2014 fire rescue - project managment 101 training
TRANSCRIPT
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Intro to Project ManagementFire Rescue Services
January 8, 2014Marilyn Hussey & Ian Robertson, Community Strategies & Development
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Session Outline1. Introduction
What is a Project? What is Project Management? What types of Project Management roles are there? Why should I care? Why do some projects fail?
2. Project Management Framework Project Phases Project Management Tools and Templates
3. Using PM Tools & Templates Different Project Sizes Most Common PM Templates “3 Key Take Aways” & Questions
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Some Housekeeping Items
Snacks & Breaks (2 - 5 min breaks) Restrooms Questions / Active Participation Fire Alarms Mini PM Booklet & Evaluation Form Project Management Course Binder
(Tabs 1-7)
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1. Introduction
The type of work we do can be generallybe divided into two different categories: Operations (completed through
regular programs, services, processes or procedures)
Projects (completed through special initiatives)
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Work Categories
Operations (regular) - the on-going and routine work of delivering services and programs that define the ‘work’ of the organization.
Projects - are temporary and unique. Projects are typically initiated and defined in order to create change in the organization. This may include creating or changing plans, services, programs or processes, building new facilities or retiring existing service offerings.
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Definition of ProjectBased upon the descriptions above, a project can be distinguished regular operations using the following three general principles:
A project should result in a unique outcome. A project should have a clear beginning and an end. A project should follow a specific life cycle of concept,
development, implementation and termination through a defined set of activities and assignment of resources.
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Q- Which is a project versus performing a (regular) operation?
Coordinating new emergency plans
for the next Grey Cup
Delivering a public education
program to young children
Responding to a fire rescue
services dispatch call
Creating an update to the Fire Rescue Master Plan
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Projects can turn into operations.
When newly identified targets or standards have been integrated into current practices.
If the same plan is used every time the Grey Cup event is
hosted in Edmonton.
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Operations can turn into projects.
If asked to create a new program that better relates to a target audience.
If asked to identify new processes to more
effectively meet future fire suppression needs.
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So to summarize, why we do projects.
1. To improve day to day operational processes.
2. Bring a new product or service to market.
3. To effects a change in structure, staffing etc.
4. Allows City Department’s to meet a compliance requirement.
5. Undertake the legwork (to plan, consult, design, build) a new facility.
6. To document work in a formal way to create institutional memory.
(3)Basic Types of Projects
• Planning• Create, Action or
Review• Optimize
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What is Project Management
A structured and systematic approach to managing projects that involves balancing competing demands among:
Scope, time, cost and quality Stakeholders with differing needs and
expectations Identified requirements (needs) and un-
identified requirements (expectations)
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The three areas of effective Project Management include:
Project efforts are co-ordinated: Issues are identified and resolved The appropriate team is in place The necessary resources to support the
team are secured Everyone has the information they need
to manage their individual contributions
Overall Success Criteria
Can be stated as: achieving desired outcomes, within time
and budget parameters.
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Overall processes are managed: The process by which project results are
managed and the intended objectives to be delivered are defined.
For any project, there are choices in how this can best be accomplished, and project management provides the tools to coordinate, negotiate and define this process as required.
The three areas of effective Project Management include:
Overall Success Criteria
Can be stated as: achieving desired outcomes, within time
and budget parameters.
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Expectations are managed: Ensuring that all stakeholders who have
an interest in the project (or may be impacted) have an appropriate level of awareness of the project and its impacts.
Ensuring that all stakeholders are aware of changes to the project as they occur.
The three areas of effective Project Management include:
Overall Success Criteria
Can be stated as: achieving desired outcomes, within time
and budget parameters.
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Summary:
Project Management (PM) is the application of knowledge, skills, tools and techniques to project activities in order to meet or exceed stakeholder needs and expectations.
PM Methodology:gives the organization a framework/protocol and a systematic approachthat makes it achievable for moving from a vision to action.
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Project Sponsor: Is typically the main customer
of the project and responsible for championing project and confirming project goals.
Steering Committee: Helps the Project Sponsor in overseeing the project, and
makes all high level decisions affecting the project so that the project objectives can be achieved.
