practical project management - full course

PRACTICALPROJECT

MANAGEMENTMarten Schoonman

[email protected]

INDEX Introduction The Project Manager Project Cycle Management ‘3 PRINCIPLES’ Project Organization Resource Planning Project scope management Budget management Managing quality Project delivery & post-project Tips ‘n tricks

INTRODUCTION – Background Marten Schoonman

University of Wageningen, the Netherlands

Junior Project Manager (Research Information Management, Organon)

Project Manager

Programme Manager

Account manager (Information Services Department, Organon)

Project Manager

Head Project Management (e-Marketing, Organon)

Project / Business Manager (Media Focus on Africa Foundation)

Exercise

E What is a project?

E ‘Grand collection of projects’

INTRODUCTION - Definitions

Characteristics of a Project:

• A project has a beginning and an end• A project has limited resources • A project follows a planned, organized method

to meet its objectives with specific goals of quality and performance

• Every project is unique• A project most often involves change

Project is therefore not the same as a Programme or an Operation.

Change is not made without inconvenience, even from worse to better [S. Johnson


Project – DefinitionA project is a temporary effort made up of a set of related activities undertaken to achieve a unique goal or objective within specific constraints

Management – Definition A process of setting and achieving goals through:

planning, organizing, directing and controlling; Utilizing human, financial and material resources.


Project – DefinitionA project is a temporary effort made up of a set of related activities undertaken to achieve a unique goal or objective within specific constraints

Management – Definition A process of setting and achieving goals through:

planning, organizing, directing and controlling; Utilizing human, financial and material resources.

The art of getting things done through other people


Budget

Quality Schedule

Project is a single, non-repetitive enterprise. It is usually undertaken to achieve PLANNED RESULTS within the TIME LIMIT and a COST BUDGET


Budget

Quality Schedule

Project is a single, non-repetitive enterprise. It is usually undertaken to achieve PLANNED RESULTS within the TIME LIMIT and a COST BUDGET

WHICH IS THE MOST IMPORTANT CORNER IN THIS BALANCE?

E

INTRODUCTION – Project examples

DREAM or WISH

1. Buying a plot of land2. Building a house3. Having a baby4. Buying a family car

PRIVATE

1. Setting up an VCT centre2. Rolling out new mobile network3. Implementing a new financial system4. Starting a new department

WORK

INTRODUCTION – Project examples

DREAM or WISH

1. Buying a plot of land2. Building a house3. Having a baby4. Buying a family car

PRIVATE

1. Setting up an VCT centre2. Rolling out new mobile network3. Implementing a new financial system4. Starting a new department

WORKProject = vehicle for delivering change

INTRODUCTION – Project types

Tech

no

log

y ch

ang

e

Requirements change

R & D projects

Constructionprojects

Businessprojects

ITprojects

Low high

Exercise

E Match terms to their definitions

Exercise

1 Deliverable 2 Duration 3 Escalation 4 GANTT chart 5 Issue

6Lessons learned

7 Milestone 8 Baseline 9 Phase

10 Programme 11 Project12 Resource13 Risk 14 Scope 15 Slack 16 Sponsor 17 Stakeholder 18 Subproject 19 Task 20 WBS

Exercise

J A part of a project K A person or group with an interest in the project A A problem or challenge L A project activity that has a starting and finishing point M A project within another project

I A temporary effort made up of a set of related activities undertaken to achieve a unique goal or objective within specific constraints

B A vehicle for implementing an organization’s strategy T A view that graphically shows the project schedule over time S Management lessons which may be used to improve the execution of future projects C Raise an issue higher and higher in management until it is solved N Spare or extra timeP The amount of time a task will take to finish O The initial project schedule G The outcome of a process which is both definable and measurable also called milestone H The outcome of a process which is both definable and measurable, also called deliverable E The people, material, equipment or facilities required to complete a task Q The person chiefly responsible for leading the project to a successful outcome R The possibility of something going wrong in the future D The sum total of all of its products and their requirements or features F Work breakdown structure; hierarchical organization of project phases, tasks and end products

