maverick leadership unlimited ecd afrika project management vani moodley 3 rd march 2012

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MAVERICK LEADERSHIP UNLIMITED eCD Afrika PROJECT MANAGEMENT VANI MOODLEY 3 RD MARCH 2012

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MAVERICK LEADERSHIP UNLIMITED eCD Afrika PROJECT MANAGEMENT VANI MOODLEY 3 RD MARCH 2012. PROJECT CLOSURE. PROJECT INITIATION. POST IMPLEMENTATION. PROJECT DEFINITION. PROJECT LIFECYCLE. MONITORING & CONTROL. DETAILED PLANNING. PROJECT PLANNING. PROJECT EXECUTION. - PowerPoint PPT Presentation

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Page 1: MAVERICK LEADERSHIP UNLIMITED eCD Afrika PROJECT MANAGEMENT VANI MOODLEY  3 RD  MARCH 2012

MAVERICK LEADERSHIP UNLIMITEDeCD Afrika

PROJECT MANAGEMENTVANI MOODLEY

3RD MARCH 2012

Page 2: MAVERICK LEADERSHIP UNLIMITED eCD Afrika PROJECT MANAGEMENT VANI MOODLEY  3 RD  MARCH 2012

PROJECT INITIATION

PROJECT EXECUTION

PROJECT CLOSURE

PROJECT PLANNING

PROJECT LIFECYCLE

POST IMPLEMENTATION

PROJECT DEFINITION

MONITORING & CONTROL

DETAILED PLANNING

PROJECT LIFECYCLE

Page 3: MAVERICK LEADERSHIP UNLIMITED eCD Afrika PROJECT MANAGEMENT VANI MOODLEY  3 RD  MARCH 2012

PROJECT INITIATION

• Develop a business case - describing the business problem or opportunity, listing the alternative solutions, undertaking a cost / benefit analysis and selecting the preferred solution to be delivered by a Project.

• Undertake a feasibility study – are the alternative solutions you have identified likely to satisfy the requirements of the customer?

• Establish the project charter - describes the Project Vision, Objectives, Scope, Deliverables, Stakeholders, Roles, Responsibilities and Implementation Plans

• Appoint the project Team• Set up the project office• Perform the phase review

Page 4: MAVERICK LEADERSHIP UNLIMITED eCD Afrika PROJECT MANAGEMENT VANI MOODLEY  3 RD  MARCH 2012

PROJECT PLANNING

• Create a Project Plan• Create a Resource Plan• Create a Financial Plan• Create a Quality Plan - set quality targets for your

project - ensure deliverables produced, meet needs of customer.

• Create a Risk Plan - helps identify risk and implement a plan to reduce it.

• Create an Acceptance Plan• Create a Communication Plan• Perform a Phase Review

Page 5: MAVERICK LEADERSHIP UNLIMITED eCD Afrika PROJECT MANAGEMENT VANI MOODLEY  3 RD  MARCH 2012

PROJECT PLANNING CONT.

• Identify all of the phases, activities and tasks• Sum up the effort needed to complete those tasks• Document all of the project inter-dependencies• List the planning assumptions and constraints• Create a detailed project planning schedule • Define the project scope & milestones• Identify the Work Breakdown Structure• Set and agree the target delivery dates• Monitor and control the allocation of resource• Report on the progress of the project, to the sponsor

Page 6: MAVERICK LEADERSHIP UNLIMITED eCD Afrika PROJECT MANAGEMENT VANI MOODLEY  3 RD  MARCH 2012

Quality Planning• Identifying the customers requirements• Listing the project deliverables to be produced• Setting quality criteria for these deliverables• Defining quality standards for the deliverables• Gaining your customers agreement with the targets set• Identifying the quality control tasks needed to control quality• Creating a Quality Control Plan, by scheduling the control

activities• Listing the quality assurance activities required to assure quality• Building a Quality Assurance Plan, by creating an activity

schedule

Page 7: MAVERICK LEADERSHIP UNLIMITED eCD Afrika PROJECT MANAGEMENT VANI MOODLEY  3 RD  MARCH 2012

Risk Planning

• Define Risk Management, as it aplies to your project• Identify the categories of risk which are relevant• List all of the types of risks which may occur• Determine the likelihood of the risks occuring• Calculate the impact on the project if risk does occur• Rank the risks identified in order or priority• Identify actions to take to prevent risk from occuring• List contingency actions to take, in the event that risk does

occur• Create a risk schedule, which allocates timeframes to your

risk actions• Implement a process to monitor and control risks

throughout the project

Page 8: MAVERICK LEADERSHIP UNLIMITED eCD Afrika PROJECT MANAGEMENT VANI MOODLEY  3 RD  MARCH 2012

Communication Plans• Listing your communications stakeholders• Defining each stakeholders communication needs• Identifying the required communications events• Determining the method and frequency of each event• Allocating resource to communicatons events• Building a communication event schedule• Monitor the communications events completed• Gaining feedback on communications events• Improving communications processes

