Project Management: A brief introduction Classified Leadership Day — May 14, 2015 Yosemite...

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Project Management:

A brief introduction

Classified Leadership Day — May 14, 2015Yosemite Community College DistrictMarty Gang

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What is a project?

It is a temporary endeavor undertaken to create a unique product, service or result.*

*A guide to the Project Management Book of Knowledge (PMBOK) from the Project Management Institute

temporary — a definite beginning and end

unique — may be tangible or intangible

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What is project management?• It is the application of knowledge,

skills, tools, and techniques to project activities to meet the project requirements.

• It is traditionally divided into five phases:

Phase 1:

Project Initiation

Finished product, service

or result

Phase

2:

Planning

Phase

3:

Executing

Phase 4: Monitoring & Controlling

Phase 5:

Closing

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Why use project management?

• Failure is common and expensive

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Is there an alternative to project management?

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Four basic key processes:

• Discover – Identify business requirements

• Design – Develop technical design

• Develop – Systems built and coding written

• Test – Validate product with client/customer

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Waterfall Methodology

Discover

BusinessRequirements Design

Technical Design

Develop

Coding Test Test

Client approves launch


or resultTime

• Discover – Identify business requirements• Design - Develop technical design• Develop – Systems built and coding written• Test – Validate product with client/customer

Close project

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Agile Methodology

Close project

Discover

Des

ign

Develop

Tes

t

Next sprint

Discover

Des

ign

Develop

Tes

t

Next sprint

Discover

Des

ign

Develop

Tes

t


or result

• Discover – Identify business requirements• Design - Develop technical design• Develop – Systems built and coding written• Test – Validate product with client/customer

Time

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Which is better?

• The technical answer is− it depends

• If you are building something physical, or if you are modifying a critical system Waterfall may be best.

• If not, the consider Agile.

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Triple Constraints

What you are going to do.

When it must be completed.

Time

Sco

pe

Cost

Quality

How much you have budgeted.

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Challenges• Business Requirements

• Who

• What

• When

• Where

• Why

• How

• Why is a review important?

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Challenges• Scope Creep

• Scope: The extent of what a project will produce (product scope) and the work needed to produce it (project scope).*

Why protect against scope

creep?

*A Guide to the Project Management Body of Knowledge (PMBOK® Guide)

What was originally planned…

What was delivered…

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Challenges• Risk management

Reality is that which, when you stop believing in it, doesn’t go away.

- Philip K. Dick

Protect against risk...

or create a new strategy

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Challenges• Change Management

• Most projects introduce some type of change into an organization.

The world hates change, yet it is the only thing that has brought progress

– Charles Kettering

*A Guide to the Project Management Body of Knowledge (PMBOK® Guide)

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Change Management Challenges

Hard Facts Technical Level

• What is planned

• When is it needed

• Where will it be used

• Who is asking for the change

• Why is change needed

Culture Level

Soft Facts

• What will be lost?

• When will it impact users?

• Where will it cause disruption?

• Who will resist the change?

• Why can’t we stay where we are?

Ignore at your own peril.

What is your Change Management focus?

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Leads Change from the Heart

Leads Change from the Head

Leads Change from the Hands

Style Engaging, caring, people-oriented

Strategic, futuristic, purpose oriented

Efficient, tactical, process oriented

Strength Motivating and supportive coach

Inspirational and big picture visionary

Planful and systematic executer

Developmental Opportunities

May neglect to revisit overall change goals and not devote attention to the specific tactics of the change process

May leave others behind, wanting to move sooner than people are ready and lacking detailed planning and follow-through

May lose sight of the big picture and devalue team dynamics and individual’s emotions








































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In summary…

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Questions

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Remember, you get what you plan for…

Because realistically you only can get no more than two out

of three…

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References• www.pmi.org• http://www.pmi.org/Business-Solutions/~/media/PDF/

Business-Solutions/Value%20of%20Project%20Management_FINAL.ashx

• http://www.pmi.org/learning/top-five-causes-scope-creep-6675?id=6675

• http://trainingmag.com/content/what%E2%80%99s-your-cq

• http://officeoffinance.com/gartner-75-of-all-erp-projects-fail-but-why/

• http://blogs.gartner.com/mike-rollings/2013/03/28/why-projects-fail-hint-its-not-technical-skills/

• https://kbondale.wordpress.com/2012/05/27/project-planning-starts-with-5-ws/

Project Management: A brief introduction Classified Leadership Day — May 14, 2015 Yosemite...

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