Lisa Brown and Charles Thomas LAWNET 2002 Taking the Mystery Out of Project Management.
-
Upload
sean-harrington -
Category
Documents
-
view
220 -
download
0
Transcript of Lisa Brown and Charles Thomas LAWNET 2002 Taking the Mystery Out of Project Management.
![Page 1: Lisa Brown and Charles Thomas LAWNET 2002 Taking the Mystery Out of Project Management.](https://reader035.fdocuments.us/reader035/viewer/2022062618/5514eaa955034693478b5c00/html5/thumbnails/1.jpg)
Lisa Brown and Charles Thomas
LAWNET 2002
Taking the Mystery Out of Project Management
![Page 2: Lisa Brown and Charles Thomas LAWNET 2002 Taking the Mystery Out of Project Management.](https://reader035.fdocuments.us/reader035/viewer/2022062618/5514eaa955034693478b5c00/html5/thumbnails/2.jpg)
2
Session Objectives
Discuss the attributes of a project Present a framework to use for project planning Identify common obstacles and strategies for
dealing with the same Provide an approach to ramping up your next
project and managing it
Project Management basics for the part-time Project Manager!
![Page 3: Lisa Brown and Charles Thomas LAWNET 2002 Taking the Mystery Out of Project Management.](https://reader035.fdocuments.us/reader035/viewer/2022062618/5514eaa955034693478b5c00/html5/thumbnails/3.jpg)
3
What is Project Management?
“the application of knowledge, skills, tools and techniques to broad range
of activities in order to meet the requirements of a particular project.”
Source: Guide to the Project Management Body of Knowledge – 2000 Editiion, [Project Management Institute December 2000]
![Page 4: Lisa Brown and Charles Thomas LAWNET 2002 Taking the Mystery Out of Project Management.](https://reader035.fdocuments.us/reader035/viewer/2022062618/5514eaa955034693478b5c00/html5/thumbnails/4.jpg)
4
Characteristics of a Project
An initiative (scope) With a beginning and an end (planning
horizon) To effect business change (tasks and
activities) Not ongoing, day-to-day operating
activities
![Page 5: Lisa Brown and Charles Thomas LAWNET 2002 Taking the Mystery Out of Project Management.](https://reader035.fdocuments.us/reader035/viewer/2022062618/5514eaa955034693478b5c00/html5/thumbnails/5.jpg)
5
Organizational Considerations
Project planning occurs in an organizational context reflecting –
• Attitudes about change
• Reputation for successful past initiatives
• Project sponsors vs. Project challengers
• Ability to fund the initiative
• Management focus (operational expediency vs. organizational improvement)
• Capacity for change (PM’s, Trainers, IT Support)
• Other events on the Firm’s calendar
• Bandwidth for key players needed
![Page 6: Lisa Brown and Charles Thomas LAWNET 2002 Taking the Mystery Out of Project Management.](https://reader035.fdocuments.us/reader035/viewer/2022062618/5514eaa955034693478b5c00/html5/thumbnails/6.jpg)
6
Defining the project – cont’d
Determine the desired future state -
• Goals & Objectives
• Success Criteria
• Benefits to the Firm
![Page 7: Lisa Brown and Charles Thomas LAWNET 2002 Taking the Mystery Out of Project Management.](https://reader035.fdocuments.us/reader035/viewer/2022062618/5514eaa955034693478b5c00/html5/thumbnails/7.jpg)
7
Defining the project – cont’d
Scope -
• Define what’s in vs. what’s out
• Establish baseline
• Process for scope changes / management
![Page 8: Lisa Brown and Charles Thomas LAWNET 2002 Taking the Mystery Out of Project Management.](https://reader035.fdocuments.us/reader035/viewer/2022062618/5514eaa955034693478b5c00/html5/thumbnails/8.jpg)
8
Defining the project
Areas that may be impacted -
• Organization • Business Process• Technical Infrastructure • Facilities• Applications• Business Data
![Page 9: Lisa Brown and Charles Thomas LAWNET 2002 Taking the Mystery Out of Project Management.](https://reader035.fdocuments.us/reader035/viewer/2022062618/5514eaa955034693478b5c00/html5/thumbnails/9.jpg)
9
Defining the project – cont’d
The Triple Constraint -
Prioritize what to adjust when changes occur that impact your project!
