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Transcript of Crash Course in Project Management - Squarespace · CRASH COURSE IN PROJECT MANAGEMENT Jon Hicks,...
CRASH COURSE IN PROJECT MANAGEMENTJon Hicks, MBA, PMP®
Scaling Value
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Course Overview• Day 1
• What is Project Management?• Where does it fit in to today’s organizations?• The Role of the Project Manager• The Getting Things Done Methodology
• Day 2• Barriers to Success• PMBOK Overview• Essential Project Components
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Projects and Project Management
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What is a Project?• A problem scheduled for solution
• “A temporary endeavor undertaken to produce a unique product, service, or result.”
• Unique and Temporary
• Completed when the project goals are achieved or determined the project is no longer viable
• A successful project is one that meets or exceeds the expectations of your stakeholders
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Project Management Constraints• This is one of the most important concepts in project
management (and life!)
• Fast, cheap, or good: pick two
• Anytime one constraint is changed, the others are also affected
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Project Management Constraints• Originally called the Iron Triangle, now sometimes called
the PM Diamond or the PM Star
• In addition to the main triple constraints:• Performance/Quality• Risk• Resources
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Project Management Constraints
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Successful Projects• What determines the success of a project?
• Project meets stakeholder needs
• Project stays within the constraints
• What does it take to make this happen?
• People skills
• Technical competency
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What Is Project Management?• “Application of knowledge, skills, tools, and techniques to
meet the project requirements.”
• The art and science of producing results
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What Is Project Management?• How do we approach it?
• Ready, Fire, Aim• Waterfall• Progressive Elaboration• Agile
• What are we focused on?• Clearly defined methods (PRINCE2)• Efficiency (Lean)• Environmental Impact (PRISM)• Managing most projects most of the time (PMI)
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Project Management vs. Operations• Operations are ongoing and repetitive
• Continuous work without an ending date; repeating a process to produce the same results
• Examples?
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Project Management vs. Operations• Purpose of Operations is to keep the organization
functioning
• Purpose of a Project is to meet its goals and to conclude
• At completion of a project, the end product (or result) may get turned over to the organization’s operational areas for ongoing care, maintenance, and perhaps production
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Hierarchy of Efforts• Programs are projects (and other work) managed
collectively to capitalize on benefits that would not be achievable if managed separately
• Portfolios are collections of programs and projects grouped together to support a strategic business goal or objective
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Hierarchy of Efforts
Portfolio
Projects
Program Program Program
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The Project Life Cycle• Most projects are divided into phases; all projects large and
small have a similar life cycle
• Project Phases• Segments of work that allow for easier management, planning, and
control of work• Work and deliverables produced are typically unique to that phase• Some projects have one phase; others, many
• All projects have a similar life cycle structure:• Starting the project• Organizing and preparing• Carrying out the project work• Closing the project
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The Project Manager
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The Importance of (Good)Project Management• In 2012, 38% of projects did not successfully meet their
goals (a 10% increase since 2008) (PMI, 2013)
• 97% say it’s important, but only 54% say their organizations fully understand its value (PwC, 2012)
• 13.5% of all dollars spent on projects is at risk (PMI, 2013)
• As much as a third of money spent on failed projects can never be recovered (PMI, 2013)
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Role of the Project Manager• Always has responsibility, hopefully has authority