Exercise

1 Deliverable G The outcome of a process which is both definable and measurable also called milestone

2 Duration P The amount of time a task will take to finish 3 Escalation C Raise an issue higher and higher in management until it is solved 4 GANTT chart T A view that graphically shows the project schedule over time 5 Issue A A problem or challenge 6 Lessons

learned S Management lessons which may be used to improve the execution of future projects

7 Milestone H The outcome of a process which is both definable and measurable, also called deliverable

8 Baseline O The initial project schedule 9 Phase J A part of a project

10Programme B A vehicle for implementing an organization’s strategy 11Project I A temporary effort made up of a set of related activities undertaken to achieve a unique

goal or objective within specific constraints 12Resource E The people, material, equipment or facilities required to complete a task 13Risk R The possibility of something going wrong in the future 14Scope D The sum total of all of its products and their requirements or features 15Slack N Spare or extra time on non 16Sponsor Q The person chiefly responsible for leading the project to a successful outcome 17Stakeholder K A person or group with an interest in the project 18Subproject M A project within another project 19Task L A project activity that has a starting and finishing point 20WBS F Work breakdown structure; hierarchical organization of project phases, tasks and end

products

PROJECT MANAGER

PROJECT MANAGER – Skills and competences

Under the leadership of the G&D Leader, the AWARD Project Manager will:

…plan and manage the day-to-day delivery…supervise the staff and consultants engaged…provide leadership on the science capacity-building components…work closely with research networks…provide regular and accurate management reports…review the effectiveness and efficiency of systems, procedures, etc…take a lead role in internal monitoring and evaluation…possesses the ability to think critically and strategically about technical/administrative approaches and issues…judgment: demonstrates a sound understanding of when to share information and when to keep it confidential…the ability to undertake multiple tasks concurrently…creates a Project environment that is inclusive of all cultures and backgrounds… determines priorities soundly… result-oriented… communication… responsibility… reliable… accurate… eye for detail… leadership… teambuilding… conscious of the politics of organizations… resolves conflicts…



…plan and manage the day-to-day delivery…supervise the staff and consultants engaged…provide leadership on the science capacity-building components… work closely with research networks…provide regular and accurate management reports… review the effectiveness and efficiency of systems, procedures, etc…take a lead role in internal monitoring and evaluation…possesses the ability to think critically and strategically about technical/administrative approaches and issues…judgment: demonstrates a sound understanding of when to share information and when to keep it confidential…the ability to undertake multiple tasks concurrently…creates a Project environment that is inclusive of all cultures and backgrounds… determines priorities soundly… result-oriented… communication… responsibility… reliable… accurate… eye for detail… leadership… teambuilding… conscious of the politics of organizations… resolves conflicts…




“ make sure projects get done”

“facilitator”

“communicator”




Balance

Technical skills < > Behavioral skills

PROJECT MANAGER – Roles and responsibilities

‘MINDMAP’

PROJECT MANAGER – Roles and responsibilities

PROJECT CYCLE MANAGEMENT

PROJECT MANAGEMENT CYCLE

DREAM or WISH

DREAM or WISH

DREAM or WISH


DREAM or WISH

Design

Plan

Execute

Finalise


DREAM or WISH

Design

Plan

Execute

Finalise

Identification & Specification

The actual project

Every project has an end


DREAM or WISH

Design

Plan

Execute

Finalise

Monitoring & Evaluation


DREAM or WISH

Design

Plan

Execute

Finalise

Final evaluation to collect lessons learned



INITIATE - This phase is where an idea or a proposal is authorized and funded as a project. It may include some initial planning and estimating to clarify its objective and scope.

PLAN - This phase includes two distinct components; the development of plans that are required as part of the proposal – core planning, and the plans to manage the implementation of the project – facilitation planning.

IMPLEMENT . Implementation includes taking all necessary actions to ensure the activities in the project plan are completed and the outputs of the plan are produced. Includes task assignments and authorizations to execute plans.

