Project Management Basics: Patsy Writesman,

Transcription

1 Project Management Basics: Patsy Writesman,

2 Understanding the Context.. What is a Project? A Project is. A temporary endeavor undertaken to create a unique product or service. This term temporary endeavor to create unique product service means that a project Has a beginning and end Involves effort, work Has an intention to produce something (project deliverables ) One of a kind, rather than a collection of identical items Tangible objects, but could include things like computer software, film or stage works Might include the establishment of a day-care center, for instance but NOT its daily operations. 2

3 Understanding the Context.. Why do Projects Succeed? A delighted client (expectations met) Delivered the pre-defined objectives Met an agreed budget Within an agreed time frame And done it all professionally & without killing the team 3

4 Understanding the Context.. Why Do Projects Fail? Changing scope Insufficient planning Risks are not managed Issues are not managed Poor communication Lack of commitment by stakeholders 4

5 Understanding the Context.. PM 101 Objectives: The Basics Define a project Understand Project Management Lifecycle Process Identify the basic deliverables for Project Management Phases: q Initiation, q Planning q Execution & Control q Close-Out 5

6 Understanding the Project Management Lifecycle 6

7 Understanding Project Management Project Management Process Project Managers Department Managers Project Managers Inventory Analyze Optimize Mobilize Identify strategic objectives Define project categories Capture resource attributes & skills Gather project and resource data Map projects to objectives Categorize projects and resources Capture project attributes, priorities and budgets Review project Alignment with strategy Summarize project schedule, cost, budget, and resource data Identify resource skill alignment, gaps and surpluses Profile spending and investments Pinpoint interproject dependencies & project conflicts Submit Project Proposals Balance resource capacity & demand Maximize portfolio value Re-allocate critical resources Align projects and resources with objectives Model alternative project portfolios Eliminate redundancies Accelerate, delay, cancel, and reschedule Project Scheduling Publish portfolio changes Communicate alignment with strategic objectives Manage current projects. Re-deploy freed resources End unnecessary contracts Revise project schedules and budgets Initiate new projects Demonstrate value and commitment to sponsors and stakeholders. Project Accounting Project Collaboration 7

8 Understanding Project Management Analyze: Project Submission Form Project Submission Form includes the following: Mandates Business Impact Organizational Impact Benefit Longevity Technical Risk Skills/Architecture Risk Customer Needs Unit Strategic goals Business Risk of Not Implementing. 8

9 Understanding Project Portfolio Management Mobilize: Project Management Initiate projects formally through Project Management Process. Create a Project Initiation Team. Deliver Defined Deliverables: q Project Brief q Project Budget q Project Definition q Project Task List q Project Status Meeting Template q q q q Add documentation How correspondence is received and goes out Document assumptions Daily Meetings if necessary 9

10 Understanding the Project Management Lifecycle Phases 10

11 Understanding Project Management What is Project Management? Project Management is the application of knowledge, skills, tools and techniques to perform activities to meet project objectives. Why processes are important in Project Management. Police Officer Example 11

12 Understanding Project Management The Project Objectives Triangle Balancing scope, time and cost (without compromising performance). Time Cost Performance Scope 12

13 Understanding Project Management Project Management Objectives: Achieve Balance Objective Performance Cost Time Scope Definition The quality of the work being done. The cost of the project work, directly related to human and physical resources The schedule that must be met. The magnitude of the work to be performed. 13

14 Understanding Project Management Enable the successful implementation of project management initiatives in a way that establishes a project management culture so that we deliver the right projects on time, within budget and with expected results. 14

15 Understanding Project Management Project Management Process Project Brief Initiating Status Reports Plan Change Requests Change Management results Issue management results Controlling Closing Planning Project Definition/Objectives Project roles Task List/Work Breakdown Structure/Schedule Project Budget Assumptions, constraints & critical success factors Executing Product Deliverables Change requests Issues Testing/Performance Data Product, Process and Vendor Evaluations Acceptance Documentation Legal Contract and Budget Closure Project Archives Redeployed services Outstanding issues and changes Ongoing Cross Project Improvement Process Improvements Based on PMBOK 15

16 Understanding Project Management Project Management Process Phases Phase Initiation Planning Execution Control Close Out Description Committing the organization to begin the project or the next phase of the project. Creation and maintenance of a workable approach to accomplish project objectives. Following the planned actions to achieve predicted results. Comparison of actual and planned results against the schedule, budget and project definition. Formal acceptance and review of project results. 16

17 Understanding Project Management Initiation Committing the organization to begin the project or the next phase of the project. Gather stakeholders to define: q Identify the reason for the project problem or opportunity statement. q Define Objectives q Identify preliminary risks q Determine feasibility and potential value q Identify and notify participants q Plan the project on a high level and the next phase in detail q Obtain approval to proceed Output: Project Brief 17

18 Understanding Project Management Planning Creates and maintains a workable approach to accomplish project objectives. Plan the work and work the plan. Use planning to model how the project will be performed. Follow your plan and then evaluate and revise the plan, as needed based on your work experience. Output: Detailed Project Definition, Task List 18

19 Understanding Project Management Execute and Control Determine if the project is on time and within budget. Communicate status to stakeholders. Determine if the product is being produced according to specifications and expectations. Learn from experience. The plan (Schedule) should be adjusted throughout the lifecycle of the project to keep it in-sync with what is really happening. Adjust the plan as needed. Outputs: Status Reports, Updated Schedules, Team Meeting Notes, Design Reviews and Testing Results 19