Different types of Project Management Roles:
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Project Manager: Is the key representative
responsible for the project organization, and is responsible for day-to-day issue resolution and ensuring that the project is delivered on time, within budget and in accordance with the project’s objectives.
The Project Manager reports to the Steering Committee and works with the Project Team in achieving the project goals.
Different types of Project Management Roles:
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Project Team: Provides the staffing support &
resources necessary to ensure the successful completion of the project objectives.
Completes the assigned activities through guidance from the Project Manager.
Participates in all scheduled project meetings for which their participation is identified.
Different types of Project Management Roles:
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Advisory Committees: Support either the Project
Manager or the Steering Committee by providing analysis, advice and information related to the project from their diverse perspectives.
These committees may include internal stakeholders from other departments or external stakeholders from the community, organizations, and other levels of government.
Different types of Project Management Roles:
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Q- Can a person perform more than one role?
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Q- Does every project require all these roles to be performed?
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Q- Thinking back, who might be involved in this project?
Project Sponsor
Steering Committee
Project Manager
Project Team
Advisory CommitteesCreating an
update to the Fire Rescue Master Plan
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Why care about Project Management
It’s City Directive (A1406 & A1424A): Ensure, where possible, that standardized
project management systems are used across the corporation for managing the scope, quality, time, cost, risk and human resources of corporate projects.
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City Manager = Well Managed City: Responding to Citizens and City Council
Concerns Project Failures, Poor quality of work Quality of City Services Length of time to get the job done Cost Management Use of Human Resources Project Communication
Why care about Project Management
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Why care about Project Management What does your Fire Chief think:
“Edmonton Fire Rescue Services has employed the Project Management process to great advantage over
the past several years. Two of our more notable projects include the Fire Rescue Master Plan as well as our CFAI accreditation project. The outcomes of these bodies of work have been significant and have served
to underpin the success of Edmonton Fire Rescue Services in becoming a leading Fire Service committed
to continuous improvement.”
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More personal reasons to consider: You may be asked to perform a specific role You want to be successful So you can reduce your stress and the
potential stress of those around you So you can preserve and maintain improved relationships So you can avoid many common project failure pitfalls,
through employing the right: The Right Project; The Right Team; The Right Project
Manager; The Right Expectations; and The Right Project Management Tools.
Why care about Project Management
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Reasons why some Projects fail to achieve results
1. Inadequately trained/experienced project mgrs2. Weak project initiation and validation of goals3. Failure to document detailed plans4. Failure to exercise project management
authority or put in place the right team 5. Poor scheduling and effort estimation6. Poor communication, tracking or reporting
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Quick 2 Minute Video –Summary of Project Management
http://www.youtube.com/watch?v=9LSnINglkQA
*Take notes as we will recap the gist of the video.
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Assignment #1
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In groups of three, take 15 minutes to:
1) Come up with a specific example of a project you might be asked to support.
2) Identify 3 specific issues that may prevent successful completion of this project.
3) Indicate how using a project management approach to completing this project could help resolve some of those issues.
Please be prepared to share back your answers with the entire class.
At Fire Rescue ServicesProject Management Practice
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Let’s Re-cap
1) Introduction
Know how to define a project.Know key components of project management.Know some key project management roles.Know why project management is important.Know some common project pitfalls to avoid.
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Section 1 Break(10 minute break)
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2. Community Services Project Management Framework
There are many different approaches used in the industry to support project management, but all share similar characteristics.
Community Services has developed our own customized version that we follow.
Every project goes through distinct phases and life cycles that require different support.
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What are some of the different PM approaches used in Canada
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What do many of these PM approaches have in common
Integration Management•Project Plan Development
•Project Plan Execution
Scope Management•Scope Planning
•Scope Definition
•Scope Verification
Time ManagementActivity Definition
Activity Sequencing
Schedule Development
Cost ManagementResource Planning
Cost Budgeting
Cost Control
Quality ManagementQuality Planning
Quality Control
Human Resource ManagementStaff Acquisition
Team Development
Communication ManagementCommunications Planning
Information Distribution
Performance Reporting
Risk ManagementRisk Identification
Risk Response Development
Risk Response Control
Procurement ManagementSource Selection
Contract Administration
Contract Close-out
Project Management
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Which approach do we most closely followThe PMBOK Guide recognizes 42 processes that fall into five basic process groups and nine knowledge areas that are typical of almost all projects.
