Hha Pm Rech Power Point Format(1)

8/9/2019 Hha Pm Rech Power Point Format(1)

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PROJECT MANAGEMENT


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Introduction

WhyamIhere?


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Introduction

Weliveinturbulenttimes


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Whyprojectmanagement

Todayscomplexenvironmentsrequireongoingimplementations

Projectmanagementisamethodandmindsetadisciplinedapproachtomanaging

chaos

Projectmanagementprovidesaframeworkforworkingamidstpersistentchange


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Whythismatterstoyou

Mostofusgetto where weare bysometechnicalorspecificsetofskills

Ifyou wanttogetthingsdone, youneedagood blendof

Businessknowledge

Peoplemanagement

Knowledgeoforganizationalpolitics

AND anareaoftechnicalexpertise


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Projectmanagementinfunctionalareas

Projectmanagement

Financialmanagement

Humanresource

management

Informationtechnology

management

Marketingmanagement


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Whatisaproject

Officialdefinition

A project is a temporary endeavorundertaken to create a unique product or service. It

implies

a specific timeframe

a budget

unique specifications

workingacross organizational boundaries

Unofficialdefinition

Project management is about organization

Project management is aboutdecision making

Project management is about changingpeoples behavior

Project management is about creatingan environment conducive to gettingcritical Projectsdone!


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Rolesandresponsibilitiesofthekeypeople: Project

sponsor, Projectcustomerand Projectmanager

Project

Sponsor

Theperson whocommissionsotherstodelivertheprojectandchampions

thecausethroughouttheproject. They willnormally beaseniormemberof

staffwitharelevantareaofresponsibilitythat will beaffected bytheoutcome

oftheproject. Theyareinvolvedfromthestartoftheproject, including

definingtheprojectinconjunction withthe Project Manager. Oncethe

projecthas beenlaunchedtheyshouldensurethatitisactively

reviewed. The Project Sponsorisusuallytheone whohastonegotiatea

paththroughthetrickydiplomaticareasoftheproject!

Responsibilities

Actsaschampionoftheproject.

Isaccountableforthedeliveryofplanned benefitsassociated withtheproject.Ensuresresolutionofissuesescalated bythe Project Managerorthe ProjectBoard.

Sponsorsthecommunicationsprogramme;communicatestheprogrammesgoalstothe

organizationasa whole.

Makeskeyorganisation/commercialdecisionsfortheproject.

Assuresavailabilityofessentialprojectresources.

Approvesthe budgetanddecidestolerances.

Leadsthe Project SteeringBoard.

Ultimateauthorityandresponsibilityfortheproject.


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Rolesandresponsibilitiesofthe Projectmanager

Lead

Define Plan Monitor

Re-Plan

Communicate

Communicate


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sponsor, Projectcustomerand ProjectmanagerProject Manager Thepersonresponsiblefordeveloping, inconjunction withthe Project Sponsor,

adefinitionoftheproject. The Project Managerthenensuresthattheprojectis

deliveredontime, to budgetandtotherequiredqualitystandard (withinagreed

specifications).He/sheensurestheprojectiseffectivelyresourcedandmanages

relationships witha widerangeofgroups (includingallprojectcontributors).The

Project Managerisalsoresponsibleformanagingthe workofconsultants,

allocatingandutilisingresourcesinanefficientmannerandmaintainingaco-

operative, motivatedandsuccessful team.

Responsibilities

Managingandleadingtheproject team.Recruitingprojectstaffandconsultants.

Managingco-ordinationofthepartnersand workinggroupsengagedinproject work.

Detailedprojectplanningandcontrolincluding:

Developingandmaintainingadetailedprojectplan.

Managingprojectdeliverablesinline withtheprojectplan.

Recordingandmanagingprojectissuesandescalating wherenecessary.

Resolvingcross-functionalissuesatprojectlevel.

Managingprojectscopeandchangecontrolandescalatingissues wherenecessary.

Monitoringprojectprogressandperformance.

Providingstatusreportstotheprojectsponsor.

Managingprojecttraining withinthedefined budget.

Liaison with, andupdatesprogressto, projectsteering board/seniormanagement.Managingprojectevaluationanddisseminationactivities.

Managingconsultancyinput withinthedefined budget.

Finalapprovalofthedesignspecification.

Workingclosely withuserstoensuretheprojectmeets businessneeds.

DefinitionandmanagementoftheUser Acceptance Testingprogramme.

