© 2009 ibm corporation project management for volunteer & charity organisations project...

© 2009 IBM Corporation

Project ManagementFor Volunteer & Charity Organisations

Project Management:Fundamentals & Workshop 27th. January 2012 Southbank

© 2009 IBM Corporation2 Project Management: Fundamentals & Workshop

Define Plan Manage Close

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Ground rules



Meeting the challenge

IBM’s On Demand Community “Project management for not-for-profits” modules will train you in basic project management concepts, practices and skills

These modules do not require expensive project management tools

Further workshops can be tailored to meet the needs of your organization



Introduction to IBM team

Steve Hodson

Adam Caines

Katy Love

Justin Douglas

Hollie Sherry

Sandeep Kapani

Bronek Carr

Javier Nebot



AttendeesOrganisation First name Last name

Sevenoaks Area MindAbleChildAfrica

Glad's HouseImmigration Law Practitioners Association

RCVS Charitable TrustRCVS Charitable Trust

Citizens Advice Bureau BermondseyCitizens Advice Bureau Bermondsey

Bag BooksGreater London VolunteeringGreater London Volunteering

The Signalong Groupquest4change

FOSSBOXSmall Charities Coalition

Hope for PakistanHope for Pakistan

The Peckham SettlementHarborne Parish Lands Charity

St.Margaretsbury Recreation Ground Trust10:1010:10

AndrewNicholas

Dr Clifford J

PhilipAlison

Beccy MelanieDamian

StuartLisaNia

RichardGemma

CarlosJohn

HumairaTehseen

Ann-MarieLyndaHilary JulikaSusi

HoganMcKenzieFerguson

ReillyMcClaryFellows

RobinsonHouse

CummingsRobbins

BellotWardClark

RoncerosBarrettHasanHasan

YiannisBending

CullenNiehaus

Owusu


Define Plan Manage CloseToday’s agenda

time topic exercise presenter

9.30-10.00 Introduction to the day and the presenters and what the attendees want to get from the session Steve

10.00-10.45 Why use project mgmt- Overview of project and points to bear in mind for a successful project Adam

10.45-11.15 Defining the project/strategic goals calendar. Project charter Sandeep

11.15-1130 Coffee

11.30-12.15 Creating a Statement of work plus exercise Statement of Work Katy

12.15-12.45 Lunch

12.45-1.30 Stakeholder management -exercise Stakeholder management Bronek

1.30-2.00 Creating a communication plan exercise creating a comms plan Adam

2.00-2.30 Creating a Project work plan, defining project deliverables and using a work breakdown plan Javier

2.30-3.00 Create a work breakdown structure for your project-exercise Creating a WBS Javier

3.00-3.15 Coffee

3.15-3.45 Risk management overview plus exercise Risk mgmt Justin

3.45-4.15 Managing the project budget and using a project control book, Managing the project team Katy

4.15-4.45 Managing changes to the project and closing a project Bronek

4.45-5.00 Wrap up and feedback Steve



Introduce your neighbour:

name and organisation

brief overview of their project

key objective from today’s session


What is Project Management and why should you use it ?

Project management Workshop



“Not-for-profit” organisations need projects to Accomplish more with …

– Less funding

– Fewer people

– Less time

Maintain good relationships with key contacts …

– Donors and sponsors

– Clients

– Volunteers

– Employees

– Public

Be successful and repeat that success through lessons learned



a framework

a recipe

a toolset

a methodology to apply knowledge and skills

provides confidence in a successful final result

What is Project Management?



The keys to successful projects

People make the difference

– Skilled Project Managers are a major factor in determining the success of a project

– Skilled staff are the key to delivering the “work” of the project

5 Other critical success factors

1. End user involvement

2. Support from key stakeholders

3. Clear objectives

4. Clear requirements

5. Reliable estimates and budget



there’s a plan!

expectations can consistently be met

improved communication

less crisis management

risks can be proactively managed

budgets are more reliable

changes can be managed rather than endured

Some benefits of project management:



1. Defining a project – what is a project?

“A project is a temporary endeavor undertaken to create a unique product or service.” (Project Management Institute - PMI)

A project has a defined beginning and end - “It is like a good book”

A project results in the creation of a unique and identifiable product or service.