1. Initiating 2. Planning 3. Executing 4. Monitoring and Controlling 5. Closing
Each of the Nine Knowledge Areas contains the processes that need to be accomplished within its discipline in order to achieve an effective project management program.
Community Services has developed its own customized “Project Management Framework” to support the types of projects conducted by the Department, and providesguidelines for ensuring reliable delivery of project results.
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What does our Project Management Framework cover
The Community Services Department Project Management Framework is 52 pages in length and provides detailed information in some of the following main areas.
1. Explains Purpose of Document2. Defines Project Management 3. Defines Project Management Roles & Responsibilities4. Identifies Different Project Phases & Life Cycles, and
provides numerous tips for how to support these steps 5. Reinforces Importance of Communications6. Shares a number of Templates to be Used7. Provides a Glossary of Terms
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The Community Services Department Project Management Framework is 52 pages in length and provides detailed information in some of the following main areas.
1. Explains Purpose of Document2. Defines Project Management 3. Defines Project Management Roles & Responsibilities4. Identifies Different Project Phases & Life Cycles, and
provides numerous tips for how to support these steps 5. Reinforces Importance of Communications6. Shares a number of Templates to be Used7. Provides a Glossary of Terms
So far we have already broadly covered…
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Projects (Stages/Processes/Templates)
ProjectStages
Tools &Templates
Development (Design)
Implementation (Build)
Termination (Operate)Strategy/Concept
ProjectPlanning
Tracking, Control & Reporting
Processes
EXAMPLES:Briefing Note;
Project Proposal
EXAMPLE:Issue
Identification Form
EXAMPLE:Scope Change Request Form
EXAMPLE:Project Status
Report
EXAMPLES:Project Plan; Public Involvement Plan; Committee Terms of Reference
EXAMPLE:Post
Implementation Review
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ProjectStages
Tools &Templates
Development(Design)
Implementation(Build)
Termination (Operate)Strategy/Concept
ProjectPlanning
Tracking, Control & Reporting
Processes
EXAMPLES:Briefing Note;
Project Proposal
EXAMPLE:Issue
Identification Form
EXAMPLE:Scope Change Request Form
EXAMPLE:Project Status
Report
EXAMPLES:Project Plan; Public Involvement Plan; Committee Terms of Reference
EXAMPLE:Post
Implementation Review
Projects “4 Stages – Project Life Cycle”
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ProjectStages
Tools &Templates
Development (Design)
Implementation (Build)
Termination (Operate)Strategy/Concept
ProjectPlanning
Tracking, Control & Reporting
Processes
EXAMPLES:Briefing Note;
Project Proposal
EXAMPLE:Issue
Identification Form
EXAMPLE:Scope Change Request Form
EXAMPLE:Project Status
Report
EXAMPLES:Project Plan; Public Involvement Plan; Committee Terms of Reference
EXAMPLE:Post
Implementation Review
Q- Does every project go through all four stages?
