the basics of project management - florida library webinars · 2018-04-02 · management, is...
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THE BASICS OF
PROJECT MANAGEMENT
People~Connect Institute
Dr. Dean Russell
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Objectives:
• To take strategy to action
• Definition of Project Management
• PM Core Components
• Five Major Stakeholders
• Gantt Chart
• Risk Matrix
• Post Mortem and Lessons Learned
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Big Three
• P __________________
• P __________________
• P __________________
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Projects
Revenue
Enhancement
Cost
Reduction
Business
Value
CharterCharter Charter
Gantt Chart Gnatt Chart Gnatt Chart
Risk Matrix Risk Matrix Risk Matrix
Post Mortem Post Mortem Post Mortem
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PM Sequence
Business Case (Justification)
Work Breakdown Structure (WBS, if needed)
Charter = The plan
Gantt Chart = The schedule
(the commitment to the plan)
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What Are Your Current Key Library Initiatives that need
to be done in the next ___ days?
How many? ____
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Exercise: Where Should We Spend More Time? Left/Right?
Stage 1
Initiation
Stage 2
Planning
PROJECT
Stage 3Implementation
Stage 4Close-out
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Definition of a project
“A project is a temporary endeavor undertaken to create a unique product orservice.”
- Project Management Institute, 2018
“organized effort …. unique product, service, process or plan.”
- Project Management Memory Jogger
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Distinguishing features
Ordinary work
• Ongoing
• Same processes repeated
• Same output each time
• Predefined work assignments
Project work
• Temporary
• Has beginning and end
• Unique output
• Varying work assignments
Exercise - Is it a project?
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Ordinary
Work
Project
Work
1.Hiring a sales team for a new office
2. Fulfilling customer orders
3. Writing and publishing a book
4. Teaching Sales 101 winter quarter
5. Conducting a performance review
6. Producing the company’s annual report
7. Writing a letter to a prospect
8. Ordering office supplies
9. Designing a project management class
10. Making a quilted comforter
Is it a Project?
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NPV and IRR
Schedule variance
Project management
Project charter
Project risk
management
Project estimation and tracking tools
Lessons learned
QualityTime, Cost,
Scope and boundaries
Documentation
Dissemination
Objectives
Project and financial metrics
ROI, payback
Cost Variance
WBS
PERT and CPM
Gantt chart
Activity network diagram
Milestone review
Affinity Diagrams
Methods
Identification, control and mitigation
Safety and hazard analysis
Evaluation and categorization
SWOT
PEST
FMEA or FMECA
Everything
Can be Broken
Down to a Process
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Key terms
• Stakeholders
• Roles/Sponsor
• Scope
• Deliverables
• Resources
• Risks
• Subprojects
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Stakeholders
• Affected by the project
• Make a significant contribution to the project
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Sponsor
• Ensures• consistency with strategic goals
• project meets customers’ needs
• clear project direction
• Helps team overcome obstacles
• Creates project charter
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SADD
Sponsor
Attention
Deficit
Disorder
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Top Sponsor Issues Where We Need Them to Have a Behavioral Shift
1. Unapproachable
2. Lack of access
3. Doesn't’t get it
4. Not listening
5. Not acting on advice
6. Not playing the role
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Exhaustion
Energy applied with no results
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©2013 MRA
Biggest Problems
1. Project was too tightly scheduled
2. Project poorly defined
3. Project Communication was unreliable and undefined
4. Customer reduced the time allocated but did not reduce scope
5. Roles of project team/stakeholders not clear or consistently
defined
6. Wrong people selected
7. No attempt to analyze the lessons learned
8. No attempt to capture the best practices experienced during the
project so others could benefit.
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Charter
Mini Business Plan (not a schedule)
A charter is a way of making sure that all the people involved are committing to the same goal.
See Handout.
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Final deliverable
• A product, service, process or plan
• Must satisfy customer’s needs and requirements
• Delivered to customer(s)
Final deliverable: ________________________
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Organizational Deliverables
Product, service, process or plan
• Created for the organization, not the customer
• By-products of the project
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Project Manager
• Ensures• Customer, organizational satisfaction
• Project done on time, within constraints
• Creates, carries out project plan
• Facilitates team
• Monitors progress
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Team member
• Ensures• His/her part of project work done on time, within constraints
• Communicates• Issues to team
• With supervisor
• Monitors progress of subprojects
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Customer
• Sets requirements
• Provides funding
• Reviews project milestones
• Accepts final deliverable
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Key suppliers
• Provide timely inputs
• Assure quality of inputs
• “Partners”
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Functional managers
• Support project objectives
• Provide resources from his/her area• Staff
• Equipment
• Services
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Pick Three Exercise
A self “for filling” prophecy.
