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D R S U E G R E E N E R
PROJECT MANAGEMENT
A PRACTICAL OVERVIEW
THE 6 PHASES OF A PROJECT?
1. Enthusiasm
2. Disillusionment
3. Panic
4. Search for the guilty
5. Punish the innocent
6. Praise and reward the
non-participants.
SERIOUSLY, PROJECTS CAN HIT
TROUBLE
Through:
• Inadequate project definitions at start
• Not making a sufficient business case for
the project to stakeholders (costs and
benefits)
• Lack of communication within teams
• Allowing insufficient time for actions
• Inadequate definitions of roles and
responsibilities
• Lack of control & co-ordination through
the project
• Ignoring constraints and thinking the
project is more important than ongoing
work at the client organisation
• Ignoring risks
THE PROJECT LIFE CYCLE
1. Identify problem
2. Gather data
3. Analyse data
4. Generate solutions
5. Select the best
6. Plan the implementation
7. Implement and test
8. Monitor and evaluate.
Too
theoretical –
it rarely
happens this
way
THINK OF A PROJECT YOU HAVE COMPLETED
E.G. AN ASSIGNMENT
1. When did you first get or get given the idea? At what stage in the process? How
much later was it before you knew what you had to do? what steps were involved?
By you? By others?
2. How did you plan it? Did you decide on the resources needed or was it decided for
you? (tools, equipment, supplies, people etc)
3. Once underway, did it go to plan? In budget, time & quality? Any unforeseen
problems? If so, how did you cope?
4. On completion were there resources unused?
5. After completion did you analyse what happened? Ideas for improvement?
REALISTIC PROJECT CYCLE
Initiation
• Defining the project objectives & scope
• Structuring the project
Planning
• Scheduling the project
• Analysing the plan for risks
• Reviewing the plan and assumptions
• Establishing controls
Execution
• Action
• Keep monitoring controls,
changing where needed
Closure
• Report to stakeholders
• Review for future learning
HOW DO WE GET STARTED?
• Projects:
• Have unique outcomes
• Are concerned with change
• Take place over a limited and defined period of time
• Use a variety of resources
• To manage a project successfully you need to meet the
needs of:
• The client organisation
• The project
• The project team
WHAT DO WE NEED? INFORMATION
• Information about the project
• Clear, specific, numerate, accurate
• Duration, cost/budget, complexity,
importance to client, risk, level of
innovation, links with other projects
• Stakeholders to the project
• Any key milestones - dates
• Information about the project team
• Expertise, skills, time allocation
• Knowledge about the project
• Commitment
• How to connect and share
• Project roles and responsibilities
THE PLAN
• Verbal agreement and brainstorms are not plans
• Plans need to be recorded, in a way that is shareable and can be
updated easily through the project
• Plans have overall outcomes but also tasks which must be tracked
and achieved in relevant order
• Plans must:
• Have enough detail to be meaningful but not too complex
• Be easily understood by all in the team
• Be easy to change, update, revise
• Be easy to use for monitoring project progress & helping communication
• A good plan will be based on a Project Specification – giving scope,
aims, key milestones and deliverables which everyone signs up to.
This is the project sales document
THE PLAN IN DETAIL
• Deliverables from the project
• Overall timescale, cost/budget
• Actions needed to achieve deliverables within time
span at budgeted cost
• When these actions should start and finish
• Who will carry out the actions
• What resources (information, data, tools, research)
are needed to achieve these actions
• A work breakdown schedule (WBS) will summarise all
the above
INTERDEPENDENCY OR HOW PLANS
GET TANGLED
• Some actions must be completed
before others, other actions can be
simultaneous
• A Gantt chart is the simplest way to
identify and communicate these
interdependencies
• Needs a horizontal timescale
• A vertical list of activities/tasks
• A horizontal bar for each activity to show
duration against timescale
• Should visually show critical path
through the project
• More complex projects are likely to
need Critical Path Analysis (CPA) or a
network analysis showing time slack
between activities eg PERT or a
software tool like PRINCE2
GROUPS INTO TEAMS AND HOW
TO MANAGE PROJECT MEETINGS
PROJECT TEAM MEETING GUIDE 1
• The goal is effective meetings where discussion
takes place, all perspectives are respected and you
leave the meeting with a sense that you’ve made
progress towards the project goals
• First meeting
• Get acquainted
• Discuss how you’ll handle meetings
• Elect a co-ordinator, a recorder and a time-keeper (can
rotate)
• Clarify the project
• How will leadership be provided for various phases/key tasks
of the project?