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ProjectStages
Tools &Templates
Development (Design)
Implementation (Build)
Termination (Operate)Strategy/Concept
ProjectPlanning
Tracking, Control & Reporting
Processes
EXAMPLES:Briefing Note;
Project Proposal
EXAMPLE:Issue
Identification Form
EXAMPLE:Scope Change Request Form
EXAMPLE:Project Status
Report
EXAMPLES:Project Plan; Public Involvement Plan; Committee Terms of Reference
EXAMPLE:Post
Implementation Review
Projects “Processes”
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ProjectStages
Tools &Templates
Development (Design)
Implementation (Build)
Termination (Operate)Strategy/Concept
ProjectPlanning
Tracking, Control & Reporting
Processes
EXAMPLES:Briefing Note;
Project Proposal
EXAMPLE:Issue
Identification Form
EXAMPLE:Scope Change Request Form
EXAMPLE:Project Status
Report
EXAMPLES:Project Plan; Public Involvement Plan; Committee Terms of Reference
EXAMPLE:Post
Implementation Review
Projects “Processes Cont’d”
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ProjectStages
Tools &Templates
Development(Design)
Implementation (Build)
Termination(Operate)Strategy/Concept
ProjectPlanning
Tracking, Control & Reporting
Processes
EXAMPLES:Briefing Note;
Project Proposal
EXAMPLE:Issue
Identification Form
EXAMPLE:Scope Change Request Form
EXAMPLE:Project Status
Report
EXAMPLES:Project Plan; Public Involvement Plan; Committee Terms of Reference
EXAMPLE:Post
Implementation Review
Projects “Processes Cont’d”
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ProjectStages
Tools &Templates
Development (Design)
Implementation (Build)
Termination (Operate)Strategy/Concept
ProjectPlanning
Tracking, Control & Reporting
Processes
EXAMPLES:Briefing Note;
Project Proposal
EXAMPLE:Issue
Identification Form
EXAMPLE:Scope Change Request Form
EXAMPLE:Project Status
Report
EXAMPLES:Project Plan; Public Involvement Plan; Committee Terms of Reference
EXAMPLE:Post
Implementation Review
Projects “Processes Cont’d”
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ProjectStages
Tools &Templates
Development (Design)
Implementation (Build)
Termination (Operate)Strategy/Concept
ProjectPlanning
Tracking, Control & Reporting
Processes
EXAMPLES:Briefing Note;
Project Proposal
EXAMPLE:Issue
Identification Form
EXAMPLE:Scope Change Request Form
EXAMPLE:Project Status
Report
EXAMPLES:Project Plan; Public Involvement Plan; Committee Terms of Reference
EXAMPLE:Post
Implementation Review
Projects “Tools & Templates”
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ProjectStages
Tools &Templates
Development (Design)
Implementation(Build)
Termination(Operate) Strategy/Concept
ProjectPlanning
Tracking, Control & Reporting
Processes
EXAMPLES:Briefing Note;
Project Proposal
EXAMPLE:Issue
Identification Form
EXAMPLE:Scope Change Request Form
EXAMPLE:Project Status
Report
EXAMPLES:Project Plan; Public Involvement Plan; Committee Terms of Reference
EXAMPLE:Post
Implementation Review
Projects “Tools & Templates”
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ProjectStages
Tools &Templates
Development (Design)
Implementation(Build)
Termination (Operate)Strategy/Concept
ProjectPlanning
Tracking, Control & Reporting
Processes
EXAMPLES:Briefing Note;
Project Proposal
EXAMPLE:Issue
Identification Form
EXAMPLE:Scope Change Request Form
EXAMPLE:Project Status
Report
EXAMPLES:Project Plan; Public Involvement Plan; Committee Terms of Reference
EXAMPLE:Post
Implementation Review
Projects “Tools & Templates”
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ProjectStages
Tools &Templates
Development(Design)
Implementation(Build)
Termination (Operate)Strategy/Concept
ProjectPlanning
Tracking, Control & Reporting
Processes
EXAMPLES:Briefing Note;
Project Proposal
EXAMPLE:Issue
Identification Form
EXAMPLE:Scope Change Request Form
EXAMPLE:Project Status
Report
EXAMPLES:Project Plan; Public Involvement Plan; Committee Terms of Reference
EXAMPLE:Post
Implementation Review
Projects “Tools & Templates”
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ProjectStages
Tools &Templates
Development (Design)
Implementation (Build)
Termination (Operate)Strategy/Concept
ProjectPlanning
Tracking, Control & Reporting
Processes
EXAMPLES:Briefing Note;
Project Proposal
EXAMPLE:Issue
Identification Form
EXAMPLE:Scope Change Request Form
EXAMPLE:Project Status
Report
EXAMPLES:Project Plan; Public Involvement Plan; Committee Terms of Reference
EXAMPLE:Post
Implementation Review
Projects “Tools & Templates”
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ProjectStages
Tools &Templates
Development (Design)
Implementation(Build)
Termination (Operate)Strategy/Concept
ProjectPlanning
Tracking, Control & Reporting
Processes
EXAMPLES:Briefing Note;
Project Proposal
EXAMPLE:Issue
Identification Form
EXAMPLE:Scope Change Request Form
EXAMPLE:Project Status
Report
EXAMPLES:Project Plan; Public Involvement Plan; Committee Terms of Reference
EXAMPLE:Post
Implementation Review
Projects “Tools & Templates”
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ProjectStages
Tools &Templates
Development (Design)
Implementation (Build)
Termination (Operate)Strategy/Concept
ProjectPlanning
Tracking, Control & Reporting
Processes
EXAMPLES:Briefing Note;
Project Proposal
EXAMPLE:Issue
Identification Form
EXAMPLE:Scope Change Request Form
EXAMPLE:Project Status
Report
EXAMPLES:Project Plan; Public Involvement Plan; Committee Terms of Reference
EXAMPLE:Post
Implementation Review
Q- Does every project require every template to be used/created?
