Project Management Basics. 5 Phases Initiating Planning Executing Controlling Closing.
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Transcript of Project Management Basics. 5 Phases Initiating Planning Executing Controlling Closing.
Project ManagementProject Management
Basics
5 Phases5 Phases
InitiatingPlanningExecutingControllingClosing
InitiatingInitiating
Recognizing that a project is worth doing– It is easier to complete projects if we are
enthusiastic about them and if they match our personal values
Values Balancing
– A job not worth doing is not worth doing well– What is the feasibility?– What is the risk?
Values Identification:Values Identification: Values tell us why we do what we do-they are the underlying Values tell us why we do what we do-they are the underlying
motivatorsmotivators
What are the qualities that make your life better?
What helps you survive, thrive and prosper?What would you like to have more of in your
life?What would you miss if it was eliminated
from your life?What qualities define the person you want to
be?
The Value WheelThe Value Wheel
Determine your current ideal performance for each value listed
Rate your current actual performance and place a dot by the appropriate number
Connect the dots
Initiating (cont.)Initiating (cont.)Defining the overall project goal
– Vision– Must be clearly defined
Determining what the project should accomplish– The importance of creativity in PM
Mindmapping
VisionVision
Purpose pulls us in the direction we want to go
Exercise– Write a one-sentence vision statement for your
life, based upon the values identified previously
Key Criteria for Setting GoalsKey Criteria for Setting Goals
Be specificBe realisticHave a time componentBe measurableBe agreed uponIdentify responsibility for achieving
MindmappingMindmapping
2 Rules:
1. There are no bad ideas
2. There are no wrong mindmaps
Uses include to do lists, brainstorming, task analysis, vacation planning, decision making, etc.
Mindmap StepsMindmap Steps
1. Lighten up—brain dump2. Think fast-capture ideas quickly3. Judge not-write down everything that comes to
mind4. Break Boundaries-don’t write neatly on paper 5. Center first-don’t use just one side of your brain6. Free associate-branch off of other ideas7. Keep moving-the bigger the paper the more ideas8. Allow organization-later
Mindmap ExerciseMindmap Exercise
How can we make the education system work better?
INITIATING(cont.)INITIATING(cont.)
Defining general expectations of stakeholders
Defining the general project scope– Productivity pyramid
Selecting the initial members of the project team
ScopeScope
The size of the project
Key is balancing scope versus complexity
Tends to creep
Productivity PyramidProductivity Pyramid
Values– The why
Long range goals– The what
Intermediate Steps– The how
Daily tasks– The now
BOEING 777 Example
– Surface problems– Trust– No limitations
Video
Selecting the TeamSelecting the Team
Planning team– Prepare the project plan– Supervisory and technical
subject matter experts– Define resource and
technical requirements
Core team– Specific functional areas– Stakeholder analysis
PLANNINGPLANNING
Refining the project scope– Balancing time, resources, results
Time Management-Ch. 4 Day planners/consistency of purpose
Listing tasks and activities that lead to achieving project goals– VPIC
Visualize/Plan/Implement/Close “You can’t prioritize a stack”
Planning (cont.)Planning (cont.)
Sequencing activities in the most efficient manner possible– What needs to be done– When it needs to be done– Hunks chunks and bites-break it into manageable pieces– Where the information is stored– Who is responsible for each phase– Identify possible hot spots– Failsafe retrieval
Planning-Same time, same placePlanning-Same time, same place
Work breakdown structure (WBS)– Defines the project work in specific tasks
Responsibility matrix– Defines organization, key individuals and their
responsibilities
Events and Milestones– Identifies critical points and major occurences on
the project schedule
Gantt charts– Display the MPS and detailled task schedules
PLANNING (cont.)PLANNING (cont.)
Developing a workable schedule and budget– Backward and forward scheduling
Getting the plan approved by appropriate stakeholders
Organizational inertia– CQ quotient (collaborative/not) p. 224
IMPLEMENTATIONIMPLEMENTATION
“Clutter sucks creativity and energy from your brain!”
Leadership– Kick off meeting
Meeting with team members– delegation
Communications– Trash/information/action item
DelegationDelegation
A. Authority-the person doing the task must have the authority to accomplish it
B. Responsibility- shared by both parties
C. Commitment- to achieving the end result in the agreed upon time frame
“Success is the ability to go from failure to failure without losing your enthusiasm.”
Projects are long-term important but not short-term urgent.
IMPLEMENTATION(cont.)IMPLEMENTATION(cont.)
Installation/training/repairPreventative maintenance systemsBack up systems/disaster and recoveryFire fightingSecuring necessary resources
– Authority– Responsibility– Commitment
InteruptionsInteruptions
Prioritize the interuption Swap offices Work in a conference
room Leave the office Work at home Put up a ‘do not disturb’
sign Work in 20-30 minute
chunks
CONTROLLINGCONTROLLING
Monitoring deviation from plan– Critical path– Reliability-if after repeated samplings, you achieve results
that are close to each other– Validity- are we really measuring what we think we are?
Project review meetings Corrective action
– Crashing Cost Risk
Evaluating change requests
Project Review MeetingProject Review Meeting
What has happened so far?
What still needs to happen?
What problems, if any, are we having?
CONTROLLING(cont.)CONTROLLING(cont.)
ReschedulingAdapting resource levelsChanging scopeReadjustment of goals if necessary
CLOSINGCLOSING
Disbanding the teamLearning post-mortemReview of outcomesFinal reportCelebrate!!!