• Balance the triple (or more) constraints
• Top three project management skills?• People skills, people skills, and people skills
• Three dimensions to project management competency• Knowledge• Performance• Personal
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What’s It Really Like?• Lots of Meetings
• Lots of Documents and Reports• But not necessarily the right ones
• Hitting a Bullet with Another Bullet
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The Talent Triangle• Technical Skills
• Interacting with your product
• Leadership Skills• Interacting with your team
• Business Acumen• Interacting with your environment
• Productivity• Interacting with yourself
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Getting Things Done
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The Foundation• Uncertainty and fuzzy boundaries are the norm
• Mind Like Water Is Possible, but only through relaxation
• Dealing Effectively with Internal Commitments• Get it out of your head• Clarify your commitment and next action• Organize them within a trusted system
• Manage Your Actions, Not Your Time
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Five Stages of Mastering Workflow• Collect
• Limit the number of inboxes and make sure everything goes through them
• Process (Clarify)• Decide where the thing needs to go for its next action and put it there
• Organize• All you need is lists and folders
• Review• Periodically, review everything
• Do
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How Do We Decide What to Do?• Three Models
• The Four-Criteria Model for Choosing Actions in the Moment• The Threefold Model for Evaluating Daily Work• The Six-Level Model for Reviewing Your Own Work
• Different Perspectives• Horizontal Focus• Vertical Focus
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Choosing Actions in the Moment• Context
• Time Available
• Energy Available
• Priority
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Evaluating Daily Work• Pre-defined Work
• Ad Hoc Work
• Defining Work
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Reviewing Your Own Work• Runway: Current Actions
• 10,000 Feet: Current Projects
• 20,000 Feet: Areas of Responsibility
• 30,000 Feet: One- to Two-year Goals
• 40,000 Feet: Three- to Five-Year Mission
• 50,000+ Feet: Life
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The Five Phases of Planning• Defining Purpose and Principles
• Think about “Why”• Identify constraints and assumptions (the rules)
• Outcome Visioning• Focus and Clarity
• Brainstorming• Capture everything and reap the benefits of distributed cognition
• Organizing
• Identifying Next Actions
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Project Selection
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Five Parts of Every Business1. Creates something of value…
Value Creation: Discovering what people need or want, then creating it.
2. That other people want or need…Marketing: Attracting attention and building demand for what you’ve created.
3. At a price they’re willing to pay…Sales: Turning prospective customers into paying customers.
4. In a way that satisfies the customer’s needs and expectations…Value Delivery: Giving your customers what you’ve promised and ensuring that they’re satisfied.
5. So that the business brings in enough profit to make it worthwhile for the owners to continue operation.Finance: Bringing in enough money to keep going and make your effort worthwhile.
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Projects and Strategy• Effective project management is aligned with the
organizational strategy
• When aligned, there is a greater chance of success• Greater relevance• Higher priority• Longer-term impact
• Projects may be more appropriate than operations• Part of a short-term initiative• More flexible constraints
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Barriers to Success
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Why Do Projects Fail?• Impossible Constraints
• Insufficient planning and inadequate communication (undocumented goals, poor stakeholder management)
• An unwillingness to be uncomfortable
• Over-ruled by a need for action• Often results in the shotgun approach• Can become pathological
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Why Do Projects Fail?• Assumptions
• About resources, dependencies, requirements, constraints…
• Cognitive Biases• Mental shortcuts• Predictably irrational
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The Importance of Planning• Failing to plan is planning to fail.
• The earlier you begin coding the later you finish.
• One hour of planning equates to three hours of execution.
