2. Project Management Skills For Life [Insert Date Here] [Insert Instructor Name Here]

3. What is Project Management? What is Project Management? Project Management Skills For Life

4. What is Project Management?  Why is project management important?  How do unidentified risks impact the outcome of the project?  Identify who should be responsible for tasks  Determine if projects can be divided into phases

5. Triple Constraint Diagram

6. Class Exercise

7. What is a Project ? Project Management Skills For Life

8. What is a project?  Temporary with a specific start and end date  Have an end result – deliverable or something that must be completed or created WHAT ARE THE KEY COMPONENTS OF A SUCCESSFUL PROJECT?

9. What is a project ? DISCUSSION

10. Class Exercise IDENTIFY PROJECTS

11. What is a Project Manager? Project Management Skills For Life

12. Project Manager Responsibilities DISCUSSION: WHAT ARE SOME RESPONSIBILITIES OF A PROJECT MANAGER?

13. Project Manager Discussion HOW IS A PROJECT MANAGER SELECTED OR APPOINTED?

14. What is a Stakeholder? Project Management Skills For Life

15. Who are the stakeholders?  Someone who has a negative or positive impact on your project and can influence the expectations and deliverables.  Discuss who will be the stakeholders on your next project?  Examples of stakeholders – customers, suppliers, vendors, end-users, team members and sponsor

16. Who is the Sponsor? Project Management Skills For Life

17. Who is the Sponsor?  Individual who will provide support or obtain financial funding for the project  Someone who has a vested interest in the project Example of sponsors  Minister or elder of a church  Board of Director or member  Silent partner

18. Who are the Team Members? Who are the Team Members? Project Management Skills For Life

19. Who are the Team Members? IMPORTANT CHARACTERISTICS OF A PROJECT TEAMS ARE:  Individuals who are appointed, selected or volunteer to work together on the project  Individuals who have diverse skills and talents to complete tasks and will provide expertise to make project decisions  Encourage mentoring with team members during the project

20. Team Organization Chart Sponsor Project Manager Stakeholders/ Customers Team Members Work with the team to develop a schedule and discuss potential risks. Responsible for ensuring project is completed on time, within budget, and on schedule. Individuals appointed, selected or volunteer to work together on the project completing tasks or deliverables. Individual who will provide support or obtain financial funding for the project. Someone who has a vested interest in the project. Individuals appointed, selected or volunteer to work together on the project completing tasks or deliverables.

21. Class Exercise DISCUSSION: TEAM DIRECTORY TEMPLATE

22. Class Exercise TEAM CONFLICT & CUSTOMER CONFLICT Divide into teams or discuss as a group possible solutions TEAM CONFLICT  Why are team members not completing tasks  Why are team members turning their tasks in late  Team members are unmotivated to complete tasks CUSTOMER CONFLICT  The requirements are not clear from the customer  The customer delays making important decisions on critical issues  Decide who will deliver the news to the customer if is not favorable

23. Project Team Discussion DISCUSSION ABOUT THE TEAM RULES WWhen will the team meet (weekly, bi-weekly, monthly) WWho will set the agenda and organize the meeting time HHow will the team decide issues WWho will write the meeting minutes and distribute? HHow will the team handle changes? HHow does the team resolve conflicts and ensure tasks are completed? WWho will talk to the customer? WWho will report project status to all stakeholders? DDecide when to celebrate the project’s completion date?

24. Class Exercise DISCUSSION: SOLUTIONS TEAM CONFLICTS

25. Class Exercise SOLUTIONS CUSTOMER CONFLICTS

26. Project Management Processes Project Management Skills For Life

27. 1.Initiating Process 1.Initiating Process Project Management Skills For Life INITIATING

28. Initiating Process  Determine and decide what product or service is being developed  Collaborate and clarify the need  Assign or appoint a project manager and sponsor  Gather any information to help understand the requirements of the project by answering the what, when, who, why, where and how questions  Development of the project charter or scope

29. Class Exercise PRELIMINARY DISCUSSION ABOUT THE NEED FOR THE PRODUCT OR SERVICE  What  When  Who  Why  Where  How

30. 2. Planning Process Project Management Skills For Life PLANNING

31. Planning Process The planning process is to organize and identify the components of a project to develop the product or service. The project manager and the team work together to write the scope of work, create a checklist, identify resources, estimate time to develop tasks and recommend major deliverables.

