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Sucessful Project Management:

MMANC July 2016
by

DC Spiller

on 13 July 2016

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Transcript of Sucessful Project Management:

Successful Project Management:
What does it REALY take?

Project Management
Presented by:
Wandzia Rose, Rose Consulting
&
Dave Spiller, City of Pleasanton

International Institute for Partnering:
www.partneringinstitute.org/index.html

Critical Success Factors for Implementing ERP - 2nd Int'l Conference:
www.it-innovations.ae/iit005/proceedings/F 4 IIT Bhatti.pdf

Project Management Institute:
www.pmi.org

Forms / Tools:
Microsoft: http://office.microsoft.com/en-us/templates/CT001226193.aspx


Additional Analysis and Evaluation Tools
Project Management:
The "What"

What is the problem we are trying to solve?

Purposes:
To enhance our knowledge of key success factors in Project Management.

To increase our skills in managing projects.

Apply concepts in our work and life for greater efficiencies and effectiveness.
S.W.O.T. Analysis
P.E.S.T. Analysis
What type of projects are you working on?

What project is looming on the horizon that you will be responsible for?

What would you identify as
critical success factors

in project management?
Scope
Resources
Time
Critical Forces of
"Project Management"
Gap Analysis
Force Field Analysis:

Force Field Analysis frames problems in terms of factors or pressures that support the status quo (restraining forces) and those pressures that support change toward the desired state (driving forces).

Such factors can include people, resources, attitudes, traditions, regulations, values, needs, desires etc.

Force Field Analysis:
Gap Analysis:
A technique that businesses use to determine what steps need to be taken in order to move from its current state to its desired, future state.
Gap Analysis:
Gap Analysis consists of identifying factors (attributes, competencies, performance levels) of the present situation.

Identifying factors needed to achieve future objectives.

- and -

Highlighting the gaps that exist and need to be filled. Gap analysis forces an organization to reflect on where they are and to ask / or examine where they want to be in the future.
Gap Analysis:
Present situation =
“What Is”

Future objectives =
“What Could Be"

- and -

I.D. Gaps =
“What We Need to Get There”

S.W.O.T. Analysis:
S.W.O.T.
is an acronym for:
Strengths, Weaknesses, Opportunities & Threats.

Tool for audit and analysis of the overall strategic position of business and its environment.

S.W.O.T. Analysis:
Strengths
&
Weaknesses
are considered to be internal factors over which you have some measure of control.

Opportunities
&
Threats
are considered to be external factors over which you have essentially no control.

P.E.S.T. Analysis:
[S.T.E.E.P. Analysis]
PEST Analysis
is a tool that helps you analyze the Political, Economic, Social, and Technological factors in your business environment. PEST helps with “big picture" issues so you can take advantage of the opportunities that may be present.

STEEP Analysis
is a tool to evaluate various external factors impacting a business or organization. STEEP is an acronym for Social, Technological, Economic, Environmental, Political.


Project Charter & Scope
(What's needed vs. what's wanted)
Define success
Identify decision making process
Identify influences in making decisions

Chartering:
Purpose
Scope
Communications Plan
Roles and Responsibilities
Decision Making

Project Management:
The "How"Set Up

How will the problem be solved?
Critical Success Factors:
Leadership
The Trusted Leader Assessment
People who
Dream Big
Do'ers...
People that Get Stuff Done!
People that know how to have fun
People I like to work with!!!
You as a Project Manager:
Critical Success Factor: being a trusted and trusting project manager

Critical Success Factor: know your team members’ styles to facilitate “courageous conversations” during the life of the project

Critical Success Factor: Being a Trusted Leader

Enhance our knowledge of key success factors:

Articulate the project clearly (Charter)
Understand the "Big Picture" (Analysis)
Plan the project (Essential Info Checklist)
Get "Top Management" support (Buy In)
Project Mgmt - more than just “doing the project”
Communicate and Manage Relationships
Manage Risks
Be a Trusted Leader / Project Manager

The Project Manager:
The Project Team
Questions?
Dave Spiller
City of Pleasanton

(925) 931-5201
dspiller@cityofpleasantonca.gov
Agenda:


Why is Project Management Important?

The "What" and the "How" of Project Management

Tools & Resources

The Trusted Leader (What do we bring to the project)

Summary / Wrap-up
Resources:
MindTools:
www.mindtools.com

Center for Project Management
www.center4pm.com

Dunkin Works:
www.dunkinworks.com

Info Tech:
www.itm-solutions.com

Job Shift (William Bridges)

Trusted Leader (Galford~Drapeu)

Personal Experience
Project Management
Resources

Resources:
Why is Project Management so Important?
How many of you are responsible for managing projects in your current job?

How many of you have "Project Management" as part og your formal job descriptions?
Create the Project Plan:
Plan the plan
Estimate schedule, budget, staffing etc.
Identify key stakeholders
Analyze Risks (& Risk responses)
Wandzia Rose
Rose Consulting

(408) 781-5045
WandziaRose@gmail.com
What will I take away from this training?
Full transcript