2. • Overview - discussion of Project
Management
• Using Project Management Principles
• GTD for Project Management - Break
• Applying Project Management Ideas to
Your Next Project
• Using Project Management Ideas Even If
You Aren't Project Manager
• Discussion
3.
4.
5.
6. • Define the end before you begin (what does
success look like)
• Risk Management
• Cost, Time, Quality
(Cheap, Fast, Good)
10. • Integration Management • Project Quality Management
– 1. Develop Project Charter – 21. Plan Quality
2. Develop Project Management Plan 22. Perform Quality Assurance
23. Perform Quality Control
3. Direct and Manage Project Execution
4.
5.
Monitor and Control Project Work
Perform Integrated Change Control
• Human Resource Management
– 24. Develop Human Resource Plan
6. Close Project or Phase
25. Acquire Project Team
• Scope Management 26. Develop Project Team
27. Manage Project Team
– 7. Collect Requirements
8. Define Scope • Communications Management
9. Create WBS – 28. Identify Stakeholders
10. Verify Scope 29. Plan Communications
11. Control Scope 30. Distribute Information
31. Manage Stakeholder Expectations
• Time Management 32. Report Performance
– 12. Define Activities
13. Sequence Activities
• Risk Management
14. Estimate Activity Resources – 33. Plan Risk Management
15. Estimate Activity Durations 34. Identify Risks
35. Perform Qualitative Risk Analysis
16. Develop Schedule
36. Perform Quantitative Risk Analysis
17. Control Schedule 37. Plan Risk Responses
• Cost Management 38. Monitor and Control Risks
– 18. Estimate Costs • Procurement Management
19. Determine Budget – 39. Plan Procurements
20. Control Costs 40. Conduct Procurements
41. Administer Procurements
42. Close Procurements
11.
12.
13.
14.
15.
16.
17. • Traditional or "Waterfall" Project
Management
• Agile Project Management
o http://en.wikipedia.org/wiki/Agile_Project_
Management
• GTD Project Management
• PRINCE2
– Process based and business oriented, popular in
UK
18.
19.
20.
21.
22. • Gantt Charts
– Milestones
– Scheduling resources
– Overall planning document
• Work Breakdown Structure
• Communication
– IM, Email, Basecamp-like web space
– Communication plan should be part of
planning documentation
23.
24. • Use the 5 phases on your own part(s)
of the project, even if no one else is
• Review the project like you are the
manager, stay on top of things even if
your manager isn't
• Use free web tools to keep track of the
project yourself
25. One of the free
downloads available from
Gantthead
(www.gantthead.com).
Most downloads require
membership ($249 a
year), but some are free
– like this one.
Dashboard – easy to read
colors, quick view of
status
26. • MS Word and/or Excel
– Search templates for “project
management”
– Get lots of blank templates
• State of MO
– OA Project Management Manual -
http://oa.mo.gov/itsd/cio/projectmgmt/projectmgmtrefmanual.htm
• Texas Tech University -
http://www.depts.ttu.edu/infotech/pmguide.pdf
27. • Results without authority (book)
– Control through process
• Pick a process, any process
– Control through communication
• Good communication can help you exert
influence
• Use questions
Notes de l'éditeur
Project Scope "The work that needs to be accomplished to deliver a product, service, or result with the specified features and functions."[1] - Wikipedia
From: http://www2.cit.cornell.edu/computer/robohelp/cpmm/wbs-hierarchy2.jpgManage your own tasks, at least, using a WBS so that you know what you are doing…
“It doesn’t matter a great deal what specific processes you adopt,” he writes, “as long as they make good business sense, have meaningful support from your team and stakeholders, and are actually used.”After all, most of the communication and status updates will go through you, so you have a key role to play in controlling the flow of information. “To a great extent, what you say and how you say it will determine how you are perceived as a leader, particularly by your managers and peers,” Kendrick writes.Communications are two-way, and you also have the power of questions at your fingertips. As it’s unlikely that you can say no outright, you can use questions to your advantage. Be diplomatic, and use questions to check assumptions, assert the problem that you are trying to solve, establish risks, confirm success criteria and generally confirm that the project team is doing the right thing.http://www.amazon.com/gp/product/0814417817/ref=as_li_ss_tl?ie=UTF8&tag=wwwelizabharr-21&linkCode=as2&camp=1634&creative=19450&creativeASIN=0814417817