• Plan how you will communicate and how often
• Make sure everyone signs up to the project specification and
the work breakdown schedule
THE TASK CYCLE – QUESTIONS TO DISCUSS
IN THE TEAM
 Purpose:
 Why is the team here and what exactly is the reason for the task
ahead? How does the task fit in to ongoing client systems?
 Output (s):
 What outputs are needed? What will they look like? When are they
needed? Who are they for? Will client staff need training?
 Process:
 How can we achieve the outputs? What methods or means can we
use? What ground rules can we agree?
 Capability:
 What knowledge or information do we need? What skills or
resources would help? What is the minimum needed before we
start?
 Roles:
 Who will do what? Do we have specific expertise? Contacts?
 Monitoring:
 How will we keep track? What systems do we need?
PROJECT TEAM MEETING GUIDE 2
• Planning future meetings
• Set regular meeting times in
calendars but cancel if not
needed
• Set a beginning and end time
for meetings
• Time agenda items before or
at start
• Prioritise what must be done
at the meeting and what
could be left over
• Prepare for meetings
• Ensure you have completed
all your set tasks from
previous meetings
• Send agenda to team
members
PROJECT TEAM MEETING GUIDE 3
• Running a meeting
• Start and end the meeting on time
• Stick to the agenda – time keeper takes charge
• Use the task cycle and the project specification and work breakdown
schedule
• Use brainstorming techniques for creative sessions
• Attack problems, not the people in the group. Try to reach consensus,
Give a little and take a little.
• Divide up the tasks, take turns in doing various tasks
• Transition to next meeting
• During the meeting, record decisions, deadlines and assignments
• At end of each meeting: review decisions and deadlines, make certain
all team members know their responsibilities, evaluate your meeting
processes, how your group worked and suggest improvements
• A simple way to do this is to use someone’s mobile – set to video and
pass around the team – everyone says what they agreed to do by when.
Keep it very short and upload to a common space – see later slides.
HELPFUL HINTS FOR SMOOTH
PROJECT ACTION
• Plan for contingencies
• Accept things will go wrong
• Your project is not alone,
remember the implications for
client staff and systems
• Keep talking to all members of
the team, don’t let one go quiet
• Time planning – Gantt charts
can be adjusted and should be
kept updated
• Committing to take action
means exactly that. Not giving
excuses for non-completion
• If you can’t do what you
agreed, communicate fast,
don’t wait until a meeting to
own up
• Take ownership – at least of
part of the project
• Always ask questions, never
pretend you understand if you
don’t
• Keep the client in mind – this is
not about the project team, it’s
about the deliverables to the
client
• When you bring information to
the team, always give the
source / evidence
• Make a difference – or why do
it?
• The client presentation is not
the end, evaluate and learn
PROJECT EVALUATION
• Have the objectives been met?
• Are the benefits of the project quantified to the client?
• Did the project outcomes fit with the client’s organisation?
• Are the sponsors or clients of the project satisfied with the outcome?
• Was the project delivered on time?
• Did the project keep to budget (that includes people hours and use of any
resources)?
BUSINESS CHALLENGES
• Four groups: Four business
challenges
• How can you see the
projects in each team
shaping?
• Can you predict common
milestones?
• How can you share activity
within the groups?
• Consider Trello
(video intro at
https://trello.com/guide/go_de
eper.html)
BUSINESS CHALLENGES
• Four groups: Four
business challenges
• How can you stay in
touch for free without
trawling through emails
and worries about
incompatible messaging
systems?
• Consider WhatsApp
(download to phone at
https://www.whatsapp.com/
download/

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Project management - a practical overview Sue Greener

  • 1. D R S U E G R E E N E R PROJECT MANAGEMENT A PRACTICAL OVERVIEW
  • 2. THE 6 PHASES OF A PROJECT? 1. Enthusiasm 2. Disillusionment 3. Panic 4. Search for the guilty 5. Punish the innocent 6. Praise and reward the non-participants.
