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An Introduction to Project Management

Based on PMI's Project Management Body of Knowledge
by

Richie Rump

on 19 July 2012

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Transcript of An Introduction to Project Management

An Introduction to Project Management
Who Is This Guy?
What is a project?
A project is a temporary endeavor that creates a unique product, service or result.
A project has a begining and an end.
The amount of project management needed depends on the project. A large experienced team may need little management. While a small inexperienced team may need much more management and processes.
A temporary endeavor.
To improve management control and reduce uncertainty projects are usually divided into phases.
Project Management is the application of knowledge, skills, tools and techniques to project activities to meet the project requirements.
Program Management is a group of related projects managed in a related way to obtain benefits unavailable by managing them individually.
Portfolio Management refers to the selection and support of projects or programs.
A Project Management Office (PMO) is a centralized organization which coordinates management of all projects within a company/organization.
PMO
Program
Portfolio
Program
Project
Project
Project
Project
Project
Project
Project
Stewardship
Leadership
Problem Solving
Communication
Negotiation
Project Lifecycle
Definitions
Project Management Is...
Defined in PMBOK.
Endorsed by PMI
Initiating
Planning
Executing
Monitoring & Controlling
Closure
Traditional process
The journey of a thousand miles begins with one step.
- Lau Tzu
Statement of Work
Contract
Project Charter
Issued by the Sponsor
Authorizes a project
Gives the project manager authority to apply org resources to the project.
In PM Terms, without the Project Charter the project does not exist.
Contains: Business needs of the project, justification and high level requirements
Scope Planning
Schedule Development
Quality Planning
HR Planning
Communication Planning
Plan Purchases
Cost Estimating
Risk Management Planning
Project scope is the work that has to be accomplished to deliver the defined product or service.
What needs to be done for us to say that we're done?
Scope Statement
WBS
A document that defines the scope of a project.
Include the project assumptions and constraints in the scope statement
Work Breakdown Structure
A tool that helps define and organize work for a project.
Rule of Thumb
Continue to break down tasks until task takes 8 to 40 hours to accomplish.
Activity Definition
WBS
Start by inputting the WBS in to project.
Continue to breakdown the tasks if necessary.
Activity Sequencing
Activity Resource Estimating
Activity Duration Estimating
Critical Path
Identify relationships between tasks to determine a realistic schedule.
Precedence Diagramming Method
Arrow Diagramming Method
Determine the type and quantities of resources.
Reserve Analysis
Adding a buffer to the task.
Top Down Estimation
Using the actual duration of a similar activity to determine estimation. Kind of an expert judgment.
PERT – Program Evaluation and Review Technique
Estimate is a weighted average based upon three different estimates: Optimistic, Most Likely and Pessimistic.
Techniques can be combined to come up with a better estimate.
Experience trumps all.
Est = (O + 4M + P) ÷ 6
The sequence of activities that must be completed on schedule for the entire project to be completed on schedule.
Who is responsible for quality?
The project manager has the overall responsibility for the overall quality of the project.
The Project team has the responsibility for quality deliverables of the project.
Quality Management Process
Determine quality policies relevant to the project
Establish quality objectives.
Define who is responsible.
Address the quality management of the project as well as the product.
Determine who needs information, what and when they will get it and from whom.
90% of a Project Manager’s time is spent on Communication Management.
Identifying documenting and assigning project roles, responsibilities and reporting relationships.
Plan Contracting
Make vs. Buy Decision
A continual process, the more specific the project requirements are the better the estimates will get.
Cost Budgeting
Sunk Cost
Cost that has already incurred which cannot be recovered regardless of future events.
The purpose is to maximize the events that cause project success and to minimize those that hinder it.
Extremely important and easily overlooked. The projects that I’ve lead and have missed dates could have been avoided if I had better risk management.
Qualitative Risk Analysis
The process of assessing the impact and likelihood of identified risks by prioritizing according to potential effect. (low, medium, high)
Probability and Impact Matrix
Quantitative Risk Analysis
Analyzes numerically the probability of each risk and its consequences on project objectives, as well as the extent of overall project risk.
Contingency plan
Get one.
Acquire Project Team
Develop Project Team
Perform Quality Assurance
Request Seller Responses
Information Distribution
Direct and Manage Project
Ensure that the project employs all processes needed to meet requirements.
Parkinson’s Law – Work expands to fill the time available.
Communicate up
Stakeholders and Management
Communicate down
Team Members
If possible have at least one “touch point” with each team member every day. In person works best.
Scope Control
Schedule Control
Cost Control
Quality Control
Risk Control
Contract Admin
Performance Reporting
Scope Verification
Manage Project Team
Manage Stakeholders
Collect project records, analyze project successes and failures
Gather lessons learned
Archive project information
Release resources
PM Tips
Microsoft Project Tips
Never input a date manually. Let Project calculate dates.
Use predecessors liberally.
Understand how durations work in Project
Always protect the team.
Evaluate the effectiveness of your status meetings.
Communicate, Communicate, Communicate
Define the word DONE.
The More You Know
Thank You
Richie Rump

E-Mail: jorriss@gmail.com
Blog: www.jorriss.net
Twitter: @jorriss
Full transcript