Practical Project Management. Project Services IS Applications Division

Transcription

1 Practical Project Management Project Services IS Applications Division

2 About this course Getting to know the basics Laying the foundations Right people, right message Planning the journey Adapt and survive Reaching the finishing line

3 Getting to know you Who are you? What do you do? What do you want to get out of today?

4 What is a project?

5 What is a project? ' a unique set of co-ordinated activities, with definite starting and finishing points, undertaken by an individual or team to meet specific objectives within defined time, cost and performance parameters' Cabinet Office

6 What is project management? A structured approach to managing the activities in a project often referred to as a common sense approach!

7 Why use a project methodology? Roadmap Efficient Improves quality Standard

8 Why undertake a project? Research New process or service Building Software upgrade

9 EXERCISE - Why do projects fail?

10 Why do projects fail? 7% 15% 6% 4% 4% Poor communication 28% Unrealistic budget or schedule Inadequate planning Poorly defined requirements or success criteria Lack of stakeholder buy-in Other 18% Lack of change control 18% Poor risk management Source: PMI

11 Project lifecycle Monitoring and Control Risks Issues Communication Initiate Plan Execute Close Benefits Objectives Scope Stakeholders Tasks Milestones Do it Check it Release it Benefit Realisation Lessons Learned

12 Project lifecycle Monitoring and Control Risks Issues Communication Initiate Plan Execute Close Benefits Objectives Scope Stakeholders Tasks Milestones Do it Check it Release it Benefit Realisation Lessons Learned

13 Initiating a project - benefits Initiate What are benefits? The positive outcomes that a project is being undertaken to deliver, and which justify the investment. Or Why are we doing this project?

14 Initiating a project - benefits Initiate Tangible benefits Financial savings e.g. staff time Intangible benefits Non-financial savings e.g. staff morale Use proxy measures e.g. staff turnover

15 Initiating a project - benefits Initiate Compare benefits against costs Costs resources equipment consumables Cost/Benefit Analysis The benefits should justify the costs

16 Initiating a project - objectives Initiate What is an objective? An objective describes what the project is trying to achieve in order to deliver the benefits. Objectives should be SMART: Specific Measurable Achievable Realistic Time bound

17 Initiating a project - scope Initiate What is scope? The way we describe the boundaries of a project it defines what the project will be responsible for and what it will not be responsible for. Projects with general scope are hard to control Stating what is not included can be as important as what is included

18 Initiating a project - deliverables Initiate What is a deliverable? - Any output from the project - Research data/ paper - New software / process - Links to project objectives and benefits - Should meet agreed requirements

19 Initiating a project success criteria Initiate What are success criteria? Criteria on which the success of the project is judged it is not always possible to measure benefits immediately.

20 Success or failure? Initiate

21 Success or failure? Initiate

22 Success or failure? Initiate

23 SUCCESS CRITERIA How will we know when we re done? BENEFITS Deliverables Why are we doing this project? What things will we be producing? What are we trying to achieve? OBJECTIVES In Scope Out of Scope What s our responsibility & what s not?

24 Agreeing the Project Brief Project Brief

25 Initiate EXERCISE - Objectives and Scope

26 Project lifecycle Monitoring and Control Risks Issues Communication Initiate Plan Execute Close Benefits Objectives Scope Stakeholders Tasks Milestones Do it Check it Release it Benefit Realisation Lessons Learned

27 What is a stakeholder?

28 Plan What is a stakeholder? A stakeholder is defined as anyone who has an interest in the change and can influence or impact the success of the change Cabinet Office

29 Stakeholders 1. Identify 5. Review 2. Analyse 4. Implement 3. Plan

30 1. Identifying stakeholders Plan

31 1. Identifying stakeholders Be systematic Remember the interest groups Use past stakeholder information Consider the entire project lifecycle People matter identify the right people

32 Plan 2. Analysing stakeholders HIGH Power/Influence Keep Satisfied Monitor (minimum effort) Engage Closely Keep Informed LOW Interest HIGH

33 2. Analysing stakeholders What do you need from them? What are their expectations? What do they need from you?

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35 Roles & responsibilities Does everyone know their part?

36 Roles & responsibilities

37 Monitoring and Control Communication One size doesn t fit all Who needs the information? What information do they want? When will it be required? How will it be provided?

