Did you know? For every Billion spent on projects globally, enterprises lose about 97 million dollars due to poor project performance. Let's face it - we are all managing projects every day! They may be simple or more complicated, but undoubtedly you are managing projects within your role. You don't need to be a project manager to learn how to manage your projects effectively and efficiently. This interactive presentation will provide the basics of managing projects - regardless of their size or complexity. Webinar attendees will learn a variety of tools, techniques and best practices to enable them to more efficiently manage the projects they are assigned and the projects they want to undertake, including how to socialize initiatives to get buy-in from others. This webinar will provide you with a better understanding of how project management can assist you in performing your role in your organization. Areas covered: Project Scope Statements Developing the business case for your projects Identifying and managing stakeholders Developing your Project Plan Itemizing your Work Breakdown Structure and activity list Enhancing your Communications Plan Identifying, planning and managing project risks Managing changes to the project Reporting on status Driving decisions from the team and key stakeholders Click here to check upcoming webinar for project management https://goo.gl/M9v8oP About Invensis Learning Invensis Learning is a leading training and professional development solutions provider. We deliver globally-recognized training and certifications to individuals and enterprises to aid key business transformations and help to stay relevant by closing skill gaps and cultivate an environment that fosters continuous learning. We have trained 10000+ professionals over wide portfolio of training and certification courses. We are a trusted partner of many Fortune 500 companies for training and development For more details please visit: https://www.invensislearning.com/

1. Webinar - Project Management Best Practices
Completing Every Project on Time and on Budget
With - Chris DeVany
CEO, Trainer, Author and Avid Traveler
FEBRUARY 15th, 2018
11:00 AM EDT | 04:00 PM UTC
www.invensislearning.com

2. 2
About Invensis Learning
Invensis Learning is a leading certification training provider for individuals and enterprises globally. Our
expertise in providing globally-recognized IT & Technical certification courses has enabled us to be one of
the trusted certification training partners for many Fortune 500 organizations and Government institutions
worldwide. Invensis Learning has trained and certified thousands of professionals across a wide-range of
categories such as IT Service Management, Project Management, Quality Management, IT Security and
Governance, Cloud Computing, DevOps, Agile Project Management, and Digital Courses. Invensis
Learning’s certification training programs adhere to global standards such as PMI, TUV SUD, AXELOS,
ISACA, DevOps Institute, and PEOPLECERT.

3. 3
Housekeeping
 The webinar will last up to 60 minutes
 You can ask questions throughout the Webinar, using the Chat panel on the right hand
side of the slide. These will be answered during the Q&A session towards the end.
 Post webinar, a recorded copy will be sent to your email

4. 4
Speaker Profile
Chris DeVany
CEO, Trainer, Author and Avid Traveler
Chris DeVany is the founder and president of Pinnacle Performance
Improvement Worldwide. He has published numerous articles in
the fields of surviving mergers and acquisitions, surviving change,
project management, management, sales, team-building, leadership,
ethics, customer service, diversity and work-life balance, in
publications ranging from ASTD/Performance In Practice to Customer
Service Management. His book, “90 Days to a High-Performance
Team”, has helped and continued to help thousands of executives,
managers and team leaders improve performance. Chris holds
degrees in management studies and organizational behavior from
Boston University. He has traveled to 22 countries and 47 states in
the course of his career.

5. 5
Learning Objectives
 Manage projects consistently
 To raise awareness to the process of Project Management
 Acquire or enhance project management skills
 To increase communication Skills

6. 6
Methodology
 Present the process
 Apply it to a project

7. 7
Why Use Project Management?
 To save us time, energy and frustration
 To give our internal customers more time to be spent with external customers
 Gets product to market faster
 Improves the quality of our work lives
 To meet Corporate Goals

8. 8
What is Project Management?
… the negotiation of commitments from specialized resources
and the guidance of those resources toward specific business
objectives within a wider organizational strategy.

9. 9
Why Project Management?
To eliminate
“reinventing the
wheel” by
standardizing routine
project work
To reduce the
number of tasks that could
potentially be overlooked
during the project
To minimize risk of
project failure
To ensure that customer
requirements are met in an
efficient manner
To promote teamwork
and cross-functional
accountability

10. 10
What is a Project?
A temporary endeavor, undertaken to create a unique product or service
(PMBOK definition).