Identifyingusertrainingneedsanddevisingandmanagingusertrainingprogrammes.


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sponsor, Projectcustomerand Projectmanager

Customers comprisethe businessunitsthatidentifiedtheneedfortheproductorservicetheproject willdevelop. Customerscan beatalllevelsofanorganization. Sinceitisfrequentlynotfeasibleforallthe

Customersto bedirectlyinvolvedintheproject, thefollowingrolesareidentified:Customer Representatives aremembersofthe Customercommunity whoareidentifiedandmadeavailable

totheprojectfortheirsubjectmatterexpertise. Theirresponsibilityistoaccuratelyrepresenttheir businessunitsneedstothe Project Team, andtovalidatethedeliverablesthatdescribetheproductorservicethatthe

project willproduce. Customer Representativesarealsoexpectedto bringinformationabouttheproject backtothe Customercommunity. Towardstheendoftheproject, CustomerRepresentatives willtesttheproductor

servicetheprojectisdeveloping, usingandevaluatingit whileprovidingfeedbacktothe Project Team.Customer Decision-Makers arethosemembersofthe Customercommunity whohave beendesignatedto

makeprojectdecisionson behalfofmajorbusinessunitsthat willuse, orwill beaffected by, theproductorservicetheproject willdeliver. CustomerDecision-Makersareresponsibleforachievingconsensusoftheir

businessunitonprojectissuesandoutputs, andcommunicatingittothe Project Manager. Theyattendprojectmeetingsasrequested bythe Project Manager, review andapproveprocessdeliverables, andprovidesubject

matterexpertisetothe Project Team. Onsomeprojectstheymayalsoserveas CustomerRepresentativesorbepartofthe Steering Committee.


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Rolesandresponsibilitiesofthe Projectteam

Project Team Members Thestaffwhoactively workontheproject, atsome

stage, duringthelifetimeoftheproject. Somemay

haveaspecificrole forexample, the Team might

includea Project Administrator(see below).

Responsibilities

Team member roles willvarydependingonthetypeofproject. Typicallythey

might beto: Providefunctionalexpertiseinanadministrativeprocess

Work withuserstoensuretheprojectmeets businessneedsDocumentationandanalysisofcurrentandfutureprocesses/systems

Identificationandmappingofinformationneeds

Definingrequirementsforreportingandinterfacing

Usertraining


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Whatmakesagood Project Manager

Frank Toney reports in the newsletter Project Management BestPractices Reportthat a study of The Top 500 Project

Management Benchmarking Forum identified traits of a best practice project manager.are recognised by stakeholders as the single most important factor in project goal achievement

are truthful in all dealings and relationships

exhibit eagerness to organize and lead groups

exhibit evidence of a strong desire for goal achievement

are even-tempered

have faith that the future will have a positive outcome

have confidence their personal performance will result in a positive outcome

From recent articles and highlights of successful projects, there appears to be some common threads woven into

the personalities of successful PMs:Love of their work and embracing the challenges

Clear vision and communicating this vision

Strong team building skillsand setting positive tones

Structure and alignmentcreating the environment and direction

Strong interpersonal skillslistening to and leading their teams

Disciplinecompleting each phase of the project properly

Communicationskillsknowing whenandto whomtocommunicate


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Identifyingtheproblem

No major project is ever installed on time, within budget, or withthe same staff that started it. Yours will not be the first.

Projects progress quickly until they become 90% complete, thenthey remain at 90% complete forever.

When things are going well, something will go wrong.When things just cannot get any worse, they will.


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Runaway projects and systemfailure

Runaway projects: 30-40% IT projects

Exceedschedule, budget

Failtoperformasspecified

Types of system failure

Failtocaptureessential businessrequirements

Failtoprovideorganizational benefits

Complicated, poorlyorganizeduserinterface

Inaccurateorinconsistentdata


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Setting Objectivesanddeliverables

Project charter

What must be done?

What are the required resources?

What are the constraints?

What are the short and long termimplications?

Why do it?

When must it be done?

Where must it be done?

Who does what?

Who is behind the project? Who is funding the project?

Who is performing the work of the project?


