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Understanding Project Management

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Selena Heymann

on 20 May 2010

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Transcript of Understanding Project Management

The Basics Project management is an approach that uses learned skills to both plan and control a project
There are four major components that identify a project:



Projects do not include buiness operations A unique effort that produces a product or service
Conforms to set requirements
Executed within a fixed time frame
Works withing a budget

Ongoing customer support for services
Footprint tickets
Systems administration When projects are delivered correctly they can: Expand product portfolios

Improve customer satisfaction

Reduce production and operation costs

Increase revenue

Accurately report progress Faster product to market cycle

Build to customer requirements

Modernize and automate processes

Reduce invocing periods

Delivery dates
Costs There are four major symptoms of poorly managed projects Understanding Project Management Most projects failures can be tied back to a few common issues Lack of Exceutive Commitment



Projects is Misunderstood Organization can't support the projects
Poor internal communications
Limited metrics or success measures
Stakeholders int involved


No documented requirements
Changes, changes, changes!!!
Seen as the simple- "that should be easy"
Interdependencies not identified Core Project Management Tools Project Rquest Form
OIT Central SharePoint
Project Schedule(Work Breakdown Structure) Managing the Project Five Stages
Project Manager Role
Decision Making Structure
Communication Plan
Meeting Management
Role Development
Team Development
Navigating Insitutional Politics Five Phases of Project Management Project Management (in OIT) is divided into five gates: Project Management Stages Stage 1-Idea The conceptual element of project management-the basic process that should be performed to get the project started
Critical because those who will deliver the project, those who will use the project, and those who have a stake in the project need to reach an agreement on its initiation.
Important to involve and manage, to the extent possible, all stakeholders in the Idea stage.
Must be executed and completed as described here before any further action is taken on an idea to prevent premature expenditures of dollars and resources. Stage 2-Feasibility The goal is to formailze the investigation to determine whether the project should proceed further and how it should proceed.
Projects following the Small Project model may combine Stage 2 and Stage 3 activites if approved at Gate 1. Stage 3-Planning Considered the most important stage in project management.
Purpose is to document a reasonable approach for performing the services or tasks, and for managing the project.
Defines project activities that will be performed, the products that will be produced, and describes how these activities will be accomplished and managed.
Also defines each major task, estimates the time, resources and cost required, and provides a framework for management review and control.
Involves identifying and documenting scope, tasks, schedules, cost, risk, quality, and staffing needs. Creates and assesses the project's key deliverables.
Implementation teams perform cross-functional work and thoroughly review all deliverables as they are developed.
Project Management monitors project progress; deals with issues; and communicates to team, management, and stakeholders.
Project team reviews and tests deliverables and obtains customer feedback and approvals if needed. Stage 4-Implementation Stage 5-Close Measure and documents project success
Bring the project to an orderly end
Transition ownership of the completed product to the users
Retire any systems, processes, and/or equipment replaced by the project
Transition to supposrt mode for provision of on-going maintenance, training, and operational support Getting Started How do you get started?
What steps do you do next?
How do you maximize your chances for success?
The project management steps in the next several steps will guide you through the process of managing any projects, step by step. Congratulations!
You're managing a project. Project Request Form Project Goal & Objective
Sponsor
Stakeholders
Timeline
Resources required
Deliverables
Decision making Assumptions
Risks
Business process changes
Project manager
Project team
Budget
Signatures Handout Case Study Who
What
Where
Why
When Define the Scope The first, most important, step in any project is defining the scope of the project
What is it you are supposed to accomplish by managing this project?
What is the project objective?
Equally important is defining what is included in the scope of your project.
If you don't get enough information, clarify and send it back for confirmation.
Determine Available Resources What people, equipment, and money will you ahve avalibale to you to achieve the project objectives? As a project manager, you usually will not have direct control of these resources, but will have to manage them through the Project Coordinator/Team Leads. People specifically charged with execution of the project solution. Regardless of how a project is organized, there are roles and responsibilities that should be considered for every IT project. These include things like:
Project Manager
Data/database administration
Data communications
Coding, scripting, configuration
System testing
Conversion
Documentation (user and technical)
Training
System architecture
Help Desk
Users who interface with the system, provide system input information, or depend on system outputs (either from within or outside of the organization).
Project Owner
Others Project Team Roles and Responsibilities Work Breakdown Structure In order to identify the individual tasks in a project it is useful to create a detailed Work Breakdown Structure. The WBS is the foundation for a successful project plan. Get the team together and brainstorm all of the tasks and sub-tasks in the project, in no particular order. Write them down on sticky notes and put them on a whiteboard. Once everyone has thought of as many tasks as they can, arrange the sticky notes into groups under the major areas of activity. Add, modify, remove and shuffle the sticky notes until the WBS is accurate, complete and logical. The purpose of a WBS is to decompose the project into steps and sub-steps. Summary Following these best practices cannot guarantee a successful project but they will provide a better chance of success.
Disregarding these best practices will almost certainly lead to project failure. Q&A Project Management Office (PMO) Carolyn Russo
Tammy Jones
Ellis Strickland
Kim Thoma Bailey Agenda OIT PMO
Project Request Form
Working a project
Portfolio Management PMO Goals Customer satisfaction

Process excellence



Value realization


Compliance Ensure delivery of project that meets or exceeds customer expectations.

