logging in or signing up 200810 Project Management Basics Worksho anh.vna Download Post to : URL : Related Presentations : Share Add to Flag Embed Email Send to Blogs and Networks Add to Channel Uploaded from authorPOINT lite Insert YouTube videos in PowerPont slides with aS Desktop Copy embed code: (To copy code, click on the text box) Embed: URL: Thumbnail: WordPress Embed Customize Embed The presentation is successfully added In Your Favorites. Views: 672 Category: Science & Tech.. License: All Rights Reserved Like it (0) Dislike it (0) Added: January 06, 2010 This Presentation is Public Favorites: 0 Presentation Description No description available. Comments Posting comment... By: gensamir50 (14 month(s) ago) i want to download this presentation Saving..... Post Reply Close Saving..... Edit Comment Close By: sooter (21 month(s) ago) Excellent presentation, can I download it for refrence purpose? Saving..... Post Reply Close Saving..... Edit Comment Close Premium member Presentation Transcript Introductions : Who are you? What is your project experience? What types of projects are you involved in right now? Have you had any project management training? What are your and/or your organization’s pain points? What would you like to get out of this workshop? Introductions 1 Topics : Topics About the PMO What Project Management Can Do For You Terms & Definitions BINGO! Project Management Lifecycle and Methodology The “Instant” Project Manager Project Roles and Attributes Tips, Tricks, & Techniques Resources & Takeaways 2 Project Management Office (PMO) : Bridget Wikidal, PMP – CMS Project Director, PMO Dwight Martin, PMP – CMS/ITS Project Manager Organizationally reports to Jessie Lum, Interim Senior Director Senior CMS and Enterprise Systems Serves CMS and ITS Focus on high priority projects and initiatives Project Management Office (PMO) 3 PMO Charter and Services : Provide project management guidance and support to project leads/managers in business units Develop and implement a consistent and standardized project management process/methodology including tools and templates Conduct project management training programs PMO Charter and Services 4 PMO Charter and Services : Maintain a centralized project office from which project managers are loaned out to work on projects Advise and consult employees on project management best practices Select and maintain project management tools for use by employees Oversee groups of related projects (program) PMO Charter and Services 5 PMO Charter and Services : Review and provide input to Project Charter, Scope, and Project Management Approach documents Provide project management support as needed Provide direction in use of the standardized project management methodology and templates PMO Charter and Services 6 What is a Project? : What is a Project? “A Project is a temporary endeavor undertaken to create a unique product or service” - PMI (Project Management Institute) Body of Knowledge (Every project has a definite beginning and a definite end.) 7 Objective One : What Can Project Management Do For You? Objective One 8 Slide 10: 9 How the customer explained it How the Project Manager understood it How the Business Consultant described it How the Programmer wrote it How the Analyst designed it How the project was documented What operations installed How the customer was billed How it was supported What the customer really needed Project Management Benefits : Project Management Benefits Deliver projects successfully Achieve project objectives Goal clarity and measurement Coordinated resources Risk identification and management Cost savings Efficiency of repeatable processes 10 Project Management Benefits : Why projects succeed Vision, objectives and scope of project well defined and approved Strong sponsorship Risk management Project plan is realistic, achievable and approved Change management process in place Stakeholder communication Competent project manager Project management methodology Project Management Benefits 11 Project Management Benefits : Top 10 reasons why projects fail Vision and goals not well defined Customer and end users not engaged during project Lack of accountability Insufficient team skills Failure to manage risk Uncertain dependencies Resource competition Scope changes Communication deficit Unrealistic deadlines Project Management Benefits 12 Slide 14: Project Management Methodology 13 Project Management Methodology : Is a detailed definition of an organization’s approach to managing the Project Life Cycle. Provides a reusable roadmap to managing and executing projects. Provides tools for capturing, analyzing and improving project work efforts. Provides a structured approach to creating and sharing project information. 