Budget
Timing
Sco
pe
![Page 10: Lisa Brown and Charles Thomas LAWNET 2002 Taking the Mystery Out of Project Management.](https://reader035.fdocuments.us/reader035/viewer/2022062618/5514eaa955034693478b5c00/html5/thumbnails/10.jpg)
10
Defining the project – cont’d
Project Initiation
• Charter• Statement of Work• Statement of Scope• Road Map • Project Proposal
Project Execution & Control
• Project Calendar• Project Plans• Risk Mitigation Plan• Budgets• Issues Log• Scope Change Control
Various tools and work products -
![Page 11: Lisa Brown and Charles Thomas LAWNET 2002 Taking the Mystery Out of Project Management.](https://reader035.fdocuments.us/reader035/viewer/2022062618/5514eaa955034693478b5c00/html5/thumbnails/11.jpg)
11
Risk Management
Identify obstacles to success –
Resources availability Resource cooperation Shift in management focus Vendor commitments outside of your control Budget cutbacks
![Page 12: Lisa Brown and Charles Thomas LAWNET 2002 Taking the Mystery Out of Project Management.](https://reader035.fdocuments.us/reader035/viewer/2022062618/5514eaa955034693478b5c00/html5/thumbnails/12.jpg)
12
Risk Management – cont’d
• Develop risk mitigation strategies
• Review and update periodically
• Consider scenario shifts What would you eliminate first if firm-
wide budget cuts were mandated
How a merger, acquisition or spin-off
might impact the plan
![Page 13: Lisa Brown and Charles Thomas LAWNET 2002 Taking the Mystery Out of Project Management.](https://reader035.fdocuments.us/reader035/viewer/2022062618/5514eaa955034693478b5c00/html5/thumbnails/13.jpg)
13
Tactical Considerations
Work for broad support –
Present objectives, goals and benefits to stakeholders
Encourage critical review, feedback Provide the opportunities for those
interested to participate
![Page 14: Lisa Brown and Charles Thomas LAWNET 2002 Taking the Mystery Out of Project Management.](https://reader035.fdocuments.us/reader035/viewer/2022062618/5514eaa955034693478b5c00/html5/thumbnails/14.jpg)
14
Tactical Considerations – cont’d
Consider pilot programs – When efforts are large/complex
When costs associated with failure are high
When expertise is not available
Focus on the most challenging aspects to
flush out the issues
Secure participant investment through
inclusion in planning & execution
![Page 15: Lisa Brown and Charles Thomas LAWNET 2002 Taking the Mystery Out of Project Management.](https://reader035.fdocuments.us/reader035/viewer/2022062618/5514eaa955034693478b5c00/html5/thumbnails/15.jpg)
15
Developing the plan
Generally –
• Plan work from highest to lowest level
• Determine the Critical Path activities
• Look for activities that can run concurrently
![Page 16: Lisa Brown and Charles Thomas LAWNET 2002 Taking the Mystery Out of Project Management.](https://reader035.fdocuments.us/reader035/viewer/2022062618/5514eaa955034693478b5c00/html5/thumbnails/16.jpg)
16
Developing the plan – cont’d
For larger initiatives, use Phases –
• Recommend 10 – 16 weeks each• Use “Plan – Work – Plan” approach• Promotes a sense of project efficacy• More nimble, easier to respond to new
developments • Highlights accomplishments to celebrate
and show others
![Page 17: Lisa Brown and Charles Thomas LAWNET 2002 Taking the Mystery Out of Project Management.](https://reader035.fdocuments.us/reader035/viewer/2022062618/5514eaa955034693478b5c00/html5/thumbnails/17.jpg)
17
Developing the plan – cont’d
Establish a work breakdown structure –• Tasks
The detailed steps to follow Usually sequenced due to dependencies Require effort for some period of time ( expressed in hrs or
days) Work time may be different from lapsed time
• Activities A collection of tasks Undertaken to produce deliverables and achieve milestones Work products are developed along the way
![Page 18: Lisa Brown and Charles Thomas LAWNET 2002 Taking the Mystery Out of Project Management.](https://reader035.fdocuments.us/reader035/viewer/2022062618/5514eaa955034693478b5c00/html5/thumbnails/18.jpg)
18
Developing the plan – cont’d
Identify milestones –
• On the critical path• Transition points
A series of dependent activities• Phase conclusions, beginnings, etc.
