Project Sponsorship vs. Project Management

Project Sponsorship vs. Project Management An overview of Project Management Presented by Tiffany Dahlberg, MA, PMP Helping businesses and professionals ACT, so they can achieve their full potential. www.ready2act.com 2727 Bryant St., Suite 230 Denver, Colorado 80211 720.545.9841 Info@Ready2ACT.com

Introducing your Course Designer and Facilitator Tiffany Dahlberg, president of Ready2ACT (a solutions provider for project management, process improvement, and employee training) has over 20 years of experience in helping organizations improve their processes, better manage projects, and communicate more effectively. As an internal consultant and trainer, she has contributed to the success of several Fortune 500 companies, mid-size corporations, start-ups, and non-profit organizations including TIAA-CREF, PRIMESTAR by TCI (now DirecTV), NS Associates, the Arvada Center for Arts and Humanities, and AT&T. Furthermore, she teaches management courses for both undergraduate business and MBA programs at the University of Phoenix Denver. At the University of Colorado at Denver, she also teaches professional development programs in which students can earn Continuing Education Units (CEUs). Tiffany specializes in providing employees tools and techniques that they can immediately use to positively change attitudes and behaviors in the workplace. She accomplishes this by consulting with clients to deliver interactive training that is customized specifically for the organization. The accelerated learning workshops that she teaches include: Project Management, PMP certified Communication Skills Dealing with Difficult Situations Maximizing Your Time Constructive Conflict in the Workplace Managing Multiple Priorities Negotiation for Win-Win Outcomes Managing Your Career Business Analysis (BA) Boot Camp Creating High Performance Teams Critical Thinking & Decision Making Business Analysis Fundamentals Netiquette (Email Etiquette) Motivation, Reward, and Recognition Implementing Effective Change How to Build Credibility A few of Tiffany s clients include DiSH Network, Sun Microsystems, the USDA Forest Service, Newmont Mining, Time Warner Cable, Coors, IHS Energy, Hitachi Consulting, Wells Fargo Bank, Vectra Bank, Foster s (now known as Treasury Wine Estates), and Wagner Equipment. Tiffany volunteers for the the Rocky Mountain American Society for Training and Development (ASTD), is a Trusted Advisor for Vistage International (world s largest CEO membership organization formerly known as TEC (The Executive Committee), and an active member of the Project Management Institute (PMI). She earned her B.A. in Organizational Communications from Montana State University Billings, and her M.A. in Organizational Management from the University of Phoenix - Denver. In 2005, she earned the prestigious PMP (Project Management Professional) designation from the Project Management Institute (PMI), which sets the global standards for project management. The PMP is the highest level of certification for the project management profession. "Having over 10 years of direct project management experience (including consulting from the Big "6"), I am pleasantly surprised to learn many new tools and techniques, that are making my project management skill set more effective. In addition, you have provided invaluable insight as to the PMBOK interpretation of the calculations and questions. Finally, your ability to clearly explain the overall framework and how the knowledge areas integrate was extremely helpful in connecting the dots." - DiSH Satellite participant

Table of Contents Introducing your Course Designer and Facilitator... 2 Table of Contents... 3 What is project management?... 4 Project Management Process and Knowledge Areas... 5 What is a project?... 6 Project Terms and Definitions... 7 Project Objectives... 8 Triple Constraint... 9 Sponsorship... 10 The Perfect Sponsor characteristics... 10 Human Resource Management... 11 Roles and Responsibilities... 11 Project Charter Template... 12 Project Management Plan... 14 Summary... 15 Resources and References... 16

What is project management? Project management is the application of knowledge, skills, tools and techniques to project activities to meet the project requirements. PMBOK, p. 6 Project Management Process Monitoring And Controlling Planning Initiating Closing Executing 1) Initiation a) Specifications are defined b) Project objectives are established c) Teams are formed d) Major responsibilities are assigned 2) Planning a) Level of effort increases b) Plans are developed to determine what the project will entail c) When it will be scheduled d) Whom it will benefit e) What quality level should be maintained f) What the budget will be 3) Execution a) Physical and mental work takes place. 4) Monitoring and Controlling a) Control time, cost, scope, quality, customer satisfaction, and risk 5) Close-out a) Delivering product to customer b) Redeployment of resources (close out)

