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Facilitated by Joanne Fraser RiverSystems

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1 Facilitated by Joanne Fraser RiverSystems
Project Management Facilitated by Joanne Fraser RiverSystems

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-in Communication and leadership Methods for assessing progress Ways to communicate progress Anything

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 day Getting others to buy-in Keeping track of the details Keeping others on track Maintaining momentum Hand off from implementation to maintenance Voicing 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 cycle Apply a team approach to project planning Develop 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 PM Project Cycle Initiating: Project Charter Planning: WBS Lunch Gantt Chart, Communication Plan Monitoring Strategies for Typical People Issues

7 Project Definition A project is a one-time endeavour, that has definite starting and ending points, that is undertaken to create a unique product or service. People Ideas & Vision Processes Tools

8 Project vs. Ordinary Work
Projects differ from ordinary work A project is a sequence of tasks, with a beginning and an end, with specific resources and time allocated to it Projects are temporary and unique Ordinary work is day-to-day, ongoing, repetitive Project 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 Cycle Initiating Planning Managing (Controlling) Implementing (Executing) Closing

10 Process Groups Initiating recognize the project should begin and commit to do so Planning develop a workable plan to address business need Implementing coordinate people and resources to (Executing) carry out the plan Managing ensure objectives are met by (Controlling) monitoring, measuring and taking corrective action Closing formalize acceptance and bring to an orderly end

11 Table Discussion Which 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 expectations Key Deliverables Project team and key stakeholders Critical success factors

15 Risk Assessment Factors Analysis
Resource adequacy Schedule Past Experience Technology Size of project Geography Potential Liability Analysis Likelihood & severity Low Medium High Based on analysis, develop back-up strategies

16 Building the Project Team
Use effective meetings Establish direction Develop a vision Strategies for achieving the vision Develop team standards Decision-making, communication, roles and responsibilities

17 Planning: Is it a Workable Plan?
Work Breakdown Structure Schedule Budget Roles/responsibilities clearly defined Communications 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 team face in completing this activity? What helped?

20 Successful Projects Client is satisfied with end deliverable
(product, service, process or plan) Deliverable is given on time Project stayed within budget and human resource allocations Team members increased their skills and knowledge Organization has benefited

21 Gantt Charts

22 Team Meetings Review progress of the project
Team members provide updates on their task assignments Team members report their concerns or issues with the progress of the project Once issues or problems are identified, schedule a separate resolution meeting

23 Managing: Monitoring the plan
What to monitor Monitor time Monitor quality Monitor budget Falling behind? Add time Add resources Change 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?

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