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Project Management

Project management 101

Alain Dadoun

on 31 January 2014

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Transcript of Project Management

Project Management 101
A project is a work that produces a unique product or service

San Francisco
Preparing for
the closing steps
(cc) photo by Metro Centric on Flickr
(cc) photo by Franco Folini on Flickr
(cc) photo by jimmyharris on Flickr
(cc) photo by Metro Centric on Flickr
1)Developing the
Project Management Plan:
4)Defining Project Activities
1. Direct and Manage the Project Execution: Project Manager’s role
Create a strong team dynamic:
successful team relies on a climate of trust. You have to lead your team in a different way than when you have a direct authority.

Hold efficient meetings:
Agenda with objectives and expected outcomes
Meeting minutes 48 hours after the meeting, etc.

Performance Monitoring:
Budgets, quality, risks, scope, etc.

Take good care of your team members and celebrate the accomplishment of an important deliverable.
It is
critical to establish proper channels of communication
throughout the execution phase.

Many levels of communication are necessary
to ensure a successful project and they should have been defined in the
Communication Plan
(during planning phase).

The project manager is responsible for informing the stakeholders of the project status.
Monitor and Control
Control Phase Goals:
6. Change management
The goal of the Initiation phase is a completed Project Charter including:

 Problem / opportunity definition
 Current / desired situation overview
 Customer needs
 Project objectives
 Project scope
 All stakeholders/sponsors/project team identified
All activities performed to establish total scope of the project

Defining and refining the objectives

Developing the course of action required to attain those objectives

Highly iterative process

Output is the project management plan and all related documents
1st step
2nd step
(cc) image by nuonsolarteam on Flickr
4. Perform Quality Assurance
Project Charter
6)Developing the Project Schedule: Mapping WBS onto workable timeline: Activity sequence, duration and resources.

7)Defining the Human Resources Plan: Roles, responsibilities, skills, reporting structures and RASIC chart (Responsible, Accountable, Supporting, Informed and Consulted)

8)Determining Project Cost Estimates and Budget: Short form of ABC (Activity-Based Costing)

9)Planning Communication activities: Communication structures, channels, frequencies and content.

10)Planning Project Quality Standards: Quality and all related standards (deliverables, but also budgeting, reporting, communications and scheduling)

11)Planning Risk Management (RM): Creation of a project risk register (PRR), tracking, cost, baselines, expectations and all other factors

12)Planning Project Procurement: Vendors and sub-contractors
2)Collecting Project Requirements
Verify proper stakeholder requirements
3)Defining the Project
Detailed description of the project
and product
Define all activities that produce the deliverables
5)Creating the Work Breakdown Structure
Granularity, associability, hierarchy, resource-dependence and functional clarity
Act like a
. Coordinate the efforts, follow up with team members to ensure a proper execution, inform and distribute the information to stakeholders.
2. Acquire, Develop and Manage
3. Handle Communications
Evaluates the
overall project performance
. Done on a regular basis in order to give confidence that
the quality standards of the project will be satisfied.
5. Conduct Procurements
The project manager
follow the procurement plan and raise any unexpected procurement that needs to be done
Define the proper control steps to ensure that the teams are meeting the deliverables
on time, on budget and with the appropriate quality standard

deliverable for each phase
of the initiative
Develop good relationships to
control without being offensive
Build enough buffer /
risk contingency tactics
to never be surprised

Important to
break down task in short period of time
to allow a better monitoring
• Identify and implement
adequate controls for required inputs
during and after the project

Track performance
with controls in place to ensure process stability and performance

Documentation of all aspects
of the project
• Provide
control tracking tools for long term monitoring

of all changes

Transfer of the process back to the business
(process owner)
Key preparation

Determine most suitable metrics
to be measured

Document the control plan
(with well-defined metrics: who/what/when)

Establish action plan if there is a deviation
in actual vs target during the planning

Obtains a baseline
(including seasonal impacts or other initiatives)

Manage sponsors expectations
on frequency and format of the reports
• Obtains
sign-off from sponsor on measures
in control plan
• Ensure the initiative is
not launching in the same time than other critical projects
• Communicate results and
action plan related to any gap / issues

Adjust forecast based on actual
benefits (and document lesson learned)
•All action items are completed as per the original WBS
process is stable
and linked with the day to day operation
performance is on track
vs. the business case

Any problem
identified has be taken care off or
is linked with an upcoming initiative

•All adjustments have been made as per the contingency plans
detailed control documentation complete

Schedule and execute any additional training required

Communicate all changes made to affected people, departments, etc.


The Post Mortem is a crucial aspect of Closing.
A phased approach
is recommended:

Individual Reflection
: give participants time to think of pros/cons
- Team Exchange:
get together to share your feedback
Consolidation of Findings
: gather all input to produce a detailed report outlining
Completed to loop back on project objectives and scope
Isssues & challenges encountered

Scope delivered
with details on timeline & financials
Business related project results
lessons learned
and recommendations
- Business Owners /
Steering Committee Sign Off

Don't skim it!
It's a good opportunity to
improve your team work
, future projects and overall organization operations!
Define, prepare and coordinate all subsequent planning (output: Planning Outcomes, all pertinent Environmental and Organizational factors)
(cc) photo by theaucitron on Flickr
(cc) photo by theaucitron on Flickr
copy paste branches if you need more....
And of course...its official Sign off!
Dangers of misunderstanding requirements
Post Mortem
Beware of Ability to Control Cost
Today, it seems that everyone is a PM
Large majority of projects run into overruns
Planning Fallacy
Implementation & Execution inconsistencies
Our presentation covers latter point
It targets non-experienced managers
Understand the project environment, the requirements, the stakeholders’ expectations
Be rigorous and methodic in planning and executing
Understand the method, not the recipe
Don‘t get lost in the details
Always plan with contingency in mind

The presentation will cover the 5 critical phases of a project: Initiation, Planning, Executing, Monitoring and Closing

It is based on our document, which is freely available

After the project section, our analysis of building the tool

Wrap up with a Q & A
Full transcript