Project Management Overview
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Transcript of Project Management Overview
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Project Management Project Management OverviewOverviewProject Management Project Management OverviewOverview
Half-Day WorkshopHalf-Day Workshop
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Workshop ObjectivesWorkshop Objectives
Understand the business need behind every project.
Complete a business case justification to initiate a project.
Identify the key activities in the project life cycle (project phases).
Recognize the components of a project charter and how to appropriately scale them based on the size of a project.
Understand the business need behind every project.
Complete a business case justification to initiate a project.
Identify the key activities in the project life cycle (project phases).
Recognize the components of a project charter and how to appropriately scale them based on the size of a project.
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Workshop ObjectivesContinued
Workshop ObjectivesContinued
Understand the role of the “Triple Constraints” in project management and apply it in determining project scope.
Keep projects on track by managing project risks and effectively using a communication plan.
Capture valuable project lessons and use them to define and improve project management practices within Colony.
Understand the role of the “Triple Constraints” in project management and apply it in determining project scope.
Keep projects on track by managing project risks and effectively using a communication plan.
Capture valuable project lessons and use them to define and improve project management practices within Colony.
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Strategic Planning and Project Strategic Planning and Project ManagementManagementStrategic Planning and Project Strategic Planning and Project ManagementManagement
The The LinkLinkThe The LinkLink
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Selecting The Right Project
Selecting The Right Project
Business need must be clearly identified and tied to corporate strategic objectives.
Business justification form is used to determine if the project is feasible. At this point, the project does not
officially exist.
Business need must be clearly identified and tied to corporate strategic objectives.
Business justification form is used to determine if the project is feasible. At this point, the project does not
officially exist.Microsoft
Word Document
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What is a Project?What is a Project?What is a Project?What is a Project?
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What is a Project?What is a Project?“A temporary endeavor undertaken to create a
unique product, service, or result.”*“A temporary endeavor undertaken to create a
unique product, service, or result.”*
Term Means that a Projecttemporarytemporary Has a beginning and endHas a beginning and end
endeavorendeavor Involves effort, workInvolves effort, work
to createto create Has an intention to produce something (project Has an intention to produce something (project "deliverables""deliverables"
uniqueunique One of a kind, rather than a collection of identical itemsOne of a kind, rather than a collection of identical items
productproduct Tangible objects, but could include things like computer Tangible objects, but could include things like computer software, film or stage workssoftware, film or stage works
serviceservice Might include the establishment of a day-care center, Might include the establishment of a day-care center, for instance, but not its daily operations.for instance, but not its daily operations.
resultresult
Such as outcomes or documents. For example, a Such as outcomes or documents. For example, a research project develops knowledge that can be used research project develops knowledge that can be used to determine whether or not a trend is present or a new to determine whether or not a trend is present or a new process will benefit the companyprocess will benefit the company
*2004 PMBOK Guide (p. 5).*2004 PMBOK Guide (p. 5).
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Your Turn: What is Project Management?
Your Turn: What is Project Management?
There are few if any definitive definitions.
Project management knowledge is a shared understanding of what it takes to deliver products and services effectively.
Your definition should evolve and continuously improve with your knowledge and experience in Project Management.
There are few if any definitive definitions.
Project management knowledge is a shared understanding of what it takes to deliver products and services effectively.
Your definition should evolve and continuously improve with your knowledge and experience in Project Management.
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Project Life CyclesProject Life Cycles
Project
InitiationPlanningExecutingMonitor
& Control
Closing
Simple Five-Phase Project Simple Five-Phase Project Life CycleLife Cycle
ProjectKnowledge
Areas
IntegrationManagement
Scope Management
TimeManagement
Cost Management
QualityManagement
H.R.Management
Comm-unication
Management
ProcurementManagement
Nine Knowledge Areas of the Nine Knowledge Areas of the Project PhasesProject Phases
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Our Project Life CycleOur Project Life Cycle
Project
Initiation Definition Planning Executing Closure
Phase Purpose
Initiation Introduce Project to attain and create project charter
Definition
Document project scope and deliverables
Planning Create plan documenting the activities required to complete the project, along with sequence of activities, resources assigned to the activities, and resulting schedule and budgets.
Executing
Execute and manage the plan, using documents created in the planning phase.
Closure Formally review the project, including lessons learned and turnover of project documentation.