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ProjectStages
Tools &Templates
Development (Design)
Implementation (Build)
Termination (Operate)Strategy/Concept
ProjectPlanning
Tracking, Control & Reporting
Processes
EXAMPLES:Briefing Note;
Project Proposal
EXAMPLE:Issue
Identification Form
EXAMPLE:Scope Change Request Form
EXAMPLE:Project Status
Report
EXAMPLES:Project Plan; Public Involvement Plan; Committee Terms of Reference
EXAMPLE:Post
Implementation Review
Projects “Tools & Templates cont’d”
We will get into much more detail on the type of information included in these templates and
how to complete them….
but for now, we will just acknowledge that there are some templates that can help.
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So in simpler terms, what does this all mean and look like
Step 1:STARTING UP THE PROJECT- Defining the project purpose and scope, justification for
initiating it and the solution to be implemented.
APPOINT PROJECT TEAM- Recruit or appoint Project Manager, Project Team- Confirm need for a project governance committee- Confirmation of overall project goals, objectives, scope,
risk, budget, timescale, and approach
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So in simpler terms, what does this all mean and look like
Step 2:REFINE WORK BREAKDOWN STRUCTURE- Requirements and Work Definition- Stakeholder Identification- Effort Estimation, Cost and Schedule- Contract Development- Depending on the complexity of the project you may need
to meet with stakeholders in order to refine: Project Plan Resource and or Financial Plan Public Consultation Plan Communication and or Risk Plan
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So in simpler terms, what does this all mean and look like
Step 3:MANAGE THE PROJECT- Complete regular reporting of issues, risks and
progresses- Ensure that project team is working well to support
identified tasks completion.- Checking of the project plan to ensure that expected
benefits will be delivered and are still valid.- Resolving conflicts and project problems: Project schedule, delivery and costs Controlling number of changes Accomplishing the project activities correctly Perform communications management
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So in simpler terms, what does this all mean and look like
Step 4:CLOSE THE PROJECT- Once all the deliverables have been produced and the
client has accepted the final solution, the project is ready for closure.
- Final approvals include: Review of projects successes and failures Reassignment of the project team Transfer to Owner Transfer to ongoing operations
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PM, It’s About People!Once defined and approved, the roles and responsibilities need to be communicated to the people who will be engaged with the project.≈ “if it’s written down, people get it”
Key Project Manager Skills: Communication Skills Persuasive Leadership Conflict Management Change Management Adaptive Personality Optional* Technical Expertise
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Project Management can be like…
http://youtu.be/1SmgLtg1Izw
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Assignment #2
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2 Groups have the following assignment (take 10 minutes):
Your Role: Steering Committee MemberProject: To plan & host the 2015 International Fire Rescue Summit.
Q- What initial information would you expect from the project manager, and how would you like to be informed/involved in terms of project updates?
Please be prepared to share back your answers with the entire class.
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Your Role: Project ManagerProject: To plan & host the 2015 International Fire Rescue Summit.
Q- What tools/processes would you use to clarify the project requirements with your steering committee and working committee members?
Please be prepared to share back your answers with the entire class.
2 Groups have the following assignment (take 10 minutes):
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Your Role: Working Committee MemberProject: To plan & host the 2015 International Fire Rescue Summit.