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Definingthescopeandconstraints

Project management

Activities includeplanning work, assessingrisk, estimating

resourcesrequired, organizingthe work, assigningtasks,

controllingprojectexecution, reportingprogress, analysing

results Five major variables

Scope

Time

Cost

Quality

Risk


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Projectplanningandinitiation

Project planning

Setprojectgoals

Setprojectdeliverables

Setaprojectschedule

Setupsupportingplans (HR, Communicationsand

riskmanagementplan)

Initiation

Develop Projectcharter

Developprojectscopestatement


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Writingaprojectinitiationdocument(PID)

PID ScopeOnceyouhavechosenanideaandhaditapproved, youneedtothinkabouthow toturnitintoaproject.

Themainpurposeofproducingaprojectinitiationdocument (PID)istoactasastartingpoint, toclarify

yourthoughtsonsomeimportantaspectsoftheproject.

Anotherreasonforhavinga PID istoensurethattheprojectisfeasibleandappropriate. The PID allows

yoursupervisortogiveconstructivefeedbackonyourideas, andprovidevalidationastothesuitabilityof

thispieceofacademic work.

A PID summarisesforyourclient, yoursupervisorandyou whattheproject willinvolve, andactsasyourcontract. A PID details whatyouaimtoachieve, whyitisimportant, how youaregoingtodoitand when

thevariousactivitiesshould becarriedout.

The PID isthe basedocumentforassessingprogress, projectrisksandissues. Youcanuseitthroughout

theprojecttomonitoryourprogressandtoclarifyandmanagechangingrisksandissuesyouencounter

asyou work.

Havinga PID allowsyoutolook backattheendoftheprojectandcompare whatyouachieved withyour

originalideas. Reviewingachievementagainstyouroriginalaimandobjectivesisaconstructivethingto

do.Itishow youevaluatetheprojectandisanecessarypartofthefinalreport.


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Writingaprojectinitiationdocument(PID)

PID Essentials

Theprecisecontentsofaprojectinitiationdocumentvaryaccordingtothetypeofproject.

However, itshouldcontainthefollowingasaminimum:

theprovisionalprojecttitle thefinaltitledoesnotneedto bedecidedonuntil write-upof

theproject

ashortdescriptionoftheproblemto besolvedandits background

theoverallaimoftheproject

thespecificobjectivesto bemetinmeetingthataimprojectdeliverables- theseshouldincludetheprojectreport

theconstraintsimposedonyouinmeetingtheobjectives

ashortdescriptionofyourproposedapproachtosolvingtheproblem (e.g. whatprocesses

ormethodologiesdoyouplantouse? whattechnologiesarecandidatesto beused?)

alistofthefacilitiesandresourcesneeded

alogofriskstotheproject (to bereviewedregularly)

alistofthestartingpointsthatyouintendforyourresearch (e.g.specific booksorpapers

injournals, existingreportsordocuments, onlineresources)alistofthemajoractivitiesto beundertakeninthecourseoftheproject

aprojectschedule (e.g. Ganttchartorsimilar)showingthetimescalesallottedforeach

majoractivity (noneedforthisto beverydetailed, butitshouldhaveenoughinformation

to beusedasthe basisforperiodicreview ofprogress)

considerationoflegal, ethicalandsocialconsiderationsrelatingtotheprojectanda

completed


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Planningtools

Project Charter

WorkBreakdown Structure (WBS)

Project Schedule

ProjectBudget


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Planningtoolscontinued

Project Charter

Project Goal &

Objective

Sponsor

Stakeholders

Timeline

Resources required

Deliverables

Decision making

Assumptions

Risks

Business process changes

Project manager

Project team

Budget

Signatures


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Planningtoolscontinued

ProjectBudget Direct Costs

Hardware

Software

Contractorfees

Estimatedhours

Hourly Ratesper

contractor Variouscontractor

rates

Training

Fanfare

Other

TOTALS

Indirect Costs

Yourpeoplestimeandeffort

Estimatedtimeonproject

Estimatedcost based

onhourlyrate

Otherstimeandeffort

Opportunitycost

Whatprojectsor

tasksareNOT goingtogetdoneinorderto

getthisprojectdone?


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Riskassessmentandcontingency

Analyzetheprincipalriskfactorsininformationsystemsprojects.

Selectappropriatestrategiesformanagingprojectriskandsystemimplementation.

