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Basic Project Management
- 1. Project Management 0011 0010 1010 1101 0001 0100 1011 1 2 4 Tony Bigonia
- 2. Definition: Project 0011 0010 1010 1101 0001 0100 1011 “A temporary endeavor undertaken to create a unique product or service or result.” 1 2 4 Beginning Middle End
- 3. Project Characteristics 0011 0010 1010 1101 0001 0100 1011 • Includes a start and end • Creates something new or fixes/improves 1 2 something that already exists • Proposes and supports change – temporary 4 • Performed by people and teams • Constrained by resources • Planned, Executed and Controlled
- 4. Projects? 0011 0010 1010 1101 0001 0100 1011 • Manufacturing a product on an assembly line. 1 2 • Writing a term paper. • Entering in sales receipts in an accounting 4 ledger. • Implementing a new software program. • Taking a phone call from a user.
- 5. Definition: Project Management 0011 0010 1010 1101 0001 0100 1011 “The discipline of planning, organizing, securing, and 1 2 managing resources to achieve specific goals.” 4 Beginning Middle End
- 6. Big Project 0011 0010 1010 1101 0001 0100 1011 1 2 4
- 7. Small Project 0011 0010 1010 1101 0001 0100 1011 1 2 4
- 8. Question 0011 0010 1010 1101 0001 0100 1011 If it’s small, why do I need Project Management? 1 2 4
- 9. Question(s) 0011 0010 1010 1101 0001 0100 1011 If it’s small, why do I need Project Management? 1 What approach do I use, what process do I 2 4 use, do I need a plan, what about standards, do I need a project manager, and…
- 10. Approaches 0011 0010 1010 1101 0001 0100 1011 • Traditional • Critical Chain • • Extreme Event Chain 1 2 • • • PRINCE2 Process-based Agile 4
- 11. Process Groups 0011 0010 1010 1101 0001 0100 1011 Initiating Planning 1 2 4 Monitoring & Controlling Executing Closing
- 12. The Plan 0011 0010 1010 1101 0001 0100 1011 Helps manage expectations Makes you think ahead Guides your activities 1 2 Changes once you start Helps you understand the 4 Helps you work out who effects of changes you need to hire Makes sure you are doing Works out the timeline and the right things budget
- 13. The Triangle 0011 0010 1010 1101 0001 0100 1011 Cost Scope Quality 1 2 Schedule 4 WARNING: Quality has many definitions!
- 14. Standards 0011 0010 1010 1101 0001 0100 1011 TCMF CMM V-MODEL 1 2 HERMES IAPPM 4 ISO PRINCE2 PMBOK 10006:2003 GAPPS TSP
- 15. Question(s) 0011 0010 1010 1101 0001 0100 1011 If it’s small, why do I need Project Management? 1 What approach do I use, what process do I 2 4 use, do I need a plan, what about standards, do I need a project manager, and…
- 16. Of course! 0011 0010 1010 1101 0001 0100 1011 1 2 4
- 17. The Project Managers Job 0011 0010 1010 1101 0001 0100 1011 • Define scope of project • Identify and evaluate risks • Identify stakeholders • Prepare contingency plan • • 2 Develop detail task list Identify interdependencies • • Estimate time requirement Develop initial project • 1 Identify and track critical milestones 4 plan • Participate in project • Indentify resources and phase reviews budget • Secure needed resources • Evaluate project • Manage change control requirements
- 18. Project Management 0011 0010 1010 1101 0001 0100 1011 Technical People Skills Skills Budgeting, Scheduling Documenting 1 Leading, Motivating, Listening, Empathizing 2 4 Which one’s are the most important for projects?
- 19. What you should look for… 0011 0010 1010 1101 0001 0100 1011 Effective Project Managers Ineffective Project Managers • Lead by example • Set bad examples • Are visionaries • Are not self-assured 1 2 • Are technically competent • Lack technical expertise • Are decisive • Are poor communicators • • 4 Are good communicators Are poor motivators • Are good motivators • Support team members • Encourage new ideas “A Leadership Profile of American Project Managers”, Project Management Journal (March 1998), 31-38
- 20. The Basics 0011 0010 1010 1101 0001 0100 1011 1. Define the end goals and objectives 2. Define the work 3. 4. Create the schedule Monitor the progress 1 2 5. 6. Communicate and listen Close the project and learn… 4
- 21. Goals and Objectives 0011 0010 1010 1101 0001 0100 1011 • Project Charter – Business Driver & Objective 1 2 – Strategic Alignment – Result of the work effort – deliverables and 4 benefits – Interdependencies – Team / Stakeholders – Project Milestones
- 22. Plan the Work 0011 0010 1010 1101 0001 0100 1011 Schedule Cost Scope Management Management Management Quality Integration HR 1 2 4 Management Management Management Risk Communication Procurement Management Management Management
- 23. Schedule 0011 0010 1010 1101 0001 0100 1011 1 2 4
- 24. Work the Plan 0011 0010 1010 1101 0001 0100 1011 • Monitor the Progress • Communicate and Listen 1 2 4
- 25. Close and Learn 0011 0010 1010 1101 0001 0100 1011 • Document the closure – Did you meet the goals and objectives • Learn from your stakeholders 1 2 4 – Surveys – Lessons Learned Sessions
- 26. Questions 0011 0010 1010 1101 0001 0100 1011 1 2 4 Tony Bigonia ajbigonia@wi.rr.com
Editor's Notes
- Does it fit the mold? Beginning – Middle - End
- Traditional – we will discuss this one moreCritical Chain – focus on the resource availability when tasks need to be doneExtreme – usually tied to extreme programming, but has been used for other kinds of projects.Event Chain – complements the critical path events of a project.PRINCE2 – manages projects with a clearly defined framework. Close to PMBOKProcess-based – normal project control adjusted to manage process based projects.Agile – human interaction management focused with the project seen as a series of small tasks, very flexible, rather than pre-planned.
- Also known as elements, in my world they are partially known as stages:Initiating – Business CasePlanning – Solution Definition/DesignExecuting – Solution ExecutionClosing – Solution Transition
- What does the plan accomplish?
- Only a small sample of the big ones. There are probably many more or subsets of these…
- Define the end goal and objectives – document this and make sure you have stakeholders and sponsors sign-off on this. This could be in the form of a Project Charter which defines the scope, schedule and cost of the project.Create the schedule – I recommend in the form of a high-level timeline and then you need to get to the work breakdown level with documented tasks. Make sure your team provides the tasks and the timeline for each.Monitor the progress – I recommend a weekly status meeting with all of the key project team members in which you discuss each line of the work breakdown structure.Communication and Listen – you should have weekly meetings with all your key project leads, if you are a team of one then make sure you meet with your sponsor as often as possible.Close the project and make sure you have feedback from as many people that were involved in your project so that you learn from that and apply it to the next project.
- Project Management Plan
- Project Management PlanOne on onesStatus meetingsReview the planSponsor meetingsTrainingCommunicationsAudience