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Project Management
Skills
Project Management
SkillsFor Life
[Insert Date Here][Insert Instructor Name
Here]
What isProject
Management?
What isProject
Management?
Project Management
Skills
Project Management
Skills
For Life
What is Project
Management? Why is project management
important? How do unidentified risks impact
the outcome of the project? Identify who should be
responsible for tasks Determine if projects can be
divided into phases
Triple Constraint Diagram
Class Exercise
What is a Project?What is a Project?
Project Management
Skills
Project Management
Skills
For Life
What is a project?
Temporary with a specific start and end date
Have an end result – deliverable or something that must be completed or created
WHAT ARE THE KEY COMPONENTS OF A SUCCESSFUL PROJECT?
What is a project?
DISCUSSION
Class Exercise
IDENTIFY PROJECTS
What is a Project
Manager?
What is a Project
Manager?
Project Management
Skills
Project Management
Skills
For Life
Project Manager Responsibilities
DISCUSSION:WHAT ARE SOME
RESPONSIBILITIES OF A PROJECT MANAGER?
Project Manager DiscussionHOW IS A PROJECT
MANAGER SELECTED OR APPOINTED?
What is a Stakeholder?
What is a Stakeholder?
Project Management
Skills
Project Management
Skills
For Life
Who are the stakeholders?
Someone who has a negative or positive impact on your project and can influence the expectations and deliverables.
Discuss who will be the stakeholders on your next project?
Examples of stakeholders – customers, suppliers, vendors, end-users, team members and sponsor
Who is the Sponsor?
Who is the Sponsor?
Project Management
Skills
Project Management
Skills
For Life
Who is the Sponsor?
Individual who will provide support or obtain financial funding for the project
Someone who has a vested interest in the project
Example of sponsors Minister or elder of a church Board of Director or member Silent partner
Who are the Team Members?
Who are the Team Members?
Project Management
Skills
Project Management
Skills
For Life
Who are the Team Members?
IMPORTANT CHARACTERISTICS OF
A PROJECT TEAMS ARE: Individuals who are appointed, selected or
volunteer to work together on the project Individuals who have diverse skills and
talents to complete tasks and will provide expertise to make project decisions
Encourage mentoring with team members during the project
Team Organization Chart
SponsorSponsor
Project ManagerProject
Manager
Stakeholders/
Customers
Stakeholders/
Customers
Team Members
Team Members
Work with the team to develop a schedule and discuss potential risks. Responsible for ensuring project is completed on time, within budget, and on schedule.Individuals appointed, selected or volunteer to work together on the project completing tasks or deliverables.
Individual who will provide support or obtain financial funding for the project. Someone who has a vested interest in the project.
Individuals appointed, selected or volunteer to work together on the project completing tasks or deliverables.
Class Exercise
DISCUSSION: TEAM DIRECTORY
TEMPLATE
Class ExerciseTEAM CONFLICT &
CUSTOMER CONFLICT Divide into teams or discuss as a group
possible solutions
TEAM CONFLICTWhy are team members not completing tasksWhy are team members turning their tasks in lateTeam members are unmotivated to complete tasks
CUSTOMER CONFLICTThe requirements are not clear from the customerThe customer delays making important decisions on critical issuesDecide who will deliver the news to the customer if is not favorable
Project Team Discussion
DISCUSSION ABOUT THE TEAM RULES When will the team meet (weekly, bi-weekly, monthly) Who will set the agenda and organize the meeting time How will the team decide issues Who will write the meeting minutes and distribute? How will the team handle changes? How does the team resolve conflicts and ensure tasks
are completed? Who will talk to the customer? Who will report project status to all stakeholders? Decide when to celebrate the project’s completion
date?
Class ExerciseDISCUSSION:SOLUTIONS
TEAM CONFLICTS
Class Exercise
SOLUTIONSCUSTOMER CONFLICTS
Project Manageme
nt Processes
Project Manageme
nt Processes
Project Management
Skills
Project Management
SkillsFor Life
1.Initiating
Process
1.Initiating
Process
Project Management
Skills
Project Management
Skills
For Life
INITIATING
Initiating Process Determine and decide what product or
service is being developed Collaborate and clarify the need Assign or appoint a project manager and
sponsor Gather any information to help
understand the requirements of the project by answering the what, when, who, why, where and how questions
Development of the project charter or scope
Class Exercise
PRELIMINARY DISCUSSION ABOUT THE NEED FOR THE PRODUCT OR
SERVICE
What When Who Why Where How
2. Planning Process
2. Planning Process
Project Management
Skills
Project Management
Skills
For Life
PLANNING
Planning ProcessThe planning process is to organize and
identify the components of a project to develop the product or service.
