project management - story practice consulting
TRANSCRIPT
Paul Conley, Ph.D., PMP
Northcenter Chamber of CommerceNetworking Lunch - Project ManagementFebruary 25, 2016
2© 2016, Paul A. Conley, Ph.D., PMP
• Introduction
• STORY and Projects
• Tools
• Q & A
Today’s Presentation
3© 2016, Paul A. Conley, Ph.D., PMP
My background
4© 2016, Paul A. Conley, Ph.D., PMP
Successful project execution
is critical to
brand storytelling.
5© 2016, Paul A. Conley, Ph.D., PMP
Anticipating,
“Then What Happens?”
6© 2016, Paul A. Conley, Ph.D., PMP
Project Management Institute (PMI)
“A project is a temporary endeavor undertaken to create a unique product, service or result.”
“The temporary nature of projects indicates that a project has a definite beginning and end.”
Project - Definition
7© 2016, Paul A. Conley, Ph.D., PMP
American Family Insurance – retail insurance
BB Communications – marketing and communications
Big Buzz Idea Group – events and meetings
Donna Schultz – graphic design
Lysaught Law Office – legal services
Ribfest – street festival
Via Lima – restaurant
The Wilcox Company – real estate
Wintrust Bank – financial services
Worksite LLC – IT services
Worldwide Express – transportation
Projects in Northcenter
8© 2016, Paul A. Conley, Ph.D., PMP
The Project
Management Book of
Knowledge contains 47
project processes.
Project Manager selects
tools that facilitate the
process.
A Toolkit
9© 2016, Paul A. Conley, Ph.D., PMP
Speed – Increase momentum
Transparency – Inform stakeholders
Organization – Anticipate and communicate
Risk – Plan for the fan
You – Response-Able
STORY and Projects
10© 2016, Paul A. Conley, Ph.D., PMP
STORY
Speed
Transparency
OrganizationRisk
You
Balance
conflicting and
complementary
elements.
Speed
12© 2016, Paul A. Conley, Ph.D., PMP
Waterfall Methodology
Intiating
Planning
Executing
Monitoring & Controlling
Closing
13© 2016, Paul A. Conley, Ph.D., PMP
Agile MethodologyR
equir
em
ents
Dem
o &
Feedback
Design
Test
Develop
Test
Integrate
Test
Individuals and interactions over process and tools
Working software over comprehensive
documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
14© 2016, Paul A. Conley, Ph.D., PMP
• Statement of work
• Business case
• Agreements
• Customer demand
Starting Points
Transparency
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Stakeholders
Sponsor
Team members
Employees
Suppliers
Business partners
Community
17© 2016, Paul A. Conley, Ph.D., PMP
Stakeholders
Keep Satisfied
Manage Closely
MonitorKeep
Informed
Power
InterestLow
High
High
Organization
19© 2016, Paul A. Conley, Ph.D., PMP
Define requirements
Stakeholder driven
Observation & conversation
Collection & documentation
Regulation, statement of work, contract schedule,
requirements documentation
20© 2016, Paul A. Conley, Ph.D., PMP
Requirements: describe “complete”
This may be done in iterations (Agile)
How do you know when you are done?
21© 2016, Paul A. Conley, Ph.D., PMP
Break down the workClearly define tasks that can be assigned,
tracked, and measured.
Replace current
wiring
Replace current
plumbing
Install new
drywall
Remove current
drywall
Paint walls
Replace carpet
Assemble new
furniture
22© 2016, Paul A. Conley, Ph.D., PMP
Activities are related and may have
dependencies
Sequence tasks
Replace current
wiring
Replace current
plumbing
Install new
drywall
Remove current
drywall
Paint walls Replace carpet
Assemble new
furniture
23© 2016, Paul A. Conley, Ph.D., PMP
Determine duration of tasks
Duration is determined by availability of
resources as well as the time for the task.
Replace current
wiring
Replace
current
plumbingInstall new
drywall
Remove
current
drywall
Paint walls Replace
carpet
Assemble new
furniture
24© 2016, Paul A. Conley, Ph.D., PMP
Critical path
The longest time through the project is also
the shortest possible time for the project
Replace current
wiring
Replace
current
plumbingInstall new
drywall
Remove
current
drywall
Paint walls Replace
carpet
Assemble new
furniture
Risk
26© 2016, Paul A. Conley, Ph.D., PMP
“An uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives.”
Acceptance. Acknowledge the risk and take no action unless risk occurs.
Avoidance. Act to eliminate the threat or protect the project from its impact.
Mitigation. Act to reduce the probability of occurrence or impact of a risk.
Transference. Shift the impact of a threat to a third party, together with ownership of the response.
Risk
You
28© 2016, Paul A. Conley, Ph.D., PMP
Response-Ability
Regular review with the project team to
determine progress, address obstacles and
risks.
Daily stand up meeting. Team members
report progress and plans. (Agile)
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Customer Sign Off
Requirements or Statement of Work (SOW) is the reference for sign off.
Present the work in terms of the requirements or SOW to demonstrate you are delivering as stipulated.
Customer feedback (Agile)
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Lessons learned
Project team review after the deliverable
has been completed or closes
Learn from each project to improve the
next
Constant loop (Agile)
