Project Management: Tips and Tools
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Project Management:Tips and ToolsITS Project Management Office/K. Kyzer, A. ShoopNov. 15, 2012its.unc.edu#1Project ManagementThe application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.
-Project Management Body of Knowledge (PMBOK Guide) Fourth Editionits.unc.edu#A temporary endeavor undertaken to create a unique product, service or result.-Project Management Body of Knowledge (PMBOK Guide) Fourth Edition
ITS added criteria (2 out of 3)$100,000 or more (not part of routine equipment refresh)6 months or longerHigh impact, risk, visibility
Is THIS a project?its.unc.edu#3Project vs. OperationalProjectStart and end date, unique service or deliverable
OperationalPart of delivering an established service
its.unc.edu#Project LifecycleInitiatePlanExecuteMonitor and ControlCloseits.unc.edu#Project LifecycleInitiatePlanExecuteCloseMonitor and Controlits.unc.edu#Initiateits.unc.eduGetting StartedDefine your projectSponsorship Business caseScopeTeamHigh level MilestonesBudget/procurementTimelineAssumptionsImpactRisks
its.unc.edu#Planits.unc.eduScheduleHigh level milestones are documented in the initiate documentConfirm and review with stakeholder, team/SME/consultants
its.unc.edu#10Breakdown:Tasks to achieve milestonesWhat?Steps to each TaskHow?DurationHow long?
Milestones to Tasksits.unc.edu#11Tasks to Project ScheduleBreakdown:ResourcesWho?DependenciesWhat tasks/milestones does the tasks impact? What HAS to be done first?SequencingWhen work should start and end?
Project: Eating BreakfastMilestone: Preparing Coffee
Project Task/Schedule Development: What? How will it take? Who is going to do it? What has to be done first? When will it be ready?add creamer get coffee mug, start to brew fill, coffee pot with water, prepare grounds, stir, input sugar into mug, pour coffee into mug
PROJECT: EATING BREAKFAST, August 16 at 6:08amTasksResourceDuePreparing CoffeeAmy Shoop6:02amfill coffee pot with waterAmy Shoop5:55amprepare groundsAmy Shoop5:56amstart to brewAmy Shoop5:57amget coffee mugAmy Shoop5:58aminput sugar into mugAmy Shoop5:59ampour coffee into mugAmy Shoop6:00amadd creamerAmy Shoop6:01am stirAmy Shoop6:02amits.unc.edu#13How would the tasks/schedule/milestones/project be impacted?Could any tasks in Preparing Coffee be combined?
What if there was a kitchen helper?
A programmable coffee pot?
What would happen if Amy overslept?
PROJECT: EAT BREAKFAST, August 16 at 6:08amTasksResourceDuePreparing CoffeeAmy Shoop6:02amfill coffee pot with waterAmy Shoop5:55amprepare groundsAmy Shoop5:56amstart to brewAmy Shoop5:57amget coffee mugAmy Shoop5:58aminput sugar into mugAmy Shoop5:59ampour coffee into mugAmy Shoop6:00amadd creamerAmy Shoop6:01am stirAmy Shoop6:02amEggsAmy Shoop6:06amput frying pan on stove/heatAmy Shoop6:00amadd butter to frying panAmy Shoop6:01amcrack 2 eggs into frying panAmy Shoop6:02amcook for 3 minutesAmy Shoop6:05amflip eggsAmy Shoop6:05amserve on plateAmy Shoop6:06amToastAmy Shoop6:07amplace bread in toasterAmy Shoop6:05amapply butterAmy Shoop6:06amapply JamAmy Shoop6:06amcut in halfAmy Shoop6:07amput on plateAmy Shoop6:07amEat BreakfastAmy Shoop6:08amits.unc.edu#14Communications can make or break any project. It falls to the Project Manager to act as a bridge between the technical and business teams. Project communications include navigating through organizational, cultural, and philosophical needs to ensure that the necessary information reaches the right people in a timely manner.Communicationsits.unc.edu#15I would prefer to delete thisCommunication Management Plan Is a tool to identify all Stakeholders, Sponsors and others involved in the project Clearly identifies what, how and when you will communicate Conflict that may arise from lack of communication is minimized by planning and executing clear and consistent communicationsCommunicationsits.unc.edu#16Delete those few wordsTHE SPONSOR(s) Is the person or group that provides financial resources for the projectIs the champion and spokesperson to gather support Plays a significant role in the scope and the charterIs the escalation point for the Project ManagerSponsors and Stakeholdersits.unc.edu#17STAKEHOLDERSCustomers, Sponsors and the performing organization who are actively involved in the project Entities, groups, units, individuals whose interests may be positively or negatively affected by the success (or failure) of the project Entities, groups, units or individuals who may exert influence over the project, deliverables or team members
Sponsors and Stakeholdersits.unc.edu#18Project TeamPROJECT TEAMIncludes internal and external disciplinesIncludes both technical and non-technical Includes sponsors and stakeholders as part of the project team
its.unc.edu#19A Risk is an uncertain event or condition that, if it occurs, has a positive or negative effect on a projects objectives.
-Project Management Body of Knowledge (PMBOK Guide) Fourth Edition
What is a risk?
its.unc.edu#20Risk vs. IssueRISK -- > Event or condition that MAY occur. Risks sometimes become issues.
ISSUE -- > Event or condition that IS occurring. Issues may have been identified as known risks.
its.unc.edu#Risks sometimes turn into issues. 21AvoidTransferMitigateAccept
Negative Risk Strategies
123456its.unc.edu#Executeits.unc.eduExecute: Plan the Work, Work the PlanWaterfallFormally organizedProcess planned in advance, changes controlled formallyOne phase ends, the next beginsAll functionality normally implemented at onceAgileTeam manages itself and decides its own workload for each sprintEvolving requirementsTeam accepts prioritized features, but decide what can be taken on during a sprintSprint ends with a delivery of some fully functional features
its.unc.edu#Execute: PM ToolsMicrosoft ProjectExcelSharePointWhatever works for you and the team
its.unc.edu#Monitor and Controlits.unc.eduKeeping TrackStatus reportWhat is the overall health of the projectWhats been done this reporting period?What will be done during the next reporting period?What is the status of identified risks?What is the status of current issues?
its.unc.edu#Closeits.unc.eduWrap it upClose-out check listCompare what you said youd do to what you actually did.
Lessons learnedWhat worked?What didnt?If you had it to do all over again...its.unc.edu#ContactEmail: ITS_PMO@unc.edu