14 Project Management Methodology Why Use a Methodology? : Why Use a Methodology? Provides a consistent approach to managing projects. Provides a predictable roadmap for organizing and storing information on projects. Provides a framework for continuous improvement, enabling ITS to analyze and improve efficiencies of work efforts and resource utilization. 15 Components of a Project : Components of a Project 16 Managing Project Components : Managing Project Components Scope: Clearly define what’s in scope and what is out of scope -- critical to project success Budget: Costs and funding Deliverables: Work accomplished, acceptance criteria and approval Schedule: Tasks, duration, dependencies, resources, and critical path Resources: Availability, utilization, task assignment and status Communication: Status meetings, status reporting, stakeholder management Issues and risk: Track, manage, escalate, contingency planning 17 Objective Four : Project Management Lifecycle Objective Four 18 Project Management Lifecycle : Project Initiation Project Planning Project Execution Project Controlling Project Close Project Management Lifecycle 19 Project Management Methodology : Project Management Methodology 20 Project Lifecycle and SDLC : Production Support Planning Project Lifecycle and SDLC Project Initiation / Planning Project Close Rqmts/Analysis Design Development System Test Release/Rollout Project Execution System Development Lifecycle Infrastructure Project Management Pilot / Training Project Control 21 Slide 23: Project Management Process Diagram 22 Project Management Methodology Scalability : Project Management Methodology Scalability Project Management Methodology is “scaled” according to project size, complexity: Net Result: Not all MAIS Project Management Methodology Deliverables are required all of the time! It varies depending on Project Size! X-Small (Petite) Small Medium Large 23 Tools of Methodology : Tools of Methodology Process Flows Approach Documents Templates and Instructions 24 Slide 26: Project Management Terms and Definitions BINGO! 25 Project Communication : Project Communication 26 Project Management Lifecycle : Project Management Lifecycle 27 Project Initiation : Project Initiation Initiate the Project 1 Project Objectives Business need High level project deliverables High level constraints and assumptions High level cross functional impacts High level resource needs Determine the Following 28 Project Charter : Project Charter Project Title and Description What is the project? Address “who-what-when-where-why”. Project Sponsorship, Stakeholders, and Staffing Who is sponsoring the project? Identify the primary stakeholders (those impacted by the project). Identify the Project Manager and key staffing requirements. Project Objectives What are the objectives of the project? Address time and budget constraints What will be used to measure project success? 29 Project Charter : Project Charter Business Case Why is this project being done? What are the benefits? Deliverables What are the deliverables of the project? What will be the end result of the project? 30 Exercise : Project Charter Exercise Exercise 31 Project Planning : Project Planning Ensure that the project scope is clearly defined and approved Verify that project is staffed appropriately Establish leadership and project structure Define roles and responsibilities Develop project org chart & contact list Communicate with project team, functional managers and other stakeholders Plan the Project 2 32 Project Planning : Project Planning Develop project communication plan Develop other plans (quality, change, acceptance) Identify high level risks and cross functional impacts With your team, develop estimates and build a project plan Ensure that the project plan is realistic and approved Conduct Project Kick-Off Meeting (cont.) Plan the Project 2 33 Project Kick Off Meeting : Conducted at end of Project Planning Attendees Project Manager, Project Team, Project Sponsor, Key Partners and/or Vendors Agenda Introductions, Welcome Statements from Project Sponsor, Project Overview, Project Management Approach, Next Steps Project Kick Off Meeting 34 Project Scope Document : Project Scope Document Project Goals In Scope / Out of Scope Project Timeline (milestone-level) Deliverables and approvals Approach Assumptions Project Organization Roles and Responsibilities Approvals 35 Building the Project Schedule : Building the Project Schedule Work Breakdown Structure (WBS) Sequence tasks Identify task dependencies Estimate task durations Assign resources Determine the Critical Path