1. Key Project Management Ideas A well defined project scope is best. Triple constraint thinking. Use of documents. Stage-gate process. Stakeholder communication.

2. Scope = what the project will deliver And also states what it will not deliver. Client will ‘expect’ more than you ‘expect’. E.g.‘mow the lawn’ So.... Everything in the scope statement must be exactly defined.

4. Scope = ∑(work breakdown structure) The work breakdown structure (WBS) is the list of tasks that will complete the project. It provides the detail for the scope statement. Very useful / worth effort at the start. WBS dictionary (if really worried have a dictionary that further defines tasks)

5. Scope Scope S cope Scope Scope Scope (only have three levels (max.)) – WBS Summary Task 1 – Sub-task 1.1 – Sub-task 1.2 – Sub-task 1.3 Summary Task 2 – Sub-task 2.1 – Sub-task 2.2 – Sub-task 2.3 » Sub-sub task 2.3.1 » Sub-sub task 2.3.2 – Sub-task 3

7. Triple Constraint Thinking The three most important boundaries on a project are; Time – start date / duration / completion date. Cost – budgeted cost / actual cost / variance. Scope – In-scope / out-of-scope / scope creep.

8. Triple Constraint Thinking

9. Triple Constraint Thinking (Its all about trade-offs) Doing it faster (time) – Costs more,(cost) or leave something out (scope). Doing more (scope) – Costs more (cost), or takes longer (time) Doing it cheaper (cost) – Takes longer,(time) or leave something out (scope).

10. TIME SCOPE COST You can have it....... pick two out of three.

11. Use of Documents (Very, very, very important) Creating a written record of the project allows; – All stakeholders to use the SAME information base. – Stakeholders can ‘sign-off’ plans, showing acceptance. – Any CHANGES to the project can be clearly seen. – Progress can be tracked against the plan. – CYA. – Etc.

12. Use of Documents (Very, very, very important) Project Charter – Business goal for the project. Scope statement – What the project will do to achieve the goal. Work Breakdown Structure – Detailed task list to reach scope. Change Management procedure – Who ? / how ? / who approves ?

13. Use of Documents (Very, very, very important) GoogleDoc Daily Log (?) – Have one place where all information is collected Had a problem ? - share it. Made progress – share it. Not sure if its important ? – share it. Got a question ? – share it. Collect all information first... –... and then decide what to do about it.

14. Stage-Gate Thinking ( Pause and Reflect on Project) A project is broken into stages. Each stage boundary is a review & decision point. – Is the business case still correct ? – Are we within time / cost / scope constraints ? – Have any / all changes been correctly processed ? – Are we ready to begin the next stage ? (a related concept is milestones)

16. Stakeholder Communication (face facts and front foot) Be proactive in dealing with clients. – You are the ‘expert’. – You ‘set the pace’. – You reach out to them – Don’t make them come to you. Most problems come from not enough talking. – If you are not sure – make the call /stay in touch. – Communication can be about opportunities (to speak).

17. Stakeholder Communication (face facts and front foot) Have a process in place from day one. – Formal = newsletter / project updates. – Informal = regular phone call / email. Encourage questions / responses. Lets get real or lets not play. – No secrets /deal with the bad news / integrity.