Q- What information might you ask to see from the project manager to better understand your roles, expectations and project deliverables?
Please be prepared to share back your answers with the entire class.
2 Groups have the following assignment (take 10 minutes):
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Let’s Re-cap
2) Project Management Framework
You are aware of the different stages projects go through, and the type of support that may be required at each stage.
You are familiar with the different project management templates that are available.
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The Community Services Department Project Management Framework is 52 pages in length and provides detailed information in some of the following main areas.
1. Explains Purpose of Document2. Defines Project Management 3. Defines Project Management Roles & Responsibilities4. Identifies Different Project Phases & Life Cycles, and
provides numerous tips for how to support these steps 5. Reinforces Importance of Communications6. Shares a number of Templates to be Used7. Provides a Glossary of Terms
We have also broadly covered…
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Section 2 Break(10 minute break)
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3. Using Project Management Tools and Templates
Projects come in many shapes and sizes, not all requiring the same level of project management rigour.
There are a number of project templates that can support various project management efforts, each providing a different level of information and some more commonly used than others.
Practice Assignment
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1. The Right Project2. The Right Team3. The Right Project
Manager4. The Right
Expectations5. The Right Project
Management Tools
Begins by recognizing the decision making function. Who approves your project/team/resources?
Project Sponsors confirming your formal project sponsorship and commit to the oversight of a project.
Every major project needs a defined Project Sponsor.
Your Project Sponsor needs to sign off on your project.
But before we begin, we recall that good project management includes…
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The Three Little Bears- Theory of Project Management
Projects vary in size:
•Wee Bear
•Middle size Bear
•Great huge Bear
•Goldilocks (PM) “wanting just right”
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Goldilocks Theory: Making your own Porridge
The Project Management Methodology is the same for small or large projects, but how you apply PM process can vary.
Basics: Project Initiating Process Getting the work done on time and on budget Working with Stakeholders Doing the Work: planning, activity, managing work
and completion of the project. Communicating about the project and outcomes
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It’s A Wee Bear
If the work is easy, there are few details or stakeholders involved, and no formal reviews are needed
You could use post it notes to figure out the budget, resource plan, risks, costs
You could use your own more customized and tailored documenting and reporting processes
You could write down the work breakdown on the back of piece of paper
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It’s a Big Huge Bear
The work is very complex, the project has high visibility, you need project rigor and formality for the situation, project constraints are unknown.
You need to bring everything to the process Every “i” has to be dotted and every “t” has to be crossed You may need consultants to help determine the scope of
work, nature of the work and components of the work You need to document, analyze, evaluate, formally submit
for approvals. You will need to apply very formal project management
tools and skills to oversee this project
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Middle Size Bear- not to much or too little Project Management
Review the Community Services Project Management Framework
Use Project Management Tools (available on-line)
Ensure a good governance model is in place
Confirm necessary support and resources
(Templates in BINDERS…)
ECity site for PM Templates:Community Services Project Management Framework - Templates
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Some of the more commonly used PM Templates for “mid to larger” size projects
Let’s go through the Binder…
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BRIEFING NOTEProject: Prepared by: Date Prepared: Date Required:
Briefing Note:[The briefing note templates is used to present issues and decisions requests associated with a project where they are to be escalated to the Department Management Team.]
Issue:[A very brief summary of the issue for which a decision is required from the Department Management Team.]
Background:[A summary of the activities and decisions to date that are relevant in supporting the decision being requested.]
Proposed Approach:[The proposed approach or alternatives that define the decision being requested.]
Recommendation:[Summarize the recommended action to resolve the decision.]
DECISION[Identify the decision made by the Department Management Team.]
Approved: [] Deferred: [] Date: Cancelled []Signature: Name: Date:
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PROJECT PROPOSALProject: Submitted by: Date Submitted: Date Project Required: [required project completion date]
Proposal Definition[The Project Proposal should be an abbreviated document that defines the objectives of the project and confirms the understanding of the project manager as to the objectives and desired outcomes of the project. The Project Proposal should be no more than two pages long.]