Optimize the schedule 36 Exercise : Project Scope Exercise Exercise 37 Slide 39: 38 Slide 40: Plan Development Exercise Exercise 39 Project Execution : Project Execution Use the project plan to manage the project Conduct regular status meetings Create & distribute regular status reports Track planned vs actual and update project plan Keep the project plan current Track and escalate issues and risks Quality assurance Track Lessons Learned Execute the Project 3 40 Project Status Meeting : Project Status Meeting Schedule at regular intervals Have a clear meeting objective Distribute agenda and document ahead of time Capture key discussion, decisions, issues, risks, and action items Facilitate discussion – keep to agenda; take off line where appropriate Parking lot Brainstorm 41 Project Control : Project Control Ensure appropriate approvals of deliverables occur Conduct performance review checkpoints (quality, time, budget, lessons learned) Take required corrective action Issue change requests Make changes and adjust the baseline Implement contingency plans Control the Project 4 42 Slide 44: 43 Project Close : Project Close Distribute final status report Collect and compile lessons learned from team Facilitate a Post Project Review Meeting Ensure appropriate final acceptance approvals occur Finalize project documentation and file in project archives Close the Project 5 44 The Instant Project Manager : The Instant Project Manager 45 The Instant Project Manager What to do if you become an “Instant” Project Manager Slide 47: You may be an Instant Project Manager if you --- Have been assigned as project manager because you are a subject matter expert but have little to no experience managing projects Have never managed a project in your life but your boss has a project and you are the only one available Inherit a failing project from the previous Instant Project Manager Attended a project management seminar and are now the resident expert Missed an important meeting Drew the shortest straw! The Instant Project Manager 46 Stick to the Basics : Project Initiation Get the Facts Project Planning Organize Project Execution and Control Complete and Track the Work Project Close Wrap Up Stick to the Basics 47 Project Initiation: Document the Known Facts : PROJECT OBJECTIVE Why is this project being done? PROJECT GOALS What is the project trying to accomplish? PROJECT SPONSOR Who owns the project; provides the funding? PROJECT STAKEHOLDERS Who are the key customers, beneficiaries? Where is this information documented? Who signs off? Project Initiation: Document the Known Facts 48 Project Planning: Define the Details : PROJECT SCOPE What work is part of this project and what isn’t? PROJECT CONSTRAINTS What are the hard deadlines? Are they really hard dates? What if you miss them? OBSTACLES AND POLITICS Are there any hidden obstacles? Are there those who don’t want this project to happen? Why? PROJECT TEAM Assemble the team. Ensure all areas are represented Where is this information documented? Who signs off? Project Planning: Define the Details 49 Project Planning: Define the Details : DEVELOP THE SCHEDULE Divide the project into phases by WBS Break down the tasks, assign owners, identify dependencies, constraints and assumptions. Understand critical path tasks. Crash the plan if necessary. Negotiate task due dates with team members and customers. Where is this information documented? Who signs off? Project Planning: Define the Details 50 Project Execution and Control : CONDUCT REGULAR STATUS MEETINGS Reiterate the project goal, final delivery date, and current status to provide perspective. Review prior meeting minutes to avoid revisiting ground already covered. Facilitate discussion to stay on task. Use the “parking lot” for issues to discuss later. Mediate disputes. Work off-line to soothe hurt feelings Project Execution and Control 51 Project Execution and Control : DO AND TRACK THE WORK Work to the plan. Do work only in the plan. Review due tasks and status of near due tasks at regular intervals Send out reminders of tasks coming due Get status on tasks before team meetings Set new and realistic dates for past due tasks Escalate issues the team cannot resolve quickly Project Execution and Control 52 Project Execution and Control : EFFECTIVE PROJECT MEETINGS ARE KEY Are all of the key participants present? If not, follow up is necessary Record, status and review Action Items Capture and track issues Recap Next Steps. Confirm owners and due dates. Schedule and facilitate off-line meetings to resolve complex issues Publish minutes and actions quickly Project Execution and Control 53 Project Execution and Control : DO AND