project management: theproject management: the project · pdf fileproject management:...
TRANSCRIPT
![Page 1: Project Management: TheProject Management: The Project · PDF fileProject Management: TheProject Management: The Project Charter Joseph Chmielewski (C) 2005 by Joseph Chmielewski](https://reader034.vdocuments.mx/reader034/viewer/2022051507/5a730b157f8b9ab1538e27f2/html5/thumbnails/1.jpg)
(C) 2005 by Joseph Chmielewski. All rights reserved.1
Project Management: TheProject Management: TheProject CharterProject Charter
Joseph Chmielewski
![Page 2: Project Management: TheProject Management: The Project · PDF fileProject Management: TheProject Management: The Project Charter Joseph Chmielewski (C) 2005 by Joseph Chmielewski](https://reader034.vdocuments.mx/reader034/viewer/2022051507/5a730b157f8b9ab1538e27f2/html5/thumbnails/2.jpg)
(C) 2005 by Joseph Chmielewski. All rights reserved.2
What is a Project Charter?What is a Project Charter?
Written description of what the project “is”and “is not”
Written description of “when” the “what”will be delivered, by “whom” to “where”,“how good” and at “what cost” with “howmany features”
Signed off written description of plans andassumptions
![Page 3: Project Management: TheProject Management: The Project · PDF fileProject Management: TheProject Management: The Project Charter Joseph Chmielewski (C) 2005 by Joseph Chmielewski](https://reader034.vdocuments.mx/reader034/viewer/2022051507/5a730b157f8b9ab1538e27f2/html5/thumbnails/3.jpg)
(C) 2005 by Joseph Chmielewski. All rights reserved.3
What is a Project?What is a Project?
Projects meet specific mission-relatedgoals– are specific, complex tasks– are planned in detail– end at a specified time– have a specific budget
![Page 4: Project Management: TheProject Management: The Project · PDF fileProject Management: TheProject Management: The Project Charter Joseph Chmielewski (C) 2005 by Joseph Chmielewski](https://reader034.vdocuments.mx/reader034/viewer/2022051507/5a730b157f8b9ab1538e27f2/html5/thumbnails/4.jpg)
(C) 2005 by Joseph Chmielewski. All rights reserved.4
Typical Project LifecycleTypical Project Lifecycle
Rush to Start ProjectWild EnthusiasmDisillusionmentChaosSearch for the GuiltyPunishment of the InnocentPromotion of Non-ParticipantsDefinition of Project’s Requirements
![Page 5: Project Management: TheProject Management: The Project · PDF fileProject Management: TheProject Management: The Project Charter Joseph Chmielewski (C) 2005 by Joseph Chmielewski](https://reader034.vdocuments.mx/reader034/viewer/2022051507/5a730b157f8b9ab1538e27f2/html5/thumbnails/5.jpg)
(C) 2005 by Joseph Chmielewski. All rights reserved.5
Project StagesProject Stages
InitiatingPlanningImplementingControllingClosing
Many Education Projects start at the“IMPLEMENTATION STAGE”
![Page 6: Project Management: TheProject Management: The Project · PDF fileProject Management: TheProject Management: The Project Charter Joseph Chmielewski (C) 2005 by Joseph Chmielewski](https://reader034.vdocuments.mx/reader034/viewer/2022051507/5a730b157f8b9ab1538e27f2/html5/thumbnails/6.jpg)
(C) 2005 by Joseph Chmielewski. All rights reserved.6
Differences between Jobs,Differences between Jobs,Projects and ProgramsProjects and ProgramsJobs are normal workProjects are planned and longer-term workPrograms are collections of projects
![Page 7: Project Management: TheProject Management: The Project · PDF fileProject Management: TheProject Management: The Project Charter Joseph Chmielewski (C) 2005 by Joseph Chmielewski](https://reader034.vdocuments.mx/reader034/viewer/2022051507/5a730b157f8b9ab1538e27f2/html5/thumbnails/7.jpg)
(C) 2005 by Joseph Chmielewski. All rights reserved.7
What challenges do you face?What challenges do you face?