Define : What’s the Goal? > Create a Project Charter



What is not a project?

Ongoing or established program or service e.g meals on wheels

Maintenance and support e.g recruitment

A process is a series of actions bringing about a result e.g applying for a passport

A program is a collection or organization of projects that come and go




What could be considered a project?

Launch of a new service

Fundraising event

Implementation of a business strategy

Opening a new office

Community needs assessment

Developing a training course




Scope – what ?

Schedule – when ?

Budget

112

23

4567

89

1011

Project Management… can be a juggling act

Cost – how much ?



A project is started with a Project Charter:

– Why are we doing this?

– What ….are we doing? ….is the budget?

– How will we achieve the aims?

– Who:

a) is the Project Manager?

b) is authorising the project and its funding?

c) is the end user / client / beneficiary?

– When – what’s the timescale?

– Where is the activity to take place?

Project initiation



Example project

The current Under-12’s football kit is worn out and there is an urgent need to replace this with a new one for the start of next season.

The Southwark FC Management Committee has agreed to support a one-off fund-raising event to generate sufficient money to buy the new kit and if possible obtain a team sponsor. The Management Committee agreed to allocate £100 of the club’s funds to support the event, however it is a requirement that the event must break even and return £50 back to the club.

The new kit must conform to the club’s colours of blue & white.

As the manager of the Under-12 team, Steve Smith has been charged with the overall responsibility and accountability for this fund-raising activity.



Example project charter

Title: Southwark FC Under-12 football kit replacement

Why:

– current football kit is worn out

What:

– new kit, in blue and white

– team sponsor

How:

– a fund-raising event

Who:

– Project Manager: Steve Smith

– Authoriser: Southwark FC Management Committee

– Beneficiary: the Under-12 team

When:

– by the start of next season

Where:

– to be determined

Budget:– £100, of which £50 must be returned



Exercise 1 - Create a charter for your projectTitle:Why:

What:

How:

Who:

– Project Manager:

– Authoriser:

– Beneficiary:

When:

Where:

Budget:



Agenda

Defining a Project Planning a Project Managing a Project Closing a Project



2. Planning a project – lets understand where we are heading

and how we’ll get there

What is the work to be done?

What are the stakeholder expectations?

How is the project plan going to be developed?

How is the project budget going to be developed?



Project plan components

Statement of Work

The requirements – or what needs to be delivered by the project

Communication plan

The who, when, how and what about the project communication

The Project schedule of tasks

When will we do the project - including who does what and the duration

Risks

Identify them and then plan to mitigate them

Budget

Determine the budget needed for the project

Planning: Statement of Work > Identify Stakeholders > Communication Plan > Create a Schedule > Manage Risks > Create a Budget



Statement of work (scope statement)

What are the objectives?

List the deliverables.

What assumptions were used in the planning of the project?

What dependencies were included in planning the project?

What is ‘not’ included in the project?

When will this project be completed?

What acceptance criteria will be used?




A Sample of Statement of workStatement Of Work

Description

Objectives To raise enough money through a fund raising event and by funding a team sponsor to buy a new kit for the under 12 team.

Improve and develop links with local businesses and parents.

Deliverables Fund raising event

Team Sponsor

Buy a new football kit

Press announcement including team picture

Planning Assumptions

The kit must be purchased in time for the start of the new season that starts on 3 rd September

Cost of a new kit £450 (15 shirts, 1 Goalkeeper shirt, 18 shorts and socks, includes numbers)

Planning Dependencies

All funding must be available to pay for the kit 8 weeks before it is required due to lead time.

Press announcement must happen on or after kit is available and all the team are available.

Out Of Project Scope Involvement with businesses sponsors outside of Southwark area.

Sharing event with other teams

Project Completion Under 12 football team have a new kit.

£50 returned to club funds

Project Acceptance Criteria

The kit fits & team are happy!




