SacProNet

An Overview ofProject Management

Techniques

Value to membersWhat value can be gained from this presentation by members not

in the PM field? Typical projects our members may encounter are mostly straight forward and do not call for any over sight. If you are dealing with a third party that includes monies and contracts you need to document and track your activities.

Building / remodeling a home.

Dealing with financial institutions

Selecting a PC or installing S/W

Working on contract or with a contractor

Developing children's school projects.

Managing a garage sale.

Setting up a family picnic.

AgendaThis presentation focuses on an “introductory” level for concepts and approach.

•What is a “Project”?

•What are project success obstacles?

•What is Project Management,

•What is a Project Sponsor?

•What are Stakeholders?

• What exactly does a Project Manager do?

•What does it take to be an effective Project Manager?

•What are Process Groups and Knowledge Areas?

•What are the most important tools, techniques, and activities that are utilized in these areas?

PM definition

Project Management is a process that uses tools and techniques to direct the use of various resources in order to achieve a set of clearly defined objectives. The success for any project is based on its management.

Project Management sets standards and recommendations on how projects are to be managed and control.

Projects have a finite life. They have a given start date and an end date for which its life exists. After completed the project may go into maintenance mode.

Sources of KnowledgeSources of information when a project is forming. Search for

knowledge in prior work activities.

Ideas

Brainstorming

Historical records and artifacts

Project Plans from similar projects. Lessons Learned from past projects.

Ask Questions. Conduct “over sight” by interviewing key stakeholders or SMEs (Subject Matter Experts). Ask what went right and what went wrong with prior projects.

Think and plan BEFORE you act and build

People (Stakeholders)

Project Sponsor. Owner of the project.

Project Manager.

Other Project Managers.

Key Stakeholders.

Internal. Business users and executives. External. Clients and customers. Govt Organizations and

Trade and Professional Associations. Project Team.

Subject Matter Experts.

Technical / Business Team.

Project Plan

The Project Plan (usually kept in a binder) is a collection of all documents, sub-plans, and artifacts used during the duration of the project. It should be thought of as the “roadmap” to completing the project.

The Project Plan Collectively, items define the artifacts and processes that will be used for establishing the milestones, deliverables, tasks, and due dates. The Project Plan will contain procedures that describe “how” processes and activities to be “managed.”

Kickoff Meeting

To introduce the project Introduce team members to each other Review Roles and Responsibilities Review major deliverables Set expectations Team building activity Build momentum

The Project Charter

The charter should be created by the sponsor with input from the Executive Management Team, and the Project Manager.

The “typical” project charter is a document that: Formally authorizes the project Defines the scope, objectives, and participants Provides the project manager with the authority

and use of organizational resources.

5 Process Groups Initiating. Beginning of a project; Defining the

objectives; Develop a project scope, assumptions, and constraints.

Planning. Develop the project plan and schedule, Defining objectives and identifying methods to achieve the desired results.

Executing. Coordinating all resources in order to carry out the Project Plan.

Controlling. Ensuring that project objectives are met by means of measuring and monitoring progress at regular intervals, and taking corrective action as needed.

Closing. Ending a project phase and achieving “formalized acceptance.”

9 Knowledge Areas Integration

Scope

Time

Cost

Quality

Human Resources

Communications

Risk

Procurement

Scope Management

Project Scope Management focuses on defining and controlling all work areas of the project to ensure that the project will be accomplished successfully.

The main processes of Scope Management include: Scope Definition, Scope Planning, Scope Verification, Work Breakdown structure and Scope Control.

Work Breakdown Structure

A “Work Package” is “task” at the lowest level of the WBS.

It represents a level of work that a Project Manager can monitor and control.

The WBS can be viewed in two different forms; Chart form Tabular form

Risk And Issue Management

Risk Management -The process involved with identifying, analyzing, and responding to a risk. It includes maximizing the results of positive events and minimizing the consequences of adverse events.

Issue Management -The process of identifying immediate problems and resolving them.

Risk Management

Risk Management is an integral part of Project Management. It involves the identification of both opportunities and threats.

Threats can be managed by the following processes: Define the Risk Management Plan and processes Identifying each risk and assessing its possible impact Develop a risk response plan Implement the plan

Risk CategoriesRisk Categories are common groupings of risk that can affect the

project. There are many ways to categorize risks.

Technical

Performance, Quality

Financial Risk

Business

Organization

Management

Project Management

External Risks

Project Control Points

Project Control Point – An event that is scheduled, at several predetermined time intervals during the life of the project, and used for analyzing project status. Gather information: Resources, Scope,

Schedule Interview team members Validate information Analyze data and variances Apply to Project Plan and sub-plans.

Change Control A collection of formal procedures that define how project

deliverables (and documents) will be controlled, changed, and approved.

Anticipate Change. It will happen.

A change control process is necessary to request, consider, and decide on changes to schedule, scope and resources.

Submit a change request form

Assess the extent and impact of the change

Seek approval and document the change

Communication and ReportingIdentify, capture, collaborate, and communicate

project, risk, and issue information in a format and

time frame that enables team members to take

corrective action.

• Status Reports

• Risk and Issue Registers

• Team Meetings

• Customer Meetings

• Invoicing

Gantt Chart

Gantt Chart

Triple Constraint

WBS

Work Breakdown Structure

Reference Sites

www.carlosconsulting.com www.allpm.com www.4pm.com www.gantthead.com www.pmhut.com www.pmtoolbox.com