TRACK THE WORK Monitor risks and develop contingency plans Review and update assumptions Manage “scope creep” Keep the team focused on delivery Provide meaningful status reports to management Project Execution and Control 54 Project Close : WRAP IT UP Get final project acceptance Document and share lessons learned End the project. Dismiss the team. Celebrate and advertise success! Project Close 55 Objective Five : Project Management Roles and Attributes Objective Five 56 Project Manager Role and Attributes : 90% Communication May have little authority May not be a subject matter expert “Accidental” Project Manager Not afraid to ask questions Positive attitude Project Manager Role and Attributes 57 Project Manager Role and Attributes : Persistent, pro-active Create a sense of urgency Strategic, think ahead Attention to detail Not a micro-manager Project Manager Role and Attributes 58 Top 5 Project Manager Traits : Collaborative management style Adaptability Figure-it-out resourcefulness Highly developed communication skills Flexibility Top 5 Project Manager Traits 59 Project Manager Skills : Decision making Leadership Negotiation Facilitation Politically savvy Strategic Problem solving Project Manager Skills 60 Objective Five : Project Management Tips, Tricks, & Techniques Objective Five 61 Slide 63: Project Planning Define the project scope in detail and get appropriate approvals Get the right people involved Break the job down Estimate the time and costs Don’t under or over estimate Tips, Tricks and Techniques 62 Slide 64: Project Planning Identify all project stakeholders and manage expectations Communicate, communicate, communicate! Define project management procedures up front Don’t make them up as you go Tips, Tricks and Techniques 63 Slide 65: Project Execution and Control Monitor the schedule and budget Manage scope via a project Change Control process Make sure the Project Sponsor approves scope change requests Watch out for “scope creep” Get deliverable approvals as defined in the Scope document Tips, Tricks and Techniques 64 Slide 66: Project Execution and Control Identify risks up front and manage them Issues -- identify, escalate, and track Resolve as quickly as possible Capture Lessons Learned throughout the project Don’t wait until the end of the project to identify them Tips, Tricks and Techniques 65 Slide 67: Project management has a definite beginning and end. It is not a continuous process. A plan is not a project, it is a tool. Thirty five per cent of projects are consumed in overheads and administration. Project failures will happen. Gain knowledge and understanding before starting a project. Projects must meet customer requirements, be under budget and on time. Tips, Tricks and Techniques 66 Slide 68: Always remember revision numbers and to check that all those involved in the project are using the same version of the plan. Know who's in the project environment and manage them. Projects need good communication. Ensure that a suitable communications infrastructure exists. Projects do not run without politics, so manage it. Agree with the customer what the critical success factors are. These may be just a few items from a long wish list. Deliver what the customer agrees to. Tips, Tricks and Techniques 67 Slide 69: Project Managers are rarely hands on, running projects is enough. Manage, minimize and control. Analyze the impact each of the players in a project might have. Ask for the information you need to run a project effectively, e.g. a weekly breakdown of costs and hours. Keep the project momentum going. Monitor and control any risks. Ask how much money do I have, how much time and what deliverable is required. Tips, Tricks and Techniques 68 Slide 70: Select the PMO Documentation and Templates Link 69 Slide 71: Tools and templates to assist campuses with managing each project phase Links to professional organizations and resources Training opportunities 1 2 3 70 Contacts & More Information : CMS PMO Web Site (CMS/ITS project management templates): http://cms.calstate.edu/05_Services/05B_PMOServices/index.asp Bridget Wikidal, PMP – CMS Project Director, PMO bwikidal@calstate.edu 562 951-4243 Dwight Martin, PMO – CMS/ITS Project Manager dmartin@calstate.edu 562 951-4245 Contacts & More Information 71 Contacts & More Information : PMI website: www.pmi.org Gantthead website: www.gantthead.com PMO Step website: www.pmostep.com Ten Step website: www.tenstep.com Office Discipline: Why You Need a Project Management Office http://www.cio.com/archive/070103/office.html?printversion=yes Contacts & More Information 72 Q & A : 73 Q & A Questions? You do not have the permission to view this presentation. In order to view it, please contact the author of the presentation.