11. 11
Project Life Cycle
Plan the Execution Perform the Tasks Achieve
the
Results
1.0
Initiate
Project
2.0
Plan
Project
3.0
Implement
4.0
Control
5.0
Complete
Project

12. 12
Initiate the Project
Plan the Execution Perform the Tasks Achieve
the
Results
1.0
Initiate
Project
2.0
Plan
Project
3.0
Implement
4.0
Control
5.0
Complete
Project

13. 13
1.0 Initiate the Project
1.0
Initiate
Project
1.1
Assemble
Core Team
1.3
Conduct
Preliminary
Planning
1.4
Validate
Project
Initiation
1.2
Build Core
Team
Ownership
Charter
from
Executive
Sponsor
Past Lessons
Learned
INPUTS

14. 14
1.1 Assemble Core Team
Identify 6 – 9 Core Team members:
 Project Manager works with Project Leader, Project Executive Sponsor and Functional
Leaders to assign resources for each functional area to be represented on the Core
Team based on best available match of required skills
 Verify availability of proposed Core Team members
 Create Core Team organization chart
 Project Manager holds one-on-one discussions with Core Team members to prepare
them for involvement with project initiation and planning
1.0
Initiate
Project

15. 15
Core team
 Provides strategic direction for the project by utilizing their decision making authority to
bring resolution to issues raised by the various sub-teams involved in the development of
the product.
 Delivers the product against the established timeline by escalating any
issues/concerns/decisions affecting their ability to deliver against the timeline to the
management team and executive sponsor managing the budget for the development
project

16. What might a Core Team Structure look like?

17. 17
Project Leader/Manager Responsibility
Back up
• Guides the establishment of the vision and tone for the team
• Participates in the development of the team’s strategic direction and maintains the team alignment
• Major Content Owner for Team
• Primary Overall Strategic Leadership
• Ensure Project Plan Allows Rapid and
Robust Time to Market
• Know Skills/Resources Needed
• Issue Resolution/Risk Identification
• Ensures Sound Decisions
Project LeaderProject Manager
• Major Process Owner for Team
• Minutes/Agendas/Meetings
• Communication: Center of Team
Communication Plan
• Tools of the PM Trade
• Project Plan
• Resources Management
• Resolution of Issues - Facilitation
• Financial
• Integration

18. 18
1.2 Build Core Team Ownership
 Review Inputs
 Develop the Project Overview Statement - POS
 Identify stages and milestones
 Develop Influencer Assessment:
 Develop Communication Plan:
1.0
Initiate
Project

19. 19
Project Overview Statement
Project
Name:
Parent
Project Code:
Project
Manager:
Project
Leader:
Core Stakeholders:
Goal/Mission: Who are we, What is the main deliverable and for whom?
Organizational objective this achieves
Objectives (Deliverables)
Major Activities/ Groups of activities
Potential Obstacles Contingencies
Critical Success Factors
Budget:
Time Frame:
Prepared By (Team
Members):
Date:
Revision:
Approved By Core
Stakeholder
Group:
Date

20. Finish the Statement:
This project will be completed when ...

21. 21
Relating Goal to Corp Objective
Product Leadership -- example of strategy
Objective #2
P 1 P2 P3 P4 P5 P6 P7
Objective #1

22. 22
Responsibility Assignment Matrix
Major
Activity
PM PL TM1 TM2 TM.x
I=Input required, P= Participate, A= Accountable, R= Review, S: Sign off

23. 23
Communication

24. 24
Understanding the Communication Process
Intended Message > Encoded Message
You (background past experiences,
organizational pressures, personality,
self-image, etc.)
Perceived message > decoded message
The other person (background, past
experiences, personality, self image, etc.
Actual Message
Content, tone, body language facial
expression, context, etc.
There are
potential
sources of error
every step of
the way

25. 25
Communication
 WHY: One of most important factors in ensuring successful completion of project
deliverables.
 WHO: Sponsor, Stakeholders, Team members
 HOW: Written Reports, Meetings, Schedules, Databases, One - on - One
 TOOL: Communication documentation

26. 26
Influencer Assessment
 Identification of people who can have an impact on the project, either positive or negative
and the action plan used to manage their influence.
 Revisited and revised as necessary
 Used to generate a project communication plan

27. 27
Influencer Assessment
Influencer Reason Action
Plan
Responsibility Due
Date
Status

28. 28
Communication Plan
 Provides a protocol for communication with project sponsors, stakeholders and team
members provides information regarding the audience.
 Should be developed upon initiation of the project team and should be used to manage
communication activities.

29. 29
Communication Plan/History
Audience
Group
Purpose / Key
Message
Delivery
Vehicle
Developer
/Owner
Date Feedback/ Comments
Steering
Committee
Update steering
committee on progress
towards achieving next
milestone
Presentation Project Manager 09/15/16 Document the meeting

30. 30
2.0 Create An Integrated Development Plan
Plan the Execution Perform the Tasks Achieve
the
Results
1.0
Initiate
Project
2.0
Plan Project
3.0
Implement
4.0
Control
5.0
Complete
Project

31. 31
2.0 Process to Plan the Project
2.1
Organize Full
Project Team
2.2
Develop
Detailed Sub-
Team Plans
2.3
Rigorously
Revise Project
Plan
Initial Budget
Estimate
INPUTS
Formal
Approval from
Sponsor
Continued on next
page
Top-Down Project
Plan
Plan
Project