Background/Current State:[Summary of events and circumstances in the target customer organization leading up to the project proposal.]
Project Objectives (What):[Summary of the business objectives for the project, describing from the perspective of the customer organization what the project is intended to produce. This describes the final product's) that should result from doing the project.]
Expected Outcomes (Why):[Brief description of the expected outcomes of the project. These reflect why the project is important to the organization. Wherever possible, consider how to quantify the outcome. Include short and long term benefits, as applicable. This will demonstrate how the project links to the business plan and performance measurement outcomes of the Department.]
Proposed Strategy:[High-level description of the proposed strategy to execute the project.]
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PROJECT PROPOSAL (cont’d)Initial Constraints:[Identification of the initial constraints that have been established or imposed on the project; these are the boundaries that have been imposed on the project that limit or constrain the proposed strategy.]
Impact on Stakeholders:[List the stakeholders impacted by the planned change and the impact on each.]
Impact of Not Doing/Doing Late:[List the business impacts of not proceeding with the request, or not completing the request by the required end date that has been identified. Include short term, long term and interim impacts.]
Impact on Other Projects/Systems:[Identify the related projects and/or systems to this request, and the impact this request would have on these projects/systems in business terms.]
Recommended Next Steps[The recommended action to be taken based upon the proposal (typically to either cancel work, or proceed with the Feasibility Study.]
Concept Phase Resource Requirements[Identification of the resource requirements to support the Concept phase of the project and attainment of the activities defined in ‘Recommended Next Steps.’]
Approved: [] Deferred: [] Date: Cancelled []Signature: Name: Date:
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Q- Do all project proposals need every heading to be included?
Impact on Stakeholders:[List the stakeholders impacted by the planned change and the impact on each.]
Impact of Not Doing/Doing Late:[List the business impacts of not proceeding with the request, or not completing the request by the required end date that has been identified. Include short term, long term and interim impacts.]
Impact on Other Projects/Systems:[Identify the related projects and/or systems to this request, and the impact this request would have on these projects/systems in business terms.]
Recommended Next Steps[The recommended action to be taken based upon the proposal (typically to either cancel work, or proceed with the Feasibility Study.]
Concept Phase Resource Requirements[Identification of the resource requirements to support the Concept phase of the project and attainment of the activities defined in ‘Recommended Next Steps.’]
Approved: [] Deferred: [] Date: Cancelled []Signature: Name: Date:
Can I remove this or other sections from the proposal
document?
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PROJECT PLANProject: Project Manager: Project Sponsor: Date Initiated:
Background:[Very brief description of the project purpose and required background information.]
Objectives:[Point form summary of the business objectives (from the customer’s perspective) that the project is designed to realize.]
Linkage to Business Plan:[A statement of how the project contributes to the attainment of the organizational/business unit business plan.]
Scope:[A statement or point form summary defining the precise work that the project is designed to deliver. Scope is used to evaluate requested changes to the project, and should identify both what will be accomplished, and what will not be accomplished by the project.]
Assumptions:[Assumptions developed by the project team associated with the project plan, strategy and scope.]
Constraints:[Constraints imposed on the project team associated with the project plan, strategy and scope.]
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PROJECT PLAN (cont’d)Project Completion Criteria:[Identification of the criteria that need to be satisfied in order to demonstrate that the project is complete.]
Project Success Criteria:[A statement of the measures to be applied in evaluating whether or not the project was successful in meeting its objectives.]
Project Schedule:[Identification of the deliverables and activities the project is will deliver, and the associated start date, end date and hours effort associated with each.]
Project Organization/Roles & Responsibilities:[Insert diagram of project organizational structure. Identify the roles within the organization structure, and the responsibilities and accountabilities of each role. Where the responsibilities are identified by a separate terms of reference document, that should be identified here.]
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PROJECT PLAN (cont’d)Project Staffing Requirements:[Identification of the resources (staff) required to complete the project, the role(s) each resource will fulfill, and the estimated total hours for each resource.]
Financial Requirements:[Identification of all costs required to support the project, as well as identification of the date required for each component.]