200810 Project Management Basics Worksho anh.vna Download Post to : URL : Related Presentations : Share Add to Flag Embed Email Send to Blogs and Networks Add to Channel Uploaded from authorPOINT lite Insert YouTube videos in PowerPont slides with aS Desktop Copy embed code: (To copy code, click on the text box) Embed: URL: Thumbnail: WordPress Embed Customize Embed The presentation is successfully added In Your Favorites. Views: 672 Category: Science & Tech.. License: All Rights Reserved Like it (0) Dislike it (0) Added: January 06, 2010 This Presentation is Public Favorites: 0 Presentation Description No description available. Comments Posting comment... By: gensamir50 (14 month(s) ago) i want to download this presentation Saving..... Post Reply Close Saving..... Edit Comment Close By: sooter (21 month(s) ago) Excellent presentation, can I download it for refrence purpose? Saving..... Post Reply Close Saving..... Edit Comment Close Premium member Presentation Transcript Introductions : Who are you? What is your project experience? What types of projects are you involved in right now? Have you had any project management training? What are your and/or your organization’s pain points? What would you like to get out of this workshop? Introductions 1 Topics : Topics About the PMO What Project Management Can Do For You Terms & Definitions BINGO! Project Management Lifecycle and Methodology The “Instant” Project Manager Project Roles and Attributes Tips, Tricks, & Techniques Resources & Takeaways 2 Project Management Office (PMO) : Bridget Wikidal, PMP – CMS Project Director, PMO Dwight Martin, PMP – CMS/ITS Project Manager Organizationally reports to Jessie Lum, Interim Senior Director Senior CMS and Enterprise Systems Serves CMS and ITS Focus on high priority projects and initiatives Project Management Office (PMO) 3 PMO Charter and Services : Provide project management guidance and support to project leads/managers in business units Develop and implement a consistent and standardized project management process/methodology including tools and templates Conduct project management training programs PMO Charter and Services 4 PMO Charter and Services : Maintain a centralized project office from which project managers are loaned out to work on projects Advise and consult employees on project management best practices Select and maintain project management tools for use by employees Oversee groups of related projects (program) PMO Charter and Services 5 PMO Charter and Services : Review and provide input to Project Charter, Scope, and Project Management Approach documents Provide project management support as needed Provide direction in use of the standardized project management methodology and templates PMO Charter and Services 6 What is a Project? : What is a Project? “A Project is a temporary endeavor undertaken to create a unique product or service” - PMI (Project Management Institute) Body of Knowledge (Every project has a definite beginning and a definite end.) 7 Objective One : What Can Project Management Do For You? Objective One 8 Slide 10: 9 How the customer explained it How the Project Manager understood it How the Business Consultant described it How the Programmer wrote it How the Analyst designed it How the project was documented What operations installed How the customer was billed How it was supported What the customer really needed Project Management Benefits : Project Management Benefits Deliver projects successfully Achieve project objectives Goal clarity and measurement Coordinated resources Risk identification and management Cost savings Efficiency of repeatable processes 10 Project Management Benefits : Why projects succeed Vision, objectives and scope of project well defined and approved Strong sponsorship Risk management Project plan is realistic, achievable and approved Change management process in place Stakeholder communication Competent project manager Project management methodology Project Management Benefits 11 Project Management Benefits : Top 10 reasons why projects fail Vision and goals not well defined Customer and end users not engaged during project Lack of accountability Insufficient team skills Failure to manage risk Uncertain dependencies Resource competition Scope changes Communication deficit Unrealistic deadlines Project Management Benefits 12 Slide 14: Project Management Methodology 13 Project Management Methodology : Is a detailed definition of an organization’s approach to managing the Project Life Cycle. Provides a reusable roadmap to managing and executing projects. Provides tools for capturing, analyzing and improving project work efforts. Provides a structured approach to creating and sharing project information. 