Time
Pain
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The PMBOK
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PMBOK Overview• Meant more as a tool box than a cook book
• PMBOK structured around:
• Three chapters of Foundations
• Ten Knowledge Areas
• 47 individual Processes structured within Knowledge Areas and Process Groups, each with specific Inputs, Tool & Techniques, Outputs
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Ten Knowledge Areas• Integration Management
• Involves identifying and defining the work of the project and combining, unifying, and integrating the appropriate processes
• Scope Management• Concerned with defining all the work of the project and only the
work needed to successfully produce the project goals
• Time Management• Concerned with estimating duration of project plan activities,
devising a project schedule, monitoring and controlling deviations from the schedule
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Ten Knowledge Areas• Cost Management
• Establish cost estimates for resources, establish budgets, and keep watch over those costs to ensure the project stays within the approved budget
• Quality Management• Focuses on product quality as well as on the quality of the project
management process used during the project
• Human Resources Management• Involves all aspects of people management and personal
interaction, including leading, coaching, dealing with conflict, conducting performance appraisals, and more
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Ten Knowledge Areas• Communication Management
• Seeks to ensure that all project information is collected, documented, archived, and disposed of at the proper time
• Risk Management• Concerned with identifying, analyzing, and planning for potential risks,
both positive and negative, that might impact the project
• Procurement Management• Includes processes involved with purchasing goods or services from
vendors, contractors, suppliers, and others outside the project team
• Stakeholder Management• Ensures that information is distributed and shared with stakeholders,
management, and project members at appropriate times
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Process GroupsInitiating Planning Executing Monitoring & Controlling Closing
©2013 PMI. PMBOK® Guide – Fifth Edition
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Process Groups
©2013 PMI. PMBOK® Guide – Fifth Edition
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Process Groups
©2013 PMI. PMBOK® Guide – Fifth Edition
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The PMBOK Process Matrix
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Integration
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Project Integration Management• Bringing and Keeping It All Together
• Biggest Challenges• Lack of Clarity• Lack of Focus• Lack of Consistency
• Keys to Success• Project Charter• Having a Plan• Controlling Changes• Project Close Out
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Project Integration Management
Initiation Planning Executing Monitoring & Controlling Closing
Develop Project Charter
Develop Project
ManagementPlan
Direct & Manage
Project Work
Monitoring & Controlling
Project Work
Close Project or Phase
Perform Integrated Change Control
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The Project Charter• The most important document
• Officially begins the project/phase
• Provides the business case, objectives, and success criteria of the project
• Makes sure you’re working on the right problem, at the right time, on the right level
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Project Charter Inputs• Statement of Work is a narrative description of products or
services to be delivered by the project; it references:
• Business need
• Product scope description
• Strategic Plan
• Business case: Provides the necessary information from a business standpoint to determine whether or not the project is worth the required investment
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• Project Objective(s)• Project Overview• Project Authority• Mission Statement• Vision Statement• Success Criteria• Technical Performance Commitment
• Scheduled Commitment• Cost Commitment
Additional Project Charter Inputs• Acquisition Strategy• High Risk Areas• Status Reporting Commitment
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Class Exercise – The Project Charter• Read the Kitchen Heaven Case Study
• Fill in the Project Charter template from PMI
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Stakeholders
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Project Stakeholder Management• Knowing Who to Work With and Satisfy
• Biggest Challenge• Stakeholder Analysis
• Keys to Success• Stakeholder Register
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Project Stakeholder Management
Initiation Planning Executing Monitoring & Controlling Closing
Identify Stakeholders
Plan Stakeholder Management
Manage Stakeholder Engagement
Control Stakeholder Engagement
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Identifying Stakeholders• The process of identifying people impacting or impacted
by the project; also analyzing and documenting information about them
• Stakeholder Analysis
• Systematically gathering and analyzing quantitative and qualitative information
• Relating the stakeholders to the purpose of the project
• Identifying stakeholder relationships
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Identifying Stakeholders• Not all Stakeholders are created equal
• Direct vs. indirect• Active vs. passive• Categorize on the basis
of interest, influence, andinvolvement
©2013 PMI. PMBOK® Guide – Fifth Edition
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Stakeholder Register• The document that contains all this valuable information that
you’ve gathered
• Three categories of information• Identification (name, organization, location, role, contact info, etc.)• Assessment (requirements, expectations, influence, interest, etc.)• Classification (internal/external, supporter/resister, etc.)
• A living document• To be revisited, revised, updated throughout the life of the project
Name Position RoleContact
Information Requirements Expectations Influence Classification
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Class Exercise – Stakeholder Register• Read the Kitchen Heaven Case Study Part 2
• Record the different stakeholders that can impact or be impacted by this store opening
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Class Exercise – Stakeholder RegisterName Position Role
Contact Information Requirements Expectations Influence Classification
Dirk Perrier VP, Marketing
Sponsor Store opens on time within budget
Great party, high crossover from show, 19 month payback
High Internal, Supporter
Jake Peterson Facilities Oversee build-out
120 Days to performbuild-out
Facilities meet specs High Internal,Supporter
Jill Overstreet Director,Retail Products
Securemerchandise
Two weeks, a store ready to receive product
Ambiance! High Internal,Supporter
Marketing Team
Budget High turn-out Low Internal, Supporter
Leasing Agent Coordinates lease with Landlord
Agree to terms, pay the fee
Sign the lease, provide referral
Mid External, Supporter
Landlord Owns building
Lease Comply with the lease
High External, Supporter
General Contractor
Performs Build-Out
Plans, payments, etc. Facilities meet specs Mid External, Supporter
Local Chefs Customer attraction
Adequate facilities and supplies
Promotion, payment Low External, Supporter
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Scope
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Project Scope Management• What Are We Doing Here?