1. ___________________
2. ______________ 3.______________
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Success Factors
Results / Quality
Time Resources
(Budget is main one)
Customer Satisfaction?
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Twelve commandmentsThou shalt
Remember that people count
Gain the formal and ongoing support of management and stakeholders
Be willing to change
Keep people informed of what you’re up to
Be willing to try new things
Become a leader as well as a manager
Gain consensus on project outcomes
Build the best team you can
Develop a comprehensive, viableplan and keep it up to date
Determine how much stuff you really need to get things done
Have a realisticschedule
NOT try to do more than can be done
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©2013 MRA
SCOPE
In Scope Out of Scope
MUSTS WANTS
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Affinity DiagramDefining Interim Variables –
Final deliverable
IDID
ID
ID ID
ID
ID
IDID
ID Q
ID Q
ID
ID
ID
ID Q
ID Q
ID Q
ID Q
The Q’s are quantifiable,
Quality, Time, $
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Gantt Chart
• Advantage
• Easy to comprehended • Requires thinking through project
components in order to be created• Helps demonstrate interrelatedness of
various activities
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Milestone Schedule
Milestones Charter
given
Plan ap-
roved
ID A2 ID A3
ID C2 ID C3 ID B3 ID C6 Final deliv- erable
Close out
report
appr 1/6 1/13 1/20 1/27 2/3 2/10 2/17 2/24 3/3 3/10 3/17 3/24 3/31 4/7 4/14
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Gantt Chart
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Bottom line with Risk
• There are two ways of dealing with risk. One, risk management, is proactive and carefully analyzes future project events and past projects to identify potential risks. Once risks are identified, they are dealt with by taking measures to reduce their probability or to reduce their impact.
• The alternative to risk management is crisismanagement. It is a reactive and resource-intensive process, with available options constrained or restrict
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What Could Go Wrong? Use Post-It NoteRate the Probability and Seriousness
Probability
Low 1-40%Medium 41-70%High 71-99%
Seriousness
Low Minor effect, sponsor / customerwould notice
Medium Miss deadlines, budget or customer
acceptance criteria
High Jeopardize or kill project
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Risk Matrix
Medium
M e
High
Risks d i u
Low
Risks m
Risks
Low
Low
Medium High
High
Pro
bab
ilit
y
SeriousnessThreat Levels
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Two Types of Risks
Business Risk
Project Risk
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Risk Numbers The Amount of Risk Allowed!
Assign a “Control” level to the business risk and the project risk
1 2 3 4 5 6 7 8 9 10
NOT ALLOWED, Low risk
Low uncertainty
No FUN!
High risk allowed
High uncertainty
FUN!
Moderate risk
Moderate uncertainty
High risk levels cost time and money!
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Tips for Developing Project Budget
• Staff time
• Other internal costs
• External costs
• Accuracy
• High-end check
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Resources – Constraints
• Organizational restrictions on the project
“No new hiring”“No unscheduled machine downtime”“Using only existing printers”
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Variances
Negative (“bad”) variance
Planned
Actual
Actual
Positive (“good”) variance
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Managing variancesNo
Variance
?
Project on
course
Yes
PosType?
Determine
reasonNeg
Determine reason
No
Concern?Report
variance
Yes
YesEasy to resolve?
Resolve
No
NoPut on issues list (with
date resolution required)
Yes
Use plan change
process
Requiresplan change?
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Final status report
Scope summary
•Final deliverable(s)
•Acceptance criteria
•Results
Schedule summary
•Key milestones
•Planned dates
•Actual completion
Staff, budget summary
• Planned
•Actual
Changes to plan
•Original
•Change
•Final actual
Explain variances
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As project mgt.post mortems/ "lessons learned”become centralized, reviewed, and used for future projectsthe
Library organizational IQ increases.
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Lessons learned meeting
Capture
successes
Learn
from
mistakes
Do a better job
next time
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Six Keys to Success a successful project
Use an effective method
Invest in planning
Involve the customer
Make it manageable
Develop the team
Communicate effectively
Learn from your mistakes
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Thanks
• Make planning a habit!
• Duration and donation