Improve project management processes to drive process excellence.
using the SharePoint project Dashboard.


Capture and communicate benefits and any positive/negative change to the business resulting from the project.

Security, Communication and regulatory requirements must be able to be built in as part of the deliverables of the project results. Not an after-thought, but planned activities. Organizations improve their Project Management problems by developing their people skills Handout NOT Document Requirements Requirements gathering is an essential part of any project and project management. Understanding fully what project will deliver is critical to its success. This may sound like common sense, but surprisingly, it's an area that is often given far too little attention. Project Manager's Role The Project Team Project Sponsor Executive who manages, administers, monitors, funds, and is responsible for the overall project delivery
May be the owner, financier, client or their delegate Project Owner Usually represents the recipient of the project's final deliverable
Typically part of the organization's management
Head of a program area, not normally a day-to-day user
Provides general oversight Lead the technical planning, designing, coding and testing
Provide leadership and technical guidance to all levels of personnel regarding programming/system related Technical Lead Those with a vested interest in the success of the project
Examples: Stakeholders Project Manager
Project Owner
User
Project Team
Executive Management Once the resources have been identified, get the people on your team together and start a dialog. They are the technical experts. That's why their functional supervisor assigned them to the project. Your job is to manage the team. Assemble Your Project Team Kick Off Meeting Once the resources have been identified, get the people on your team together and start a dialog. They are the technical experts. That's why their functional supervisor assigned them to the project. Your job is to manage the team. Project Team Review Requires structured brainstorming
Identify the major task categories
Identify -tasks, and -tasks sub -sub sub Use verb-noun to imply action to something Example: Getting up in the morning Hit snooze button
Hit snooze button again
Get outa bed
Avoid dog
Go to bathroom... List the Big Steps What are the major pieces of the project? Start by asking your team. They are the subject matter experts and will be able to provide the information.
It is a good idea to list the steps in chronological order but don't obsess about it; you can always change the order later. List the Smaller Steps List the smaller steps in each of the larger steps. Again, it usually helps you remember all the steps if you list them in chronological order. The number of levels and amount of detail will depend on the size and complexity of your project. Case Study Activity
(Creating a WBS Structure)
Work Breakdown Structure
(Case Study) Develop High-Level Schedule A Project Schedule is a calendar-based representation of work that will be accomplished during a project. Developing a schedule means determining the start and end dates for all tasks required to produce the projects product. The High Level Schedule should include key deliverables and milestones.

The deliverables on the project schedule are created from the WBS.
Create the Timeline When does the project have to be completed?

May have some flexibility in how to use time, but deadlines are usually fixed.
Case Study
(Creating a Project Schedule) Assemble all your steps into a plan.







There are many excellent software packages available that can automate a lot of this detail for you. Ask others in similar positions what they use. Project Schedule Handout Develop a Preliminary Plan What happens first?
What is the next step?
Which steps can go on at the same time with different resources?
Who is going to do each step?
How long will it take?
Establish the dependencies Create Your Baseline Plan Get feedback on your preliminary plan from your team and other stakeholders.
Adjust your timelines and work schedules to fit the project into the available time.
Make any necessary adjustments to the preliminary plan to produce a baseline plan. Deliverables included in the Plan Approved Project schedule
Communication plan
Approved Requirements
Change Management Plan
Cost Analysis
Approved Funding
Approved Project Request Form Work Your Plan, But Don't Die For It Making the plan is important, but the plan can be changed.
You have a plan for driving to work every morning.












Do the same with your project plans. Change them as needed, but always keep the scope and resources in mind.
If one intersection is blocked by an accident, you change your plan and go a different way. It may seem you are making little progress at the beginning of the project, but it is still your responsibility to monitor your team. That will make it easier to catch issues before they become probelms. Monitor Your Team's Progress Document Everything Keep Records. You won't be able to remember everything at the end of the project.

Change from your baseline plan:



A new requirement is added to the project What was the change
Why was it necessary
Change Management Approval

Where did the requirement come from
How the timeline or budget was adjusted because of it. Keep Everyone Informed Keep all the project stakeholders informed of progress


Keep your team informed Let them know of your success as you complete each milestone
Also inform them of problems as soon as they come up

If changes are being considered, inform them as far ahead as possible
Everyone needs to be aware of what everyone else is doing Project Schedule Tools Many tools available


Most Important
Microsoft Project
Excel
Specialized Software

Monitor tasks
Gantt views of project


Define Critical Path (The sequence of activities that must be completed on schedule for an entire project to be completed on schedule).
Inputs from multiple teams that roll up to project manager
Predecessors (Dependencies)
Resources assigned to tasks one page views for executives
rollout and more complex views for work teams Managing Change Change Management Change is expected to occur during the life of any project, but that change must be managed if the project is to succeed.  The Project Manager and the Sponsor need to determine how change will be controlled during the project and make sure all team members are aware of the process.  Normally the Change Process begins when the Project Schedule is approved during the Planning stage. Controlling Change Procedures Needs Assessment is baseline document
Establish process early for managing change orders
Original scope should be as thorough as possible
Subsequent changes must be thoroughly vetted
Proposed changes submitted to PM in writing
Chages approved by PM and Change Control Board Project Management is a mindset, a discipline, that can help the organization increase effectiveness and put order to chaos!!!!
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