Project Management Process and Knowledge Areas PMBOK: 4 th edition, p. 43 KNOWLEDGE AREAS Integration Management PROCESS GROUPS Initiating Planning Executing Controlling Close Develop Project Develop Project Close Project Charter Management Plan Direct and Manage Project Scope Management Collect Requirements Define Scope Create WBS Time Management Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule Cost Management Estimate Costs Determine Budget Quality Management Plan Quality Perform Quality Assurance HR Management Communications Management Risk Management Procurement Management Identify Stakeholders Develop Human Resource Plan Plan Communications Plan Risk Management Identify Risks Perform Qualitative Risk Analysis Perform Quantitative Risk Analysis Plan Risk Responses Plan Procurements Acquire Project Team Develop Project Team Manage Project Team Distribute Information Manage Stakeholders Conduct Procurements Monitor and Control Work Integrated Change Control Verify Scope Control Scope Control Schedule Control Costs Perform Quality Control Report Performance Monitor and Control Risks Administer Procurements Close Procurements

What is a project? A project is a complex, non routine, one-time effort limited by time, budget, resource, and specifications. Differentiating characteristics of projects from routine, repetitive daily work are below: 1. a defined life span 2. a well-defined objective 3. people involved from several disciplines, typically 4. a project life cycle 5. specific time, cost, and performance requirements Project Management. The Managerial Process, Gray and Larson (2001), p. 2 What are you doing now, that you think are projects? Copyrighted by Achievement Consulting & Training, Inc. (2004-2011) 6 of 16

Project Terms and Definitions There are some common terms and definitions in the project management world as defined by the Project Management Institute. Match the terms with the definitions by putting the correct letter next to the corresponding number: 1. Objective a) The features and functions that characterize a product, service, or results. 2. Project Scope b) A condition or capability that must be met or possessed by a system, product, service, result, or component to satisfy a contract, standard, specification, or other formally imposed documents. 3. Product Scope c) Any unique and verifiable product, result, or capability to perform a service that must be produced to complete a process, phase, or project. 4. Requirement d) A significant point or event in the project such as a major deliverable being completed. 5. Specification e) Something toward which work is to be directed, a strategic position to be attained, or a purpose to be achieved, a results to be obtained, a product to be produced, or a service to be performed. 6. Deliverable f) An organizational body or entity assigned various responsibilities related to the centralized and coordinated management of those projects under its domain. 7. Milestone g) The work that must be performed to deliver a product, service, or results with the specified features and functions. 8. Project Management Office (PMO) h) A document that specifies, in a complete, precise, verifiable manner, the requirements, design, behavior, or other characteristics of a system, component, product, service, result, and often the procedures for determining whether these provisions have been satisfied. Copyrighted by Achievement Consulting & Training, Inc. (2004-2011) 7 of 16

Initiating Phase Project Objectives What is an objective of one of your projects? S M A R T How can you make this objective SMART? Copyrighted by Achievement Consulting & Training, Inc. (2004-2011) 8 of 16

Triple Constraint Copyrighted by Achievement Consulting & Training, Inc. (2004-2011) 9 of 16

Sponsorship What is Project Sponsorship? 1) Overall a. Business manager, owns the process or service b. Removes obstacles to success c. Communicates support to team at critical points of project d. Provides financial resources 2) Initiating a. Identifies critical business issue, project objectives and success b. Defines preliminary project scope & constraints c. Issues the Project Charter d. Selects Project Manager (and possibly team members) 3) Planning a. Approves project plan 4) Execution, Monitoring and Control a. Approves implementation b. Approves changes or authorizes a person or entity to do so c. Clarifies scope d. Enforces Quality Management Plan e. Attends Status Meetings 5) Closing a. Formally signs off on the deliverables The Perfect Sponsor characteristics Copyrighted by Achievement Consulting & Training, Inc. (2004-2011) 10 of 16

