project management engineering

7/27/2019 Project Management Engineering

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Effective Project Management

Hanan Youssef


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Project Management - Agenda

Defining PMHe Planning Cycle

PM ToolsProject CharterWork Breakdown Structure WBSProject ScheduleProject Budget

Managing the ProjectProject Managers Role Managing Change

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Why Project Management?

Todays complex environments requireongoing implementations

Project management is a method andmindseta disciplined approach tomanaging chaosProject management provides a framework

for working amidst persistent change

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Themes Requested

Alignment of projects to organizationalmission , goals and objectivesResource conflicts ; being spread too thinOrganization: traditiona l vs a matrix , andhow to get things done when you are not incontrolPM role; Supervisor of many, butmanager of none.Managing smaller projects and keeping trackof themBeing organized when organization is not yourgreatest strength 4


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Themes Requested

Establishment of PM Office ?Projects that initiate new work &

responsibilitiesDeveloping effective work teams withindividuals who dislike one anotherGetting realistic timeframes attached to

project initiativesControlling changes to development

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Project Management:Official Definition

A project is a temporary endeavor undertaken to create a unique product or service. It implies a specific timeframe a budget unique specifi cations working across organizational boundaries

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Project Management: UnofficialDefinition

Project management is about organization

Project management is about changing peoples behavior

Project management is about

decision making

Project management is about creating an environment conducive togetting critical projects done!

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Why Projects Fail

Failure to align project with organizationalobjectives

Poor scope e.g. Lets put in a new cardreader systemUnrealistic expectationsLack of executive sponsorship

Lack of project managementInability to move beyond individual andpersonality conflictsPolitics

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Why Projects Succeed!

Project Sponsorship at executive lev elGood project charter - Good Charter

includes good scope!Strong project management - Put people incharge who have skills in leading andmanaging projects

The right mix of team playersGood decision making structureGood communicationTeam members are working toward commongoals

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Laws of Project Management

No major project is ever installed on time ,within budget , or with the same staff thatstarted it . Yours will not be the first.Projects progress quickly until they become 90% complete, then they remain at 90% completeforever.When things are going well, something will gowrong.When things just cannot get any worse, they will.

Project Planning and Implementation.

by Abraham Shtub, Jonathan F. Bard, and Shlomo Globerson Copyright 1994 byPrentice-Hall, Inc.

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Laws of Project Management

When things appear to be going better , you haveoverlooked something .No system is ever completely debugged. Attempts todebug a system inevitably introduce new bugs thatare even harder to find.

A carelessly planned project will take threetimes longer to complete than expected

A carefully planned project will take only twiceas long.Project teams detest progress reporting because itvividly manifests their lack of progress. Project Planning and Implementation.

by Abraham Shtub, Jonathan F. Bard, and Shlomo Globerson Copyright 1994 byPrentice-Hall, Inc.

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The Planning Cycle

The Planning Cycle brings together all aspectsof planning into a coherent, unified process.

By planning within this structure, you will helpto ensure that your plans are fullyconsidered , well focused , resilient,practical and cost-effective . You will alsoensure that you learn from any mistakesyou make, and feed this back into futureplanning and Decision Making.It is best to think of planning as a cycle, not astraight-through process

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The Planning Cycle

Once you have devised a plan you should evaluatewhether it is likely to succeed. This evaluation may becost or number based, or may use other analytical

tools. This analysis may show that your plan may causeunwanted consequences , may cost too much , ormay simply not work .In this case you should cycle back to an earlier stage.Alternatively you may have to abandon the planaltogether - the outcome of the planning processmay be that it is best to do nothing!Finally, you should feed back what you have learnedwith one plan into the next.

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The Planning Cycle

Exploreopportunities

Selectionof BestOptions

DetailedPlanning

Plan & Evaluate

Identifyaim

Analysis of Opportunity

Plan

Implementation

Close of Plan

Feedback

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The Planning Cycle

1. Analysis of OpportunitiesThe first thing to do is to do is to spot what needs to be done

One approach to this is to examine your current position , and decide how youcan improve it. There are a number of techniques that will help you to do this:

SWOT Analysis : Analysis of your strengths and weaknesses,and of the opportunities and threats that you fac e.

