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Project Management (for printing)

The Art of Getting Things Done

Arjan Ros

on 4 March 2013

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Transcript of Project Management (for printing)

The Art of Getting Things Done Project Management Purpose of this course Improved skills using the right tools and techniques Increased knowledge and understanding Increased confidence Improved
performance By learning how to... Set up and start a project Set realistic, achievable goals Create a reliable plan Mobilise the project team Analyse and engage with stakeholders Produce useful and meaningful
progress reports Drive effective decision making Run your project meetings effectively Foster open and effective
communication between all parties Maintain healthful working relationships Better Project Results Who are you? Your experience with Projects and
Project Management? Name, (organisational) background
Work experience and future plans
Something unique about yourself? Learning goals for this
training course? Create your own project plan... What do you want to improve?
Why do you need to improve that? What is your benefit?
What inputs, answers, clarifications do you need? Check your goals during the training course! Topics Goal setting
Project organisation
Project phasing
Stakeholders and requirements
Delivering and monitoring
Acceptance and closure Dealing with difficulties
Crucial conversations
Failure: does it exist? Adversity
Time consumers
Late changes The Project Organisation And then the real stuff... So, what does Prince2 say? What is so special about Projects? Unique
Change, uncertainty, pain Obvious Project Manager and Support staff questions What’s expected of me? What does the Project Manager do? What do I do if things don’t go to plan? What decisions am I expected to make? What information do I need or must I supply? What are the risks? Who should I look to for support? For direction? Who will decide? Who needs to be informed? Otherwise, Project Management is not very different from line management: The Project Management Triangle... To define and establish
- the Project structure
- Accountability and Responsibilities

To ensure effective decision making

And to prevent either of these extremes... Business justification
Executive role Impacted by the project outputs
Using of output of the project
Realising benefits after the project is complete Providing the project products
Providing resources with right skills, both internal and external. Note down your Key User(s), Key Supplier(s) and Key Sponsor in your project.

Specify any doubts or unclear roles. Prince2's approach to Project Management Structure Outside the project though responsible for commissioning the project and providing the mandate
Identifying and appointing the Executive
Defining tolerances for the Project Board Responsible for the overall direction and management for the project
Accountable for the succes of the project
Directing the project Approve all major plans and resources
Authorize any deviation exceeding stage tolerances
Approve the completion of each stage and authorize the start of the next stage
Communicate with other stakeholders Day-to-day management of the project "The Project Manager’s prime responsibility is to ensure that the project produces the required products in accordance with the time, cost, quality, scope, risk and benefit performance goals" Management of specialist teams
Planning the creation of certain products Delivering of the products to an appropriate quality, within the specified timescale and cost.
The following may be delegated from the PM to the Team manager: Responsibilities Project Board Accountable for success
Providing unified direction to the Project, esp. the Project Manager
Ensuring effective decision making
Effective delegation
Providing visible and sustained support for the Project Manager
Facilitating integration of the Project Management team withing the organisation
Providing resources and authorising funds
Ensuring effective communication within the project and with external stakeholders Characteristics of an effective Project Board... Credibility Authority Ability to delegate Availability Project Assurance Supporting the Project Manager
Advice and guidance on issues related to Corporate Standards
Quality inspections
Reviews Project Support Administrative support to the project The Project Manager - Spider in the web... Expectations and Reality And now, the Project... Start UP Core question Purpose Justification Authorisation Gathering the required information Appointing the right individuals Searching for lessons learned Planning the Initiation Phase Preventing waste of time on... Scope
Acceptance criteria
Constraints Phasing... Start up
Closing Management Products Project mandate
Roles and responsibilities
Outline Business Case
Project Brief
Lessons learned report (previous projects)
Stakeholder map
Daily Log What do you do? Meet meet meet and meet!!! ...and L I S T E N carefully. Who do you meet with? Sponsor
Subject matter experts
Other project managers
Family, friends, internet research etc etc. Results of all of your gathering.... - High level business and compliance requirements
- Project feasibility, constraints, key risks and mitigation
- Specific assumptions
- High level scope
- Major milestones and main deliverable
- E X P E C T A T I O N S set And then... - Formalised authorisation to proceed
- Formalised project management structure
- Buy-in and commitment To specify: What is ready when this is ready? What is ready when this is ready? Setting expectations Initiation Core question How to get this all going and controlled? Purpose of all these meetings is to: - Assessing Project goals, main risks, constraints
- Perform stakeholder analysis
- Gaining support for the project
- Learn from others ("how did you do that")
- Learn more about the subject matter
- Building TRUST
- Setting and validating expectations Management Products Documented strategies on the management of:
- Risks
- Configuration
- Quality
- Communication

The strategies describe the Goals, Roles and Responsibilities, Timing, Tolerances, Tools and Techniques, Records management and Reporting Requirements.