MONITOR - Monitoring is about measuring the progress of a project against its objectives, looking at deviations from the plan and deciding on corrective steps to put the project back on track. It looks at the log-frame indicators and schedule and budget targets.

ADAPT - This phase refers to the process by which the project manager adapts its project management methods from the insights and learning that was captured. It also refers to the changes that need to be incorporated in the original processes, approaches, strategies and methods planned to deliver the project interventions

CLOSE - The closing phase of the project is when the project has achieved the planned objectives and all deliverables have been produced. The phase also includes the project evaluation to see if the original objectives were achieved or not


INITIATE - This phase is where an idea or a proposal is authorized and funded as a project. It may include some initial planning and estimating to clarify its objective and scope.

PLAN - This phase includes two distinct components; the development of plans that are required as part of the proposal – core planning, and the plans to manage the implementation of the project – facilitation planning.

IMPLEMENT . Implementation includes taking all necessary actions to ensure the activities in the project plan are completed and the outputs of the plan are produced. Includes task assignments and authorizations to execute plans.

MONITOR - Monitoring is about measuring the progress of a project against its objectives, looking at deviations from the plan and deciding on corrective steps to put the project back on track. It looks at the log-frame indicators and schedule and budget targets.

ADAPT - This phase refers to the process by which the project manager adapts its project management methods from the insights and learning that was captured. It also refers to the changes that need to be incorporated in the original processes, approaches, strategies and methods planned to deliver the project interventions

CLOSE - The closing phase of the project is when the project has achieved the planned objectives and all deliverables have been produced. The phase also includes the project evaluation to see if the original objectives were achieved or not

Planning is important for:• getting an overview of what needs to be done• making sure you don’t forget anything• making sure you handle things in the right order• being able to know what the finish date is

When Planning you have the opportunity to:• include lessons learned and best practices• inform others what is going to happen• inform others by why, when and what you will need them for• get reviews from others to make sure nothing is left out


TIPS

• Input from others; Experts, books, lessons

learned, Brainstorms, Cross-check, reviews

• Break big challenge down into small pieces

• Begin with the end in mind (S. Covey)

• Use risks as a guide – start with high

impact / high likelihood risks first


TIPS

• Focus on the shortest path to result / critical

path

• Visualize, display and repeatedly

communicate

• Search for buy-in from the ‘stakeholders’

• Prioritization; use action lists

3 PRINCIPLES

PROJECT MANAGEMENT – The three principles

1.PLANNING..

2.COMMUNICATION..

3.RISK MANAGEMENT..


1. PLANNING – the process of (1) defining what will happen in the project, how it is prepared, by whom and when, the cost and any dependencies. (2) monitoring and adjustment.

2. COMMUNICATION – the process of (1) informing all ‘stakeholders’, beneficiaries, workers, colleagues, sponsors / donors, media; (2) Getting and maintaining buy-in of decisions makers; (3) Listening.

3. RISK MANAGEMENT – the process of identification, evaluation and mitigation of any project risk.


1. PLANNING – the process of (1) defining what will happen in the project, how it is prepared, by whom and when, the cost and any dependencies. (2) monitoring and adjustment.

2. COMMUNICATION – the process of (1) informing all ‘stakeholders’, beneficiaries, workers, colleagues, sponsors / donors, media; (2) Getting and maintaining buy-in of decisions makers; (3) Listening.

3. RISK MANAGEMENT – the process of identification, evaluation and mitigation of any project risk.

‘SHOWSTOPPERS’

1. PLANNINGPlanning is bringing the future into the present so that you can do

something about it now” (Alan Lakein)

Pla

nn

ing

det

ail

Project complexity

Time wasting

High risk;plan more

Low high

PROJECT PLANNING

Pla

nn

ing

det

ail

Project complexity

Time wasting

High risk;plan more

Low high

PROJECT PLANNING

Project complexity; can be defined as one where there are:• Many tasks• Many dependencies• Many resources

PROJECT PLANNING – SMART objectives

Letter Major Term Minor Terms

S Specific Significant, Stretching, Simple

M Measurable Meaningful, Motivational, Manageable

A Attainable Appropriate, Achievable, Agreed, Assignable, Actionable, Action-oriented[, Ambitious