Exercise 2 - Outline the Statement of Work to be done for your project

Statement Of Work Description

Objectives

Deliverables

Planning Assumptions

Planning Dependencies

Out Of Project Scope

Project Completion

Project Acceptance Criteria




Statement of work (scope statement) SCOPE OF WORK

Replace under-12’s football kit with a new one for the start of next

season

One-off fund-raising event to generate sufficient money to buy the

new kit

Obtain a team sponsor

Improve and develop links with local businesses and parents




Statement of work (scope statement) DEFINITIONS

Stakeholder (Southwark FC Management Committee )

Sponsor (TBD)

Customer (Under-12’s football)

Supplier (For the football kit TBD)

Project Manager (Steve Smith)




Statement of work (scope statement) DELIVERABLES

Acquire a sponsor

Acquire a supplier

Purchase of the football kit

Fundraising event and venue

Publicity

Target amount to raise

The kit must conform to the club’s colours of blue & white

Meet with local business

Meet with Parents





ASSUMPTIONS

Start of the new season

Cost of the football kit

Size of the team

Items to purchase (shirts, shorts, socks)

Club logo

SCHEDULE

Start Date

End Date




Statement of work (scope statement) DEPENDENCY

The team size to determine amount to raise

Sponsor to be available by (date)

Supplier to be available by (date)

The football kit purchased by (date)

Fundraising venue by (date)

Fundraising event by (date)

Publicity by (date)

Target amount to raise (£££) and by (date)

Buy the kit by (date)

Meet with local business by (date)

Meet with Parents by (date)




Statement of work (scope statement) OUT of SCOPE

Participation of:

Other FC Management Committee

Other councils

Non team member family

Other colours for the kit




Statement of work (scope statement) COMMUNICATIONS

Carried out through the following designated coordinators

Stakeholder: Name, Title, Address, email, phone

Sponsor: Name, Title, Address, email, phone

Customer: Name, Title, Address, email, phone

Supplier: Name, Title, Address, email, phone

PM: Steve Smith, Title, Address, email, phone

COMPLIANCE

Venue (parking, care)

Adhere to rules and restrictions

Safety and Security




Statement of work (scope statement) COMPLETION

The new kit purchased on time

The new kit purchased on budget

Refund of half the initial fund to the club

ACCEPTANCE CRITERIA

Satisfaction all round




Now what ? …how everything connects ? Customer wants to replace football kits

We have :

SOW, environmental culture, historical information

PM identifies the stakeholders and prepare the charter

once charter is approved => ‘Go or No-Go’ decision

PM develops the plan

Who will do what when?

Milestones, deliverables, break down into smaller pieces, prioritise, dependencies

Around 50% of time is planning ..Plan is iterative

Share the plan…btw this plan also needs approval!!



Define Plan Manage CloseSouthwark FC Under-12 Football kit replacement plan



Stakeholder’s expectations

Stakeholders are people who:

– Have an interest or role in the project

– Involved in and/or affected by the outcome of the project

– e.g: Board, Funders, Sponsors, Beneficiaries, Community, Peers, Staff

Stakeholders have expectations

– Product or service to be delivered

– Length of time to do so

– Project Cost - Installation and ongoing support

– Benefits




A Sample of Stakeholders within a project

Stakeholder Expectations

Southwark FC Management Committee

That we raise enough funds for a new kit and pay back £50. Positive publicity for the club

Under 12 Fund Raising Team That we raise funds for a new kit and also attract new interest, new supporters and new players to the club.

Under 12 Players That they can have a new Cool Kit for the start of the season!

Under 12 Team Parents Supporting the club and seeing their children playing in the new kit

Business Sponsor(s) Advertising, publicity & local involvement




Exercise 3 - Who are the Stakeholders for your project?

Stakeholder Expectations




Communication – we need to let people know what’s happening

Who

When

How

What

Document roles and responsibilities of the project team




A Sample of Communication plan for a Project

Why When How What

Southwark FC Management Committee

To oversee the “project” , approve expenditure and ensure correct profile is maintained.