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Continuous ImprovementContinuous Improvement
ProjectProject
InitiationInitiation PlanningPlanning ExecutingExecuting MonitoringMonitoringControllingControlling ClosureClosure
LessonsLessons
LearnLearneded
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Selecting, Initiating, and Selecting, Initiating, and Chartering Chartering the Projectthe Project
Selecting, Initiating, and Selecting, Initiating, and Chartering Chartering the Projectthe Project
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How Projects Are Originated
How Projects Are Originated
Project selection can be a difficult process, especially when there are a large number of potential projects competing for scarce dollars.
Some selection methods are highly intuitive; others try to add rigor through more scientific selection processes.
Project selection can be a difficult process, especially when there are a large number of potential projects competing for scarce dollars.
Some selection methods are highly intuitive; others try to add rigor through more scientific selection processes.
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The Project CharterThe Project Charter
The project charter is the project’s “license to do business.”
It should come from someone outside the project itself with funding-ability, resource-assignment, and decision-making authority sufficient to support the project. This person is usually referred to as the project sponsor.
The project charter is the project’s “license to do business.”
It should come from someone outside the project itself with funding-ability, resource-assignment, and decision-making authority sufficient to support the project. This person is usually referred to as the project sponsor.
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Why do we Need a Project Charter?
Why do we Need a Project Charter?
Primary purpose: To get approval to proceed with the project and obtain sufficient approval for resources to move to the next phase of the project.
Communicate to stakeholders and other interested parties the mission and the project’s objectives.
Communicate to the project team what they are expected to accomplish.
Primary purpose: To get approval to proceed with the project and obtain sufficient approval for resources to move to the next phase of the project.
Communicate to stakeholders and other interested parties the mission and the project’s objectives.
Communicate to the project team what they are expected to accomplish.
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Project Charter Components
Project Charter Components
Project Mission Project Scope Project Objectives Project Assumptions Project Constraints Milestones Project Risks Stakeholders Signature Page Granting Authority to
Proceed
Project Mission Project Scope Project Objectives Project Assumptions Project Constraints Milestones Project Risks Stakeholders Signature Page Granting Authority to
Proceed
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Writing SMART Objectives
Writing SMART Objectives
SSpecificpecificObjectives should specify what they want to achieve.
MMeasurableasurabl
ee
You should be able to measure whether you are meeting the objectives or not.
AAchievablechievableThe objectives you set are achievable and attainable.
RRealisticealisticYou can realistically achieve the objectives with the resources you have.
TTimelyimelyState when the objectives will be attained.
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Project AssumptionsProject Assumptions
Almost every lesson includesthe reminder “Don’t Assume!! ”
Turn that around and make it“Document Assumptions! ”
Don’t expect others to read your mind.Capture as many assumptions as possible
to include in your initial project charter.Don’t be surprised if others do not share
all of your assumptions. This is the time to resolve differences—before the project is underway!
Almost every lesson includesthe reminder “Don’t Assume!! ”
Turn that around and make it“Document Assumptions! ”
Don’t expect others to read your mind.Capture as many assumptions as possible
to include in your initial project charter.Don’t be surprised if others do not share
all of your assumptions. This is the time to resolve differences—before the project is underway!
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Triple ConstraintsTriple Constraints
ScopeScope
Cost
CostTi
me
Tim
e
Or, in plain Or, in plain EnglishEnglish
Fast
Fast
Cheap
Cheap
GoodGood
QualityQuality
QualityQuality
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Triple Constraints Trade-off
Triple Constraints Trade-off
Tim
eTi
me C
ostCost
ScopeScope
QualityQuality
Constraint Constraint ChangeChange
Required Adjustment Alternatives Required Adjustment Alternatives
(One or Combination of Both)(One or Combination of Both)
Shorter TimeHigher Cost
Reduced Quality or Narrowed Scope
Reduced Cost More Time Reduced Quality or Narrowed Scope
Higher QualityIncrease in Scope
More Time Higher Cost
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Triple Constraints:Setting Priorities
Triple Constraints:Setting Priorities
ConstraintMost
FlexibleModerately
FlexibleLeast
Flexible
Scope X
Cost X
Time X
Flexibility MatrixFlexibility Matrix
Determining the flexibility within the Determining the flexibility within the Triple Constraints early in the project is Triple Constraints early in the project is
very important to project success. very important to project success.
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Defining the ProjectDefining the ProjectDefining the ProjectDefining the Project
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Project Stakeholders:Examples
Project Stakeholders:Examples
Project Benefactor and Upper Management Project sponsor Project Office/project advisory boards Executive Management
Project Requestor Project Manager and Team Internal Consultants
Legal Audit IT infrastructure Human Resources Department
External entities affected by the project Customers Vendors Governmental agencies and Other Regulatory Bodies
Project Benefactor and Upper Management Project sponsor Project Office/project advisory boards Executive Management
Project Requestor Project Manager and Team Internal Consultants
Legal Audit IT infrastructure Human Resources Department
External entities affected by the project Customers Vendors Governmental agencies and Other Regulatory Bodies
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Defining ScopeDefining Scope
Product Scope versus Project Scope Product Scope: The sum of the
features that make up the product or service created by the project.