  • 3. SERIOUSLY, PROJECTS CAN HIT TROUBLE Through: • Inadequate project definitions at start • Not making a sufficient business case for the project to stakeholders (costs and benefits) • Lack of communication within teams • Allowing insufficient time for actions • Inadequate definitions of roles and responsibilities • Lack of control & co-ordination through the project • Ignoring constraints and thinking the project is more important than ongoing work at the client organisation • Ignoring risks
  • 4. THE PROJECT LIFE CYCLE 1. Identify problem 2. Gather data 3. Analyse data 4. Generate solutions 5. Select the best 6. Plan the implementation 7. Implement and test 8. Monitor and evaluate. Too theoretical – it rarely happens this way
  • 5. THINK OF A PROJECT YOU HAVE COMPLETED E.G. AN ASSIGNMENT 1. When did you first get or get given the idea? At what stage in the process? How much later was it before you knew what you had to do? what steps were involved? By you? By others? 2. How did you plan it? Did you decide on the resources needed or was it decided for you? (tools, equipment, supplies, people etc) 3. Once underway, did it go to plan? In budget, time & quality? Any unforeseen problems? If so, how did you cope? 4. On completion were there resources unused? 5. After completion did you analyse what happened? Ideas for improvement?
  • 6. REALISTIC PROJECT CYCLE Initiation • Defining the project objectives & scope • Structuring the project Planning • Scheduling the project • Analysing the plan for risks • Reviewing the plan and assumptions • Establishing controls Execution • Action • Keep monitoring controls, changing where needed Closure • Report to stakeholders • Review for future learning
  • 7. HOW DO WE GET STARTED? • Projects: • Have unique outcomes • Are concerned with change • Take place over a limited and defined period of time • Use a variety of resources • To manage a project successfully you need to meet the needs of: • The client organisation • The project • The project team
  • 8. WHAT DO WE NEED? INFORMATION • Information about the project • Clear, specific, numerate, accurate • Duration, cost/budget, complexity, importance to client, risk, level of innovation, links with other projects • Stakeholders to the project • Any key milestones - dates • Information about the project team • Expertise, skills, time allocation • Knowledge about the project • Commitment • How to connect and share • Project roles and responsibilities
  • 9. THE PLAN • Verbal agreement and brainstorms are not plans • Plans need to be recorded, in a way that is shareable and can be updated easily through the project • Plans have overall outcomes but also tasks which must be tracked and achieved in relevant order • Plans must: • Have enough detail to be meaningful but not too complex • Be easily understood by all in the team • Be easy to change, update, revise • Be easy to use for monitoring project progress & helping communication • A good plan will be based on a Project Specification – giving scope, aims, key milestones and deliverables which everyone signs up to. This is the project sales document
  • 10. THE PLAN IN DETAIL • Deliverables from the project • Overall timescale, cost/budget • Actions needed to achieve deliverables within time span at budgeted cost • When these actions should start and finish • Who will carry out the actions • What resources (information, data, tools, research) are needed to achieve these actions • A work breakdown schedule (WBS) will summarise all the above
  • 11. INTERDEPENDENCY OR HOW PLANS GET TANGLED • Some actions must be completed before others, other actions can be simultaneous • A Gantt chart is the simplest way to identify and communicate these interdependencies • Needs a horizontal timescale • A vertical list of activities/tasks • A horizontal bar for each activity to show duration against timescale • Should visually show critical path through the project • More complex projects are likely to need Critical Path Analysis (CPA) or a network analysis showing time slack between activities eg PERT or a software tool like PRINCE2
  • 12. GROUPS INTO TEAMS AND HOW TO MANAGE PROJECT MEETINGS
  • 13. PROJECT TEAM MEETING GUIDE 1 • The goal is effective meetings where discussion takes place, all perspectives are respected and you leave the meeting with a sense that you’ve made progress towards the project goals • First meeting • Get acquainted • Discuss how you’ll handle meetings • Elect a co-ordinator, a recorder and a time-keeper (can rotate) • Clarify the project • How will leadership be provided for various phases/key tasks of the project? • Plan how you will communicate and how often • Make sure everyone signs up to the project specification and the work breakdown schedule
  • 14. THE TASK CYCLE – QUESTIONS TO DISCUSS IN THE TEAM  Purpose:  Why is the team here and what exactly is the reason for the task ahead? How does the task fit in to ongoing client systems?  Output (s):  What outputs are needed? What will they look like? When are they needed? Who are they for? Will client staff need training?  Process:  How can we achieve the outputs? What methods or means can we use? What ground rules can we agree?  Capability:  What knowledge or information do we need? What skills or resources would help? What is the minimum needed before we start?  Roles:  Who will do what? Do we have specific expertise? Contacts?  Monitoring:  How will we keep track? What systems do we need?