Monthly Face to Face Status, Risks and Changes

Under 12 Fund Raising Team

To run the project for the club and maintain the communications.

Weekly

Daily

Email

Telephone

Status, Risks and Changes

Under 12 Players The “customer” or end user

Weekly Team Talk Status

Under 12 Team Parents Support the club and it’s activities.

Quarterly Email Status

Business Sponsor(s) Key funding organisation. Fortnightly Presentation Status

Who




Exercise 4 - Create a communication plan for your project

Why When How WhatWho



Agenda




Create the Project Schedule

Identify all the tasks that need to be done

Deliverables (Major things to do/deliver) first level

Tasks second level

Identify the order in which tasks need to be completed

Sequentially or In parallel

Dependencies

Assign owners and estimated duration to each task

Draw it out in a “Dependency diagram” ( or “Work Breakdown Structure”)




Project deliverables - example

Deliverables Notes

Fund Raising Event

Local Business Sponsor Prefer 1 sponsor

Buy New Kit

Press Announcement Could be to more than one paper




Project task - example

Deliverables Task

Fund Raising Event Decide Event

Book Venue

Print Event Tickets

Get Raffle Prizes

Local Business Sponsor List of local businesses

Write & Contact Sponsors

Agree sponsorship deal

Obtain money

Buy New Kit Obtain Kit Catalogues

Select 3 Kit options

Get Team to vote for top kit

Order kit

Press Announcement Write press release

Arrange team photo, with sponsor if possible

Send press release to local news papers, radio stations and parish council




Example: Tasks and relationships laid out in a Dependency diagram

Run Run EventEvent

Get Get MoneyMoney

Agree Agree SponsorshipSponsorship

Write & Write & ContactContact

Press Press ReleaseRelease

Order/ Order/ Buy KitBuy Kit

End

Book Book VenueVenue

Print Print TicketsTickets

Business Business SponsorsSponsors

Decide Decide EventEvent

Start

Raffle Raffle PrizesPrizes

Select Select KitKit

Get Get CataloguesCatalogues




Have the right people make the estimate

Use history and experience as guide

Bottom-up approach best

Do not needlessly overestimate the time needed

Document the assumptions used and your approach

Try to use two methods and compare e.g.

Bottom up for each task &

Check in historical files or with someone who has done this before

Estimating tips




Example Work breakdown diagram with time estimate

Run Run Event (1)Event (1)

Get Get Money(5)Money(5)

Agree Agree Sponsorship Sponsorship

(5)(5)

Write & Write & Contact (5)Contact (5)

Press Press Release Release

(5)(5)

Order/ Order/ Buy Kit Buy Kit

(40)(40)End

Book Book Venue(2)Venue(2)

Print Print Tickets(10)Tickets(10)

Business Business Sponsors (3)Sponsors (3)

Decide Decide Event (1)Event (1)

Start

Raffle Raffle Prizes(10)Prizes(10)

Select Select Kit (2)Kit (2)

Get Get CataloguesCatalogues

(10)(10)

Sell Sell TicketsTickets

(20)(20)




Document the plan using tools

Spreadsheet (Excel, 123, etc)

Word-processing document

Project planning software e.g Microsoft Project (MSP),

The best tool is the tool the team feels most comfortable with!

But have But have somethingsomething




Exercise 5 – Write down your project deliverables (activities and tasks)

Deliverables Notes




Exercise 5 – For each deliverable identify key tasks

Deliverables Tasks




Exercise 5

Create the high level goals and tasks associated with your project.

Align tasks in dependency order

Assign resources and duration to each task.

You are creating a Work Breakdown Structure (WBS)

Post-it PadPost-it PadPlanPlan




Risks – things can and will go wrong !