R Relevant Realistic, Results/Results-focused/Results-oriented, Resourced, Rewarding

T Time-bound Time framed, Timed, Time-based, Timeboxed, Timely, Timebound, Time-Specific, Timetabled, Trackable, Tangible

Source: http://en.wikipedia.org/wiki/SMART_criteria

PROJECT PLANNING – SMART objectives

Letter Major Term Minor Terms

S Specific Significant, Stretching, Simple

M Measurable Meaningful, Motivational, Manageable

A Attainable Appropriate, Achievable, Agreed, Assignable, Actionable, Action-oriented[, Ambitious

R Relevant Realistic, Results/Results-focused/Results-oriented, Resourced, Rewarding

T Time-bound Time framed, Timed, Time-based, Timeboxed, Timely, Timebound, Time-Specific, Timetabled, Trackable, Tangible

Source: http://en.wikipedia.org/wiki/SMART_criteria

Example: To train 12 trainers for two days on microfinance by December 31st 2010.

Exercise

Write down two SMART objectivesE

SMART

1.

2.

PROJECT PLANNING

Determine requirements

Collect the requirements in a Terms of Reference:

1. Background2. Objectives3. Scope4. Constraints5. Assumptions6. Reporting7. Deliverables and Milestones8. Cost Benefit9. Finance

‘80% of planning time is spent on getting client objectives and requirements’

PROJECT PLANNING

Determine requirements

Collect the requirements in a Terms of Reference:

1. Background2. Objectives3. Scope4. Constraints5. Assumptions6. Reporting7. Deliverables and Milestones8. Cost Benefit9. Finance

Determine possible solutions

Collect findings in aFeasibility study:

1. Objectives2. Scope3. Success criteria4. Performance requirements5. Impact on organization and

other systems6. Risks7. Recommended solution8. Alternative solutions9. Cost benefit

PROJECT PLANNING

PROJECT PLANNING

Key elements of Project Schedules:

1. To communicate across the project team, client

and line management

2. Technical excellence will not compensate for non

communicating schedules

3. Poor layout can destroy schedules

4. Simplicity is essential

5. They must be updated

PROJECT PLANNING

TAS

KS

ST

RU

CT

UR

E

TIME

Education

now

Material development

Research

PROJECT PLANNING

PROJECT PLANNING

GANTT CHART (MICROSOFT PROJECTS)= a type of bar chart that illustrates a project schedule, developed by Henry Gantt

PROJECT PLANNING

GANTT CHART(MICROSOFT PROJECTS)

Exercise

Develop a planningE

MIND MAPPING

from Darwin's notebooks around July 1837 showing his first sketch of an evolutionary tree (Wikipedia).

MIND MAPPING

The Tree of Life as seen by Ernst Haeckel in the The Evolution of Man (1879) (Wikipedia).

MIND MAPPING

Modern highly resolved Tree Of Life, based on completely sequenced genomes (Wikipedia).

MIND MAPPING

Number associations (http://blog.iqmatrix.com/)

MIND MAPPING

MIND MAPPING

Google ‘wonderwheel’

MIND MAPPING

Neural network (www.tricitypsychology.com) / Neuron injected neuron injected with a fluorescent dye (www.rikenresearch.riken.jp)

MIND MAPPING

PROJECT PLANNING

MINDMAPPING / MINDMANAGER(WWW.MINDJET.COM)

PROJECT PLANNING

PERT chart for a project with five milestones (10 through 50) and six

activities (A through F). The project has two critical paths: activities B

and C, or A, D, and F – giving a minimum project time of 7 months with

fast tracking. Activity E is sub-critical, and has a float of 2 months.

PERT = Program Evaluation and Review Technique

PROJECT PLANNING

Advanced schedule networking:

Network = an illustration of the interdependency of project

tasks

Critical Path = the sequence of project network activities which

add up to the longest overall duration.