-Refined Stakeholder Analysis
-Project controls
-Project Plan
-Refined Business Case
-Project Initiation Document
-Daily Log
-Risk Register
-Issues Register What do you do? - Form Project Team
- Detail and document stakeholder analysis
- Create Project Plan
- Document strategies on Risk mgt, Configuration mgt,
Quality mgt and Communication mgt
- Setup the Project Controls
- Refine the Business Case
- Obtaining approval to proceed Knowing your stakeholders
Ensure Executive commitment and support
Knowing the goals, pain & gain of the project
SELL SELL SELL the project's ideas to stakeholders
Mobilising your teams
Plan, agree, execute, monitor Getting the ball rolling is all about: Who do you need in your team? Teaming Belbin Team Roles Myers Briggs Crucial Conversations "First understand the other, before being understood" See & Hear Tell a Story Feel Act Path to Action How to make a P L A N? Prince2 about plans...

The philosophy behind producing plans in Prince2 is that the products required are identified first, and only then are the activities, dependencies and resources required to deliver those products identified. P r o d u c t s (results) first! Then activities people, external products etc. Then, a t i m e l i n e Controlling a project stage Work Packages Issue Register Risk Register Checkpoint
Report Quality Register Work Packages Work Packages Checkpoint
Report Checkpoint
Report Stage Plan Highlight Reports Escalation is not a dirty word!!! Monitoring and
taking corrective actions Keep progressing.... Get your Sign offs!!! How to escalate effectively Dealing with bad news.... Product Breakdown Structure Requirements State the problem in terms of IMPACT
Make clear WHAT YOU EXPECT from the one you escalate to Dealing with bad news.... Be pro-active
Gather the facts - remain factual!
Understand the impact
Explain the bad news in terms of impact
Come up with a plan
Offer advice and alternatives
Think of positives as well - what can we LEARN from this?
Sleep over it - don't share too early
Stay calm - your sponsor counts on you! It's like climbing two ways of climbing a mountain... Providing feedback What happened?
Explore & Listen actively
And then... Responsibility....... The ability to respond. Stimulus Response Stimulus Response Project Closure Verifying acceptance
Ensure ongoing support and maintenance
Reviewing the project performance
Assessing realised benefits and expected benefits
Provision for follow-up on open issues and risks
Celebrate! Reports Lessons
Report Project
End Report Stakeholders... Stakeholder analysis Finance Operations IT Facilities Procurement HR Legal Policies Vendors Customers Urgency Importance The ultimate way to measure project success... Modern organisations... Now, create a stakeholder map for your project Create a Product Breakdown Structure for your project (new software system) Identify some Lions, Elephants, Wolfs and Fish in your activities. Q: Are they really in the right bucket? And where does most of YOUR time go to? Think of a recent "bad news" situation. Think of a recent "crucial conversation". Q: How have you handled it? What could you improve? Q: How have you handled it? What could you improve? Stakeholder Management So, finally...
The 14 C's of Project Management Communicative
Centered and Concentrated on the goal
Cool&Calm under stress
Customer focused
Cost aware
Courageous Work Breakdown Structue Activities-based Milestones... So a plan contains.... Products Activities Milestones Timelines Otherwise it's just a.... Create a Work Breakdown Structure for your project Define milestones for your project. Explain what you want to see changed / enhanced for:
...the project result
...the other party

And stay in dialogue! Who is in the Project Board of your project?

Do they fit the desired characteristics? Deliver according to expectations Finalise and close the project source: http://calleam.com/WTPF/?page_id=1445 75% of project participants lack confidence that their projects will succeed.
78% of respondents reported that the “Business is usually or always out of sync with project requirements”
70% of organisations have suffered at least one project failure in the prior 12 months
86% of organisations reported a shortfall of at least 25% of targetted benefits across their portfolio of projects
Only 40% of projects met schedule, budget and quality goals Various studies show: Requirements Management What failures in YOUR projects were due to lack of requirements management? Beware of Scope Creep! How many realities? Do you monitor everything? No pain no change.... And for each phase.... (no pain - no change... - no gain) Or you experience the journey together.... You either focus on the mountain, the mountain, the mountain.... The Project Board Do we need so many chairs??? Arjan Ros arie.jan.ros@gmail.com
linkedin: http://nl.linkedin.com/in/arjanros1/
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