2014 Fire Rescue - Project Managment 101 training

download 2014 Fire Rescue - Project Managment 101 training

of 93

  • date post

    17-Aug-2015
  • Category

    Documents

  • view

    32
  • download

    1

Embed Size (px)

Transcript of 2014 Fire Rescue - Project Managment 101 training

  1. 1. 1 Intro to Project Management Fire Rescue Services January 8, 2014 Marilyn Hussey & Ian Robertson, Community Strategies & Development
  2. 2. 2 Session Outline 1. Introduction What is a Project? What is Project Management? What types of Project Management roles are there? Why should I care? Why do some projects fail? 2. Project Management Framework Project Phases Project Management Tools and Templates 3. Using PM Tools & Templates Different Project Sizes Most Common PM Templates 3 Key Take Aways & Questions
  3. 3. 3 Some Housekeeping Items Snacks & Breaks (2 - 5 min breaks) Restrooms Questions / Active Participation Fire Alarms Mini PM Booklet & Evaluation Form Project Management Course Binder (Tabs 1-7)
  4. 4. 4 1. Introduction The type of work we do can be generally be divided into two different categories: Operations (completed through regular programs, services, processes or procedures) Projects (completed through special initiatives)
  5. 5. 5 Work Categories Operations (regular) - the on-going and routine work of delivering services and programs that define the work of the organization. Projects - are temporary and unique. Projects are typically initiated and defined in order to create change in the organization. This may include creating or changing plans, services, programs or processes, building new facilities or retiring existing service offerings.
  6. 6. 6 Definition of Project Based upon the descriptions above, a project can be distinguished regular operations using the following three general principles: A project should result in a unique outcome. A project should have a clear beginning and an end. A project should follow a specific life cycle of concept, development, implementation and termination through a defined set of activities and assignment of resources.
  7. 7. 7 Q- Which is a project versus performing a (regular) operation? Coordinating new emergency plans for the next Grey Cup Delivering a public education program to young children Responding to a fire rescue services dispatch call Creating an update to the Fire Rescue Master Plan
  8. 8. 8 Projects can turn into operations. When newly identified targets or standards have been integrated into current practices. If the same plan is used every time the Grey Cup event is hosted in Edmonton.
  9. 9. 9 Operations can turn into projects. If asked to create a new program that better relates to a target audience. If asked to identify new processes to more effectively meet future fire suppression needs.
  10. 10. 10 So to summarize, why we do projects. 1. To improve day to day operational processes. 2. Bring a new product or service to market. 3. To effects a change in structure, staffing etc. 4. Allows City Departments to meet a compliance requirement. 5. Undertake the legwork (to plan, consult, design, build) a new facility. 6. To document work in a formal way to create institutional memory. (3)Basic Types of Projects Planning Create, Action or Review Optimize
  11. 11. 11 What is Project Management A structured and systematic approach to managing projects that involves balancing competing demands among: Scope, time, cost and quality Stakeholders with differing needs and expectations Identified requirements (needs) and un- identified requirements (expectations)
  12. 12. 12 The three areas of effective Project Management include: Project efforts are co-ordinated: Issues are identified and resolved The appropriate team is in place The necessary resources to support the team are secured Everyone has the information they need to manage their individual contributions Overall Success Criteria Can be stated as: achieving desired outcomes, within time and budget parameters.
  13. 13. 13 Overall processes are managed: The process by which project results are managed and the intended objectives to be delivered are defined. For any project, there are choices in how this can best be accomplished, and project management provides the tools to coordinate, negotiate and define this process as required. The three areas of effective Project Management include: Overall Success Criteria Can be stated as: achieving desired outcomes, within time and budget parameters.
  14. 14. 14 Expectations are managed: Ensuring that all stakeholders who have an interest in the project (or may be impacted) have an appropriate level of awareness of the project and its impacts. Ensuring that all stakeholders are aware of changes to the project as they occur. The three areas of effective Project Management include: Overall Success Criteria Can be stated as: achieving desired outcomes, within time and budget parameters.
