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Project Management Overview

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The document summarizes a half-day workshop on project management. The workshop covers understanding business needs and justifying projects, the project life cycle, developing a project charter, managing scope, schedule and budget using the triple constraints, planning and executing projects, communication plans, closing projects, and continuous improvement.

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Project Management Overview Half-Day Workshop
Workshop 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.
Workshop Objectives Continued 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.
Strategic Planning and Project Management The Link
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.
What is a Project?
What is a Project? “ A temporary endeavor undertaken to create a unique product, service, or result.”* *2004 PMBOK Guide (p. 5). Term Means that a Project temporary Has a beginning and end endeavor Involves effort, work to create Has an intention to produce something (project "deliverables" unique One of a kind, rather than a collection of identical items product Tangible objects, but could include things like computer software, film or stage works service Might include the establishment of a day-care center, for instance, but not its daily operations. result Such as outcomes or documents. For example, a research project develops knowledge that can be used to determine whether or not a trend is present or a new process will benefit the company
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.
Project Life Cycles Simple Five-Phase Project Life Cycle Nine Knowledge Areas of the Project Phases Project Initiation Planning Executing Monitor & Control Closing Project Knowledge Areas Integration Management Scope Management Time Management Cost Management Quality Management H.R. Management Comm- unication Management Procurement Management
Our 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.
Continuous Improvement Lessons Learned Project Initiation Planning Executing Monitoring Controlling Closure
Selecting, Initiating, and Chartering the Project
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.
The 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.
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.
Project Charter Components Project Mission Project Scope Project Objectives Project Assumptions Project Constraints Milestones Project Risks Stakeholders Signature Page Granting Authority to Proceed
Writing SMART Objectives S pecific Objectives should specify what they want to achieve. M easurable You should be able to measure whether you are meeting the objectives or not. A chievable The objectives you set are achievable and attainable. R ealistic You can realistically achieve the objectives with the resources you have. T imely State when the objectives will be attained.
Project Assumptions Almost every lesson includes the 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!
Triple Constraints Scope Cost Time Or, in plain English Fast Cheap Good Quality Quality
Triple Constraints Trade-off Time Cost Scope Quality Constraint Change Required Adjustment Alternatives (One or Combination of Both) Shorter Time Higher Cost Reduced Quality or Narrowed Scope Reduced Cost More Time Reduced Quality or Narrowed Scope Higher Quality Increase in Scope More Time Higher Cost
Triple Constraints: Setting Priorities Flexibility Matrix Determining the flexibility within the Triple Constraints early in the project is very important to project success. Constraint Most Flexible Moderately Flexible Least Flexible Scope X Cost X Time X
Defining the Project
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
Defining 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.
Identifying Project Risks Using A Risk Register
Planning and Scheduling the Project
Sources of Project Activities: Brainstorming
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.
Communication 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 Weekly Team, Sponsor, Senior Management Technical Incident Report Email Immediately Webmaster, IT Dept. Budget and Schedule Detail Spreadsheets and detailed Gantt Chart Bi-Weekly Sponsor, 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
A 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.
Implementation: Project Execution and Control
Simple 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
Project Close and Continuous Improvement
Stakeholders Report and Celebration Communicate Results Pinpoint Successes Propose 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!!!!
What’s Next?
Questions???

More Related Content

Project Management Overview

  • 1. Project Management Overview Half-Day Workshop
  • 2. Workshop 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.
  • 3. Workshop Objectives Continued 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.
  • 4. Strategic Planning and Project Management The Link
  • 5. 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.
  • 6. What is a Project?
  • 7. What is a Project? “ A temporary endeavor undertaken to create a unique product, service, or result.”* *2004 PMBOK Guide (p. 5). Term Means that a Project temporary Has a beginning and end endeavor Involves effort, work to create Has an intention to produce something (project "deliverables" unique One of a kind, rather than a collection of identical items product Tangible objects, but could include things like computer software, film or stage works service Might include the establishment of a day-care center, for instance, but not its daily operations. result Such as outcomes or documents. For example, a research project develops knowledge that can be used to determine whether or not a trend is present or a new process will benefit the company
  • 8. 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.
  • 9. Project Life Cycles Simple Five-Phase Project Life Cycle Nine Knowledge Areas of the Project Phases Project Initiation Planning Executing Monitor & Control Closing Project Knowledge Areas Integration Management Scope Management Time Management Cost Management Quality Management H.R. Management Comm- unication Management Procurement Management
  • 10. Our 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.
  • 11. Continuous Improvement Lessons Learned Project Initiation Planning Executing Monitoring Controlling Closure
  • 12. Selecting, Initiating, and Chartering the Project
  • 13. 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.
  • 14. The 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.
  • 15. 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.
  • 16. Project Charter Components Project Mission Project Scope Project Objectives Project Assumptions Project Constraints Milestones Project Risks Stakeholders Signature Page Granting Authority to Proceed
  • 17. Writing SMART Objectives S pecific Objectives should specify what they want to achieve. M easurable You should be able to measure whether you are meeting the objectives or not. A chievable The objectives you set are achievable and attainable. R ealistic You can realistically achieve the objectives with the resources you have. T imely State when the objectives will be attained.
  • 18. Project Assumptions Almost every lesson includes the 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!
  • 19. Triple Constraints Scope Cost Time Or, in plain English Fast Cheap Good Quality Quality
  • 20. Triple Constraints Trade-off Time Cost Scope Quality Constraint Change Required Adjustment Alternatives (One or Combination of Both) Shorter Time Higher Cost Reduced Quality or Narrowed Scope Reduced Cost More Time Reduced Quality or Narrowed Scope Higher Quality Increase in Scope More Time Higher Cost
  • 21. Triple Constraints: Setting Priorities Flexibility Matrix Determining the flexibility within the Triple Constraints early in the project is very important to project success. Constraint Most Flexible Moderately Flexible Least Flexible Scope X Cost X Time X
  • 23. 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
  • 24. Defining 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.
  • 25. Identifying Project Risks Using A Risk Register
  • 26. Planning and Scheduling the Project
  • 27. Sources of Project Activities: Brainstorming
  • 28. 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.
  • 29. Communication 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 Weekly Team, Sponsor, Senior Management Technical Incident Report Email Immediately Webmaster, IT Dept. Budget and Schedule Detail Spreadsheets and detailed Gantt Chart Bi-Weekly Sponsor, 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
  • 30. A 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.
  • 31. Implementation: Project Execution and Control
  • 32. Simple 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
  • 33. Project Close and Continuous Improvement
  • 34. Stakeholders Report and Celebration Communicate Results Pinpoint Successes Propose 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!!!!