• Completed work products (usually)
![Page 19: Lisa Brown and Charles Thomas LAWNET 2002 Taking the Mystery Out of Project Management.](https://reader035.fdocuments.us/reader035/viewer/2022062618/5514eaa955034693478b5c00/html5/thumbnails/19.jpg)
19
Developing the plan – cont’d
Assign resources to tasks –
• Staff member with time to accomplish assigned work
• Internal Subject Matter Experts• Outside consultants• Rooms, equipment, office support• IT support, other
![Page 20: Lisa Brown and Charles Thomas LAWNET 2002 Taking the Mystery Out of Project Management.](https://reader035.fdocuments.us/reader035/viewer/2022062618/5514eaa955034693478b5c00/html5/thumbnails/20.jpg)
20
Developing the plan – cont’d
Determine timing –
• When should work products be available
• When will milestones be reached• When will an activity stream be
completed• Add slack to allow for contingencies
![Page 21: Lisa Brown and Charles Thomas LAWNET 2002 Taking the Mystery Out of Project Management.](https://reader035.fdocuments.us/reader035/viewer/2022062618/5514eaa955034693478b5c00/html5/thumbnails/21.jpg)
21
Developing the plan – cont’d
Establish a budget –
• External resources
• Internal resources
• Travel & out-of-pocket expenses
![Page 22: Lisa Brown and Charles Thomas LAWNET 2002 Taking the Mystery Out of Project Management.](https://reader035.fdocuments.us/reader035/viewer/2022062618/5514eaa955034693478b5c00/html5/thumbnails/22.jpg)
22
Project Execution
Establish the project leadership team –
• Larger initiatives may involve Project Directors, PM’s, and Project Team Leads
• Assign roles and responsibilities• Assign an owner for each Project
Management tool to be used
![Page 23: Lisa Brown and Charles Thomas LAWNET 2002 Taking the Mystery Out of Project Management.](https://reader035.fdocuments.us/reader035/viewer/2022062618/5514eaa955034693478b5c00/html5/thumbnails/23.jpg)
23
Project Execution – cont’d
Activate the project –
• Develop Communications Plans Project Status Updates Issues Management Project Calendars Presentations
![Page 24: Lisa Brown and Charles Thomas LAWNET 2002 Taking the Mystery Out of Project Management.](https://reader035.fdocuments.us/reader035/viewer/2022062618/5514eaa955034693478b5c00/html5/thumbnails/24.jpg)
24
Project Execution– cont’d
Hold a kick-off meeting - Present Goals, Objectives & Benefits Communicate project role and responsibility
assignments• Status Updates• Issues Management• Project plans, calendars • Securing & managing resources
Recruit an Advisory Team• Team leads from each functional area impacted• To review plans, provide feedback• To assist with issues escalation
![Page 25: Lisa Brown and Charles Thomas LAWNET 2002 Taking the Mystery Out of Project Management.](https://reader035.fdocuments.us/reader035/viewer/2022062618/5514eaa955034693478b5c00/html5/thumbnails/25.jpg)
25
Project Execution– cont’d
Queue up resources for early events –
• Using a moving 6 – 8 week planning horizon• Provide background as new players are
engaged• Make sure people understand their
assignments• Secure commitment on deliverable due dates
![Page 26: Lisa Brown and Charles Thomas LAWNET 2002 Taking the Mystery Out of Project Management.](https://reader035.fdocuments.us/reader035/viewer/2022062618/5514eaa955034693478b5c00/html5/thumbnails/26.jpg)
26
Project Execution– cont’d
Conduct regular Project Management Team updates –
• Report progress & new developments• Review the schedule to make sure people
remember their commitments• Update project plans• Go over issues & establish plans to resolve• Revisit risks & mitigation plans
![Page 27: Lisa Brown and Charles Thomas LAWNET 2002 Taking the Mystery Out of Project Management.](https://reader035.fdocuments.us/reader035/viewer/2022062618/5514eaa955034693478b5c00/html5/thumbnails/27.jpg)
27
Project Execution– cont’d
Close out the project –
• Prepare & execute acceptance documents• Assign open issues to owners• Review budget planned & actual results• Evaluate overall project success against objectives• Hold a “lessons learned” discussion to benefit
future initiatives• Recognize project team members accomplishments• Celebrate!