• Biggest Challenges• Scope Creep• We don’t know what we’re working on
• Keys to Success• Requirements Collection• Work Breakdown Structure
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Project Scope Management
Initiation Planning Executing Monitoring & Controlling Closing
Collect Requirements
Define Scope
Create WBS Validate Scope
Control Scope
Note: In practice, these Processes may interact and overlap with each other.
Plan Scope Management
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Collecting Requirements• What are the specific needs and expectations of
stakeholders for the project?• Needs versus expectations• Get specific
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Documenting Requirements• Serve as the basis for understanding and documenting
the project scope
©2013 PMI. PMBOK® Guide – Fifth Edition
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Defining the Scope• What does the end result look like?
• Why bother defining this?• Ensures that everyone is on the same page• Gives a point of comparison so that you know you’re on the right
track
• Watch out for scope creep(aka feature creep)• Remember the triple constraints!
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Defining the Scope
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Work Breakdown Structure• Structures (organizes) and defines the total scope of the
project
• A hierarchical subdivision of deliverables and project work into manageable pieces• Work packages• No larger than 80 hours, no smaller than 8 hours• A Structured, but not sequenced, list of activities/project work
• This is the heart of Project Management• When done well, the secret to successful Project Management
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Elementary Example WBS
Buildfence
Acquire material
Constructfence
Mark fenceline & post
Install post
Install fencing& post
Paint/stain
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Elementary Example WBS• 3.0 Build Fence
• 3.1 Acquire fence material
• 3.2 Construct fence
• 3.2.1 Mark fence line and post
• 3.2.2 Install post
• 3.2.3 Install fencing and gates
• 3.2.4 Paint/stain fence
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Sample WBS for Game Software
©2013 PMI. PMBOK® Guide – Fifth Edition
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Sample WBS for an Aircraft System
©2013 PMI. PMBOK® Guide – Fifth Edition
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Work Breakdown Structure• Building a WBS helps:
• Provide a detailed illustration of project scope
• Create the basis for project cost and scheduleestimates
• Build project teams
• WBS Dictionary• Document providing details about each work package
• Assignments, scheduling, assumptions, constraints, estimates, acceptance criteria
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Class Exercise - WBS• Revisit the Kitchen Heaven Case Study Part 2
• Using flip chart paper and post-it notes, breakdown this project into its deliverables and work packages
• Think of four to six deliverables
• Think of at least three to five activities/work packages per summary task
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Time
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Project Time Management• When Do Things Need to Happen?
• Biggest Challenges• Keeping everything on track• Estimating how long things take to happen
• Keys to Success• Schedule Baseline• Communal Calendar
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Project Time Management
Initiation Planning Executing Monitoring & Controlling Closing
Define Activities
Sequence Activities
Estimate Activity Resources
Develop Schedule Control Schedule
Estimate Activity Durations
Note: these Processes are so tightly linked that they can be viewed and performed as a single process on some projects, especially those of smaller scope
Plan Schedule Management
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Schedule Baseline• Adding Tasks to the Hard Landscape
• Humans Are Bad Estimators• Parkinson's Law: work expands so as to fill the time available
for its completion.
• Hofstadter's Law: It always takes longer than you expect, even when you take into account Hofstadter's Law.