Dimensions of project risk

Level of project risk influenced by:

Project size

Indicated bycost, time, numberoforganizationalunitsaffected

Organizationalcomplexityalsoanissue

Project structure

Structured, definedrequirements runlowerrisk

Experience with technology


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Risk Dimensions

Level of project risk influenced by:

Project size

Indicated bycost, time, numberoforganizationalunitsaffected

Organizationalcomplexityalsoanissue

Project structure

Structured, definedrequirements runlowerrisk

Experience with technology


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Risk Dimensions

Role of end users

Withhighlevelsofuserinvolvement-

Systemmorelikelytoconformtorequirements

Usersmorelikelytoacceptsystem

User-designer communication gapUsersandinformationsystemsspecialists-

Different backgrounds, interests, andpriorities

Differentloyalties, priorities, vocabularies

Differentconcernsregardinganew system


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Risk Dimensions

Management support and commitment

Positiveperception by bothusersandtechnicalstaff-

Ensuressufficientfundingandresources

Enforcementofrequiredorganizationalchanges


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Controlling Risk

Controlling risk factors

Firststepinmanagingprojectriskinvolvesidentifying

natureandlevelofriskofproject

Eachprojectcanthen bemanaged withtoolsandrisk-

managementapproachesgearedtolevelofrisk

Managing technical complexity

Internal integration tools

Projectleaders withtechnicalandadministrative

experience

Highlyexperiencedteammembers

Frequentteammeetings

Securingoftechnicalexperienceoutsidefirmif

necessary


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Controlling Risk- Projectscheduling

Formal planning and control tools Documentandmonitorprojectplans

Helpidentify bottlenecksanddetermineimpactof

problemsonprojectcompletiontimes

Chartprogressofprojectagainst budgetsandtarget

dates

Gantt chart

Listsprojectactivitiesandcorrespondingstartand

completiondates

Visualrepresentationoftimingoftasksandresources

required

PERT chart

Portraysprojectasnetworkdiagram

Nodesrepresenttasks

Arrowsdepicttaskdependencies


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Controlling Risk- GANTT Chart

The Gantt chart in this figure shows the task, person-days, and initials of each responsible person, as well as the start and finishdates for each task. The resource summary provides a good manager with the total person-days for each month and for each

person working on the project to manage the project successfully. The project described here is a data administration project.

http://www.youtube.com/watch?v=CW_wGSFavTc


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Controlling Risk- PERT Chart

This is a simpli fied PERT chart for creating a small Web site. It shows the ordering of project tasks and the

relationship of a task with preceding and succeeding tasks.


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Controlling Risk

Increasing user involvement and overcoming user resistance

Externalintegrationtoolsconsistofwaystolink workof

implementationteamtousersatallorganisationallevels

Activeinvolvementofusers

Implementationteamsresponsivenesstousers

Userresistancetoorganisationalchange Usersmay believechangeisdetrimentaltotheirinterests

Counter implementation: Deliberatestrategytothwart

implementationofaninformationsystemoraninnovationin

anorganisation

E.g., increasederrorrates, disruptions, turnover, sabotage


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Controlling Risk

Strategies to overcome user resistance

User participation

User educationandtraining

Managementedictsandpolicies

Incentivesforcooperation

Improvementofend-userinterface

Resolutionoforganizationalproblemspriortointroductionofnew system


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Projectscheduling-WorkBreakdownstructure

-WBS

work breakdownstructure (WBS)inprojectmanagementandsystems

engineering, isatoolusedtodefineandgroupaproject'sdiscrete work

elements (ortasks)ina waythathelpsorganizeanddefinethetotal workscope

oftheproject.

A work breakdownstructureelementmay beaproduct, data, aservice, orany

combination. A WBS alsoprovidesthenecessaryframeworkfordetailedcost

estimatingandcontrolalong withprovidingguidanceforscheduledevelopmentandcontrol. AdditionallytheWBS isadynamictoolandcan berevisedandupdatedas

needed bytheprojectmanager.


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Projectscheduling-WorkBreakdownstructure

-WBS


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Project Managementsoftware

Project management software

Canautomatemanyaspectsofprojectmanagement

Capabilitiesfor

Defining, ordering, editingtasks

Assigningresourcestotasks

Trackingprogress

Microsoft Project

Most widelyusedprojectmanagementsoftware

PERT, Ganttcharts

Criticalpathanalysis

Product Guide wizards

Enterprise Project Management Solutionversion


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Peoplemanagement

2/3 of project problems are people related

You will findmanyoperational leaders demonstrate a justdo-it mentality. While thatmaybe effective in some environments, this is NOT effective in managingchange.

