Post on 12-Apr-2017
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Project Charterin 45 minutes or less
Russell Martin & Associates(317) 475-9311@nolectureinfo@russellmartin.comwww.russellmartin.com
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Projects are Flash Mobs
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Project Team Members
Perform project activities and produce project deliverables
Project Manager
Plans,
Organizes and
Manages the Project
STEWARD
What is a Project Manager?
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• Represents the best interest of the organization that is funding the project
• Provides resources • Makes critical business
choices (governance)
What is a Project Sponsor?
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• Provides status reports to stakeholders ________
• Assigns tasks to people____ ____
• Determines the business objectives ________
• Determines the project objectives____ ____
• Recommends what to do when money, ________
time or quality are threatened
• Decides what to do when money, ____ ____time or quality are threatened
Project Sponsor
Project Manage
r
You Try It
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the project
The Sponsor
Experts (SMEs) Finance
CustomersFunctional Leaders
The Project
ManagerThe
Dedicated Project Team
Gordon McKenzie
Who’s In, Who’s Out?
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When the product / deliverable is built? When the pilot has been held and changes made? When everyone is using it? When no one asks for any changes?
When Does a Project End?
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•Less (not ‘no’) rework•Better quality•Less cost to the business•Less chaos•Less heroics
INCREASED UPFRONT THOUGHT = INCREASED PROJECT
SUCCESS
What Project Management DELIVERS
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•Filling out forms•An excuse to ignore the organization’s perspective•Late, poor quality or over budget project delivery•A substitute for a brain
What Project Management is NOT
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Dare toProperly
Manage
Resources!Define Plan Manage
Review
ENDSTART 1. Set business
objectives2. Establish project
scope3. Set project
objectives4. Mitigate risks5. Establish
constraints6. Plan
communications7. Establish
governance plan
1. Determine milestones
2. Schedule task dependencies
3. Adjust for resource dependencies
4. Create budget
1. Control work in progress
2. Provide status and feedback
3.Leverage governance
4.Resolve conflict
1. Close the project
2. Turn over deliverables
3. Hold project review
4. Celebrate accomplishments
initiate
plan monitor
close
Steps to Great Projects
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•Set Business Objectives•Establish Project Scope•Set Project Objectives•Mitigate Risks•Establish Constraints•Establish Governance•Plan Communications, Governance and Transition
Define
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Dare toProperly
Manage
Resources!Define Plan Manage
Review
ENDSTART 1. Set business
objectives2. Establish project
scope3. Set project
objectives4. Mitigate risks5. Establish
constraints6. Plan
communications7. Establish
governance plan
1. Determine milestones
2. Schedule task dependencies
3. Adjust for resource dependencies
4. Create budget
1. Control work in progress
2. Provide status and feedback
3.Leverage governance
4.Resolve conflict
1. Close the project
2. Turn over deliverables
3. Hold project review
4. Celebrate accomplishments
initiate
plan monitor
close
Steps to Great Projects
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Improve Service
Increase RevenueAvoid Cost
Also…• Reaction to government regulation• Reaction to competitive pressures
by…
The project will…
IRACIS
Develop Business Objectives: The Greek Goddess of Business
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STAKEHOLDER: A person, role,
organization, company or system who
PROVIDES SOMETHING to the project
orRECEIVES SOMETHING
from the project
INPUT
OUTPUT
to the project
from the project
Who Are My Stakeholders?