Risk Analysis : This helps you to spot project risks,weaknesses in your organization or operation, and identify therisks to which you are exposed. From this you can plan toneutralize some risks .

Understanding pressures for change : Alternatively, other people(e.g. clients ) may be pressing you to change the way you do things.Alternatively your environment may be changing, and you may need toanticipate or respond to this. Pressures may arise from changes in the economy,

new legislation, competition, changes in people's attitudes, new technologies, orchanges in government.

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The Planning Cycle

2. Identifying the Aim of Your PlanDeciding and defining an aim sharpens thefocus of your plan, and helps you to avoidwasting effort on irrelevant side issues.

ask yourself:What do I want the future to be?What benefit do I want to give to my customers?What returns do I seek?What standards am I aiming at?What values do I and my organization believe in ?

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The Planning Cycle

3. Exploring OptionsBy this stage you should know where you areand what you want to do . The next thing todo is to work out how to do it - Strategy Best to spend a little time generating as manyoptions as possible - StrategiesBy Taking a little time to generate as manyideas as possible you may come up with lessobvious but better solutions

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The Planning Cycle

4. Selecting the Best Optionit is time to decide which one to useIf you have the time and resources available, then youmight decide to evaluate all options, carrying outdetailed planning, costing, risk assessment, etc. foreach. Normally you will not have this luxury.Two useful tools for selecting the best option are GridAnalysis and Decision Trees . Grid Analysis helpsyou to decide between different options where you needto consider a number of different factors. DecisionTrees help you to think through the likely outcomes of following different courses of action.

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The Planning Cycle

5. Detailed PlanningBy the time you start detailed planning, you shouldhave a good picture of where you are , what you

want to achieve and the range of options availableto you. You may well have selected one of the optionsas the most likely to yield the best results.Detailed planning is the process of working outthe most efficient and effective way of achieving

the aim that you have defined. It is the process of determining who will do what, when, where, how andwhy, and at what cost.When drawing up the plan, techniques such as use of Gantt Charts and Critical Path Analysis can be

immensely helpful in working out priorities, deadlinesand the allocation of resources.

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The Planning Cycle - Controls

While you are concentrating on the actionsthat need to be performed, ensure that youalso think about the control mechanismsthat you will need to monitorperform ance. These will include theactivities such as reporting , qualityassurance , cost control , etc. that areneeded to spot and correct any deviationsfrom the plan- variance

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A Good Plan

A good plan will:State the current situationHave a clear aim

Use the resources availableDetail the tasks to be carried out, whose responsibilitythey are, and their priorities and deadlines.Detail control mechanisms that will alert you todifficulties in achieving the plan.Identify risks , and plan for contingencies . Thisallows you to make a rapid and effective response tocrises, perhaps at a time when you are at low ebb orare confused following a setback.Consider transitional arrangements - how will youkeep things going while you implement the plan?

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The Planning Cycle

6. Evaluation of the Plan and its ImpactOnce you have worked out the details of your plan, the next stage isto review it to decide whether it is worth implementingIt is, however, much better to find this out now than when you haveinvested time, resources and personal standing in the success of theplan. Evaluating the plan now gives you the opportunity toeither investigate other options that might be more successful,or to accept that no plan is needed or should be carried out.

PMI ( Plus/Minus/Interestin g ) :This is a good, simple technique for 'weighing the pros and cons 'of a decision. It involves listing the plus points in the plan in onecolumn , the minus points in a second column , and the implicationsand points of uncertainty of the plan in a third colu mn. Each pointcan be allocated a positive or negative score.

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The Planning Cycle

Cost/Benefit Analysis :This is useful for confirming that the plan makes financial sense .This involves adding up all the costs involved with the plan, andcomparing them with the expected benefits.

Force Field Analysis : Similar to PMI, Force Field Analysis helps you to get a good overallview of all the forces for and against your plan . This allows youto see where you can make adjustments that will make the plan morelikely to succeed

If your analysis shows that the plan either will not give sufficientbenefit , then either return to an earlier stage in the planning cycle orabandon the process altogether.