Risks must be qualified, quantified, and included into your cost and schedule

– A risk is something that might prevent you from getting the project done

– May be positive instead of negative

– A Risk has three components:

An Event or trigger

Probability of the occurrence of that event

Impact of that event (or amount at stake)




Risk management

1. Risk Identification

Idea storm to generate a, list known risks

2. Risk Evaluation

Probability and Impact (High, Med, Low)

3. Risk Mitigation

Containment or Contingency

4. Risk Monitoring




Sample severity matrix

Low Medium High

High Medium High High

Medium Low Med High

Low Low Low Medium

Impact

Pro

bab

ility




Project Risk Example

Risk Probability Impact MitigationWe may not sell enough tickets leading to lack of funds for kit

M (2) H (3) 6

The kit may not be ready for the start of the season leading to disqualification

H (3) H (3) 9

We may be short of raffle prizes leading to low raffle ticket sales

M (2) L (1) 2

There is a risk that we cannot find a sponsor leading to shortage of funds for the kit

H (3) H (3) 9

We may not be able to find a venue leading to delays to the event.

L (1) L (1) 1

There is a risk that we do not raise enough money

L (1) M (2) 2


ScoreScore



Strategies to mitigate risks

Avoid: choose another option

Ignore/Accept: willing to accept

Contain: specific action to minimize

Contingency: setting aside funds

Transfer: move some or all of it to another party

Insure: take out specific insurance to cover the risk




Project Risk Example

Risk Probability Impact MitigationWe may not sell enough tickets leading to lack of funds for kit

M H ContingencyReduce pricesChange Event Date (reserve another date)

The kit may not be ready for the start of the season leading to disqualification

H H ContainRequest club to fund pre-ordering of kit based on initial ticket sales

We may be short of raffle prizes leading to low raffle ticket sales

M L AcceptGo with donated prizes

There is a risk that we cannot find a sponsor leading to shortage of funds for the kit

H H ContainIncrease team working on sponsorshipWiden catchments areaOffer joint sponsorship

We may not be able to find a venue leading to delays to the event.

L L AcceptApproach other venues

There is a risk that we do not raise enough money

L M AcceptOnly buy shirts until more funds available




Exercise 6 – Identify & evaluate your risks & decide strategies to manage

Risk Probability Impact Mitigation




Project budget – how much money do we need ?

First consider the Project “Development and Implementation” costs i.e.

– Capital costs

– Labour costs

– Discretionary costs (travel, award, supplies, etc)

– Lease Costs (office facilities, equipment )

– Consider everything e.g Post , mobile phone costs

Secondly consider what revenue the project may generate during its lifetime

– Exclude on going revenue created after the project has completed




Sample Project Budget

Budget Item Expense Income CommentHall Booking – Deposit

Hall Booking – Balance

£10

£30

Deposit due 4 weeks before event

Raffle Tickets

10 books of 100 @ £2.00 / book

£20 Buy from Macro

Quiz Night Tickets

100 Tickets Fixed Fee

£27 Fixed cost, minimum 50 tickets up to 200

Photocopying

News Letter 60 @ £0.05 / copy

Business Sponsorship & Raffle Prize Letter 40 @ £0.05 / copy

£3

£2

News letter will be created by Bob on his PC

Sundry (Telephone/Post) £20

Southwark MC Funding £100 To be paid back to committee

Ticket Income

60 @ £5 per ticket

£300 Breakeven at 25 tickets

Raffle ticket

750 tickets @ £1 for 5 tickets

£150

Totals £112 £550

Cost Of Kit £450 Funds To Be Generated £438




Sample Project Budget ReviewBudget Item Expense Income Comment

Hall Booking – Deposit

Hall Booking – Balance

£10

£30

Deposit due 4 weeks before event

Raffle Tickets

10 books of 100 @ £2.00 / book

£20 Buy from Macro

Quiz Night Tickets

100 Tickets Fixed Fee

£27 Fixed cost, minimum 50 tickets up to 200

Photocopying

News Letter 60 @ £0.05 / copy

Business Sponsorship & Raffle Prize Letter 40 @ £0.05 / copy

£3

£2

News letter will be created by Bob on his PC

Sundry (Telephone/Post) £20

Southwark MC Funding £50 £100 £50 To be paid back to committee

Ticket Income

60 @ £5 per ticket

£300 Breakeven at 25 tickets

Raffle ticket

750 tickets @ £1 for 5 tickets

£150

Totals £162 £550

Cost Of Kit £450 £450 Funds To Be Generated £438

Totals £612 £550 £62 Shortfall + risks/assumptionsPlanning: Statement of Work > Identify Stakeholders > Communication Plan > Create a Schedule > Manage Risks > Create a Budget



Exercise 7 - Now estimate your project budget, use your WBS, keep at a high level view

Budget Item Expense Income Comment




Project Control Book – What is it and why do need it?