Human Resource Management Roles and Responsibilities What is important to remember about each role s responsibilities? Sponsor PM Copyrighted by Achievement Consulting & Training, Inc. (2004-2011) 11 of 16

Project Charter Template Project Overview Project Name Origination Date Prepared by Project Manager Background Project Scope Purpose of the Project Objectives of this project (SMART) Deliverables and deadlines Scope and Boundaries Beginning and ending boundaries of the project What is included and excluded within those boundaries? Project Assurance Impact on operations and/or other projects Assumptions Risks Reviews and Approvals that are needed (including quality checks, status reports, etc.) Project Resources Consider external and internal customers, sponsors and referral sources Stakeholders Who is doing something like this? Related efforts, processes, concerns Staff effort Budget Materials Dependencies and Constraints Scope, Schedule, and Spending ranking Copyrighted by Achievement Consulting & Training, Inc. (2004-2011) 12 of 16

Project Team Members Definition Designate skill set/characteristics/selection criteria and/or individuals by name. Qualities vital to the team/critical Skills Potential team member Who are the identified members and what are their roles? Name Role Responsibility Sponsor and Client signatures Copyrighted by Achievement Consulting & Training, Inc. (2004-2011) 13 of 16

Project Management Plan What is contained in a Project Management Plan? 1. Scope management plan 2. Human resource/staffing management plan 3. Schedule management plan 4. Cost management plan 5. Risk management plan 6. Quality management plan 7. Communication management plan 8. Procurement management plan What else should a Project Manager consider when developing a Project Management Plan? Tools and techniques you are going to use How work will be executed Project life cycle and/or phases you will use What role does a Sponsor play in the Project Management Plan? Copyrighted by Achievement Consulting & Training, Inc. (2004-2011) 14 of 16

Summary Project Managers need to consider a variety of factors to effectively manage a project including some that we have not covered including communication, procurement, and quality. At the beginning of the project, a Project Charter will help ensure that everyone is on the right page and will mitigate misunderstandings. Time spent on planning will save double or triple the time needed for execution and rework. Remember, that risks and changes are natural; their consequences may be mitigated, even beneficial if you expect and anticipate them in your projects. As a Sponsor always consider how you can contribute to the success of projects. Action Plan using SMART (Specific, Measurable, Attainable, Relevant, Time-based) What are you going to do differently, more of, and/or be better at as a result of this training? How will this help you contribute to the success of projects? How will I know if I m successful? It is amazing what can be accomplished when nobody cares about who gets the credit. -Robert Yates Copyrighted by Achievement Consulting & Training, Inc. (2004-2011) 15 of 16

Resources and References Duarte, Deborah L. and Snyder, Nancy Tennant (2001). Mastering Virtual Teams: Strategies, Tools, and Techniques That Succeed (2 nd edition). San Francisco, California. Jossey-Bass Inc. Gido, Jack and Clements, James P. (1999). Successful Project Management. Cincinnati, Ohio. South-Western College Publishing. Gray, Clifford F. and Larson, Erik W. (2002). Project Management. The Managerial Process. San Francisco: McGraw-Hill Custom Publishing. Martin, Paula and Tate, Karen (2001). Getting Started in Project Management. New York. John Wiley & Sons. Mulcahy, Rita (2005). PMP Exam Prep: Rita s Course in a Book for Passing the PMP Exam (7th edition). RMC Publications. Project Management Institute (2004). A Guide to the Project Management Body of Knowledge (PMBOK Guide, 4 th edition). Newton Square, Pennsylvania. PMI Publications. Copyrighted by Achievement Consulting & Training, Inc. (2004-2011) 16 of 16