14 Project Management Methodology Why Use a Methodology? : Why Use a Methodology? Provides a consistent approach to managing projects. Provides a predictable roadmap for organizing and storing information on projects. Provides a framework for continuous improvement, enabling ITS to analyze and improve efficiencies of work efforts and resource utilization. 15 Components of a Project : Components of a Project 16 Managing Project Components : Managing Project Components Scope: Clearly define what’s in scope and what is out of scope -- critical to project success Budget: Costs and funding Deliverables: Work accomplished, acceptance criteria and approval Schedule: Tasks, duration, dependencies, resources, and critical path Resources: Availability, utilization, task assignment and status Communication: Status meetings, status reporting, stakeholder management Issues and risk: Track, manage, escalate, contingency planning 17 Objective Four : Project Management Lifecycle Objective Four 18 Project Management Lifecycle : Project Initiation Project Planning Project Execution Project Controlling Project Close Project Management Lifecycle 19 Project Management Methodology : Project Management Methodology 20 Project Lifecycle and SDLC : Production Support Planning Project Lifecycle and SDLC Project Initiation / Planning Project Close Rqmts/Analysis Design Development System Test Release/Rollout Project Execution System Development Lifecycle Infrastructure Project Management Pilot / Training Project Control 21 Slide 23: Project Management Process Diagram 22 Project Management Methodology Scalability : Project Management Methodology Scalability Project Management Methodology is “scaled” according to project size, complexity: Net Result: Not all MAIS Project Management Methodology Deliverables are required all of the time! It varies depending on Project Size! X-Small (Petite) Small Medium Large 23 Tools of Methodology : Tools of Methodology Process Flows Approach Documents Templates and Instructions 24 Slide 26: Project Management Terms and Definitions BINGO! 25 Project Communication : Project Communication 26 Project Management Lifecycle : Project Management Lifecycle 27 Project Initiation : Project Initiation Initiate the Project 1 Project Objectives Business need High level project deliverables High level constraints and assumptions High level cross functional impacts High level resource needs Determine the Following 28 Project Charter : Project Charter Project Title and Description What is the project? Address “who-what-when-where-why”. Project Sponsorship, Stakeholders, and Staffing Who is sponsoring the project? Identify the primary stakeholders (those impacted by the project). Identify the Project Manager and key staffing requirements. Project Objectives What are the objectives of the project? Address time and budget constraints What will be used to measure project success? 29 Project Charter : Project Charter Business Case Why is this project being done? What are the benefits? Deliverables What are the deliverables of the project? What will be the end result of the project? 30 Exercise : Project Charter Exercise Exercise 31 Project Planning : Project Planning Ensure that the project scope is clearly defined and approved Verify that project is staffed appropriately Establish leadership and project structure Define roles and responsibilities Develop project org chart & contact list Communicate with project team, functional managers and other stakeholders Plan the Project 2 32 Project Planning : Project Planning Develop project communication plan Develop other plans (quality, change, acceptance) Identify high level risks and cross functional impacts With your team, develop estimates and build a project plan Ensure that the project plan is realistic and approved Conduct Project Kick-Off Meeting (cont.) Plan the Project 2 33 Project Kick Off Meeting : Conducted at end of Project Planning Attendees Project Manager, Project Team, Project Sponsor, Key Partners and/or Vendors Agenda Introductions, Welcome Statements from Project Sponsor, Project Overview, Project Management Approach, Next Steps Project Kick Off Meeting 34 Project Scope Document : Project Scope Document Project Goals In Scope / Out of Scope Project Timeline (milestone-level) Deliverables and approvals Approach Assumptions Project Organization Roles and Responsibilities Approvals 35 Building the Project Schedule : Building the Project Schedule Work Breakdown Structure (WBS) Sequence tasks Identify task dependencies Estimate task durations