Project ManagementProject Management

Basics

5 Phases5 Phases

InitiatingPlanningExecutingControllingClosing

InitiatingInitiating

Recognizing that a project is worth doing– It is easier to complete projects if we are

enthusiastic about them and if they match our personal values

Values Balancing

– A job not worth doing is not worth doing well– What is the feasibility?– What is the risk?

Values Identification:Values Identification: Values tell us why we do what we do-they are the underlying Values tell us why we do what we do-they are the underlying

motivatorsmotivators

What are the qualities that make your life better?

What helps you survive, thrive and prosper?What would you like to have more of in your

life?What would you miss if it was eliminated

from your life?What qualities define the person you want to

be?

The Value WheelThe Value Wheel

Determine your current ideal performance for each value listed

Rate your current actual performance and place a dot by the appropriate number

Connect the dots

Initiating (cont.)Initiating (cont.)Defining the overall project goal

– Vision– Must be clearly defined

Determining what the project should accomplish– The importance of creativity in PM

Mindmapping

VisionVision

Purpose pulls us in the direction we want to go

Exercise– Write a one-sentence vision statement for your

life, based upon the values identified previously

Key Criteria for Setting GoalsKey Criteria for Setting Goals

Be specificBe realisticHave a time componentBe measurableBe agreed uponIdentify responsibility for achieving

MindmappingMindmapping

2 Rules:

1. There are no bad ideas

2. There are no wrong mindmaps

Uses include to do lists, brainstorming, task analysis, vacation planning, decision making, etc.

Mindmap StepsMindmap Steps

1. Lighten up—brain dump2. Think fast-capture ideas quickly3. Judge not-write down everything that comes to

mind4. Break Boundaries-don’t write neatly on paper 5. Center first-don’t use just one side of your brain6. Free associate-branch off of other ideas7. Keep moving-the bigger the paper the more ideas8. Allow organization-later

Mindmap ExerciseMindmap Exercise

How can we make the education system work better?

INITIATING(cont.)INITIATING(cont.)

Defining general expectations of stakeholders

Defining the general project scope– Productivity pyramid

Selecting the initial members of the project team

ScopeScope

The size of the project

Key is balancing scope versus complexity

Tends to creep

Productivity PyramidProductivity Pyramid

Values– The why

Long range goals– The what

Intermediate Steps– The how

Daily tasks– The now

BOEING 777 Example

– Surface problems– Trust– No limitations

Video

Selecting the TeamSelecting the Team

Planning team– Prepare the project plan– Supervisory and technical

subject matter experts– Define resource and

technical requirements

Core team– Specific functional areas– Stakeholder analysis

PLANNINGPLANNING

Refining the project scope– Balancing time, resources, results

Time Management-Ch. 4 Day planners/consistency of purpose

Listing tasks and activities that lead to achieving project goals– VPIC

Visualize/Plan/Implement/Close “You can’t prioritize a stack”

Planning (cont.)Planning (cont.)

Sequencing activities in the most efficient manner possible– What needs to be done– When it needs to be done– Hunks chunks and bites-break it into manageable pieces– Where the information is stored– Who is responsible for each phase– Identify possible hot spots– Failsafe retrieval

Planning-Same time, same placePlanning-Same time, same place

Work breakdown structure (WBS)– Defines the project work in specific tasks

Responsibility matrix– Defines organization, key individuals and their

responsibilities

Events and Milestones– Identifies critical points and major occurences on

the project schedule

Gantt charts– Display the MPS and detailled task schedules

PLANNING (cont.)PLANNING (cont.)

Developing a workable schedule and budget– Backward and forward scheduling

Getting the plan approved by appropriate stakeholders

Organizational inertia– CQ quotient (collaborative/not) p. 224

IMPLEMENTATIONIMPLEMENTATION

“Clutter sucks creativity and energy from your brain!”

Leadership– Kick off meeting

Meeting with team members– delegation

Communications– Trash/information/action item

DelegationDelegation

A. Authority-the person doing the task must have the authority to accomplish it

B. Responsibility- shared by both parties

C. Commitment- to achieving the end result in the agreed upon time frame

“Success is the ability to go from failure to failure without losing your enthusiasm.”

Projects are long-term important but not short-term urgent.

IMPLEMENTATION(cont.)IMPLEMENTATION(cont.)

Installation/training/repairPreventative maintenance systemsBack up systems/disaster and recoveryFire fightingSecuring necessary resources

– Authority– Responsibility– Commitment

InteruptionsInteruptions

Prioritize the interuption Swap offices Work in a conference

room Leave the office Work at home Put up a ‘do not disturb’

sign Work in 20-30 minute

chunks

CONTROLLINGCONTROLLING

Monitoring deviation from plan– Critical path– Reliability-if after repeated samplings, you achieve results

that are close to each other– Validity- are we really measuring what we think we are?

Project review meetings Corrective action

– Crashing Cost Risk

Evaluating change requests

Project Review MeetingProject Review Meeting

What has happened so far?

What still needs to happen?

What problems, if any, are we having?

CONTROLLING(cont.)CONTROLLING(cont.)

ReschedulingAdapting resource levelsChanging scopeReadjustment of goals if necessary

CLOSINGCLOSING

Disbanding the teamLearning post-mortemReview of outcomesFinal reportCelebrate!!!