Presentation on theme: "Facilitated by Joanne Fraser RiverSystems"— Presentation transcript:
1 Facilitated by Joanne Fraser RiverSystems Project ManagementFacilitated by Joanne FraserRiverSystems
2 Hope to Learn (10 Responses) How to manage a project – the basics (4)(planning, scheduling and monitoring)Practical tips for scheduling (2)Strategies for getting buy-inCommunication and leadershipMethods for assessing progressWays to communicate progressAnything
3 Project Challenges Communication (3) Planning (3) Determining timelines (2)Unrealistic expectations in terms of roles and time estimates (2)Time commitment to project while continuing day to dayGetting others to buy-inKeeping track of the detailsKeeping others on trackMaintaining momentumHand off from implementation to maintenanceVoicing concerns viewed as negative
4 Topic Interest #1 Project Planning #2 Project Scheduling (Breaking down into manageable tasks)#2 Project Scheduling(Assigning accurate timelines)#3 Effective Communication(Among project stakeholders)
5 Learning Objectives Define projects and project management Recognize what is involved in the five components of the project cycleApply a team approach to project planningDevelop a project plan(WBS, Gantt Chart, Communication Plan)Examine people issues in project implementation
6 Agenda Lunch Project Cycle Initiating: Project Charter Planning: WBS Defining Projects and PMProject CycleInitiating: Project CharterPlanning: WBSLunchGantt Chart, Communication PlanMonitoringStrategies for Typical People Issues
7 Project DefinitionA project is a one-time endeavour, that has definite starting and ending points, that is undertaken to create a unique product or service.PeopleIdeas&VisionProcessesTools
8 Project vs. Ordinary Work Projects differ from ordinary workA project is a sequence of tasks, with a beginning and an end, with specific resources and time allocated to itProjects are temporary and uniqueOrdinary work is day-to-day, ongoing, repetitiveProject management is the process of combining systems, techniques and people to complete a project within established goals of time, budget and quality
9 Implementing (Executing) The Project CycleInitiatingPlanningManaging(Controlling)Implementing (Executing)Closing
10 Process GroupsInitiating recognize the project should begin and commit to do soPlanning develop a workable plan to address business needImplementing coordinate people and resources to (Executing) carry out the planManaging ensure objectives are met by(Controlling) monitoring, measuring and taking corrective actionClosing formalize acceptance and bring to an orderly end
11 Table DiscussionWhich part (s) of the project cycle do you find are the hardest to do?What are the challenges?
12 Initiating “If you don’t know where you are going, how will you know when you get there?”
13 Getting Projects Initiated What is the process for defining the project? Who is involved? Who decides?How does everyone that should be involved get “on board”?
14 The Project Charter Project name Start and end dates Project Purpose – define in terms of customer/client expectationsKey DeliverablesProject team and key stakeholdersCritical success factors
15 Risk Assessment Factors Analysis Resource adequacySchedulePast ExperienceTechnologySize of projectGeographyPotential LiabilityAnalysisLikelihood & severityLowMediumHighBased on analysis, develop back-up strategies
16 Building the Project Team Use effective meetingsEstablish directionDevelop a visionStrategies for achieving the visionDevelop team standardsDecision-making, communication, roles and responsibilities
17 Planning: Is it a Workable Plan? Work Breakdown StructureScheduleBudgetRoles/responsibilities clearly definedCommunications plan
18 Work Breakdown Structure Step 1: Brainstorm all of the tasks that need to be done i.e. WHAT will be done, not how.Step 2: While tasks are still independent, not in any order, estimate the time each task will take.Step 3: Put the tasks in order (imagine that one person is doing ALL) to get the sequence.Step 4: Identify tasks that can be done simultaneously. Group them in columns.Step 5: Identify the tasks in each of the columns that take the longest and line them up in a row to give the critical path.
19 Team Member Reports On face in completing this activity? What helped? What challenges did your teamface in completing this activity?What helped?
20 Successful Projects Client is satisfied with end deliverable (product, service, process or plan)Deliverable is given on timeProject stayed within budget and human resource allocationsTeam members increased their skills and knowledgeOrganization has benefited
22 Team Meetings Review progress of the project Team members provide updates on their task assignmentsTeam members report their concerns or issues with the progress of the projectOnce issues or problems are identified, schedule a separate resolution meeting
23 Managing: Monitoring the plan What to monitorMonitor timeMonitor qualityMonitor budgetFalling behind?Add timeAdd resourcesChange the quality
24 Closing: Is the Project Finished? Administrative work: are all reports complete?Project work: is it complete?Reflection work: what did we learn?
25 Closing Checklist Project goals met? Tasks left to do? Trained others? Told everyone about the changes?Reviewed what worked?Celebrated accomplishments?