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The Planning Cycle

7. Implementing ChangeOnce you have completed your plan and decided that itwill work satisfactorily, it is time to implement it. Your

plan will explain how! It should also detail thecontrols that you will use to monitor the execution of the plan.

8. Closing the PlanAt this point is often worth carrying out an evaluation of the project to see whether there are any lessons thatyou can learn . This should include an evaluation of your project planning to see if this could beimprov ed.

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Key Points in Brief

The Planning Cycle is a process that helps you to makegood, well-considered, robust plans.The first step , the analysis of opportunities , helps

you to base the plan firmly in reality . The second ,definition of the aim , gives your plan focus .The third stage is to generate as many different waysfor achieving this aim as possible. By spending timelooking for these you may find a better solution

than the obvious one , or may be able to improvethe obvious solution with parts of other ones.

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Key Points in Brief

Next select the best approach, and make a detailedplan showing how to implement it . Evaluate this planto make sure that it will be worth implementing .

If it is not , return to an earlier stage and eitherimprove the plan or make a different one. If no planlooks like producing enough benefit to justify thecost, make no changes at all.Once you have selected a course of action , and

have proved that it is viable, carry it out.Once it is finished , examine it and draw whateverlessons you can from it. Feed this back into futureplanning.

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Core Project ManagementTools

Project CharterWork Breakdown Structure (WBS)

Project ScheduleProject Budget

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Project Charter

What must be done? What are the required resources? What are the constraints? What are the short and long term implications?

Why do it?When must it be done?Where must it be done?

Who does what? Who is behind the project? Who is funding the project? Who is performing the work of the project?

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Project Charter

WhoWhat

WhereWhyWhen

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Project Charter

Project Goal & ObjectiveSponsorStakeholdersTimelineResources required

Deliverables

Decision makingAssumptions

RisksBusiness processchangesProject manager

Project teamBudgetSignatures

What is the RISK of NOT doing the project?If you can write it such that there is no ambiguity there, youare most of the way there. 30


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Assumptions

Opportunity to put it all out there Challenges facing the project Implications Organizational history Political implications Impact to traditional power Requirements of decision-making

Write down what cannot be said Keep it objective

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Case Study

A tale of Two Projects

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Work Breakdown Structure - WBS

Identify the major task categoriesIdentify sub -tasks , and sub - sub -tasks

Use verb-noun to imply action to something Example: Getting up in the morning Hit snooze button Hit snooze button again Get outa bed Avoid dog Go to bathroom

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Work Breakdown Structure - WBS

System Hardware Replacement

RFP Development Vendor Selection Hardware ImplementationStaff Training

Needs Assessment

Needs Analysis

Write RFP

Finalize with Purchasing

Research Vendors

Research Sites

Select Vendors to mail RFP

Review Proposals

Identify training Plan

Schedule Training

Train

Schedule Installation

Prepare Site

Arrange Vendor Support

Rank Proposals

Recommendation

Configure System

Install System

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Work Breakdown Structure

System Hardware Replacement

RFP Development Vendor Selection Hardware ImplementationStaff Training

Assess Needs

Analyze Needs

Write RFP

Finalize with Purchasing

Research Vendors

Research Sites

Select Vendors to mail RFP

Review Proposals

Identify training Plan

Schedule Training

Train Sysadmins

Schedule Installation

Prepare Site

Arrange Vendor Support

Rank Proposals

Make Recommendations

Configure System

Install System

Requires structured brainstorming35


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Project Schedule Tools - Planning

Many tools available Microsoft Project Many more specialized software www.dotproject.net Excel

Most important Monitor tasks Gantt views of project

one page views for executives rollout and more complex views for work teams Critical Paths

Inputs from multiple teams that roll up to projectmanager

Dependencies Resources assigned to tasks 36
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Project Schedule Gantt Chart

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Project Schedule

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Drawing a Gantt Chart - Manually

Step 1. List all activities in the plan earlieststart - estimate length of time Type( Sequential / Parallel ) - Dependencies

Task Earliest start Length Type Dependent on...