  • 15. PROJECT TEAM MEETING GUIDE 2 • Planning future meetings • Set regular meeting times in calendars but cancel if not needed • Set a beginning and end time for meetings • Time agenda items before or at start • Prioritise what must be done at the meeting and what could be left over • Prepare for meetings • Ensure you have completed all your set tasks from previous meetings • Send agenda to team members
  • 16. PROJECT TEAM MEETING GUIDE 3 • Running a meeting • Start and end the meeting on time • Stick to the agenda – time keeper takes charge • Use the task cycle and the project specification and work breakdown schedule • Use brainstorming techniques for creative sessions • Attack problems, not the people in the group. Try to reach consensus, Give a little and take a little. • Divide up the tasks, take turns in doing various tasks • Transition to next meeting • During the meeting, record decisions, deadlines and assignments • At end of each meeting: review decisions and deadlines, make certain all team members know their responsibilities, evaluate your meeting processes, how your group worked and suggest improvements • A simple way to do this is to use someone’s mobile – set to video and pass around the team – everyone says what they agreed to do by when. Keep it very short and upload to a common space – see later slides.
  • 17. HELPFUL HINTS FOR SMOOTH PROJECT ACTION • Plan for contingencies • Accept things will go wrong • Your project is not alone, remember the implications for client staff and systems • Keep talking to all members of the team, don’t let one go quiet • Time planning – Gantt charts can be adjusted and should be kept updated • Committing to take action means exactly that. Not giving excuses for non-completion • If you can’t do what you agreed, communicate fast, don’t wait until a meeting to own up • Take ownership – at least of part of the project • Always ask questions, never pretend you understand if you don’t • Keep the client in mind – this is not about the project team, it’s about the deliverables to the client • When you bring information to the team, always give the source / evidence • Make a difference – or why do it? • The client presentation is not the end, evaluate and learn
  • 18. PROJECT EVALUATION • Have the objectives been met? • Are the benefits of the project quantified to the client? • Did the project outcomes fit with the client’s organisation? • Are the sponsors or clients of the project satisfied with the outcome? • Was the project delivered on time? • Did the project keep to budget (that includes people hours and use of any resources)?
  • 19. BUSINESS CHALLENGES • Four groups: Four business challenges • How can you see the projects in each team shaping? • Can you predict common milestones? • How can you share activity within the groups? • Consider Trello (video intro at https://trello.com/guide/go_de eper.html)
  • 20. BUSINESS CHALLENGES • Four groups: Four business challenges • How can you stay in touch for free without trawling through emails and worries about incompatible messaging systems? • Consider WhatsApp (download to phone at https://www.whatsapp.com/ download/

Notes de l'éditeur

  1. ALL IMAGES EITHER MADE BY SG OR GOOGLE IMAGES LABELLED FOR NON COMMERCIAL REUSE
  2. Skills Day F Project Management June 2005
  3. Instant manager cmi p 20
  4. Skills Day F Project Management June 2005
  5. Skills Day F Project Management June 2005
  6. Skills Day F Project Management June 2005
  7. Source CMI p26 Instant manager.
  8. Source CMI instant manager p 49
  9. Skills Day F Project Management June 2005
  10. Skills Day F Project Management June 2005
  11. Skills Day F Project Management June 2005
  12. Skills Day F Project Management June 2005