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Stakeholder (role not person)
Inputs: Information needed
Outputs: Deliverables
Comments
Project Sponsor
Employees provide the volunteer hours
Charities provide the need receive help
Corporate Communications
provides press releases
Catering provides food for the volunteers
Define the Scope
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Stakeholder (role not person)
Inputs: Information needed
Outputs: Deliverables
Comments
Project Sponsor
Brainstorm the stakeholders, inputs and
outputs
Define the Scope
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Charities Sponsor: CEO
Volunteer Day
Project
Catering
Volunteers
Food
BudgetSchedule
Budget
Avai
labl
e Corporate Communication
s
Employees
Communication Plan
Status
BudgetNeedTraining
Governance
Define the Scope Diagram
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Charities Sponsor: CEO
Volunteer Day
Project
Catering
Volunteers
Food
BudgetSchedule
Budget
Avai
labl
e Corporate Communication
s
Employees
Communication Plan
Status
BudgetNeedTraining
GovernanceNeeds
Define the Scope Diagram
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Criteria that will be:• Concrete and specific• Measurable• Achievable and realistic• Time-bound• Refers to project deliverables
System Objectives
Product/Service Objectives
Cost / Revenue Related
Objectives
Learning / Performance
Related Objectives
How will DONE be measured?
Develop the Project Objectives
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Overall Project RiskAverage:Size - How “big” is this project or how long will it take relative to
others you have done?Rated 1(small) - 10(large)
Structure - How stable are the requirements?Rated 1(fixed) - 10(undefined)
Technology - How understood is the technology and procedures?Rated 1(old) - 10(new)
Risk = Management
Document Risks
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1 – 3 Wing this project4 – 6 Do a quick project charter, high level
project plan7 – 8 Block regular project management time9 – 10 Block frequent time, clear your schedule
and plan NOW to cut the scope
> 5 Mitigate the Risk
So What?
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Risk Mitigation: DetailedRISK
FACTORLIKELIHOOD
IMPACT PREVENT BY REACT BY
There are not enough volunteers
Medium High Increased communication ahead of time
Ask volunteers to ask friends
Type of charity work is not realistic for our volunteers
Medium High Visit charity early to clarify scope of work
Negotiate scope of work
Document Risks & Constraints
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TIME
COST
QUALITY/SCOPE
XPublished day, can’t be moved
XNot an
unlimited budget
XCould do a smaller
event
CONSTRAINTS are the restrictions on your project that will occur.
Can’t change Can’t change much Negotiate
Document Constraints
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• Who will you communicate with?
• Who will receive regular status updates?
• What change message do you want to provide proactively?
Charities Sponsor: CEO
Volunteer Day
Project
Catering
Volunteers
Food
Budget
Schedule
Budget
Avai
labl
e Corporate Communicati
on
Employees
Communication PlanStatus
BudgetNeedTraining
GovernanceNeeds
Establish Communications Plan
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• Who determines DONE?• Who can change time, budget, scope or quality?
Why is it SO HARD to end a project? Why do people keep changing things even when they wouldn’t go to the initial meetings?
No one told them they couldn’t.
Establish Governance Plan
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The Definition of DONE drives Scope:• Who will you pass the final
project to for maintenance?• How will ‘END’ be measured?• Does your Scope Diagram
model tell this story?
Charities Sponsor: CEO
Volunteer Day
Project
Catering
Volunteers
Food
Budget
Schedule
Budget
Avai
labl
e Corporate Communicati
on
Employees
Communication PlanStatus
BudgetNeedTraining
GovernanceNeeds
Establish Transition Plan
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• Changes =“failures”= emerging realities• Predicting the future is not possible. • Those who created the plan did not fail
when things change – We create what we can with what we know then
• Focus on ‘tacking’ to the PURPOSE
It’s a DRAFT: < 45 minutesinfo@russellmartin.com II need that charter NOW
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What are the three things you have learned in this lesson?
1.
2.
3.
Lessons Learned
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1. Seek first to blame.2. I’m busy, I must be making progress.3. We can do that.4. That will just take a minute.5. All projects are the same.
The Five Deadly Sins of Project Management
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1. Seek first to collaborate.2. I’m busy on the things that
are creating ROI.3. We can do that for a price.4. That will just take a bit for
me to figure out the impact. I’ll get back to you tomorrow.
5. All projects are unique.
The Five Heavenly Atonements of Project
Management
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How Can I Get More Help?
At www.russellmartin.com:• Purchase books• Get our LEARNING FLASH e-zine for
more tips and tools• Find out about workshops, webinars, e-
learning and virtual alumni communities• info@russellmartin.com
@nolecture Lou Russell