A. High levelanalysis

Week 0 1 week Sequential

B. Selection of hardware platform

Week 1 1 day Sequential A

C. Installation and

commissioning of hardware

Week 1.2 2 weeks Parallel B

D. Detailed analysisof core modules

Week 1 2 weeks Sequential A

E. Detailed analysisof supportingmodules

Week 3 2 weeks Sequential D

F. Programming of core modules Week 3 2 weeks Sequential D39


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Step 2. Head up graph paper with the days orweeks through to task completionStep 3. Plot the tasks onto the graph paper

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Step 4. Presenting the analysis shows how the sets sequential activities link

together and the identifies critical path activities

check the resourcing of the various activities

ensure that you make best use of the resources youhave available, and do not over-commit resource

use color to represent the different resource types thatyou need to use such as programmers, or analysts.

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A colored version of the example project isshown below:

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If all goes well, the project can be completed in 10 weeks .If you want to complete the task as rapidly as possible, youneed: 1 analyst for the first 5 weeks . 1 programmer for 5 weeks starting week 4. 1 programmer/QA expert for 3 weeks starting week 6 .

Note: Activities L and M have been moved back a week. This doesnot affect the critical path, but it does mean that a singleprogramming/QA resource can carry out all three of activities K, Land M.

Analysis , development and testing of supporting modulesare essential activities that must be completed on time .Hardware installation and commissioning is not time-critical as long as it is completed before the Core ModuleTraining starts .

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Critical Paths Analysis Chart - CPA

Milestones that impact downstream milestones andthe overall timeline of projectIf you miss a Critical Path, the entire project is

delayedYou have to make up ground on downstream criticalpathsBenefit of CPA is that it helps you to identify theminimum length of time needed to complete a project.

Where you need to run an accelerated project, it helpsyou to identify which project steps you shouldaccelerate to complete the project within the availabletime.

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Drawing CPA

Step 1. List all activities in the plan asprevious

Task Earliest start Length Type Dependent on...

A. High levelanalysis

Week 0 1 week Sequential

B. Selection of hardware platform

Week 1 1 day Sequential A

C. Installation and

commissioning of hardware

Week 1.2 2 weeks Parallel B

D. Detailed analysisof core modules

Week 1 2 weeks Sequential A

E. Detailed analysisof supportingmodules

Week 3 2 weeks Sequential D

F. Programming of core modules Week 3 2 weeks Sequential D45


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Drawing CPA

Step 2. Plot the activities as a circle and arrow diagramCircles show events within the project, such as thestart and finish of tasks . The number shown in the

left hand half of the circle allows you to identify eachone easily. Circles are sometimes known as nodes .An arrow running between two event circles shows theactivity needed to complete that task. A description of the task is written underneath the arrow. The length

of the task is shown above it. By convention, allarrows run left to right . Arrows are also sometimescalled arcs.

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Drawing CPA

Within Critical Path Analysis, we refer to activities bythe numbers in the circles at each end. For example,the task 'Core Module Analysis ' would be calledactivity 2 to 3 . 'Select Hardware ' would beactivity 2 to 9 .Activities are not drawn to scale.In the diagram above,activities are 1 week long,2 weeks long, and 1 day long.Arrows in this case

are all the same length.In the example above,

you can see a second number

in the top, right hand quadrant47


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Drawing CPA

In the example above, you can see a second numberin the top, right hand quadrant of each circle.

This shows the

earliest start time for the following activity.It is conventional to start at 0.Here units are whole weeks

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Drawing CPA

Where one activity cannot start until anotherhas been completed, we start the arrow forthe dependent activity at the completion eventcircle of the previous activity.Here the activities of

'Select Hardware' and'Core Module Analysis'cannot be started until'High Level Analysis has been completed.

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Project Budget

Direct CostsIndirect CostsOngoing costs

One of the more challenging aspects of PM If you are not a finance person, there are several things you can

do.Find someone to be on your team, or play a role, of budgetpersonThink about taking some courses in budgetingGet close to CIO and CFOIf you can gain practice and expertise in budget forecasting,already your star will rise .so few people do!

Many of you who came up through technical ranks tend to shrugthis off. This is the work of others. You break out in hives at

the mere thought of finance and budget.51


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Project Budget

Direct Costs Hardware Software Contractor fees

Estimatedhours

Hourly Ratesper contractor

Variouscontractor

rates Training Fanfare Other

TOTALS

Indirect CostsYour peoples timeand effort

Estimated timeon project

Estimated costbased on hourlyrate

Others time andeffort

Opportunity costWhat projects ortasks are NOTgoing to getdone in order toget this projectdone?