Page 9: MAVERICK LEADERSHIP UNLIMITED eCD Afrika PROJECT MANAGEMENT VANI MOODLEY  3 RD  MARCH 2012

PROJECT EXECUTION

•Build Deliverables•Monitor and Control•Perform Time Management•Perform Cost Management•Perform Quality Management•Perform Change Management•Perform Risk Management•Perform Issue Management•Perform Acceptance Management•Perform Communications Management•Perform Phase Review

Page 10: MAVERICK LEADERSHIP UNLIMITED eCD Afrika PROJECT MANAGEMENT VANI MOODLEY  3 RD  MARCH 2012

PROJECT CLOSURE

• Perform Project Closure• Review Project Completion• Identify the project completion criteria• List any outstanding activities or deliverables• Create a plan for passing deliverables to your customer• Plan the handover of project documentation• Cease supplier contracts and agreements• Release projects resources to the business• Communicate the closure of the project• List all of the key activities needed to close a project• Create step-by-step instructions to help you complete it• Includes lots of practical examples, tips and hints• Is pre-completed to save you time and effort

Page 11: MAVERICK LEADERSHIP UNLIMITED eCD Afrika PROJECT MANAGEMENT VANI MOODLEY  3 RD  MARCH 2012

GANTT CHART

10. Create a financial plan

9. Create a resource Plan

8. Create a project plan

7. Perform Phase Review

6. Set up a project office

5. Appoint a project team

4. Establish the project charter

3. Consult with the relevant persons

2. undertake a feasibility study

1.Develop a business case

121110987654321

MonthsActivity

Page 12: MAVERICK LEADERSHIP UNLIMITED eCD Afrika PROJECT MANAGEMENT VANI MOODLEY  3 RD  MARCH 2012

Perceptions

“The World exists not merely in itself, but also as it appears to me.”C. G. Jung

Psychological Types

Compass Learning Guide – The Key to Personal Effectiveness – Section 1.3

Page 13: MAVERICK LEADERSHIP UNLIMITED eCD Afrika PROJECT MANAGEMENT VANI MOODLEY  3 RD  MARCH 2012

BUILDING AN EFFECTIVE TEAM

Page 14: MAVERICK LEADERSHIP UNLIMITED eCD Afrika PROJECT MANAGEMENT VANI MOODLEY  3 RD  MARCH 2012

Sure glad the hole isn’t at our end!

WHEN IT COMES TO TEAMS, WE’RE ALL IN THE SAME BOAT!

Page 15: MAVERICK LEADERSHIP UNLIMITED eCD Afrika PROJECT MANAGEMENT VANI MOODLEY  3 RD  MARCH 2012

Stages of Team Development

• Forming - the initial stage when the team atmosphere is symbolised by ‘Wintertime’ - The stage of defensiveness

• Storming, followed by Norming - the transition stage when the team atmosphere is symbolised by ‘Springtime’. When Storming, the team is in the process of working through its defensiveness. In the Norming stage the team discusses and develops its processes and working style.

• Performing - the working stage when the team atmosphere is symbolised by ‘Summertime’ – The stage of authentic behaviour

• Adjourning - the final stage when the team atmosphere is symbolised by ‘Autumn time’ – The stage of closure

Dr Bruce Tuckman published his Forming Storming Norming Performing model in 1965. He added the Adjourning stage in the 1970's.

The seasonal metaphor is the work of John Heron and details can be found in his excellent book ‘The Complete Facilitators Handbook.

Page 16: MAVERICK LEADERSHIP UNLIMITED eCD Afrika PROJECT MANAGEMENT VANI MOODLEY  3 RD  MARCH 2012

MethodsQ - How can you bring more method and structure to the

team?

Q - How can you better value the method and structure other

team members bring?

Shared processes

AchievementQ – How can you use your gifts to bring a goal focus to the team?

Q- How can you better value the goals focus other team members bring to the team?

