Project Management 101Safety Driven June 17, 2014

Agenda

1. Introductions & Expectations2. Project Lifecycle3. Initiation • Overview & Workshop

4. Planning• Overview & Workshop

5. Execution• Overview & Workshop

6. Closing • Overview & Workshop

7. Q&A

Getting Started

• Introductions • Who are you and what is your current role

• Expectations • What do you want to get out of today

• Ground Rules • How do we want to work together

Project Lifecycle

MONITOR AND CONTROL

Lifecycle - timeline

1

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

initiate plan

execute close

Project Initiation

• The time to gather scope • What is it you are expected to create• What you are not expected to create• What are the business benefits you are

delivering• What is the strategic goal

Terms• Scope:• What’s in & What’s out

• Charter • The documents that records the agreement

• Stakeholders • People not on your team who are affected by the project

• Sponsor• Person who,

• Defines the project• Holds the budget, and • makes the major decisions

• Project Manager• Clarifies scope• Identifies planning requirements

Workshop instructions• Two pairs and 1 group of three• One sponsor • Project Manager(s) ask the questions • Outcome • Scope statement

Debrief workshop

What observations do you have about getting information from your

sponsor?

Planning

• Tools • Charter• Stakeholder analysis• Risk register• Project scheduling software

Planning actions

• Identify planning team • May be different from the project team

• People who represent the departments involved• People who may have done something similar in the

past • People who may become work package leaders

• Outcomes • Work Breakdown Structure• Confirm scope

Risk planning• Risk identification can happen throughout the

project lifecycle – risk management is generally confined to executing the project

• Anything that will have an affect your triple constraint is a risk

• Risks are also opportunities• Risk strategies may or may not need to be

implemented

Risk Strategies• Strategy• Avoid• Mitigate• Accept

• Transfer• Exploit

• Examples• Change plans • Create backups • Add to schedule,

budget scope

• Buy insurance• Trigger the event

This is all information that gets entered in the Risk / Issue Log

The planning team

Who is availableWhat skills need to be at the

table

Work Breakdown Structure

How to run the session• What you need • Post It notes for brainstorming

• Clear wall for organizing

Planning session steps

• Step 1 is to present the project as it stands• Step 2 is to conduct the brainstorming

session • The team identifies the main groupings• They brainstorm the work by deliverable or

milestone. • They organize the deliverables into the WBS

• Step 3 identify the work package leaders • If time permits, identify sequencing of work

packages

Workshop 1 Instructions

• You have 30 minutes. Assign a PM, to lead the group•Using the scope we developed in the

initiation workshop, develop a WBS

Debrief Workshop

What observations do you have about identifying the work in a project?

Workshop 2 Instructions

•Break into two teams •Conduct a risk identification session •Develop risk strategies for one of the

risks you identified•Pick a spokesperson to present back

Debrief Workshop

What observations do you have about identifying the risk in a project?

Planning – after the WBS

•Clarify new scope •Reconfirm project is approved•Building the schedule

Scheduling

• Hours of work needed to complete

• No wait time • No other priority• Everything ready for you

• Days needed to complete • Includes time away for

meetings• Includes waiting times• Includes % assigned to project

Effort Duration

Execution

•Tools • Charter• Risk register• Project schedule• Decision request & Log• Communication plan

• Sponsor presents the project as it ties to business goals• Present the schedule and plan • Present the key milestones• Conduct a second risk management session • Confirm commitment to the project

Kick off meeting

• Conflict management • Team leadership• Stakeholder management • Communication•Organizational savvy•Negotiation • Priority management

Skills needed

Conflict Management

Where does it arise?How do you manage it?

Team Leadership

How do you manage a team?How do you balance innovation with

deadlines?How do you avoid blaming people when

things go wrong?

Stakeholder Management

How do you manage stakeholders who are impacted by the project?

How do you manage stakeholders who think they are impacted?

How do you manage stakeholders who want to change your project?

Communication

What do you think is the most important communication tool

you have?

Who do you think you will communicate to?

Priority Management

• Operational priorities • Fires • Immediate • Visible

• Project deliverables • Planned • Controlled • Postponable?

Workshop 1 instructions• In one team choose a PM and a Sponsor• Identify one of the risks you didn’t plan for in the last

workshop• Now that is has happened and is not planned, it is an issue• Develop three options for resolution and recommend one to

the sponsor for approval

Debrief Workshop

What observations do you have about managing issues in a project?

Workshop 2 instructions• Work on this in three groups • You have been given two projects to manage and you have day-to-

day operational duties. • The stakeholder on your first project needs information ASAP that

will take you 10 minutes to locate and send • The sponsor on your second project needs you to make a

presentation to the client in the next hour• Your half hour standing operational meeting is in 2 minutes• You get a phone call that one of the deadlines on your first project

is about to be missed• You hear from the client that something is broken in a project you

finished 2 months ago• Balance these priorities, you may make any assumptions you

like, but you need to present the assumptions to the group

Debrief Workshop

What observations do you have about balancing priorities?

Closing

• Formal closing • Release team• Hold lessons learned session • Sign off deliverables • Hand over operational control

Lessons Learned

• Meeting to discuss• What went well • What should be done differently

• Record and share with other PMs for other projects

Closing Workshop

• As a group, we will conduct a lessons learned session on some recent projects. • In each project phase• What is done well?• What needs improvement?

Session close

Did we cover off your expectations?

Any new questions?Link to documents http://goo.gl/RpltNE