You are asked to complete workimmediately, instead of just “on time”
You are asked to perform work thatrequires you to take money from yourlimited budget when, in fact, the requestorshould pay for the work
![Page 8: Project Management: TheProject Management: The Project · PDF fileProject Management: TheProject Management: The Project Charter Joseph Chmielewski (C) 2005 by Joseph Chmielewski](https://reader034.vdocuments.mx/reader034/viewer/2022051507/5a730b157f8b9ab1538e27f2/html5/thumbnails/8.jpg)
(C) 2005 by Joseph Chmielewski. All rights reserved.8
What are the Triple ConstraintsWhat are the Triple Constraints
“Good”, “Fast”, “Cheap” That is…
“Quality”, “Process” & “Budget” We want…
– Functionality – As much as possible– Features – As many as possible– Benefits – As many as possible
Process – As soon as possibleBudget – As inexpensively as possible
– You can’t have it all
![Page 9: Project Management: TheProject Management: The Project · PDF fileProject Management: TheProject Management: The Project Charter Joseph Chmielewski (C) 2005 by Joseph Chmielewski](https://reader034.vdocuments.mx/reader034/viewer/2022051507/5a730b157f8b9ab1538e27f2/html5/thumbnails/9.jpg)
(C) 2005 by Joseph Chmielewski. All rights reserved.9
What is the Most ImportantWhat is the Most ImportantConstraint for School Districts?Constraint for School Districts?BudgetBudget and unrealistic expectationsBudget and impossible edictsBudget and counter-productive
involvementBudget and responsibility w/o authority
![Page 10: Project Management: TheProject Management: The Project · PDF fileProject Management: TheProject Management: The Project Charter Joseph Chmielewski (C) 2005 by Joseph Chmielewski](https://reader034.vdocuments.mx/reader034/viewer/2022051507/5a730b157f8b9ab1538e27f2/html5/thumbnails/10.jpg)
(C) 2005 by Joseph Chmielewski. All rights reserved.10
What Else Affects SchoolWhat Else Affects SchoolDistrict ProjectsDistrict ProjectsProjects are informal requestsProjects are complaint-driven, not plan-
drivenProjects approached like normal serviceExpectations not written and signed offLittle knowledge by requestors to build a
requirements documentHigher demands on shrinking staff
![Page 11: Project Management: TheProject Management: The Project · PDF fileProject Management: TheProject Management: The Project Charter Joseph Chmielewski (C) 2005 by Joseph Chmielewski](https://reader034.vdocuments.mx/reader034/viewer/2022051507/5a730b157f8b9ab1538e27f2/html5/thumbnails/11.jpg)
(C) 2005 by Joseph Chmielewski. All rights reserved.11
What Causes Projects to FailWhat Causes Projects to Fail
Lack of clear requirementsLack of clear specificationsPoor communicationPoor documentationScope creep and never-ending
developmentPerpetual maintenance
![Page 12: Project Management: TheProject Management: The Project · PDF fileProject Management: TheProject Management: The Project Charter Joseph Chmielewski (C) 2005 by Joseph Chmielewski](https://reader034.vdocuments.mx/reader034/viewer/2022051507/5a730b157f8b9ab1538e27f2/html5/thumbnails/12.jpg)
(C) 2005 by Joseph Chmielewski. All rights reserved.12
What Causes Projects to FailWhat Causes Projects to Fail(Cont.)(Cont.)Ambiguous objectivesOverambitious objectivesWishes instead of goals define the projectCrisis planningLast minute planningLack of understanding about Technology
workload
![Page 13: Project Management: TheProject Management: The Project · PDF fileProject Management: TheProject Management: The Project Charter Joseph Chmielewski (C) 2005 by Joseph Chmielewski](https://reader034.vdocuments.mx/reader034/viewer/2022051507/5a730b157f8b9ab1538e27f2/html5/thumbnails/13.jpg)
(C) 2005 by Joseph Chmielewski. All rights reserved.13
What Causes Projects to FailWhat Causes Projects to Fail(Cont.)(Cont.)Under-funded targetsTargets funded with arbitrary budgets“We have this money that we must spend