• Calendar
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Costs
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Project Cost Management• Money, Money, Money
• Biggest Challenges• Not keeping track effectively• Sunk Cost Effect
• Keys to Success• Budget
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Project Cost Management
Initiation Planning Executing Monitoring & Controlling Closing
Estimate Costs
Develop Budget Control Costs
Note: these two processes are so tightly linked that they can be viewed and done as a single Process on some projects, especially those of smaller scope
Plan Cost Management
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Budget• A Sketch of What We Think It Might Cost
©2013 PMI. PMBOK® Guide – Fifth Edition
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Quality
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Project Quality Management• Meeting Quality Standards
• Biggest Challenges• Complex regulations and standards• Quality is expensive
• Keys to Success• Building a culture that cares about quality
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Project Quality Management
Initiation Planning Executing Monitoring & Controlling Closing
PlanQuality
Management
Perform Quality
Assurance
Control Quality
Note: In practice these Processes may overlap and interact
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The Way We Do Things• Quality Is Expensive
• But so is poor quality!
• Culture Determines Our Actions• Employees need to feel like they can speak up
• Complexity Demands Greater Attention
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Human Resources
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Project HR Management• Making Sure the Right Person Is on the Job
• Biggest Challenges• Other people’s plans
• Keys to Success• External awareness• Good relationships
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Project HR Management
Initiation Planning Executing Monitoring & Controlling Closing
Acquire Team
Develop Team
Manage Team
Plan HR Management
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Creating the Right Environment• This Often Goes Beyond the Project
• Trust Is the Only True Currency• Use it to make connections• Use it to always add value
• Maintain Relationships with…• Your team• Other teams• Management• Sponsors
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Communications
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Project Communications Management• Information Management
• Biggest Challenges• Using the right channels at the right frequency
• Keys to Success• Stakeholder Analysis• Project Management Information System(s)• Good Reports
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Project Communications Management
Initiation Planning Executing Monitoring & Controlling Closing
Plan Comms.Management
Manage Comms.
ControlComms.
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Five by Five• Stakeholder Analysis
• Project Information System(s)• Microsoft Project• Asana, Basecamp, etc.
• Good Reporting
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Risk
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Project Risk Management• Managing Uncertainty
• Biggest Challenges• Ostrich Effect• Optimism Bias
• Keys to Success• Risk Register
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Project Risk Management
Initiation Planning Executing Monitoring & Controlling Closing
Plan Risk Management
Identify Risks
Perform Qual. Risk Mgmt.
Plan Risk Responses Control Risks
Perform Quant. Risk Mgmt.
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Risk Register• Identify Negative and Positive Risks
• Plan Potential Responses
• Identify Triggers
• Follow-through when risks are realized
ID Risk Trigger Event Cause Impact Owner Response Plan
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Procurements
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Project Procurements Management• Buying Everything You Need
• Biggest Challenges• Asking for the right thing• Vendor Management
• Keys to Success• Good Baselines• Follow-through
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Project Procurements Management
Initiation Planning Executing Monitoring & Controlling Closing
Plan ProcurementManagement
Conduct Procurements
Control Procurements
Close Procurements
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Successful Procurements• Good Baselines
• Scope• Cost/Budget• Schedule
• Follow-through• Clarity• Consistency• Awareness of the dependencies
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Where Do We Go from Here?
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PM Certification• Widely recognized and respected
• Applicable even if you’re not in project management
CAPM PMP• 23 hours of Project
Management education OR
• 1500 hours of project management experience
• 35 hours of Project Management education AND
• 4500 hours of project management experience
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PM in Your Career• PM skills transferable across all positions in all
organizations in all industries
• Great way to gain experience• Success is easier to define and easier to sell• Sends the message that you can get things done• Effective stepping stones to greater responsibility
• Projects are easy to start• Projects don’t have to cost a lot of money or take a lot of time• Greater potential for adding value than operations
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The Key to Long-Term Success• What is the purpose of the project?
• What are they hiring me for?
• What do I want to be hired for?
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The Secret Takeaways• Everything is about relationships
• If you can tolerate being (even a little) uncomfortable, you will have a distinct advantage over others
• Learn first how to break down a problem (as well as its solution), then worry about specific methodologies
• Beware biases in yourself and others