Slack = spare or extra time on non-critical paths

Time estimates: 1. Optimistic 2. Pessimistic 3. Most likely

Expected time for a task = (Optimistic + Pessimistic + 4xMost

likely) / 6

Expected time for a project = Sum of expected times along the

project’s critical path

PROJECT PLANNING

Critical Chain Project Management (CCPM) - Eliyahu M. Goldratt

From numerous studies from1998 for traditional project management methods, only 44%

of projects typically finish on time, projects usually complete at 222% of the duration

originally planned, 189% of the original budgeted cost, 70% of projects fall short of

their planned scope (technical content delivered), and 30% are cancelled before

completion.

Using CCPM : 95% on-time and on-budget completion when CCPM is applied correctly.

CCPM aggregates the large amounts of safety time added to many subprojects in project

buffers to protect due-date performance, and to avoid wasting this safety time through

bad multitasking, student syndrome, Parkinson's Law and poorly synchronized

integration.Source: http://en.wikipedia.org/wiki/Critical_Chain_Project_Management

PROJECT PLANNING

Critical Chain Project Management (CCPM) - Eliyahu M. Goldratt

From numerous studies from1998 for traditional project management methods, only 44%

of projects typically finish on time, projects usually complete at 222% of the duration

originally planned, 189% of the original budgeted cost, 70% of projects fall short of

their planned scope (technical content delivered), and 30% are cancelled before

completion.

Using CCPM : 95% on-time and on-budget completion when CCPM is applied correctly.

CCPM aggregates the large amounts of safety time added to many subprojects in project

buffers to protect due-date performance, and to avoid wasting this safety time through

bad multitasking, student syndrome, Parkinson's Law and poorly synchronized

integration.Source: http://en.wikipedia.org/wiki/Critical_Chain_Project_Management

Student syndrome refers to the phenomenon that many people will start to fully apply themselves to a task just at the last possible moment before a deadline. This leads to wasting any buffers built into individual task duration estimates

Parkinson's Law: the demand upon a resource tends to expand to match the supply of the resource

PROJECT PLANNING

PROJECT PLANNING

Design an action planE

ACTION(1 to 3 words,Actionable)

ACTION DESCRIPTION(the action in more detail; where, how many, how often)

TIMING(start and end date)

BY WHOM(one name of person or organization)

PROJECT PLANNING

TIPS

• Use an attractive and fun planning tool

• Re-iterate the planning; review it days

later and ask input

• Phase your project

• ‘Plan to adapt the plan’

• Communicate the plan

PROJECT PLANNING

TIPS

• Use a ‘shadow plan’ (..)

• Reserve time for unexpected events

• Check prognosis at ¼ of a task and take

action

2. COMMUNICATIONTo effectively communicate, we must realize that we are all different in the way we perceive

the world and use this understanding as a guide to our communication with others.

(Anthony Robbins)

Whisper this is your neighbor's ear for me, please…

E

Exercise

COMMUNICATION

COMMUNICATION

Discussion & examples on verbal vs. nonverbal communication

E

COMMUNICATION

Verbal communication: 7%Nonverbal communication: 93% (gesture touch body language posture facial expression eye contact

clothing hairstyles paralanguage voice quality emotion speaking style rhythm intonation stress; 38% vocal tone and 55% body language and other). Nonverbal messages can interact with verbal messages in six ways: • repeating, • conflicting, • complementing, • substituting, • regulating • accenting/moderating

“Even if someone decides to say nothing they are still communicating“ and “Silence speaks louder than words”

COMMUNICATION

COMMUNICATION

PROGRESS

TROUBLESHOOTING

RESOURCES INPUT

RESOURCES

DECISION-MAKING PR - ATTENTION

Stakeholders overview…E

Exercise

COMMUNICATION

Learn about the sponsor and their operation

Build a sponsor relationship

Understand sponsor problems and issues

Explain your project methodology

Listen 80% Talk 20%

Avoid discussing detailed (technical) solutions

Agree on next steps

COMMUNICATION

• Newsletters (e-mail / bulletin board)• Progress reports; ‘report by exception’ (e-mail)• Presentations / Discussion (face-to-face)• Discussion one-on-one

And..