32. 32
2.0 Process to Plan the Project (continued)
Plan
Project
2.4
Validate the
Estimate
2.7
Initiate Team
Member
Performance
2.6
Assign
Resources to
Tasks
2.5
Establish Other
Resources
2.1
Organize Full
Project Team

33. 33
2.1 Organize the Full Project Team
 Determine resource requirements and assignments for
each Sub-Team
 Create organization chart for Full Team
 Conduct Project Kick-Off meeting
 Plan for education and motivation for Team members
Plan
Project

34. 34
_____
____
___________________
_____
____
_____
_____
____
_____
________
= Individual
Contributors
= Team
Full Project Team
Empowered Multi-
functional Team
Core Team
X
X
HR
Procurement
Travel Finance
Project Leader
Project Manager
Executive Sponsor

35. 35
2.2 Develop Detailed Sub-Team Plans
 Review major activities, objectives, and Project Plan defined by Core Team
 State all assumptions
Plan
Project
Develop
Sub-Team
POS
ID
Activities
Determine
Duration
Create
Schedule
Determine
Resources
Cost
Estimates
Major
Milestones
ImplementationRisk

36. 36
Develop a sub-team POS
 All Sub-team members present
 Alignment with the Core Team POS

37. 37
2.2 Develop Detailed Sub-Team Plans
 Review major activities, objectives, and Project Plan defined by Core Team
 State all assumptions
Develop
Sub-Team
POS
ID
Activities
Determine
Duration
Create
Schedule
Determine
Resources
Cost
Estimates
Major
Milestones
ImplementationRisk
Plan
Project

38. 38
Identify Relationships/Dependencies
Predecessors and Successors
Finish-to-Start
Start-to-Start
Finish-to-Finish
From Task must finish before to
task can start
From Task must start before to
task can start
From Task must finish before to
task can finish

39. 39
2.2 Develop Detailed Sub-Team Plans
 Review major activities, objectives, and Project Plan defined by Core Team
 State all assumptions
Plan
Project
Develop
Sub-Team
POS
ID
Activities
Determine
Duration
Create
Schedule
Determine
Resources
Cost
Estimates
Major
Milestones
ImplementationRisk

40. 40
Establishing a Milestone Schedule
A schedule established so that you can track major activities of a project to get an overall
determination of how a project is doing.
Guideline for milestones
< 1 year
Project length
greater than 1 year

41. 41
Critical Path Method
Critical Path: The sequence of activities having zero float.
Float: The amount of delay that could be tolerated in the starting time or completion time of
an activity without causing a delay in the completion of the project.
Project Planning and Control--Advanced Management Services, 1998.

42. 42
2.7 Manage Full Team Member Performance
 Train:
• Analysis of skills needed vs. skills available
• Team Training
• Project Comprehension
 Motivate:
• How will this project benefit you as individual?
• How could this project hurt you?
• Why do you want to create the proposed change?
• What will be your role in this project?
• What could make you want to leave this project before its completion?
 Manage:
• Ongoing meetings
• Performance Measurements
• Accountability
Plan
Project

43. 43
Metrics
Application Roll out
1. 100 users set up
2. < 10 help desk calls
3. < 5 bug fixes
4. % of requirements met
5. 90% trained
Setting up a new location
1. All users set up
2. < 10 help desk calls

44. 44
Transition to Implementation
 Finalized and approved Project Plan
 All resources secured
 Prepared to execute (in a focused way)

45. 45
3.0 Implement
Plan the Execution Perform the Tasks Achieve
the
Results
1.0
Initiate
Project
2.0
Plan
Project
3.0
Implement
4.0
Control
5.0
Complete
Project

46. 46
3.0 Process to Implement
Implement
3.4
Present
Report
3.1
Execute
the plan
3.2
Generate
Status
Reports

47. 47
Progress Updates
 Executing tasks
 Milestones by Project Report
 Communicating on variances
 Highlighting critical issues and solutions
 Monitor against the plan
Implement

48. 48
Implement Contingencies
 Risks identified
 Contingency plans reviewed and executed
 Evaluate impact on plan
 Continue on course

49. 49
Report Project Status
 Communicate project status to Project Executive Sponsor or Full Team members
 Report project status to Project Executive Sponsor or Full Team members at key time
points
Implement