32. Project Scope DISCUSS AND WRITE A SCOPE STATEMENT INCLUDING: WHAT – WHEN – WHO – WHY – HOW

33. Scope Statement  The project charter is a document supported and approved by the sponsor. This document provides the project manager authorization to start the project.  The scope statement should be included in the project charter.

34. The Project Charter DISCUSSION: THE ELEMENTS OF THE PROJECT CHARTER

35. Class Exercise DEVELOP A SCOPE STATEMENT AND CHARTER

36. Project Checklist The checklist is a document to record these tasks and the team will prioritize them in order of completion. STEPS TO DEVELOP THE PROJECT CHECKLIST:  Identify milestones  Put tasks in order of completion  Identify tasks or activities

37. Class Exercise DEVELOP A PROJECT CHECKLIST

38. Project Schedule  Good planning allows for the project manager to manage and control the project tasks and resources  To complete the project schedule, determine the time for each task and assign a resource who will be responsible for the task  The team and project manager should divide up the teams and provide an estimate of time to complete that task

39. Project Schedule DISCUSSION : HOW TO ESTIMATE TASKS

40. Critical Path Method (CPM)  The critical path are the tasks that have the longest path.  Tasks are performed in parallel or one task is completed before the next one can begin.  This graph shows why if one task is not completed on time can impact or cause delays to the schedule. Could cause a major problem to the outcome of the project.

41. Critical Path Method (CPM) StartFinish A B D C F E wk1 wk2wk3wk4wk5wk6wk7 A B C D E F This diagram shows six tasks in the project schedule. Tasks A, C, and F are on the critical path, which means if one of these tasks takes longer than expected, the project will not meet the deadline.

42. Critical Path Method (CPM) This diagram shows how Task A took longer than expected, which affected when Tasks C & F could start and added 1.5 weeks to the original schedule. StartFinish A B D C F E wk1 wk2wk3wk4wk5wk6wk7 A B C D E F

43. Class Exercise DEVELOP A PROJECT SCHEDULE

44. Project Quality  Ensure stakeholder expectations are being met by defining processes to verify and validate successful product completion.  Understanding the desired outcome the team can work together to build quality into the product.  Monitor quality throughout the project.

45. Project Communications Develop a plan that answers the following questions: what, when, who, where and how.  What needs to be communicated?  When does the information need to be distributed?  Who should receive the information (all stakeholders)?  Where should the information be distributed?  How and what format should the information be presented?

46. Class Discussions PROJECT STATUS PROJECT RISKS AND ISSUES

47. Communication THE SENDER-RECEIVER MODEL The sender sends a message without interruptions or distractions. The receiver selects the approach that is acceptable by the team and is available to all members. PROCESS STEPS:  Sender has an idea to communicate  Sender selects the approach (voice, gesture, symbols, email, phone or meetings  Is there any noises that affects or impedes the message  Receiver processes the information sent by sender  Receiver responds to message with appropriate approach

48. Successful Meetings TIPS FOR CONDUCTING SUCCESSFUL MEETINGS:  Determine meeting place and time  Conduct the meeting with an agenda  Ask all members to report their status on tasks  Identify any new risks or issues  Discuss solutions to issues  Ask members if they will meet their task deadline  End meeting on time and announce the next meeting  Send out meeting minutes

49. Project Status Report The project status report is completed by the project manager on a regular basis.

50. Project Status Report COMPONENTS OF THE PROJECT STATUS REPORT:  Project Title  Project Manager  Report Date  Current Status  Activities completed during this period  Activities planned until the next meeting  Issues and Resolutions  Changes to project scope  Problems, Risks or Concerns

51. Project Risks DISCUSSION: IDENTIFY, DOCUMENT & EXAMINE PROJECT RISKS

52. Project Procurement  Create a plan to monitor any changes to contracts that occur during the project  The project manager will need to understand the contract requirements  At project completion all contracts are closed

53. 3. Executing Process Project Management Skills For Life EXECUTING

54. Executing Process  The planning is now complete and the team can begin working on their assigned tasks.  Project Status reporting will be conducted on a regular basis.  Any issues that arise will be discussed with the team, sponsor and possibly the customer.  Some tasks may be re-assigned if the person cannot complete on time or may require extra assistance.  The project manager will need to control the tasks to ensure timely completion.  Communications are ongoing during this phase.

