1. Effective Project Management Barbara Stone & Jodie Mathies August 30, 2007

2. 2 Agenda Intro to class Intro to Project Management Projects vs. Operations Success vs. Failure Building a Team

3. 3 a little about us….. Barbara Stone Jodie Mathies

4. 4 a little about you… Name Program and year Any Project or Project Management background? Hopes for this class?

5. 5 Course objectives Successful project management through team building, scope containment, careful planning & controlling When managing projects, you will be able to: Build a team that has the right skill & personality combination to be successful and use communication & vision to stay cohesive Create charters that comprehensively represent requirements and deliver ROI Customize lifecycle to efficiently deliver product/service Estimate duration and cost of project activities Control project through critical path Create practical success metrics Report and present to sponsors and customers Know when you’re in trouble & what to do about it Use of Retrospectives for quality planning

6. 6 Methodology Review our projects and yours in class Case study Practical application leads to mastery Tool review throughout course Develop portfolio of examples & templates

7. 7 Required reading - books Effective Project Management: Traditional, Adaptive, Extreme – this is a basic overview of methodology The Five Dysfunctions of a Team – every project represents a new project team Supplemental reading will be provided

8. 8 Other resources Microsoft Templates Discussions Gantt Head Templates Discussions Jodie and Barbara will maintain a reference site for additional reading and discussion

9. 9 How will the class be graded? 50% Assignments – professionalism part of grade 30% Class attendance and participation and quizzes, (including oral presentations) 20% Presentations Assignments are Project documents – not the deliverables of the project No final or mid-term exam, but the last written assignment is significant: a comprehensive review of project

10. 10 Participation No laptops except as needed to complete in class exercises Listen to your ‘colleagues’ as well as the lecturers

11. 11 You will need a project Characteristics of a project: Limited time frame (has an END), measurable goals, etc What qualifies for a Class project ? Effort for another class: research, SW application Effort for a job, volunteer position or home You are the Project Manager; you do not have to build the product

12. 12 How will you create the project documents? Two kinds of document Tools: Word Processing: Charter, Requirements, Communication plan, etc Task organization and schedule: WBS, critical path, Gantt We do not believe any specific tool is appropriate for all projects, but think a grounding in MS Project will probably be useful to you in the future

13. 13 Document templates We will be showing multiple examples of each document we assign or talk about Some companies require rigid adherence to lifecycle and templates, others allow more flexibility. In grading your assignments for this class we will be looking for: a version of the assigned document that works for your project an explanation of your thought process

14. 14 Professionalism Writing 1 st page executive summary 2 copies ????? Presenting Represent entire team & project – not about you ?????

15. Intro to projects

16. 16 It’s all either ‘Projects’ or ‘Operations’ Projects Temporary: Has a definite beginning and end Produces a unique output or deliverable Has no predefined work assignments Operations Ongoing: Same process is repeated over & over Produces the same output each time Has predefined work assignments

17. 17 Why project management? You will be working in the context of projects Even if you are not in the Project Manager role, your knowledge of project management will help

18. 18 What makes a successful project? On time? On budget? Met requirements? Supports greater organizational goals? Harmonious team? Food?

19. 19 And yet… 26% of IT projects deliver on time, on budget with the original feature set A couple of examples of failure:

20. 20

21. 21

22. 22 ‘Wrong Elephant’… Lack of shared vision between the sponsors / stakeholders and rest of project team SOLUTION Charter, scope statement, analysis

23. 23 Why projects fail Lack of Sponsorship Communication Plan ‘Pet’ Project Careful scope definition & lifecycle modification Operational Failure Training & Documentation

24. 24 Personal failure Failed leadership Pyrrhic victories Wrong project or wrong time Solution Communication plan Team building

25. 25 #1 Solution - Question everything “We are all ignorant but about different things” – Will Rogers “Explain it to me as if I were a 3-year old” – Denzel Washington in Philadelphia

26. 26 Break-out exercise

27. 27 Building a Project Team Project Manager(s) Single Program Manager, with subprojects which have their own Project Manager(s) Core Team Team that builds the ‘product’ of the project ‘Business’ representatives

28. 28 ‘Team’ Operations What are the activities in which the team interacts that need ‘operating rules’?

29. 29 ‘Team’ Operations What are the activities in which the team interacts that need ‘operating rules’? Problem solving Decision making Conflict resolution Consensus building Brainstorming Team meetings

30. 30 Project Management is Leadership What are you leading? Your team. Your top goal is achievement of project objectives…… but what good is that if no one wants to work with you (or each other) ever again?

31. 31 Leadership and emotions ‘You are our boss here and a damn good one. We are all falling over each other to do the things you want us to do. Do you think that is because you have authority over us?’ ‘Isn’t it?’ ‘No. Wake up, dummy. Your power comes from something else entirely.’ ‘You’re saying, people do what I want because they like me?’ It’s not because they like you. It’s because you like them.’ From The Deadline, by Tom DeMarco

32. 32 Leadership and emotions You like and respect people who work for you You care about them Their problems are your problems; their concerns are yours You give trust before a person has really demonstrated trustworthiness From The Deadline, by Tom DeMarco