by next Friday.” planning
![Page 14: Project Management: TheProject Management: The Project · PDF fileProject Management: TheProject Management: The Project Charter Joseph Chmielewski (C) 2005 by Joseph Chmielewski](https://reader034.vdocuments.mx/reader034/viewer/2022051507/5a730b157f8b9ab1538e27f2/html5/thumbnails/14.jpg)
(C) 2005 by Joseph Chmielewski. All rights reserved.14
What Causes Projects to FailWhat Causes Projects to Fail(Cont.)(Cont.)Multiple jurisdictionsMultiple projects at onceService requests are projects, not a single
job
![Page 15: Project Management: TheProject Management: The Project · PDF fileProject Management: TheProject Management: The Project Charter Joseph Chmielewski (C) 2005 by Joseph Chmielewski](https://reader034.vdocuments.mx/reader034/viewer/2022051507/5a730b157f8b9ab1538e27f2/html5/thumbnails/15.jpg)
(C) 2005 by Joseph Chmielewski. All rights reserved.15
What common strategy is anWhat common strategy is anantidote for a project set to fail?antidote for a project set to fail?The Project Charter
![Page 16: Project Management: TheProject Management: The Project · PDF fileProject Management: TheProject Management: The Project Charter Joseph Chmielewski (C) 2005 by Joseph Chmielewski](https://reader034.vdocuments.mx/reader034/viewer/2022051507/5a730b157f8b9ab1538e27f2/html5/thumbnails/16.jpg)
(C) 2005 by Joseph Chmielewski. All rights reserved.16
Time OverrunsTime Overruns
Your labor costs are considered “free”Requestors expect you to “make it happen”
with as much extra work as neededYour advice and cautions are seen as
insolence or incompetence
![Page 17: Project Management: TheProject Management: The Project · PDF fileProject Management: TheProject Management: The Project Charter Joseph Chmielewski (C) 2005 by Joseph Chmielewski](https://reader034.vdocuments.mx/reader034/viewer/2022051507/5a730b157f8b9ab1538e27f2/html5/thumbnails/17.jpg)
(C) 2005 by Joseph Chmielewski. All rights reserved.17
What needs to be done?What needs to be done?
Open and transparent communicationsWrite a project charter
![Page 18: Project Management: TheProject Management: The Project · PDF fileProject Management: TheProject Management: The Project Charter Joseph Chmielewski (C) 2005 by Joseph Chmielewski](https://reader034.vdocuments.mx/reader034/viewer/2022051507/5a730b157f8b9ab1538e27f2/html5/thumbnails/18.jpg)
(C) 2005 by Joseph Chmielewski. All rights reserved.18
Reasons to use Project ChartersReasons to use Project Charters
![Page 19: Project Management: TheProject Management: The Project · PDF fileProject Management: TheProject Management: The Project Charter Joseph Chmielewski (C) 2005 by Joseph Chmielewski](https://reader034.vdocuments.mx/reader034/viewer/2022051507/5a730b157f8b9ab1538e27f2/html5/thumbnails/19.jpg)
(C) 2005 by Joseph Chmielewski. All rights reserved.19
Problems that Charters MitigateProblems that Charters Mitigate
![Page 20: Project Management: TheProject Management: The Project · PDF fileProject Management: TheProject Management: The Project Charter Joseph Chmielewski (C) 2005 by Joseph Chmielewski](https://reader034.vdocuments.mx/reader034/viewer/2022051507/5a730b157f8b9ab1538e27f2/html5/thumbnails/20.jpg)
(C) 2005 by Joseph Chmielewski. All rights reserved.20
SummarySummary
Write a project charter when confrontedwith guaranteed-to-fail projects
![Page 21: Project Management: TheProject Management: The Project · PDF fileProject Management: TheProject Management: The Project Charter Joseph Chmielewski (C) 2005 by Joseph Chmielewski](https://reader034.vdocuments.mx/reader034/viewer/2022051507/5a730b157f8b9ab1538e27f2/html5/thumbnails/21.jpg)
(C) 2005 by Joseph Chmielewski. All rights reserved.21
Where to Get More InformationWhere to Get More Information