Assign resources Determine the Critical Path Optimize the schedule 36 Exercise : Project Scope Exercise Exercise 37 Slide 39: 38 Slide 40: Plan Development Exercise Exercise 39 Project Execution : Project Execution Use the project plan to manage the project Conduct regular status meetings Create & distribute regular status reports Track planned vs actual and update project plan Keep the project plan current Track and escalate issues and risks Quality assurance Track Lessons Learned Execute the Project 3 40 Project Status Meeting : Project Status Meeting Schedule at regular intervals Have a clear meeting objective Distribute agenda and document ahead of time Capture key discussion, decisions, issues, risks, and action items Facilitate discussion – keep to agenda; take off line where appropriate Parking lot Brainstorm 41 Project Control : Project Control Ensure appropriate approvals of deliverables occur Conduct performance review checkpoints (quality, time, budget, lessons learned) Take required corrective action Issue change requests Make changes and adjust the baseline Implement contingency plans Control the Project 4 42 Slide 44: 43 Project Close : Project Close Distribute final status report Collect and compile lessons learned from team Facilitate a Post Project Review Meeting Ensure appropriate final acceptance approvals occur Finalize project documentation and file in project archives Close the Project 5 44 The Instant Project Manager : The Instant Project Manager 45 The Instant Project Manager What to do if you become an “Instant” Project Manager Slide 47: You may be an Instant Project Manager if you --- Have been assigned as project manager because you are a subject matter expert but have little to no experience managing projects Have never managed a project in your life but your boss has a project and you are the only one available Inherit a failing project from the previous Instant Project Manager Attended a project management seminar and are now the resident expert Missed an important meeting Drew the shortest straw! The Instant Project Manager 46 Stick to the Basics : Project Initiation Get the Facts Project Planning Organize Project Execution and Control Complete and Track the Work Project Close Wrap Up Stick to the Basics 47 Project Initiation: Document the Known Facts : PROJECT OBJECTIVE Why is this project being done? PROJECT GOALS What is the project trying to accomplish? PROJECT SPONSOR Who owns the project; provides the funding? PROJECT STAKEHOLDERS Who are the key customers, beneficiaries? Where is this information documented? Who signs off? Project Initiation: Document the Known Facts 48 Project Planning: Define the Details : PROJECT SCOPE What work is part of this project and what isn’t? PROJECT CONSTRAINTS What are the hard deadlines? Are they really hard dates? What if you miss them? OBSTACLES AND POLITICS Are there any hidden obstacles? Are there those who don’t want this project to happen? Why? PROJECT TEAM Assemble the team. Ensure all areas are represented Where is this information documented? Who signs off? Project Planning: Define the Details 49 Project Planning: Define the Details : DEVELOP THE SCHEDULE Divide the project into phases by WBS Break down the tasks, assign owners, identify dependencies, constraints and assumptions. Understand critical path tasks. Crash the plan if necessary. Negotiate task due dates with team members and customers. Where is this information documented? Who signs off? Project Planning: Define the Details 50 Project Execution and Control : CONDUCT REGULAR STATUS MEETINGS Reiterate the project goal, final delivery date, and current status to provide perspective. Review prior meeting minutes to avoid revisiting ground already covered. Facilitate discussion to stay on task. Use the “parking lot” for issues to discuss later. Mediate disputes. Work off-line to soothe hurt feelings Project Execution and Control 51 Project Execution and Control : DO AND TRACK THE WORK Work to the plan. Do work only in the plan. Review due tasks and status of near due tasks at regular intervals Send out reminders of tasks coming due Get status on tasks before team meetings Set new and realistic dates for past due tasks Escalate issues the team cannot resolve quickly Project Execution and Control 52 Project Execution and Control : EFFECTIVE PROJECT MEETINGS ARE KEY Are all of the key participants present? If not, follow up is necessary Record, status and review Action Items Capture and track issues Recap Next Steps. Confirm owners and due dates. Schedule and facilitate off-line meetings to resolve complex issues Publish minutes and actions quickly Project Execution and