The project manager and the team work
together to write the scope of work,
create a checklist, identify resources, estimate time to develop tasks and recommend major deliverables.
Project Scope
DISCUSS AND WRITE A SCOPE STATEMENT
INCLUDING:WHAT – WHEN – WHO – WHY – HOW
Scope Statement
The project charter is a document supported and approved by the sponsor. This document provides the project manager authorization to start the project.
The scope statement should be included in the project charter.
The Project CharterDISCUSSION: THE ELEMENTS
OF THE PROJECT CHARTER
Class Exercise DEVELOP A SCOPE STATEMENT AND CHARTER
Project Checklist
The checklist is a document to record these tasks and the team will prioritize them in order of completion.
STEPS TO DEVELOP THE PROJECT CHECKLIST:
Identify milestones
Put tasks in order of completion
Identify tasks or activities
Class Exercise
DEVELOP A PROJECT CHECKLIST
Project Schedule
Good planning allows for the project manager to manage and control the project tasks and resources
To complete the project schedule, determine the time for each task and assign
a resource who will be responsible for the task The team and project manager should divide up the teams and provide an estimate of time to complete that task
Project Schedule
DISCUSSION : HOW TO ESTIMATE TASKS
Critical Path Method (CPM)
The critical path are the tasks that have the longest path.
Tasks are performed in parallel or one task is completed before the next one can begin.
This graph shows why if one task is not completed on time can impact or cause delays to the schedule. Could cause a major problem to the outcome of the project.
Critical Path Method (CPM)
Start Finish
A
B
D
C
F
E
wk1 wk2 wk3 wk4 wk5 wk6 wk7
A
B
C
D
E
F
This diagram shows six tasks in the project schedule. Tasks A, C, and F are on the critical path, which means if one of these tasks takes longer than expected, the project will not meet the deadline.
Critical Path Method
(CPM)This diagram shows how Task A took longer than expected, which affected when Tasks C & F could start and added 1.5 weeks to the original schedule.
Start Finish
A
B
D
C
F
E
wk1 wk2 wk3 wk4 wk5 wk6 wk7
A
B
C
D
E
F
Class Exercise
DEVELOP A PROJECT SCHEDULE
Project Quality
Ensure stakeholder expectations are being met by defining processes to verify and validate successful product completion.
Understanding the desired outcome the team can work together to build quality into the product.
Monitor quality throughout the project.
Project Communicatio
nsDevelop a plan that answers the followingquestions: what, when, who, where and how. What needs to be communicated? When does the information need to be
distributed? Who should receive the information (all
stakeholders)? Where should the information be
distributed? How and what format should the
information be presented?
Class Discussions
PROJECT STATUSPROJECT RISKS AND ISSUES
CommunicationTHE SENDER-RECEIVER MODEL
The sender sends a message without interruptions or distractions. The receiver selects the approach that is acceptable by the team and is available to all
members.PROCESS STEPS:Sender has an idea to communicateSender selects the approach (voice, gesture, symbols, email, phone or meetingsIs there any noises that affects or impedes the messageReceiver processes the information sent by senderReceiver responds to message with appropriate approach
Successful Meetings
TIPS FOR CONDUCTING SUCCESSFUL MEETINGS:
Determine meeting place and time Conduct the meeting with an agenda Ask all members to report their status on
tasks Identify any new risks or issues Discuss solutions to issues Ask members if they will meet their task
deadline End meeting on time and announce the
next meeting Send out meeting minutes
Project Status Report
The project status report is completed by the project manager on a regular basis.