38 Communication

39 Communication plan Plan Stakeholder (Who) Project Sponsor Key Message (What) Frequency (When) Communication Method (How) Responsibility (Who s going to do it) Are we on track? Monthly Status report Project Manager Taxi drivers Road blockages & diversions Weekly Laminated A4 sheet delivered to taxi rank Office junior

40 Plan EXERCISE - Stakeholders

41 Project Governance There to support you

42 Project Governance Who s involved? Project Sponsor Key stakeholders Project Board What do they do? Monitors progress of a project Agreed reporting End of stage sign offs Ensure project delivers benefits

43 Project Governance Sets boundaries and tolerances to ensure the project stays on track, typically focussing on: Cost Project Outcomes Scope Time

44 Project status reporting Achievements this period Project Status Report Issues Next steps Target milestones Time RED Approved budget Cost GREEN Spent this period Scope AMBER Spent to-date Overall RED Estimate to complete

45 Planning a project

46 Planning a project step 1 Identify the tasks to be done What skills will be needed?

47 Plan Planning a project step 2 Estimate the effort & duration

48 Planning a project step 3 Identify the sequence of the tasks What are the dependencies?

49 Planning a project step 4 Identify milestones Are they hard or soft?

50 Plan Planning a project MS Project

51 Plan Planning a project MS Excel

52 Planning a project MindGenius Plan

53 Plan Planning a project other options

54 Planning tips Be realistic about people s availability Keep it somewhere visible Review regularly Allow some contingency Remember to ask about holidays

55 Planning tips Working to a fixed end date? - Can you remove any tasks? - Can you overlap tasks? - Will more people shorten tasks?

56 Plan EXERCISE - Planning a project

57 Estimating

58 Estimation techniques 3 point estimation

59 Estimation techniques Planning poker

60 Estimation techniques Relative sizing

61 Estimation tips Include the people who will be doing the work Record any assumptions Recognise under/over tendencies Re-estimate periodically

62 Project Lifecycle Monitoring and Control Risks Issues Communication Initiate Plan Execute Close Benefits Objectives Scope Stakeholders Tasks Milestones Do it Check it Release it Benefit Realisation Lessons Learned

63 Project Execution

64 Project Lifecycle Monitoring and Control Risks Issues Communication Initiate Plan Execute Close Benefits Objectives Scope Stakeholders Tasks Milestones Do it Check it Release it Benefit Realisation Lessons Learned

65 Project Lifecycle Monitoring and Control Risks Issues Communication Initiate Plan Execute Close Benefits Objectives Scope Stakeholders Tasks Milestones Do it Check it Release it Benefit Realisation Lessons Learned

66 What is a risk?

67 Monitoring and Control Risk management What is risk? ' uncertainty of outcome, whether positive opportunity or negative threat' Cabinet Office

68 Risk management Monitoring and Control Identify Review Analyse Implement Plan

69 Monitoring and Control 1. Identify risks Potential sources of risk

70 Monitoring and Control 2. Analyse risks CRITICAL C Amber Amber Red Red Probability H M Amber Green Amber Amber Red Amber Red Amber L Green Green Amber Amber LOW L M Impact H C CRITICAL

71 3. Plan your approach Monitoring and Control Reduce Remove Retain Transfer Share

72 3. Plan your approach Monitoring and Control What is your contingency plan? (plan B)?

73 4. Implement your plans

74 5. Review risks Initiate Plan Execute Close

75 Monitoring and Control Risk Log

76 Monitoring Execute and Control EXERCISE - Risks

77 What is an issue?

78 Issue management Monitoring Execute and Control What is an issue? ' a relevant event that has happened, was not planned and requires management action' Cabinet Office

79 Issue management Monitoring Execute and Control Capture Examine Propose Decide Implement

80 Monitoring Execute and Control Issue/Change Log

81 Managing change Monitoring Execute and Control What is the impact of the proposed change? Cost Project Outcomes Scope Time

82 Project Lifecycle Monitoring and Control Risks Issues Communication Initiate Plan Execute Close Benefits Objectives Scope Stakeholders Tasks Milestones Do it Check it Release it Benefit Realisation Lessons Learned

83 Close Closing a project Measuring benefits Has the project delivered benefits promised in the Project Brief? What will be measured and when? Success criteria met?

84 Close Closing a project Lessons learned What went well? What could have been done better? Business as usual Has a handover to business as usual from the project team taken place?

85 Close Completion Report

86 Summary

87 Summary Monitoring and Control Risks Issues Communication Initiate Plan Execute Close Benefits Objectives Scope Stakeholders Tasks Milestones Do it Check it Release it Benefit Realisation Lessons Learned

88 Summary Laying the foundations Right people, right message Planning the journey Adapt & survive Reaching the finish line Project definition Stakeholder mapping Communication plan Project governance Project planning 3-point estimation Risk management Issue management Change management Project closure Completion reporting

89 Contacts and Resources Twitter Projects website -

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