1. Project Management: A brief introduction Classified Leadership Day — May 14, 2015 Yosemite Community College District Marty Gang 1

2. What is a project? It is a temporary endeavor undertaken to create a unique product, service or result.* *A guide to the Project Management Book of Knowledge (PMBOK) from the Project Management Institute temporary — a definite beginning and end unique — may be tangible or intangible 2

3. What is project management? It is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements. It is traditionally divided into five phases: Phase 1: Project Initiation Finished product, service or result Phase 2: Planning Phase 3: Executing Phase 4: Monitoring & Controlling Phase 5: Closing 3

4. Why use project management? Failure is common and expensive 4

5. Is there an alternative to project management? 5

6. Four basic key processes: Discover – Identify business requirements Design – Develop technical design Develop – Systems built and coding written Test – Validate product with client/customer 6

7. Waterfall Methodology Discover Business Requirements Design Technical Design Develop Coding Test Test Client approves launch Finished product, service or result Time Discover – Identify business requirements Design - Develop technical design Develop – Systems built and coding written Test – Validate product with client/customer Close project 7

8. Agile Methodology Close project Discover Design Develop Test Next sprint Discover Design Develop Test Next sprint Discover Design Develop Test Finished product, service or result Discover – Identify business requirements Design - Develop technical design Develop – Systems built and coding written Test – Validate product with client/customer Time 8

9. Which is better? The technical answer is − it depends If you are building something physical, or if you are modifying a critical system Waterfall may be best. If not, the consider Agile. 9

10. Triple Constraints What you are going to do. When it must be completed. Time Scope Cost Quality How much you have budgeted. 10

11. Challenges Business Requirements Who What When Where Why How Why is a review important? 11

12. Challenges Scope Creep Scope: The extent of what a project will produce (product scope) and the work needed to produce it (project scope).* Why protect against scope creep? *A Guide to the Project Management Body of Knowledge (PMBOK® Guide) What was originally planned… What was delivered… 12

13. Challenges Risk management Reality is that which, when you stop believing in it, doesn’t go away. - Philip K. Dick 13 Protect against risk... or create a new strategy

14. Challenges Change Management Most projects introduce some type of change into an organization. The world hates change, yet it is the only thing that has brought progress – Charles Kettering *A Guide to the Project Management Body of Knowledge (PMBOK® Guide) 14

15. Change Management Challenges Hard Facts Technical Level What is planned When is it needed Where will it be used Who is asking for the change Why is change needed 15 Culture Level Soft Facts What will be lost? When will it impact users? Where will it cause disruption? Who will resist the change? Why can’t we stay where we are? Ignore at your own peril.

16. What is your Change Management focus? 16 Leads Change from the Heart Leads Change from the Head Leads Change from the Hands StyleEngaging, caring, people-oriented Strategic, futuristic, purpose oriented Efficient, tactical, process oriented StrengthMotivating and supportive coach Inspirational and big picture visionary Planful and systematic executer Developmental Opportunities May neglect to revisit overall change goals and not devote attention to the specific tactics of the change process May leave others behind, wanting to move sooner than people are ready and lacking detailed planning and follow- through May lose sight of the big picture and devalue team dynamics and individual’s emotions Leads Change from the Heart Leads Change from the Head Leads Change from the Hands StyleEngaging, caring, people-oriented Strategic, futuristic, purpose oriented Efficient, tactical, process oriented StrengthMotivating and supportive coach Inspirational and big picture visionary Planful and systematic executer Developmental Opportunities May neglect to revisit overall change goals and not devote attention to the specific tactics of the change process May leave others behind, wanting to move sooner than people are ready and lacking detailed planning and follow- through May lose sight of the big picture and devalue team dynamics and individual’s emotions Leads Change from the Heart Leads Change from the Head Leads Change from the Hands StyleEngaging, caring, people-oriented Strategic, futuristic, purpose oriented Efficient, tactical, process oriented StrengthMotivating and supportive coach Inspirational and big picture visionary Planful and systematic executer Developmental Opportunities May neglect to revisit overall change goals and not devote attention to the specific tactics of the change process May leave others behind, wanting to move sooner than people are ready and lacking detailed planning and follow- through May lose sight of the big picture and devalue team dynamics and individual’s emotions Leads Change from the Heart Leads Change from the Head Leads Change from the Hands StyleEngaging, caring, people-oriented Strategic, futuristic, purpose oriented Efficient, tactical, process oriented StrengthMotivating and supportive coach Inspirational and big picture visionary Planful and systematic executer Developmental Opportunities May neglect to revisit overall change goals and not devote attention to the specific tactics of the change process May leave others behind, wanting to move sooner than people are ready and lacking detailed planning and follow- through May lose sight of the big picture and devalue team dynamics and individual’s emotions

17. 17 In summary…

18. Questions 18

19. Remember, you get what you plan for… Because realistically you only can get no more than two out of three… 19

20. References www.pmi.org http://www.pmi.org/Business- Solutions/~/media/PDF/Business- Solutions/Value%20of%20Project%20Management_FIN AL.ashx http://www.pmi.org/learning/top-five-causes-scope-creep- 6675?id=6675 http://trainingmag.com/content/what%E2%80%99s-your- cq http://officeoffinance.com/gartner-75-of-all-erp-projects- fail-but-why/ http://blogs.gartner.com/mike-rollings/2013/03/28/why- projects-fail-hint-its-not-technical-skills/ https://kbondale.wordpress.com/2012/05/27/project- planning-starts-with-5-ws/ 20