Project Status Report
COMPONENTS OF THE PROJECT STATUS REPORT:
Project Title Project Manager Report Date Current Status Activities completed during this period Activities planned until the next
meeting Issues and Resolutions Changes to project scope Problems, Risks or Concerns
Project RisksDISCUSSION:
IDENTIFY, DOCUMENT & EXAMINEPROJECT RISKS
Project Procurement
Create a plan to monitor any changes to contracts that occur during the project
The project manager will need to understand the contract requirements
At project completion all contracts are closed
3. Executing Process
3. Executing Process
Project Management
Skills
Project Management
Skills
For Life
EXECUTING
Executing Process The planning is now complete and the team
can begin working on their assigned tasks. Project Status reporting will be conducted on
a regular basis. Any issues that arise will be discussed with
the team, sponsor and possibly the customer. Some tasks may be re-assigned if the person
cannot complete on time or may require extra assistance.
The project manager will need to control the tasks to ensure timely completion.
Communications are ongoing during this phase.
Executing Process
RECOMMENDATIONS Understand the requirements of the
product or services Follow a process for soliciting bids Negotiate terms with vendors or suppliers
and have legal expertise review the contractual agreement
Implement a billing and payment plan Project manager and team ensure the
quality and requirements are being met with customer approval
4. Monitoring and
Controlling Process
4. Monitoring and
Controlling Process
Project Management
Skills
Project Management
Skills
For Life
CONTROLLING
Monitoring and Controlling
Process To monitor and manage changes
against the project’s objectives, review the scope statement at periodic times during the project
If you make many changes to the scope, this is when you need to revisit the objectives
Use the Change Request/Issue Log Template in Appendix A to record these changes
Change Request Log
WHAT IS THE CHANGE REQUEST LOG?
On-Going Activities
The following activities, already covered, are on-going activities that are completed throughout the project.
Time Management Communications Managing risks Controlling the schedule Monitoring the budget
5. Closing Process
5. Closing Process
Project Management
Skills
Project Management
Skills
For Life
CLOSING
Closing Process
This is the end of the project and these activities are conducted:
Lessons Learned Final work Contract closeout
Lessons LearnedDISCUSSION:
WHAT WERE THE SUCCESSES AND FAILURES OF THE PROJECT?
WHAT COULD BE IMPROVED?
Final WorkComplete any paperwork and all documentation for the project
Assign a person who will who will keep the records for similar future project work
The sponsor or senior person in the organization should maintain the files
Contract Closeout
Complete all paperwork and contracts associated with the project
Obtain an approval from the customer
Celebrate! Celebrate! Celebrate!
DISCUSSION:CELEBRATING THE
CONCLUSIONOF THE PROJECT
Summary & Review
Summary & Review
Project Management
Skills
Project Management
Skills
For Life
Summary & Review Definition of project management Identify the components of a project Know what the roles and responsibilities of a
project manager, sponsor, stakeholders and team members interact in developing a project
Understand why a project scope and charter help in planning the project
Learn how to develop a checklist, schedule and critical path method
Show awareness in your project by building quality into the project
Identify risks that may be associated with the work effort and develop a plan for mitigation
Determine any procurement and or budget requirements
Train and mentor team members Communicate with all stakeholders
throughout all phases of the project
Summary & Review
1. It must be temporary (have a specific start and a specific end).
You are now aware of the five processes commonly used to manage projects:
InitiatingPlanningExecutingMonitoring and ControllingClosing
2. It must have an end result (a deliverable) - something must have been completed or created.
A PROJECT MUST MEET TWO REQUIREMENTS
Summary & Review
THE FOLLOWING BASIC QUESTIONS NEED TO BE ANSWERED WHEN
STARTING ANY PROJECT:
What are you going to deliver or accomplish?
When will you produce deliverables? Who are your stakeholders (customers,
sponsors, end users, team members)? Why is the work necessary? Where will the product be used and/or
delivered or built when appropriate? How will you accomplish and manage the
objectives?
Summary & Review
It is important to train and mentor the individuals involved with the project.
Throughout the project it is extremely important to communicate with all stakeholders and to document and share information regarding the status of the project.
Without communication you cannot be successful.
Ensure that any contractual agreements used during the project are closed and that all of the appropriate invoices are being processed for final payments to be successful.
Summary & Review
Customers and Project Sponsors typically take responsibility for signing off on the completion of all the agreed upon work.
Others stakeholders may also wish to be involved in the signoff process.
Questions?Questions?
Project Management
Skills
Project Management
Skills
For Life
Please fill out the Training
Evaluation and turn into the
Instructor.
Project Management
Skills
Project Management
Skills
For Life