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Project Management in a Box
The document discusses essential aspects of project management, particularly focusing on time estimation and risk assessment. It highlights the importance of creating a task list, tracking progress, and managing project scope to ensure successful project completion. Various tools and strategies for effective project planning are also outlined, emphasizing stakeholder communication and resource sharing.
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Project Management in a Box
- 1. Project Management ina BoxJoan StarrManager of Strategic & Project Planning and EZID Service ManagerCalifornia Digital Library
- 2. IntroductionAnd a fewquestionsBasic project managementWith a focus on time estimatingHow to keep it upResourcesOutlineby net_efekt, http://www.flickr.com/photos/wheatfields/2622582186/#/photos/wheatfields/2622582186/
- 3. Introductionby Peter Kaminskihttp://www.flickr.com/photos/peterkaminski/11351361/
- 4. IntroductionHow much PMis enough?
- 5. IntroductionHow much PMis enough?What makes a good plan?
- 6. IntroductionHow much PMis enough?What makes a good plan?What can I get away with?by Rhys Asplundh http://www.flickr.com/photos/rhysasplundh/5177851910/
- 7. Why WhatHow/whenWhoWhat ifBasicproject managementby Sister72 http://www.flickr.com/photos/sis/5908569/lightbox/#/photos/sis/5908569/
- 8. Why are wedoing this project?What exactly are we doing?How and when are we getting it done?Who is working on it?What if something goes wrong?Basic project management
- 9. Why are wedoing this project?by Florian http://www.flickr.com/photos/fboyd/2897598148/
- 10. What exactly arewe doing?by brianwallace http://www.flickr.com/photos/brianwallace/365625673/
- 11. How & whenare we getting it done?by gabrielsond http://www.flickr.com/photos/gabrielsond/4665229709/
- 12. The Task List:Matchgranularity to tracking needs.Indicate milestones.Use the Task List in team meetings.How & when are we getting it done?
- 13. Who is workingon it?courtesy of Oxnard Public Library, http://content.cdlib.org/ark:/13030/kt6c600758
- 14. What might gowrong?by Sanfora8 http://www.flickr.com/photos/sanfora/3204460930/
- 15. What might gowrong?7 of the most common risk areas.by Colin 30d http://www.flickr.com/photos/colin-c/351568699/
- 16. What can delayyour ability to succeed?Focus on MEDIUM + HIGH likelihood causes.Identify alternative strategies.Escalate (resource constraint) obstacles to decision-makers.What might go wrong?
- 17. Raw materials:Task listRiskassessmentResearch skillsCommon senseHow to create time estimatesby FotoosVanRobin http://www.flickr.com/photos/fotoosvanrobin/2245520618/
- 18. Done it before(butnot kept time)Never done it (but someone else has)Completely new and differentHow to create time estimatesby fotologic http://www.flickr.com/photos/fotologic/1161333950/
- 19. The Task ListSplitthe overall effort into tasks the size of which you know or can find out. Record a number.Time estimates: Step 1by adventurejournalist http://www.flickr.com/photos/tonyapoole/2952757091/
- 20. The Task ListAdjusteach task time estimate as needed. (Usually upward.)Time estimates: Step 2by jwardell http://www.flickr.com/photos/jwardell/3374219189/
- 21. The Task ListSequencethe tasks and adjust the elapsed time as needed.Time estimates: Step 3by blythe83 http://www.flickr.com/photos/skayne/1315550009
- 22. Time trackingCapture actualtime for comparison.Time estimates: Step 4by Dave Rogers http://www.flickr.com/photos/dave-rogers/2815036285/
- 23. Share resourcesTell storiesMeetat actual and virtual water coolersYour ideas here:How to keep it upby brianjmatis http://www.flickr.com/photos/brianjmatis/3825687654/
- 24. Slide decks http://www.slideshare.net/joanstarr/presentationsManagingscope creepManaging stakeholder relationshipsBasic time estimationTemplates http://www.cdlib.org/services/project_planning/project_collaboration.htmlProject ScopeRisk assessment & mitigationHere’s some of my stuff:
- 25. And here iswhere you’ll find me…joan.starr@ucop.edu@joan_starrThank you!
Editor's Notes
- #3 Thanks the LAUC-Berkeley Professional Development Committee
- #4 How many of you have managed a project in your current job or a previous job? Are there any more of you who see that coming up ahead of you in the next year?How many of you have had some project management training?
- #5 My answer: only as much tracking as you need to monitor the status of your project.
- #6 In some ways, any plan is better than no plan….
- #7 This is the question everybody really wants to ask, right? What is the least amount of extra work can we possibly do, especially now that we’re all doing a job-and-a-half or two jobs?Goal = Just enough.
- #8 As PMs, we have to organize some very basic information about our work together.
- #9 As the PM, you are the 1st person who wants and needs to know it, and you’re also the 1st person everyone else is going to ask.
- #10 AKA:Project justificationBusiness reasonChargeIf you don’t have, get it, and then get it reviewed and approved.
- #11 SCOPE of the project: What is IN in and what is OUT.IN, such as…Critical functionsInputs to the application or processOutputs from the system or processAny additional requirementsOUT: Document what’s out. Specify any known limitations to the areas noted above.VERY IMPORTANT: Document how you will manage change to this list (scope change).
- #12 The Task List and Timeline: a blueprint for how and when it gets done.
- #13 The Task list: one of the most useful tools. Capture the steps required to accomplish your goal, and the milestones along the way.If you get to spots of uncertainty, enter a task for exploration and definition, and assign a milestone for re-calculating the timeline once that step has been completed.Brief, regular team meetings with the Task List check-in as a center-piece.
- #14 Regular team meetings, whether they are virtual or actual, allow everyone to get on the same page with regard to the path of progress.Again, use the task list (or a portion of it) in those meetings.Agile stand-up meetings: what has happened since the last meeting? What obstacles have you faced?
- #15 And, finally,we’re talking about RISK.
- #16 Project size is > 6 months (Strategies to address:break it down, consider a phased approach)Scope is ill defined or complex (add extra time for analysis; maybe a prototype)Decision-making is by committee orabsent(add tasks to plan to involve decision-makers actively)Technical environment is transitional or volatile(additional testing, add prototype)Team's experience little or none with similar work (training, borrow/hire skilled talent)Level of Impact on other operations is significant (plan for cutover: training, phases, involve stakeholders)Schedule based on rough guesses or mandated (add time to schedule, understand what is minimum level that can be accepted)
- #17 To assess risk, think about obstacles, and then plan a way to reduce their impact. Get a group together to think about this: your best worriers.ADJUSTMENTS: Chunk into phasesDo a prototypeAdd an analysis phaseInvolve decision-makers, stakeholdersAdd time to the schedule to compensate for lack of experienceTraining
- #18 And now, as promised, is a special look at how to do time estimating.Let’s take a simple thought experiment: Walk from here to downtown Berkeley. How long will it take?Is this affected by: Size of stride? Shape of walker? Shoes? Blindfolded?
- #19 Tasks come in 3 types.
- #20 If you’ve done it before, based estimate on your experience.If you haven’t done it before, based estimate on a team member’s experience, or on industry norms, orbased upon an analogous experience or norm. (research)If completely new, make best guess based on closest analogous experience.
- #21 Common sense adjustmentsPlus, the adjustments you discovered were needed from the risk assessment
- #22 Create a calendar viewVacations, holidays or other planned leave, including any training. Interdependencies, again thoseyou discovered from the risk assessment
- #23 Use the task-list enabled team meetings.It’s a tricky balance: we want these estimates, but most of us hate the reporting.