Shared goals

TrustQ – How can you use your gifts to

create a trusting and supportive team atmosphere?

Q – How can you better value what others do to create trust?

Shared relationship

Environment Q – How can you make your team a creative, energised and inspirational place to work?Q – How can you better value what others do to make the team an inspiration?

Shared vision

SharedSuccess

THE INSIGHTS MODEL ON CREATING SUCCESSFUL TEAMS

Page 17: MAVERICK LEADERSHIP UNLIMITED eCD Afrika PROJECT MANAGEMENT VANI MOODLEY  3 RD  MARCH 2012

BUILDING A SUCCESSFUL TEAM

TEAM BUILDING MUST BE A :– A WAY OF LIFE– THE RESPONSIBILITY OF EVERY TEAM

MEMBER– A CONTINUOUS PROCESS– ABOUT DEVELOPING A CLEAR AND

UNIQUE IDENTITY– FOCUSSED ON A CLEAR AND

CONSISTENT SET OF GOALS

Page 18: MAVERICK LEADERSHIP UNLIMITED eCD Afrika PROJECT MANAGEMENT VANI MOODLEY  3 RD  MARCH 2012

BUILDING A SUCCESSFUL TEAM

• TEAM BUILDING MUST BE A :– A WAY OF LIFE– THE RESPONSIBILITY OF EVERY TEAM

MEMBER– A CONTINUOUS PROCESS– ABOUT DEVELOPING A CLEAR AND

UNIQUE IDENTITY– FOCUSSED ON A CLEAR AND

CONSISTENT SET OF GOALS

Page 19: MAVERICK LEADERSHIP UNLIMITED eCD Afrika PROJECT MANAGEMENT VANI MOODLEY  3 RD  MARCH 2012

BUILDING A SUCCESSFUL TEAM

TAKE SOFI HAGE TO YOUR MEETING

1. SUMMARISER 1. HARMONISER

2. ORIENTER 2. ANALYSER

3. GATEKEEPER 3. FACT SEEKER

4. ENCOURAGER 4. INITIATOR

IT IS IMPORTANT THAT ALL TEAM MEMBERS UNDERSTAND AND EMPLOY EACH OF THE FOUR TASK AND RELATIONSHIP ROLES.

Page 20: MAVERICK LEADERSHIP UNLIMITED eCD Afrika PROJECT MANAGEMENT VANI MOODLEY  3 RD  MARCH 2012

OPERATING AT YOUR MAXIMUM POTENTIAL

Page 21: MAVERICK LEADERSHIP UNLIMITED eCD Afrika PROJECT MANAGEMENT VANI MOODLEY  3 RD  MARCH 2012

PROJECT MANAGEMENT APPRAISALS

Page 22: MAVERICK LEADERSHIP UNLIMITED eCD Afrika PROJECT MANAGEMENT VANI MOODLEY  3 RD  MARCH 2012

Project Management Appraisal

• Assessment designed to – scrutinize the project's management, – test its effectiveness, and if found wanting, – to make recommendations for corrective action.

• A project management appraisal should be viewed as a – useful, – constructive and necessary diagnostic tool – available for augmenting the capability of the sponsoring

organization's project management team

Page 23: MAVERICK LEADERSHIP UNLIMITED eCD Afrika PROJECT MANAGEMENT VANI MOODLEY  3 RD  MARCH 2012

Project Management Appraisal

• PMA can therefore be used to:– Identify the strengths of current practices– Examine the effectiveness of project

communication and documentation, and clarify the relationships between project scope, quality, time and cost

– Identify barriers to better performance, or critical skills needed by project managers or their supporting teams to increase their effectiveness

– Provide for an exchange of ideas, information, problems, solutions and strategies with project team members, and thus develop a plan of action for carrying out improvements

Page 24: MAVERICK LEADERSHIP UNLIMITED eCD Afrika PROJECT MANAGEMENT VANI MOODLEY  3 RD  MARCH 2012

Project Management Appraisal

Time

Resources Output

The Project

Page 25: MAVERICK LEADERSHIP UNLIMITED eCD Afrika PROJECT MANAGEMENT VANI MOODLEY  3 RD  MARCH 2012
Page 26: MAVERICK LEADERSHIP UNLIMITED eCD Afrika PROJECT MANAGEMENT VANI MOODLEY  3 RD  MARCH 2012

MY PERSONAL THEME

“DOVES DON’T FLY WHERE EAGLES SOAR!”