20 Understanding Project Management Close Out and Assessment Sponsor/Client accepts the project results. Team meets to review the project. Develops improvement plan. Shares lessons learned with other projects (do throughout the project) Output: Post Project Review Report, Ongoing product evaluation 20

21 Preparing a Project Brief 21

22 Preparing a Project Brief Project Brief Project Brief includes Purpose Scope Budget Roles Training Considerations Major Deliverables Schedule Resources Assumptions, Risks and Open issues Current Status 22

23 Preparing a Project Brief Project Brief Development Develop a project Brief for a project of your choice. Identify political issues (organizational change, resistance to the project, etc.) Identify support requirements and interactions with other groups and vendors. What else would you like to know about your project to get a good overview understanding? 23

24 What s Next? Additional Training by PM Phase: q q q q q Initiation Defining scope, objectives, risks Creating a communication plan Planning Defining tasks and estimating schedules Execution Performing reviews and solid testing Control Status Reports and Issue/Schedule tracking Close Out Exit Criteria sign-off and project/product evaluation 24

25 Project managers must focus on three dimensions of project success. Simply put, project success means completing all project deliverables on time, within budget, and to a level of quality that is acceptable to sponsors and stakeholders. The project manager must keep the team's attention focused on achieving these broad goals. 25

26 Planning is everything -- and ongoing. On one thing all PM texts and authorities agree: The single most important activity that project managers engage in is planning -- detailed, systematic, team-involved plans are the only foundation for project success. And when real-world events conspire to change the plan, project managers must make a new one to reflect the changes. So planning and replanning must be a way of life for project managers. 26

27 Project managers must feel, and transmit to their team members, a sense of urgency. Because projects are finite endeavors with limited time, money, and other resources available, they must be kept moving toward completion. Since most team members have lots of other priorities, it's up to the project manager to keep their attention on project deliverables and deadlines. Regular status checks, meetings, and reminders are essential. 27

28 Successful projects use a time-tested, proven project life cycle. We know what works. Models can help ensure that professional standards and best practices are built into our project plans. Not only do these models typically support quality, they help to minimize rework. So when time or budget pressures seem to encourage taking short cuts, it's up to the project manager to identify and defend the best project life cycle for the job. 28

29 All project deliverables and all project activities must be visualized and communicated in vivid detail. In short, the project manager and project team must early on create a tangible picture of the finished deliverables in the minds of everyone involved so that all effort is focused in the same direction. Avoid vague descriptions at all costs; spell it out, picture it, prototype it, and make sure everyone agrees to it. 29

30 Projects require clear approvals and signoff by sponsors. Clear approval points, accompanied by formal sign-off by sponsors, SMEs, and other key stakeholders, should be demarcation points in the evolution of project deliverables. It's this simple: anyone who has the power to reject or to demand revision of deliverables after they are complete must be required to examine and approve them as they are being built. 30

31 Project success is correlated with thorough analyses of the need for project deliverables. Our research has shown that when a project results in deliverables that are designed to meet a thoroughly documented need, then there is a greater likelihood of project success. So managers should insist that there is a documented business need for the project before they agree to consume organizational resources in completing it. 31

32 Project managers must fight for time to do things right. We often hear this complaint: "We always seem to have time to do the project over; I just wish we had taken the time to do it right in the first place!" Projects must have available enough time to "do it right the first time." And project managers must fight for this time by demonstrating to sponsors and top managers why it's necessary and how time spent will result in quality deliverables. 32

33 Project manager responsibility must be matched by equivalent authority. It's not enough to be held responsible for project outcomes; project managers must ask for and obtain enough authority to execute their responsibilities. Specifically, managers must have the authority to acquire and coordinate resources, request and receive SME cooperation, and make appropriate, binding decisions which have an impact on the success of the project. 33

34 Project sponsors and stakeholders must be active participants, not passive customers. Most project sponsors and stakeholders rightfully demand the authority to approve project deliverables, either wholly or in part. Along with this authority comes the responsibility to be an active participant in the early stages of the project (helping to define deliverables), to complete reviews of interim deliverables in a timely fashion (keeping the project moving), and to help expedite the project manager's access to SMEs, members of the target audience, and essential documentation. 34

35 Projects typically must be sold, and resold. There are times when the project manager must function as salesperson to maintain the commitment of stakeholders and sponsors. With project plans in hand, project managers may need to periodically remind people about the business need that is being met and that their contributions are essential to help meet this need. 35

36 Project managers should acquire the best people they can and then do whatever it takes to keep the garbage out of their way. By acquiring the best people -- the most skilled, the most experienced, the best qualified -- the project manager can often compensate for too little time or money or other project constraints. Project managers should serve as an advocate for these valuable team members, helping to protect them from outside interruptions and helping them acquire the tools and working conditions necessary to apply their talents. 36

37 Top management must actively set priorities. In today s organizations, it is not uncommon for project team members to be expected to play active roles on many project teams at the same time. Ultimately, there comes a time when resources are stretched to their limits and there are simply too many projects to be completed successfully. In response, some organizations have established a Project Office comprised of top managers from all departments to act as a clearinghouse for projects and project requests. 37

38 The Project Office reviews the organization's overall mission and strategies, establishes criteria for project selection and funding, monitors resource workloads, and determines which projects are of high enough priority to be approved. In this way top management provides the leadership necessary to prevent multi-project log jams. 38