There will always be conflict overgoals andscope, resources andbetweendepartments

You are likely to finda lack ofunderstandingbasic project management methods

Some people willneverget along


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Projectcommunication-objectives

Settingandgettingagreementongoals

Coordinatingpeople

Discoveringandsolvingproblems

Managingexpectations


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Projectcommunication

Internalcommunicating withintheprojectteam

Externalcommunication withuppermanagement, customers, andexternalplayers

Change Management

Close-outreporting


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Projectcommunicationplan

Definestakeholders

Developcommunicationplan

Identify

talentsforcommunication

meansofcommunication

frequencyofcommunication


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Why Projectcommunicationfails

Projectssometimesfailduetoimpropercommunication. Science Application

International Corporationsaidthatthecommunication with FBI wasdifficult becauseof

thehighturnoveroftopIT managers (Gross, 2005). Communicationproblemsare

commononlargeIT projects.

BecausecomplexIT projectsofteninvolvelargeamountofanalysisand work, theproject

teamsare busyandtheexecutivemanagementseesnoprogress.IT projectmanagers

donotcommunicateprogressregularly becausethey believethatprogress willnot be

seen bytheexecutivemanagement (Glaser, 2004). InmanyIT projects, thereisnooneperson whohasanoverview ofthe wholeproject

(Gross, 2005).

It fails if it is not targeted:

Target Users (projectstakeholders)

Projectmanager

Projectteam Sponsor

Functionalmanagement

Customers


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Keycommunicationskills

Effectivecommunicationisallaboutconveyingyourmessagestootherpeopleclearlyand

unambiguously.It'salsoaboutreceivinginformationthatothersaresendingtoyou, withas

littledistortionaspossible.

Establish eye contact

Be a good listener

Summarise andreflect


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Conflictresolution

Therearefivemethods Confronting, Compromising, Smoothing, Forcing, and Avoiding.

Confronting

Confrontingisalsodescribedasproblemsolving, integrating, collaboratingorwin-winstyle.

Itinvolvestheconflictingpartiesmeetingface-to-faceandcollaboratingtoreachan

agreementthatsatifiestheconcernsofbothparties. Thisstyleinvolvesopenanddirectcommunication whichshouldleadthe waytosolvingtheproblem.

Smoothing

Smoothingisalsoreferredtoasaccommodatingorobligingstyle.Inthisapproach, the

areasofagreementareemphasizedandtheareasofdisagreementare

downplayed. Conflictsarenotalwaysresolvedinthesmoothingmode. A partymay

sacrificeit'sownconcernsorgoalsinordertosatisfytheconcernsorgoalsoftheotherparty.


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Conflictresolution

Forcing

Forcingisalsoknownascompeting, controlling, ordominatingstyle. Forcingoccurs

whenonepartygoesalloutto winit'sposition whileignoringtheneedsandconcerns

oftheotherparty. Astheintesityofaconflictincreases, thetendencyforaforcedconflict

ismorelikely. Thisresultsina win-losesituation whereoneparty winsattheexpenseof

theotherparty.

Avoiding

Avoidingisalsodescribedas withdrawalstyle. Thisapproachisviewedaspostponing

anissueforlaterorwithdrawingfromthesituationaltogether.Itisregardedasa

temporarysolution becausetheproblemandconflictcontinuetoreoccuroverand

overagain.


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Gettingpeopleonside

Researchersfoundprojectmanagersneedtoinspireothers, andsecuretheconfidence

andsupportofstakeholders.Leadersmustalso beableto:

* Developpeople, communicationsandinterpersonalskills

* Managestresseffectively

* Solveproblems

* Managetime.

Themostsuccessfulleadersalsoshow a willingnesstoconstantlyre-evaluatepast

experiencesinthecontextofnew ones.

TheHuman SideofProject Management:Leadership Skillsisavaluablereferencefor

people whoselectprojectleadersas wellasprojectmanagerslookingtofostertheir

peopleskills.


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Motivatingandkeepingmoralehigh

Therearethreethingsrequiredtohaveamotivatedemployee:first, provideclear

ownershipofadefinedtask;second, ensurethepersonhasthe waysandmeanstodo

thetask;andfinally, follow-up withtimelyfeedbackandholdtheindividualaccountable

forresults.