• A Project Control Book or PCB is a tool for storing, A Project Control Book or PCB is a tool for storing, accessing, and managing project management work accessing, and managing project management work products.products.

Project Managers Use the PCB to effectively Project Managers Use the PCB to effectively manage their project documentation and as a manage their project documentation and as a communication vehicle for the teamcommunication vehicle for the team

Typically every project will have it’s own PCB. A Typically every project will have it’s own PCB. A PCB is essential in a well organised and PCB is essential in a well organised and controlled project.controlled project.

The PCB is an invaluable source of reference The PCB is an invaluable source of reference for the Project Manager and the Project Teamfor the Project Manager and the Project Team



Example Project Control Book



Agenda




3. Managing a project – now let’s get on with the hard work

Forming and Managing a Team

Managing change during the Project – it’s inevitable

Tracking Project Status

Communicating Project Status

Managing: Managing a Team > Change > Tracking Status > Communicating Status



Forming and Managing a Team

People make the difference

– Skilled Project Managers are a major factor in determining the success of a project but a skilled team is the key to delivering the “work” of the project

– Aim is for the team to achieve more as a group then they would on their own

– This happens when there is a cohesive and effective team, capitalising on each other's skills, experience and strengths

– Teams need clear Roles and Responsibilities defined at the start

– Teams need a healthy environment in which to work




Five Stages of Team Development

– Forming - High dependence on leader for guidance and direction. Leader ready to answer lots of questions about purpose, objectives and external relationships

– Storming - Decisions don't come easily, team members vie for position and establish themselves within the group. Leader, who might receive challenges from team members

– Norming - Agreement and consensus is largely formed among team, facilitated by leader. Roles and responsibilities are clear, big decisions are made / accepted by group. Leader is supporting by facilitation

– Performing - Team is strategically aware & knows clearly it’s objectives and has a shared vision. Little or no participation from the leader needed. Team focus is on over-achieving

– Adjourning - When a team's work is finished, members may feel a sense of loss or disillusionment that affects their ability to be effective in their next assignment



Team Communications

– Sounds simple but failure to communicate is a common problem

– Remember it’s not the message that’s sent it’s the message that’s received

– Communication takes effort, empathy, understanding, listening, openness, honesty, integrity, and trust

– Open communication begins on a foundation of trust. Team must know and trust one another to feel comfortable expressing their opinions and give input.




Managing change during the project

Managing change is vital to project success

– Anything that is not in the Statement of Work is out of scope and therefore a Change

– A small change can have a big impact on many things e.g. a small change in the work to be done could impact the Costs, the Schedule, the Resources, other projects etc

– Changes go through a formal approval process by some or all of the Stakeholders

– Changes must be documented




Sample change request

Change Reason For Change Impact Of Change

(Cost, Time, Scope)

Comments

Request an additional advance of £100 to pay as a deposit for the new kit.

Due to the lead time for a new kit (40 days) and to make sure the kit is available for the start of the new season we would like to order the kit early.

Cost £100 To be repaid on top of £50




Exercise 8 - Create a change request for your project

Change Reason For Change

Impact Of Change

(Cost, Time, Scope)

Comments




Tracking project status – using Project Status reports Status of scope/deliverables

Work completed

Work remaining

Changes to the scope of work

Status of cost/budget

Cost of work completed

Estimated cost of remaining work

Changes to the cost and projected estimate (are we over or under budget?)

Status of schedule/milestones

Time to do work completed to date

Estimated time required to do work remaining

Changes to the schedule (are we behind/ahead of schedule?)