  15. 15. 15 Summary: Project Management (PM) is the application of knowledge, skills, tools and techniques to project activities in order to meet or exceed stakeholder needs and expectations. PM Methodology: gives the organization a framework/protocol and a systematic approach that makes it achievable for moving from a vision to action.
  16. 16. 16 Project Sponsor: Is typically the main customer of the project and responsible for championing project and confirming project goals. Steering Committee: Helps the Project Sponsor in overseeing the project, and makes all high level decisions affecting the project so that the project objectives can be achieved. Different types of Project Management Roles:
  17. 17. 17 Project Manager: Is the key representative responsible for the project organization, and is responsible for day-to-day issue resolution and ensuring that the project is delivered on time, within budget and in accordance with the projects objectives. The Project Manager reports to the Steering Committee and works with the Project Team in achieving the project goals. Different types of Project Management Roles:
  18. 18. 18 Project Team: Provides the staffing support & resources necessary to ensure the successful completion of the project objectives. Completes the assigned activities through guidance from the Project Manager. Participates in all scheduled project meetings for which their participation is identified. Different types of Project Management Roles:
  19. 19. 19 Advisory Committees: Support either the Project Manager or the Steering Committee by providing analysis, advice and information related to the project from their diverse perspectives. These committees may include internal stakeholders from other departments or external stakeholders from the community, organizations, and other levels of government. Different types of Project Management Roles:
  20. 20. 20 Q- Can a person perform more than one role?
  21. 21. 21 Q- Does every project require all these roles to be performed?
  22. 22. 22 Q- Thinking back, who might be involved in this project? Project Sponsor Steering Committee Project Manager Project Team Advisory Committees Creating an update to the Fire Rescue Master Plan
  23. 23. 23 Why care about Project Management Its City Directive (A1406 & A1424A): Ensure, where possible, that standardized project management systems are used across the corporation for managing the scope, quality, time, cost, risk and human resources of corporate projects.
  24. 24. 24 City Manager = Well Managed City: Responding to Citizens and City Council Concerns Project Failures, Poor quality of work Quality of City Services Length of time to get the job done Cost Management Use of Human Resources Project Communication Why care about Project Management
  25. 25. 25 Why care about Project Management What does your Fire Chief think: Edmonton Fire Rescue Services has employed the Project Management process to great advantage over the past several years. Two of our more notable projects include the Fire Rescue Master Plan as well as our CFAI accreditation project. The outcomes of these bodies of work have been significant and have served to underpin the success of Edmonton Fire Rescue Services in becoming a leading Fire Service committed to continuous improvement.
  26. 26. 26 More personal reasons to consider: You may be asked to perform a specific role You want to be successful So you can reduce your stress and the potential stress of those around you So you can preserve and maintain improved relationships So you can avoid many common project failure pitfalls, through employing the right: The Right Project; The Right Team; The Right Project Manager; The Right Expectations; and The Right Project Management Tools. Why care about Project Management
  27. 27. 27 Reasons why some Projects fail to achieve results 1. Inadequately trained/experienced project mgrs 2. Weak project initiation and validation of goals 3. Failure to document detailed plans 4. Failure to exercise project management authority or put in place the right team 5. Poor scheduling and effort estimation 6. Poor communication, tracking or reporting
  28. 28. 28 Quick 2 Minute Video Summary of Project Management http://www.youtube.com/watch?v=9LSnINglkQA *Take notes as we will recap the gist of the video.
  29. 29. 29 Assignment #1
  30. 30. 30 In groups of three, take 15 minutes to: 1) Come up with a specific example of a project you might be asked to support. 2) Identify 3 specific issues that may prevent successful completion of this project. 3) Indicate how using a project management approach to completing this project could help resolve some of those issues. Please be prepared to share back your answers with the entire class. At Fire Rescue Services Project Management Practice
  31. 31. 31 Lets Re-cap 1) Introduction Know how to define a project. Know key components of project management. Know some key project management roles. Know why project management is impor