Risks & Contingencies:[Identification of the risk factors that can uniquely impact this project, and the probability of the risk occurring, the impact if it does, and the planned strategy to mitigate or address the risk within the project.]
Stakeholder Identification & Project Communication Plan:[Articulation of the stakeholders who need to be communicated with or kept abreast of progress during the project, including identification of their key interests and objectives, their preferred communication and consultation approach, and the frequency or target date for the communications.]
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PROJECT PLAN (cont’d)Outcomes and Evaluation Approach:[Identification of the outcomes and approach by which the outcomes of the project will be evaluated. This determines how the results of the project will link into the performance measurement framework.]
Operational Impacts/Transition Strategy:[Identification of the operational impacts that will be realized as a result of implementing the project. This should identify server, network and backup requirements; required support procedures; and estimated operational support costs.]
_____________________________________________________________________________________APPROVAL[] Project management to be based upon Department Project Management Framework, including issue management, scope change management, project status reporting and post implementation review procedures.
Approved: [] Deferred: [] Defer Date: Cancelled []Signature: Name: Date:
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Project Staffing Requirements:[Identification of the resources (staff) required to complete the project, the role(s) each resource will fulfill, and the estimated total hours for each resource.]
Financial Requirements:[Identification of all costs required to support the project, as well as identification of the date required for each component.]
Risks & Contingencies:[Identification of the risk factors that can uniquely impact this project, and the probability of the risk occurring, the impact if it does, and the planned strategy to mitigate or address the risk within the project.]
Q- Does every project plan need to include all the information identified?
Do I really need to document this level of detail in this
project plan?
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Other Templates… Issue Identification Form
This form provides a more formal approach to identifying and escalating potential project management issues.
Scope Change Request FormThis form provides a more formal approach to approving all scope change requests which will have an impact on the Project Plan.
Post Implementation Review FormThis form provides a more formal opportunity to evaluate the results of the project and to identify the learning opportunities.
Project Status ReportThis form provides a more formal means of communicatingproject status updates to identified stakeholders.
Committee Terms of ReferenceThis form more formally establish the roles, responsibilities and accountability for each committee, including a project team.
*Public Involvement PlanAll Public Involvement conducted by the City requires a Public Involvement Plan (Policy C513). A separate detailed framework and training is provided on how to prepare this plan.
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Assignment #3
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Role: Project Manager
Objective: You have been asked to develop a New Fireworks Video & Community Campaign, urging the public to avoid consumer fireworks.
Task: Prepare a rough Project Plan using the hand-out in your binder, and be prepared to discuss your outline.
Time: 15 minutes
The individual assignment
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Let’s Re-cap
3) Using PM Tools & Templates
You better understand when you might want to follow more formalized approaches to supporting a potential new project request.
You can complete the main components of a Project Plan from scratch to support any type of new project request.
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The Community Services Department Project Management Framework is 52 pages in length and provides detailed information in some of the following main areas.
1. Explains Purpose of Document2. Defines Project Management 3. Defines Project Management Roles & Responsibilities4. Identifies Different Project Phases & Life Cycles, and
provides numerous tips for how to support these steps 5. Reinforces Importance of Communications6. Shares a number of Templates to be Used7. Provides a Glossary of Terms
We have also broadly covered…
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That is a lot of stuff to remember
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Wrap Up: “3 Key Take-Aways”
#1 EcityInternal Website
Access the City’s internal website, for up-to-date templates and
documents to help guide all your Project Management needs.
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Wrap Up: “3 Key Take-Aways”
#2 Common Language
You now have a basic knowledge of some of the terms used to support project management, and can ask
the right questions….
“Can you help be part of a new project team?”You: “Has a project plan been developed that I can see?”
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Wrap Up: “3 Key Take-Aways”
#3 You are not Alone
We have all been there… Feel free to ask for help from your
peers or call our area if you need some advice to get through a
sticky project management issue.Ian Robertson (780) 496-3881
OrMarilyn Hussey (780) 496-5851
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Cheers & Thank You !!!
“If you fail to plan, you are planning to fail!” Benjamin Franklin
or As the 7 P’s of the British Army Adage goes….
Proper Planning Preparation Prevents Piss Poor Performance.