Control 53 Project Execution and Control : DO AND TRACK THE WORK Monitor risks and develop contingency plans Review and update assumptions Manage “scope creep” Keep the team focused on delivery Provide meaningful status reports to management Project Execution and Control 54 Project Close : WRAP IT UP Get final project acceptance Document and share lessons learned End the project. Dismiss the team. Celebrate and advertise success! Project Close 55 Objective Five : Project Management Roles and Attributes Objective Five 56 Project Manager Role and Attributes : 90% Communication May have little authority May not be a subject matter expert “Accidental” Project Manager Not afraid to ask questions Positive attitude Project Manager Role and Attributes 57 Project Manager Role and Attributes : Persistent, pro-active Create a sense of urgency Strategic, think ahead Attention to detail Not a micro-manager Project Manager Role and Attributes 58 Top 5 Project Manager Traits : Collaborative management style Adaptability Figure-it-out resourcefulness Highly developed communication skills Flexibility Top 5 Project Manager Traits 59 Project Manager Skills : Decision making Leadership Negotiation Facilitation Politically savvy Strategic Problem solving Project Manager Skills 60 Objective Five : Project Management Tips, Tricks, & Techniques Objective Five 61 Slide 63: Project Planning Define the project scope in detail and get appropriate approvals Get the right people involved Break the job down Estimate the time and costs Don’t under or over estimate Tips, Tricks and Techniques 62 Slide 64: Project Planning Identify all project stakeholders and manage expectations Communicate, communicate, communicate! Define project management procedures up front Don’t make them up as you go Tips, Tricks and Techniques 63 Slide 65: Project Execution and Control Monitor the schedule and budget Manage scope via a project Change Control process Make sure the Project Sponsor approves scope change requests Watch out for “scope creep” Get deliverable approvals as defined in the Scope document Tips, Tricks and Techniques 64 Slide 66: Project Execution and Control Identify risks up front and manage them Issues -- identify, escalate, and track Resolve as quickly as possible Capture Lessons Learned throughout the project Don’t wait until the end of the project to identify them Tips, Tricks and Techniques 65 Slide 67: Project management has a definite beginning and end. It is not a continuous process. A plan is not a project, it is a tool. Thirty five per cent of projects are consumed in overheads and administration. Project failures will happen. Gain knowledge and understanding before starting a project. Projects must meet customer requirements, be under budget and on time. Tips, Tricks and Techniques 66 Slide 68: Always remember revision numbers and to check that all those involved in the project are using the same version of the plan. Know who's in the project environment and manage them. Projects need good communication. Ensure that a suitable communications infrastructure exists. Projects do not run without politics, so manage it. Agree with the customer what the critical success factors are. These may be just a few items from a long wish list. Deliver what the customer agrees to. Tips, Tricks and Techniques 67 Slide 69: Project Managers are rarely hands on, running projects is enough. Manage, minimize and control. Analyze the impact each of the players in a project might have. Ask for the information you need to run a project effectively, e.g. a weekly breakdown of costs and hours. Keep the project momentum going. Monitor and control any risks. Ask how much money do I have, how much time and what deliverable is required. Tips, Tricks and Techniques 68 Slide 70: Select the PMO Documentation and Templates Link 69 Slide 71: Tools and templates to assist campuses with managing each project phase Links to professional organizations and resources Training opportunities 1 2 3 70 Contacts & More Information : CMS PMO Web Site (CMS/ITS project management templates): http://cms.calstate.edu/05_Services/05B_PMOServices/index.asp Bridget Wikidal, PMP – CMS Project Director, PMO bwikidal@calstate.edu 562 951-4243 Dwight Martin, PMO – CMS/ITS Project Manager dmartin@calstate.edu 562 951-4245 Contacts & More Information 71 Contacts & More Information : PMI website: www.pmi.org Gantthead website: www.gantthead.com PMO Step website: www.pmostep.com Ten Step website: www.tenstep.com Office Discipline: Why You Need a Project Management Office http://www.cio.com/archive/070103/office.html?printversion=yes Contacts & More Information 72 Q & A : 73 Q & A Questions?