Status of Issues and Risks

Are there any issues being managed and what are the next steps?

Have any of the Risks passed ?

Are there new Risks to be considered ?




Communicating project status

Status meetings

Topics to Cover

– Status of Scope, Budget, Schedule, Changes, Risks, Issues and Concerns

– Accomplishments since last reporting period

– What needs to be accomplished in the next 30 days

Audience for status review

– Project team members

– Stakeholders

Customer or end user satisfaction

– Outcomes




Agenda




4. Closing the project – phew it’s over

All the approved work has been completed and the acceptance criteria has been met and agreed by the stakeholders

Lessons Learned are documented

Project team members are “released” from this project

Project funding is closed out

Celebrate !

Closing: Acceptance > Lessons Learned > Celebrate



References

Project Management Institutewww.pmi.org/info/default.asp

The Fast Forward MBA in Project Management by Eric Verzuh

Incredibly Easy Project Management by Norman Willoughby

Project Management for Dummies by Stanley Portny

Complete Idiots Guide to Project Management by Sunny Baker



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BACK UP SLIDES


Project ManagementFor Volunteer & Charity Organisations

Project Management Fundamentals

THE END



Statement of work (scope statement) Introduction

Technical Services Agreement between Company A and

Company B

This Statement of Work ("SOW") # number adopts and

incorporates by reference the terms and conditions of

Technical Services Agreement # number ("Agreement")

between company A and company B. Transactions

performed under this SOW will be conducted in accordance

with and be subject to the terms and conditions of this SOW




Statement of work (scope statement) SCOPE OF WORK

Phase 1

Migration Planning

Phase 2

Define Education Requirements

Phase 3

Provide advice on Systems Testing procedures

DEFINITIONS

Buyer

Supplier

Customer





DESCRIPTION OF DEVELOPED WORKS AND RELATED DELIVERABLES AND SERVICES

Phase 1

Supplier will attend all workshops and meetings by

Phase 2

Supplier will document education requirements

Phase 3

Supplier will advice on Systems testing and User testing





SCHEDULE

Start Date: 01/12/2011

End Date: 31/12/2012

PAYMENTS

Type, Method and Interval (fixed price, Invoice and quarterly)

Completion Criteria (the project is complete when ….)

Taxes, Duties and Fees

Invoices will include applicable taxes




Statement of work (scope statement) COMMUNICATIONS

Carried out through the following designated coordinators

Buyer: Name, Title, Address, email, phone

Supplier: Name, Title, Address, email, phone

Customer: Name, Title, Address, email, phone

Supplier Personnel On Premises

Compliance

Access to Premises

General Business Activity Restrictions

Safety and Security

Asset Control




Pitfalls…

Insufficient Support for the project

Not aligned to business

Undefined/poor governance

Poor Project Definition

Imprecise goals

Undefined limits to scope

Unbalance levels of ambition

Poor Planning

Level is uniform

Unwieldy tools

Not inclusive : no buy-in

Over optimistic (estimates & skills)

Omits activities

Organisation

Unclear responsibilities

Key resources not available

Key resources not motivated

Poor communication

Obtaining resource (recruitment rate

too high - unsustainable)

Poor Control

Plan and reporting not linked

Responsibility without authority

Lack of formalised communication

Poor Project Execution

Complexity in co-ordinating variety of organisations and resources

Uncontrolled changes to scope and the plan

Failure to complete and document stages before progressing

Time, Cost, & Quality are out of balance

Manage Stakeholders

Deliver Business Benefits

Predictable Work and Schedule

Manage Scope

Build Team

Mitigate Risks



Why do projects fail… (just a few reasons !)

