This document discusses project monitoring and control tools and techniques. It provides examples of tools like a project charter, work breakdown structure (WBS), milestone charts, and status reports that can help define scope, plan work, track progress, and monitor risks. It emphasizes that properly documenting lessons learned, maintaining a project archives, and protecting knowledge can strengthen an organization's project management skills.
An introduction to project management: Learning the basicsPaul Di Gangi
Presentation Date: 10/6/2010
Location: Public Instruction Department, State of North Carolina
YouTube Videos:
JFK Speech: http://www.youtube.com/watch?v=kwFvJog2dMw
Neil Armstrong: http://www.youtube.com/watch?v=HCt1BwWE2gA
Formal definitions used in presentation are from the Project Management Body of Knowledge (PMBOK) 4th edition published by the Project Management Institute (PMI).
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
In today's fast-paced business environment, successful project management has its place on the organizational hall-of-fame.
All major corporations have recognized that the future of their corporate success lies in their employees' abilities to effectively manage overlapping, complex projects.
Construction Delay Analysis, SimplifiedMichael Pink
Learn how to perform a delay analysis in the construction industry. Capture and study your impacts to determine why a project was late. Use this proven method to ensure that you get paid for delays caused by others.
An introduction to project management: Learning the basicsPaul Di Gangi
Presentation Date: 10/6/2010
Location: Public Instruction Department, State of North Carolina
YouTube Videos:
JFK Speech: http://www.youtube.com/watch?v=kwFvJog2dMw
Neil Armstrong: http://www.youtube.com/watch?v=HCt1BwWE2gA
Formal definitions used in presentation are from the Project Management Body of Knowledge (PMBOK) 4th edition published by the Project Management Institute (PMI).
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
In today's fast-paced business environment, successful project management has its place on the organizational hall-of-fame.
All major corporations have recognized that the future of their corporate success lies in their employees' abilities to effectively manage overlapping, complex projects.
Construction Delay Analysis, SimplifiedMichael Pink
Learn how to perform a delay analysis in the construction industry. Capture and study your impacts to determine why a project was late. Use this proven method to ensure that you get paid for delays caused by others.
Project Control is application of control theory to development of solutions. Through creating tests first we create a negative feedback to to help develppe
Obstacle Driven Development combines the latest engineering methods and software development. ODD helps identify, correct and prevent errors as early and efficiently as practical.
This presentation is the most comprehensive so far and demonstrates how ODD extends and combines ISO compatible V-models, Test Driven Development, requirements analysis, extended specifications and Agile.
Please see the series for further details.
This presentation is answering the questions of chapter 11 from Jack Meredith's book,'Project Management', and is about how a project can and has to be controlled.
Sharing the basics of Project Management - which should be helpful for every project team member.
Often Designers are known to work in their silos and talk their own lingo. It's increasingly important for Design & UX folks to understand overall Project Management & Processes.
This should help propel the case for Design focused execution of projects.
• With 11 years’ experience as effective project Leader more than 5 years’ experience on handling AO and SI projects successfully as Project managing while leading all phase’s delivery with diverse technologies and almost 7 years closely working with Oracle technology level while driving with functional knowledge on Finance- risk and compliance, Resources & Utilities , CMT and Retail. Rigorous working knowledge and trained on PMP, ITIL process & Strategy Management process from IIM-B.
• With 11 years’ experience as effective project Leader more than 5 years’ experience on handling AO and SI projects successfully as Project managing while leading all phase’s delivery with diverse technologies and almost 7 years closely working with Oracle technology level while driving with functional knowledge on Finance- risk and compliance, Resources & Utilities , CMT and Retail. Rigorous working knowledge and trained on PMP, ITIL process & Strategy Management process from IIM-B.
• With 11 years’ experience as effective project Leader more than 5 years’ experience on handling AO and SI projects successfully as Project managing while leading all phase’s delivery with diverse technologies and almost 7 years closely working with Oracle technology level while driving with functional knowledge on Finance- risk and compliance, Resources & Utilities , CMT and Retail. Rigorous working knowledge and trained on PMP, ITIL process & Strategy Management process from IIM-B.
