible output of the project.
Measured at completion of the project.
Benefit – A desired outcome of the project.
Measured after completion of the project.
4 Deliverables are NOT the same as Benefits
23
24. Project Charter Key
A short document created early in the project that
provides a high-level definition of the project.
Used to get key stakeholders synchronized and aligned
on the project.
24
25. Project Charter Key
Problem Statement
Overview/Approach
Deliverables
Assumptions
Stakeholders
25
26. Charter – Problem Statement
Problem Statement – Describes the pain and why it will go away
after this project. The basis of the business case.
Overview/Approach
Deliverables
Assumptions
Stakeholders
26
27. Charter – Overview/Approach
Problem Statement – Describes the pain and why it will go away
after this project. The basis of the business case.
Overview/Approach – An executive summary including
sequence of major activities.
Deliverables
Assumptions
Stakeholders
27
28. Charter – Deliverables
Problem Statement – Describes the pain and why it will go away
after this project. The basis of the business case.
Overview/Approach – An executive summary including
sequence of major activities.
Deliverables – The tangible outputs that will be created.
Assumptions
Stakeholders
28
29. Charter – Assumptions
Problem Statement – Describes the pain and why it will go
away after this project. The basis of the business case.
Overview/Approach – An executive summary including
sequence of major activities.
Deliverables – The tangible outputs that will be created.
Assumptions – Something taken as fact that isn’t proven to be
so.
Stakeholders
29
30. Charter – Stakeholders
Problem Statement – Describes the pain and why it will go
away after this project. The basis of the business case.
Overview/Approach – An executive summary including
sequence of major activities.
Deliverables – The tangible outputs that will be created.
Assumptions – Something taken as fact that isn’t proven to be
so.
Stakeholders – Those who benefit, contribute to, are
impacted by the project
30
32. Scope
The work (tasks) required to create the deliverable.
Task Task Task Task Task Task
A B C D E F
5 Scope = the tasks needed to create the Deliverable
32
33. Sequence
Answer this question for each task:
“What task(s) must be completed before I can perform this task?”
Answering this question determines task predecessors
Task Task
B D
Task Task Task
Start End
A C F
Task
E
33
34. Estimate
Estimate the calendar duration for each task.
Task Task
B (2) D (3)
Task Task Task
Start End
A (3) C (3) F (1)
Task
E (4)
34
35. Create a Schedule Key
A
B
D
C
E
F
You only need 3 things to create a schedule: tasks,
6
durations, predecessors
35
36. Risks
Future events or conditions that may have a positive or
negative impact on project scope, schedule, or budget.
- PMI
36
39. Assess the Risks
1. Identify—Answer the question: “What could go wrong with
this project?”
2. Assess—Estimate the probability and the impact of the
risks
High
3. Prioritize
Impact
Med
4. Respond
Low
Low Med High
Probability
40. Prioritize the Risks
1. Identify—Answer the question: “What could go wrong with
this project?”
2. Assess—Estimate the probability and the impact of the
risks
High
3. Prioritize—Rank based
on P & I
Impact
Med
4. Respond Low
Low Med High
Probability
41. Respond to the Risks
1. Identify—Answer the question: “What could go wrong with
this project?”
2. Assess—Estimate the probability and the impact of the
risks
3. Prioritize—Rank based on P & I
4. Respond—Determine how you will address the risks with
the highest rank and update your plan accordingly
42. Quick Review
Status Collection /
Charter Schedule Status Reports
Initiate Plan Execute Close
Customer Tasks
Problem Predecessors
Deliverable Estimates
Timeline
Risks
42
43. Status Collection
3 things to track:
1. Schedule (tasks)
2. Action Items
3. Issues
43
44. Status Collection
3 things to track:
1. Schedule (tasks) – Done or not done?
2. Action Items
3. Issues
44
45. Status Collection
3 things to track:
1. Schedule (tasks) – Done or not done?
2. Action Items – Activities too small to be part of the
schedule.
3. Issues
45
46. Status Collection
3 things to track:
1. Schedule (tasks) – Done or not done?
2. Action Items – Activities too small to be part of the
schedule.
3. Issues – Problems happening now!
46
47. Status Reporting Key
3 things to report:
1. The stuff you tracked
2. Assessment
3. Recommendations
47
48. Status Reporting Key
3 things to report:
1. The stuff you tracked – Schedule, action items,
issues
2. Assessment
3. Recommendations
48
49. Reporting
3 things to report:
1. The stuff you tracked - Schedule, action items,
issues
2. Assessment – Your interpretation of the data
3. Recommendations
49
50. Reporting
3 things to report:
1. The stuff you tracked - Schedule, action items,
issues
2. Assessment – Your interpretation of the data
3. Recommendations – What you think the team,
management, and/or you should do
50
51. Summary
1. Know who your customer is
2. Understand their problem
3. Identify the deliverable that will make the problem go away
4. Use a Charter to get key stakeholders aligned
5. Define the tasks necessary to create the deliverable
6. Determine task predecessors and estimate durations
7. Create a schedule
8. Manage your risks
9. Track task completion, action items, and issues
10. Report on tasks, action items, issues, your assessment, and
your recommendations
51