a project management overview
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Project Management Overview
Colin TurnbullHead of Project Services
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Agenda
Introductions Session 1 - Why have Project Management Coffee – 10:30 Session 2 - The running of a project Round up Finish – 12:00
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Who am IWho am I
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What will be coveredWhat will be covered
Why have a project frameworkWhy have a project framework The make up of a projectThe make up of a project The running of a projectThe running of a project
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What do you think a project is
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What is a project ?
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What is a project ?
Something with a beginning, middle and end.
Something that has a clear objective and somebody responsible for it.
Something that can be measured and achieved.
Something that works within a project framework.
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Why use a project framework?Why use a project framework?
The phrase The phrase herding catsherding cats comes from the comes from the common saying that something involving common saying that something involving coordination of many different groups or coordination of many different groups or people is people is as difficult as herding catsas difficult as herding cats. .
One of the commonly encountered uses of One of the commonly encountered uses of the term is the phrase “managing projects the term is the phrase “managing projects is like herding cats" is like herding cats"
It is the bringing together of technologies, It is the bringing together of technologies, individuals and ideas to ‘herd’ into a single individuals and ideas to ‘herd’ into a single delivery.delivery.
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Why use a project framework?Why use a project framework?
• VisibilityVisibility
• ClarityClarity
• AccountabilityAccountability
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Why use a project framework?Why use a project framework?
It also allows you work within the golden It also allows you work within the golden triangle of…triangle of…
Time
Deliverables Resources
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Why use a project framework?Why use a project framework?
Within a framework we all pull together in the same direction
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Why use a project framework?Why use a project framework?
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Questions ?
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Make up of a project
The Brief - PID The Players – Project team
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The Brief
A statement of intent that defines what is going to be delivered. This must as a clear definition so that when the project is delivered it can be measured as successful or not.
The brief must have What you are going to do Why you are going to do it What alternatives are there in not doing it
Template example
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The Project Team
Who are the stakeholders Who is the sponsor Who is the project manager Who are the resources
Define a stakeholder map
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Stakeholder Map
Stakeholder Plan – Project XXX
Position/ Title Department/ Organisation
Primary Rel. Manager
InterestsStakeholder
Ernie Campbell Director Central AHS Bill Smith
Helen Burke ADG Head Office Bill Smith
• Owner of the process• Ensure that total IT spend within area is managed effectively
• Sponsor and champion of IT governance process• Provide direction and make business decisions relating to IT Spend
Stakeholder Plan – Project XXX
Position/ Title Department/ Organisation
Primary Rel. Manager
InterestsStakeholder
Ernie Campbell Director Central AHS Bill Smith
Helen Burke ADG Head Office Bill Smith
• Owner of the process• Ensure that total IT spend within area is managed effectively
• Sponsor and champion of IT governance process• Provide direction and make business decisions relating to IT Spend
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Group SessionGroup Session
Think of a project (fact or fictional)Think of a project (fact or fictional) Produce a brief descriptionProduce a brief description Produce a stakeholder mapProduce a stakeholder map
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Coffee…
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Project feedback
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Session Two – Running a Project
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Steps to Running a Successful Project
Planning Execution Feedback Delivery Closure
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Work Break Down - Planning
Start with the big tasks Breakdown into manageable tasks
5 to 10 days tasks Assign task owners to these tasks Assign deadlines to these tasks Re-plan conflict of resources
Gantt Chart or Stage Plan
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Stage Plan or Gantt Chart
Stage PlanSimple but can be hard to follow
Gantt ChartGraphical but can be resource
hungry to manage
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Running a Project - Execution
Ensure resources understand their job
Tell resources when they are to start and when they are due to finish
Control the project Report to stakeholders
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Controlling the Project - Feedback
Measurement of tasks vs. time Talk to your resources Don’t suffer from the ‘It’s fine’
syndrome Re-plan slippage and scope
creep. Always work to the Golden
Triangle
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The Golden Triangle
Time
Deliverables Resources
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How to control the triangle
Risk management Identify the risk and what can be
done to minimise the affect Task management
Ensure constant communication with the resources.
Time managementEstimate the task and monitor the
actuals vs. the estimates.
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Group Exercise
Identify task, resources and milestone.
Identify risks
15 mins
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Project feedback
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Deliver the Project – Delivery
Ensure that what is delivered is what was expected.
Tell the stakeholder when you intend to deliver it and that you have delivered it.
Once delivered do not do any more work on the project – scope creep.
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Review to Project – Closure
Project closure is key to a successful project
Identify what went well, what went wrong and lessons to learn
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Conclusion
Successful project management is achieved byClear brief Identification of stakeholdersManaging the milestonesCommunication Avoiding scope creep
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Conclusion – what to take awayConclusion – what to take away
Keep it simpleKeep it simple Identify stakeholdersIdentify stakeholders Agree what the scope is and Agree what the scope is and
stick to itstick to it Break work into manageable Break work into manageable
taskstasks Control the golden triangleControl the golden triangle Be proactive not reactiveBe proactive not reactive
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Tools
Project Website Small scale project documents JISC Infonet Association of Project Managers
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How not to project manage
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Thank youThank you