Project Scope: All of the activities and resources required to produce the target product or service.
Product Scope versus Project Scope Product Scope: The sum of the
features that make up the product or service created by the project.
Project Scope: All of the activities and resources required to produce the target product or service.
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Identifying Project RisksIdentifying Project RisksIdentifying Project RisksIdentifying Project RisksUsing A Risk RegisterUsing A Risk Register
Microsoft Office Excel Worksheet
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Planning and Scheduling the Planning and Scheduling the ProjectProjectPlanning and Scheduling the Planning and Scheduling the ProjectProject
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Sources of Project Activities:
Sources of Project Activities:
BrainstormingBrainstorming
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Communication Made Simple
Communication Made Simple
The Two-Floor Rule Every stakeholder should receive information
at just the right level of detail for them. High-level managers won’t want to see all
the gory details of the project. Your team members need to see a great deal
more. If your level of reporting is appropriate, and
one of your stakeholders steps into the elevator and asks about the status of the project, you should be able to brief him or her by the time the elevator stops two floors away.
The Two-Floor Rule Every stakeholder should receive information
at just the right level of detail for them. High-level managers won’t want to see all
the gory details of the project. Your team members need to see a great deal
more. If your level of reporting is appropriate, and
one of your stakeholders steps into the elevator and asks about the status of the project, you should be able to brief him or her by the time the elevator stops two floors away.
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Communication PlanCommunication Plan
Communication Format Frequency Distribution
Team Briefing Restricted Intranet
Daily at 9:00 AM
Team and Stakeholders with access to secure project information area
Weekly Web Bulletin
Internal Intranet
WeeklyTeam, Sponsor, Senior Management
Technical Incident Report
Email Immediately Webmaster, IT Dept.
Budget and Schedule Detail
Spreadsheets and detailed Gantt Chart
Bi-WeeklySponsor, Senior Management
Accomplishments and Setbacks
Email and Intranet
Weekly All internal Stakeholders
Schedule Milestones
Email and Intranet
Weekly All internal Stakeholders
Cost-to-date Milestones
Email and Intranet
Weekly All internal Stakeholders
Current Top 5 Risks
Email and Intranet
Weekly All internal Stakeholders
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A Word About ToolsA Word About Tools
Many people assume that project management is about management software. That’s like saying that
residential construction is all about hammers!
Such tools will often make your work simpler and handle complex calculations with ease.
However, without a solid understanding of PM concepts, the tools often provide an illusion of project control that does not exist.
Learn the concepts, then the tool.
Many people assume that project management is about management software. That’s like saying that
residential construction is all about hammers!
Such tools will often make your work simpler and handle complex calculations with ease.
However, without a solid understanding of PM concepts, the tools often provide an illusion of project control that does not exist.
Learn the concepts, then the tool.
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Implementation: Implementation: Project Execution and ControlProject Execution and ControlImplementation: Implementation: Project Execution and ControlProject Execution and Control
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Simple Tools For TrackingSimple Tools For Tracking
Top Five Risks as of 2/15/2007
Rank/Previous
Rank
Risk Status Activities This
Period
Activities Planned for Next Period
Cost-to-Date Milestones as of 2/15/2007
ID Milestone
Scheduled Cost to Date
Actual Cost to Date
Cost-to-Date
Variance
Accomplishments and Setbacks for Period Starting 2/9/04 – 2/15/07
Accomplishments for Period Setbacks for Period
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Project Close and Continuous Project Close and Continuous ImprovementImprovementProject Close and Continuous Project Close and Continuous ImprovementImprovement
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Stakeholders Report and Celebration
Stakeholders Report and Celebration
Communicate ResultsPinpoint SuccessesPropose Maintenance/Corrective
Measures if needed share contributing success factors present plans for corrective action
“Sharpen the Saw” for the future Project Best Practices
Celebrate Successes!!!!
Communicate ResultsPinpoint SuccessesPropose Maintenance/Corrective
Measures if needed share contributing success factors present plans for corrective action
“Sharpen the Saw” for the future Project Best Practices
Celebrate Successes!!!!
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What’s Next?What’s Next?What’s Next?What’s Next?
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Questions???Questions???Questions???Questions???