Failure to set and

manage customer

expectations

Failure to reach common

understanding of

requirements

Failure to plan for

risk containment

Inaccurate project

estimatesConcessions during

negotiations with no price

increaseFailure of change

management process

Ineffectiv

e

communications

Long or Unrealistic

Time Scales

Stakeholder conflict

Lack of organizational

support

Lack of user input Poorly managed



Inspiring a shared vision • Envisioning the future• Enlisting others by appealing to

their values

Enabling others to act• Fostering teamwork with common goals • Strengthening people by giving power away

Modeling the way • Setting the example by behaving

consistently• Achieving small wins to promote

progress

Encouraging the heart • Recognising individual contribution • Celebrating team accomplishments

Challenging the process• Searching for change, growth, innovation.• Experimenting, taking risks, and learning

Source: J. Kouzes, B. Posner: Leadership Practices Inventory.

Behaviours of Project Managers



Build memorable relationship with client Celebrate the team achievementsReward performance of the team

Include client team in project team's lifeSeek opportunities for skills transferMake sure client has complete ownership

Challenging the process

Inspiring a shared vision

Enabling others to act

Modeling the way

Encouraging the heart

Challenge client assumptionsMove them out of comfort zonesBe fast, accurate, creative

Cause client to see dangers and opportunitiesBe clear and openCommunicate common goal to client & team

Deliver what you say you will, when you said you would Take time for the little but important touchesSet high behavioural standards on client site

‘How Should a Top Project Manager Behave?’



Published views on improving On-Time Delivery Solve the Requirements Paradoxes

– Requirements must be stable for reliable results; however, the requirements always change.

– We don’t want requirements to change; however, because requirements change now is a known risk, we try to provoke requirements change as early as possible.

Very short cycles or regular delivery milestones

– Few people take planned dates seriously. As long as the end date of a project is far in the future, we don't feel any pressure and work leisurely.

How many days before your last exam did you really start working...?

Rapid and frequent feedback

– At the start of any development there

are many uncertainties we have to

explore and change into certainties.

– Weekly review of estimation,

planning, and tracking in order to

better predict the future

– Frequent review with stakeholders to optimise requirements and check assumptions

1

23

4

ACTWhat canwe learn

CHECKAnalyse theeffect

DOCarry out

the plan

PLANWhat do we

want to knowor to do

Shewart cycle

Demming cycle

PDCA cycle

1

23

4

ACTWhat canwe learn


DOCarry out

the plan

PLANWhat do we

want to knowor to do1

23

4 1

23

4

ACTWhat canwe learn


DOCarry out

the plan

PLANWhat do we

want to knowor to do

Shewart cycle

Demming cycle

PDCA cycle



PM should ask these questions; if the

deliverer hesitates then help to adjust and gain full commitment

Published views on improving On-Time Delivery

Time Boxing

If the resources and time are fixed, the features are variable.

Estimation, planning and tracking

If you don’t estimate, you cannot plan and there is nothing to track

If you don’t plan, then estimation and tracking are useless

If you don’t track then why should you estimate or plan?

Difference between effort and lead-time

Effort, the time needed to do the work

Lead-time, the time until the work is done

Commitment

Do you still agree that these tasks are the highest priority?

Do you still agree that you should do it?

Do you still agree with the estimates?



Magic Words Focus

People are easily distracted by many important or interesting things. Some things may even be important, however, not at this moment.

Priority

Defining priorities and only working on the highest priorities so we do the most important things first.

Synchronise

Every project interfaces to a world outside the project. Active synchronisation is needed to make sure that planned dates can be met.

Why

Forces us to define the reason why we should do something, allowing us to check whether it is the right thing to do. It helps us to keep focus.

Dates

Dates are not fluid, dates are sacred and that means if a date is agreed we stick to it. Or tell well in advance that we cannot keep our word.

Done

To make estimation, planning, and tracking possible, we must finish tasks completely. Not 100% done is not done.

Bug, debug

Not unavoidable, by actively learning from mistakes, we can avoid many of them.

Discipline

Not imposed discipline but rather that you, yourself, know what is best to do. If nobody watches us, it is quite human to cut corners, or do something else, even if we know this is wrong.

© 2009 ibm corporation project management for volunteer & charity organisations project...

Documents

project work plan

project deliverables

project budget

project chartersandeep

project team katy

successful project adam

project control book

fundamentals workshop