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Keepingmoralehigh

Praiseinpublic

Punishinprivate


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Implementation & execution

Managing by Milestones

Projectsareoftenstressfulandhectic.Itishardtokeepfocusedon whatisimportant.It

isnormalonastressfulprojectforthe Project Managertohavethatglazedlookofthe

deercaughtintheheadlights. The best waytocope withthisistorelyonfundamental

principles, todefineachievableobjectives, andfocusonshort-termsuccesses.What

needsto bedone?Understandanddocumenttherequirements.How will wedoit?

Prepareareasonableplan. Assignstaffownershipoftasks. Makesuretheyhavegood

taskdefinitionandthe waysandmeanstoaccomplishthe work. The bestfeedbackissuccess, sostructureyourprojectto beanendlessseriesoflittle

successes. Onachallengingproject, managing bymini-milestonesistheonly wayto

keepthingsmoving. Youcouldhaveasuccesseveryfew days. Thencelebrateand

moveon. Mini-milestonescanleadtoeventualprojectsuccessiftheyarechosen well.

Thismeansthateverysignificanttask will bestructuredasamini-milestone withcriteria

fordetermining whenitisdone.

Forprojectstosucceed, thegoalsneedto be welldefinedandclearlycommunicatedto

theprojectteam.Ifdefinitionandcommunicationdonotoccur, successfulprojectcompletion becomesarandomstrokeofluck (theoddsofwhichareakinto winningthe

lottery). Effortengaged withpoorlydefinedtargetsisfutileand, consciouslyornot, the

wholeprojectteam willsensethis. Anincomprehensibleorunachievablegoallowers

moraleandkillsenthusiasmandmotivation. This, inturn, affectsthequalityofthe work

andfurtherlowerschancesofsuccess.


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Trackingtheproject

http://

www.projectkickstart.com/downloads

/prxdownload.cfm


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Handlingrequestsforchange

YouneedtoformallyrecordallchangesrequestedIdentifythe businessdrivers behind

eachchange;listthecostsand benefitsofadoptingthechange;describetheimpact

ofapprovingthechangeandrankthechangeurgency.


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Closureofproject

Project Closure Phase isthelastphaseofthe ProjectLife Cycle. Thecommencement

ofthe Project Closure Phaseisdetermined bythecompletionofall Project Objectives

andacceptanceoftheendproduct bythecustomer.

Project Closureincludesthefollowingtasks:

Releaseoftheresources, bothstaffandnon-staff, andtheirredistributionand

reallocationtootherprojects, ifneeded.

Closureofanyfinancialissueslikelabour, contractetc.

Collectionand CompletionofAll Project Records.

ArchivingofAll Project Records.

DocumentingtheIssuesfacedinthe Projectandtheirresolution. Thishelpsother

projectstoplanforsuchtypeofissuesinthe ProjectInitiation Phaseitself.

RecordingLessonsLearned andconductingasession withtheProject Team onthe

same. Thishelpsintheproductivityimprovementoftheteamandhelpsidentifythedos

anddontsofthe Project. Celebratethe Project Completion.Itspartytimefolks!!!

Downloadchecklist -http://www.gantthead.com/JPACE/endPages.cfm?ID=320


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Measuringresults

Thereisgreatvalueinidentifying, quantifying, qualifyingandjustifyingasetofreal,

believable, substantiveandpracticalperformancemeasures. Thesemeasuresanddata

collectiontechniquesserveasindicatorsoforganizationalorprojectperformance. Your

criteriaforselectingeffectivemeasuresisimportant.Whatisyourmeasurement

strategy? Doyouhaveone?

POE Performance Measurement

POE Process Measurement


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Capturingresults

POE Performance Measurement

Comparisonofperformanceagainstoriginaltargetsorappropriate benchmarks

Managementoftheprocess

Qualityofthereportandactionplans

Degreeto whichtherecommendationsandactionplans wereimplemented.

POE Process Measurement

Thesuccessofa POE may bemeasured byhow effectivelytheprocess wasmanaged.

Thisassessmentshouldinclude:

Adequacyoftheconsultations

Appropriatenessofdatacollectioninstruments Durationoftheevaluation

Disruptiontousers

Costofthestudy.


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Project Managementvideosummary

http://www.youtube.com/watch?v=GcR-wpSzr4Y


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Project Managementsummary

Do...

Plan your project

Make sure you know what is expected of you

Communicate with your employer!

Dont...

Get too focused on process/tools focus onthe result

Put off difficult bits or deadlines

Lose sight of the overall aim of the project


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Thankyou

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Hha Pm Rech Power Point Format(1)