50. 50
Monthly Report by Project
Goals Baseline Current Days Reason for Change Critical Issues
Variance
ID Task Name
20 First Dose in First Human
65 Decision t o Move t o next Stage
85 First Patient Treat ed in Eff icacy St udy
140 End of Phase II Meeting (Hematological)
246 End of Phase II Meeting (Solid Tumor)
420 Decision t o Move t o Pivotal
453 NDA Meeting For Mult iple Myeloma
454 Decision t o Move t o Submission (Hemat ologic)
480 NDA Meeting For Solid Tumor
481 Decision t o Move t o Submission (Solid)
484 File Hematological
486 Decision t o Launch (Hemat ologic)
488 File Solid Tumors
490 Decision t o Launch (Solid)
492 Launch Solid Hematological
493 Launch Solid Tumors
10/7
12/18
2/26
5/13
9/23
9/24
1/19
1/20
10/12
10/13
2/19
8/20
11/12
5/16
8/23
5/17
H1 H2 H1 H2 H1 H2 H1 H2 H1 H2 H1 H2 H1 H2 H1 H2 H1
1998 1999 2000 2001 2002 2003 2004 2005 200
Financial Report

51. 51
Status Meetings
 Discuss and Resolve Issues
 Make Decisions
 Discuss the work for the upcoming time period between meetings

52. 52
Implementation Tools
 Problem Solving
 Decision Making
 Conflict Management

53. 53
Integrating Control
 Occurs during implementation
 Way to manage changes during a project
 Provides documentation to changes in scope, budget and resources

54. 54
4.0 Control
Plan the Execution Perform the Tasks Achieve
the
Results
1.0
Initiate
Project
2.0
Plan
Project
3.0
Implement 4.0
Control
5.0
Complete
Project

55. 55
4.0 Control Project
Control
4.2
Present
Report
4.1
Change
Control
OUTPUT
Decision to Continue
to Move Project
Forward or to
Terminate Project

56. 56
4.0 Change Control
Procedures in place to manage changes in:
 Scope
 Schedule
 Cost
 Quality
 Risk
 Contract Administration
Control

57. 57
Change Control Process
 Identify Change
 Assess Impact on the Project
 Evaluate options
 Communicate desired actions
 Gain approval
 Adjust plan according to change
 Document Change

58. 58
ID Change/Assess Impact
Proposed Description of Change Item (include reason for change)
Estimate Effect on Schedule Duration (+/- days) __________
Estimated effect on Budget: ________________
Estimated effect on Resources (More/Less) Quantity: ________________Type:
____________________
Additional Tasks
needed:________________________________________________________________________________________
_________________________________________________________________________________________________
________________________________________________________________

59. 59
Evaluate Options/Gain Approval
Authorization
Change Order Enacted: No ______ Yes _____
___________________________ ___________ _____________________ _______
Project Leader Date Stakeholder Date
___________________________ ___________
Project Manager Date

60. 60
Adjust Plan/Document
Finalize
Actions
Timeline Adjusted
Budget Adjusted
Risk Plan Adjusted
Communication to affected resources

61. 61
Change Log
Change Item Control Log
Change
Order
Number
Date
Initiated
Date
Action
Taken
Approved
(Yes/No)
Cost
Change
+/-
Delay/
Acceleratio
n From/To
Work
Started
Work
Complete
d

62. 62
5.0 Complete the Project
Plan the Execution Perform the Tasks Achieve
the
Results
1.0
Initiate
Project
2.0
Plan
Project
3.0
Implement
4.0
Control
5.0
Complete
Project

63. 63
5.0 Process to Complete the Project
6.3
Transfer
Project
Ownership
6.2
Finalize
Document
ation
6.4
Release
Resources
Decision to
Terminate
Project or
Approval of
Project
Completion
INPUTS 6.1
Conduct
Lessons
Learned
Complete
Project

64. 64
Lessons Learned: Sponsor Meeting
 Review the commitments that were made
 Solicit feedback on customers’ satisfaction
• review and approval process
• how effectively project resources were used
• quality and frequency of progress reports
• project process

65. 65
Lessons Learned: Team Input
 Hold a project team meeting to review:
• The objectives and deliverables for the project
• Review and approval process
• Team membership
• Compare “actual” to plan
• Develop improvement ideas
 Ask:
• “What went well?”
• “What would we do differently?”

66. 66
Finalize Documentation
 Create the Executive Summary
 Attach reports on project variances; feedback from the customer, sponsor and team;
lessons learned; and recommendations for future projects
 Distribute the report and archive it

67. 67
Transfer Project Ownership
 Provide project documentation
 Provide contacts

68. 68
Release Resources
 Celebrate
 Hand out rewards for achieved metrics
 Move onto next assignment

69. 69
Project Life Cycle
Plan the Execution Perform the Tasks Achieve
the
Results
1.0
Initiate
Project
2.0
Plan
Project
3.0
Implement
4.0
Control
5.0
Complete
Project

70. 70
Learning Objectives
 Manage projects consistently
 To raise awareness to the process of Project Management
 Acquire or enhance project management skills
 To increase communication Skills

71. 71
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72. 72
Questions
 Now the Session is open for Question and Answers
 Please drop your questions in the Q & A panel

73. 73
Thank you for joining us...
Thank
you!

74. 74
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