• ‘Management by walking around’

COMMUNICATION

Human factors that form the basis of control:

Ownership, commitment and accountability

Empowerment

Team participation

Measurement

Coaching

COMMUNICATION

COMMUNICATION

Structured

Enthusiasm Chaotic

Rigid

Core competence model, by D. Ofman

COMMUNICATION

Structured

Enthusiasm

RigidThink ahead

FlexibilityChaotic

Rigid

Core competence model, by D. Ofman

COMMUNICATION

International differences:• Direct vs. cautious• Mother language• Hierarchy

To do:• Pro-active attitude• Check assumptions; ‘over-communicate’• Guidelines

Interpretation differences

COMMUNICATION

TIPS

• Know the people involved – meet them

personally

• Know the people who (1) support and

(2) oppose the project; keep a list

• Ask input and listen

COMMUNICATION

TIPS

• ‘Walk your talk’; be clear and honest in

your communication

• Focus on ‘effective communication’(pink giraffe example)

• Effective and quick conflict resolution

• Keep the customer informed(& inform one when one does not expect to be informed)

COMMUNICATION

TIPS

• When starting a new project; organize a

formal ‘kick-off’ to mark the start of the

project and clearly communicate the

anticipated end result

• Practice your negotiation skills

3. RISK MANAGEMENTWhat should you do when a rhino charges you? Pay him!

&

Risks is feature of projects

RISK MANAGEMENT

IDENTIFY

EVALUATE

MITIGATE

RISK MANAGEMENT

IDENTIFY

EVALUATE

MITIGATE

The collection of any risk thatcan impact on the project outputs;external, financial, human resource, organisational, responsibilities,policies, corruption, etc

Determine the severity of therisk in (1) impact (2) likelihood.

Determine any action to be taken; (1)share (2) endure (3) avoid(4) lessen

RISK MANAGEMENT

RISKLIST

Exercise

E Risk list

RISK IMPACT LIKELIHOOD MITIGATION

Exercise

E Issue list

ISSUE PRIORITY MITIGATION

RISK MANAGEMENT

TIPS

• Start the risk list during project planning and maintain it throughout the project

• Listen to others (anyone) to collect risks

• Ask advice to mitigate risks

• Separate risks from issues

PROJECT ORGANISATION

PROJECT ORGANIZATION

ADRESSING:

Who is in which role; a person can be in more than one role, but what about conflicting interests.

Clarity of roles and responsibilities Involving the experts Get buy-in Internal communication of the project (change) Determined who reports to who and how

problems are reported and managed Agree on project tools and how to use them

Exercise

E Project team

NAME ROLE(S) RESPONSIBILITY AVAILABILITY

PROJECT ORGANISATION – Organisational diagram - Basic

PROJECT ORGANISATION – Organizational diagram - Functional

PROJECT ORGANISATION – Organizational diagram – Product or Project

PROJECT ORGANISATION – Organizational diagram – Project Oriented Organizations

Project Team

PROJECT ORGANISATION – Problem solving; the escalation mechanism

1

23

Solve problems at the lowest possible level; if unsuccessful use the escalation mechanism

PROJECT ORGANISATION – Responsibility chart

Project manager Team member x

Task 1

Task 2

Task 3

Task 4

- Approve

- Must be notified

- May be consulted

- General management responsibility

Also for: change control procedures, communications, personnel skills, etc

RESOURCE PLANNING

RESOURCE PLANNING

Capacity planning: Mapping the project plan to availability of resources

Week 1 (hours)

Week 2(hours)

Week 3(hours)

John 40 40 40

Sarah 32 24 0

Peter 32 8 8

RESOURCE PLANNING

Weeks

Exp

ertis

e Y

100%(and sickness,

leave, unforeseen)

RESOURCE PLANNING

Rational Unified Process

Exercise

E Human resource planning

NAME WEEK 1 WEEK 2 WEEK 3

RESOURCE PLANNING

TIPS

• Plan & check availability and iterate (verify) with resource manager

• Approach people personally to counter-check (nobody else will)