Creating project management reports is second nature to project managers. Extensive reporting capabilities are integral to robust project management practice. It enables wider reach of the strategic and tactical organizational initiatives. https://www.orangescrum.org/articles
Understand what projects are and how they differ from ongoing operations
Define and explain several key terms; Project, Project Management, Software Project Management
Understand Organization structures
Understand Project Management Processes
Understand Project Life Cycle
3. Why We Need Improvement Only 28% of Projects Succeed! Common Reasons for Failure Unrealistic Time Frames Scope Creep Changing Deliverables Scope Hard to Define Poor Communication Reference: “Monitoring Project Excellence with the Statement of Work” MegatZainurulAnuar, Dreamsoft (M) SdnBhd
4. How Can We Prevent Failure? Reference: “Monitoring Project Excellence with the Statement of Work” MegatZainurulAnuar, Dreamsoft (M) SdnBhd
5. Mapping of Roles and Responsibilities Excellent Resource Planning Tool Types of Roles Responsible (R) Approve (A) Contribute/Consult (C) Informed (I) Responsibility Assignment Matrix
6. Sample RAM Reference: “Monitoring Project Excellence with the Statement of Work” MegatZainurulAnuar, Dreamsoft (M) SdnBhd
7. Project Charter Defines and Authorizes the Project Identifies the Project Manager States the Project Objectives Reinforces the Business Case Product Description/Deliverables One Page Maximum!
8. Work Breakdown Structure Graphical Representation of Scope Useful Visual Tool for Stakeholders Easy to Create (Visio or Org Chart SW) Excellent Planning and Scope Tool Start With Post-Its and a Whiteboard
10. Milestone Charts Key Events with Dates Strong Visual Aid – Status Meetings Excellent Communication Tool Management, Customers, Vendors, … Easily Developed Using Visio MS Project Visio Integration
11. Scope Management Most Challenging PM Aspect Changes in Scope Usually Increase Risk! Establish a Change Control Process Require Change Request Forms Perform a Thorough Impact Analysis Maintain a Change Control Log
12. Risk Management All Projects Encompass Risk Risk Response Planning Avoid, Transfer, Mitigate, Accept Assign Risk Owners Determine Risk Response Before Risk Trigger Occurs Most Important Weekly Agenda Item
13. Issues, Risks, and Key Decisions Maintain a Consolidated List (Excel) Each Item Uniquely Numbered (1..N) Ranked By Severity (Low, Med, High) Centrally Maintained by One Person! Distribute With Weekly Status Report Key Document for Project Archives
14. Weekly Status Report 1- 2 Page Maximum Length Bullet Points - Make it Easy to Read! Accomplishments from Previous Week “Top 10 List” for the Coming Week E-Mail 24 Hours Prior to Status Meeting Attach Issues/Risks/Key Decisions Log
15. Status Meetings 60 Minute Time Limit Publish Agenda 24 Hours Prior Phone Conference/Web Instructions Maintain Same Conference ID if Possible Base Information on Status Report Keep it Visual and Interesting! PowerPoint
16. Steering Committee Meetings Every Two Weeks or As Necessary Schedule in Advance Top Stakeholders / Key Decision Makers Working Session – Not Status Document any Decisions in I/R/KD Log
17. Tools for Every PM Process Reference: “Monitoring Project Excellence with the Statement of Work” MegatZainurulAnuar, Dreamsoft (M) SdnBhd
18. Tools for Every PM Process Reference: “Monitoring Project Excellence with the Statement of Work” MegatZainurulAnuar, Dreamsoft (M) SdnBhd
21. Lessons Learned Document Key Lessons from Project Involve the Entire Team The Good, The Bad, and The Ugly! Collect During Project Close-Out Include in Project Archives Useful for Future Projects
22. Project Archives Central Repository - Project Deliverables Enhances Your PM Knowledge Base Online is Preferable to Paper Scan paper documents if possible Intranet, Common Network Drive, Document Mgt, Outlook Public Folder, … Central Location, Secure and Backed-Up!
23. Project Organization(example) Project Manager _______________ Contracts _____________ Procurement _____________ System Engineer QA & Test _______________ _____________ _____________ _____________ Project Controls _____________ Chief System Engineer _______________ _______________ Integration Test Etc. Software Engineer Hardware Engineer _____________ _____________ _____________ _____________ _____________ _____________ _____________ _____________ _____________ _____________ _____________ _____________ _____________ _____________ _____________ Staffing Need Actionee ECD ACD
24. Important Points Point: (provide 2 sentence explanation): Approach: FOR EACH STEP INCLUDE: ACTION, ACTIONEE, ECD, ACD (WHAT, WHO, WHEN)