55. Executing Process RECOMMENDATIONS UUnderstand the requirements of the product or services FFollow a process for soliciting bids NNegotiate terms with vendors or suppliers and have legal expertise review the contractual agreement IImplement a billing and payment plan PProject manager and team ensure the quality and requirements are being met with customer approval

56. 4. Monitoring and Controlling Process 4. Monitoring and Controlling Process Project Management Skills For Life CONTROLLING

57. Monitoring and Controlling Process  To monitor and manage changes against the project’s objectives, review the scope statement at periodic times during the project  If you make many changes to the scope, this is when you need to revisit the objectives  Use the Change Request/Issue Log Template in Appendix A to record these changes

58. Change Request Log WHAT IS THE CHANGE REQUEST LOG?

59. On-Going Activities The following activities, already covered, are on-going activities that are completed throughout the project.  Time Management  Communications  Managing risks  Controlling the schedule  Monitoring the budget

60. 5. Closing Process Project Management Skills For Life CLOSING

61. Closing Process This is the end of the project and these activities are conducted:  Lessons Learned  Final work  Contract closeout

62. Lessons Learned DISCUSSION : WHAT WERE THE SUCCESSES AND FAILURES OF THE PROJECT? WHAT COULD BE IMPROVED?

63. Final Work Complete any paperwork and all documentation for the project  Assign a person who will who will keep the records for similar future project work  The sponsor or senior person in the organization should maintain the files

64. Contract Closeout  Complete all paperwork and contracts associated with the project  Obtain an approval from the customer

65. Celebrate! Celebrate! Celebrate! DISCUSSION: CELEBRATING THE CONCLUSIONOF THE PROJECT

66. Summary & Review Project Management Skills For Life

67. Summary & Review  Definition of project management  Identify the components of a project  Know what the roles and responsibilities of a project manager, sponsor, stakeholders and team members interact in developing a project  Understand why a project scope and charter help in planning the project  Learn how to develop a checklist, schedule and critical path method  Show awareness in your project by building quality into the project  Identify risks that may be associated with the work effort and develop a plan for mitigation  Determine any procurement and or budget requirements  Train and mentor team members  Communicate with all stakeholders throughout all phases of the project

68. Summary & Review 1. It must be temporary (have a specific start and a specific end). You are now aware of the five processes commonly used to manage projects: Initiating Planning Executing Monitoring and Controlling Closing 2. It must have an end result (a deliverable) - something must have been completed or created. A PROJECT MUST MEET TWO REQUIREMENTS

69. Summary & Review THE FOLLOWING BASIC QUESTIONS NEED TO BE ANSWERED WHEN STARTING ANY PROJECT:  What are you going to deliver or accomplish?  When will you produce deliverables?  Who are your stakeholders (customers, sponsors, end users, team members)?  Why is the work necessary?  Where will the product be used and/or delivered or built when appropriate?  How will you accomplish and manage the objectives?

70. Summary & Review  It is important to train and mentor the individuals involved with the project.  Throughout the project it is extremely important to communicate with all stakeholders and to document and share information regarding the status of the project. Without communication you cannot be successful.  Ensure that any contractual agreements used during the project are closed and that all of the appropriate invoices are being processed for final payments to be successful.

71. Summary & Review  Customers and Project Sponsors typically take responsibility for signing off on the completion of all the agreed upon work.  Others stakeholders may also wish to be involved in the signoff process.

72. Questions? Project Management Skills For Life

73. Please fill out the Training Evaluation and turn into the Instructor. Project Management Skills For Life