• Inform all stakeholders of what is expected and by when and update them on changes

PROJECT SCOPEMANAGEMENT

PROJECT SCOPE MANAGEMENT

START

Scope: The sum total of all of its products and their requirements or features

‘Scope creep’:

PROJECT SCOPE MANAGEMENT

START

Exercise

Project manager and Sponsor role-play; requirements and their priorities

E

Exercise

BUDGETMANAGEMENT

BUDGET MANAGEMENT

1.After project planning; make financial outline2.A budget form a baseline to measure against3.Make sure you have financial commitment and

have some idea of how much additional / contingency budget is available

4.Report regularly on the summary

I Initial BudgetII Project finances against budgetIII Financial reporting

BUDGET MANAGEMENT – Initial Budget

BUDGET MANAGEMENT – Project control

BUDGET MANAGEMENT – Project control

}CONTROL

BUDGET MANAGEMENT

Develop a budgetE

Item No. Unit Unit cost Total

MANAGING QUALITY

MANAGING QUALITY

Budget

Quality Schedule

MANAGING QUALITY

DREAM or WISH

Design

Plan

Execute

Finalise

Final evaluation to collect lessons learned


PROJECT MANAGEMENT CYCLE – Monitoring and Evaluation


‘Dream’ / Ideal world

What we can be held

accountable for

SMART goals

Answers ‘so what’, direct

result from outputs

Immediate results

Formulated SMART, basis

for the plan


INPUTS


What we can be held

accountable for

SMART goals

Answers ‘so what’, direct

result from outputs

Immediate results

Formulated SMART, basis

for the plan

BUDGET MANAGEMENT

Develop the logical frameworkE


What we can be held accountable for

SMART goals

Answers ‘so what’, direct result from outputs

Immediate results

Formulated SMART, basis for the plan

PROJECT DELIVERY& POST-PROJECT

PROJECT DELIVERY

‘Plan the end date’ (it is a project and therefore ends)

Inform stakeholder in advance and sharing the success

Be careful with showing and sharing preliminary results

documents

Make sure you can deliver what you promised and what is

expected

Evaluate, round-up and clean-up

Work on follow-up / last elements / manage overlaps with

new projects

TIPS ‘N TRICKS

PROJECT MANAGEMENT – Tips ‘n Tricks

TIPS

• Ensure a clear project description; what will the project deliver?

• Never assume;even verify your own communication

• Focus on teamwork; involve the team members, do it together


TIPS

• Start and maintain a to-do list; and prioritize the actions

• Check planning estimates; e.g. ask a senior PM to countercheck

• Keep a paper trail; decisions, approvals, meeting minutes


TIPS

• Work out what your escalation mechanism is and remember to use it

• To quickly become a better PM use self-assessments, evaluations and 360º’s

• Spend 80% of your time listening and 20% of you time talking


TIPS

• Manage your project management files neatly, preferably using a hierarchy

• Use workshop efficiently to get input and buy-in; learn and try the various techniques

• Use your gut feeling, when in doubt; use a project health check form


WEBTIPS

• Wikipediahttp://en.wikipedia.org/Definitions, examples, hyperlinks

• Project Management 4 Development http://www.pm4dev.com/Free project management resources and distant learning

• Project Management Institutewww.pmi.orgMore information on project management and certification

• Google..

http://en.wikipedia.org/

http://www.pm4dev.com/

http://www.pm4dev.com/

http://www.pmi.org/


BOOKTIPS

• Guide to Project Management; Achieving lasting benefit through effective change, Paul Roberts, 2007, The Economist

• Project Management For Dummies, Stanley E. Portney

• Fundamentals of Project Management. A modern methodology to manage development projects for international assistance and humanitarian relief organizations. PM4DEV, October 2007 – more on internet

practical project management - full course

Education

index introduction

new department

new financial system4

new mobile network3

process of setting

specific goals of quality

unique goal

planned results