Year 1 Year 2 Year 3

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Managing the Project

Triple ConstraintFive Stages

Project Manager RoleDecision Making StructureCommunication PlanMeeting Management

Team DevelopmentNavigating Organizational Politics

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Triple Constraint

Time

Risk?

o Identify all yourconstraints

o Develop these in theProject Charter

o Add a fourthconstraint RISK

o ARE some constraintsmore important than

others - Document

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Five Stages of ProjectManagement

Project Management (in our industry) is dividedinto five parts:

1. Project charter development2. RFP Development and Process3. Planning & Design

Project team creation Project kick-off Planning (WBS, schedule) Budget

4. Implementation/construction5. Project termination, hand-off to operationsmgt. 55


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Controlling Change Procedures

Your Needs Assessment is your baselinedocumentEstablish process early for managing changeorders - what to do when change happens? Original scoping should be thorough aspossibleAny subsequent changes must be thoroughlyvetted , a form should be completed andmembers and executives must sign off

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Project Managers Role

Lead

Define Plan Monitor Complete

Re-Plan

Communicate

Communicate

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Project Managers Role

LeadershipOrganizationCommunicationFinanceTechnical savvyPolitickingTeam buildingPraisingPunishing

Who could possibly do all this?Actually, this IS an impossible role! But the PM doesnt need to do italls/he needs to see that it gets done! Surround yourself with those people with these skills

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Traditional Organization

President

VP Academics VP Student Affairs VP Finance VP Development

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Matrix Organization

Offices Systems MIS Training Admissions Registrar PR x

x x x xx x x

x61


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People Problems

2/3 of project problems are people relatedYou will find many operational leadersdemonstrate a just do - it mentality. While

that may be effective in some environments,this is NOT effective in managing change .There will always be conflict over goals andscope , resources and between departmentsYou are likely to find a lack of understandingbasic project management methodsSome people will never get along

Dont be scared by these findings. Understand them. There aremethods you can employ to reduce their occurrence. Lets move on

to the project team and how change may play out there.62

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So you want to be a ProjectManager

You used to be good friends with your co-workersProject manager sandwich : pressurebetween co-workers and stakeholdersThe skills that brought you to this role are nolonger as vital; now you need new skillsYou used to be really good at your work

From ESI International:Top Ten Reminders for New Project Managers www.esi-intl.com/public/publications/html/20050801HorizonsArticle2.asp

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Solutions for the New ProjectManager

So what to do, what to do, what to do? Here are a few guidelines for getting started down the rightpath on your first project management gig.

1. Understand the project scope and stakeholderexpectations at the onset of the program

2. Get yourself a mentor as quickly as possible3. Recognize that relationships will change4. Manage change rigorously5. Know the people, not just the resources6. You are what you measure7. Talk to stakeholders every day8. Talk to staff every day9. Lead by example10. Have fun. 64


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Project Managers Key Strength

Be calm, avoid reacting to other peoples stress

Take in bad news gracefully,

avoid emotional reactions

Take deep breaths every day

Sleep on challenging news

People around you will reactto your reactions

Dust in the wind factor65


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Team Development

Select the right players Complementary skill sets Blend of technical and business Align with WBS

Stages of Team Development Formin

Stormin Normin Performin

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Formin Stormin in theory

Formin Stormin

Normin

PERFORMIN!

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Formin Stormin in reality

Formin

Stormin!

Normin

Performin

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Formin Stormin in reality

Formin

Stormin! Normin

Performin

Some groups can get there quickly, but it may not besustainable.

DURATION of group is a big factor70


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Consultants

Objective, skilled consultants can provide ateam foundationConsultants can address dicey organizationalissuesFor large projects, this approach is vital.

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Meeting Management

Develop Ground Rules early Assign facilitator Assign reporter and reporting structure Start and end times Frequency of meetings Focus of meetings

Information sharing? Agenda building Issues for substantive discussion

Distinguish between facilitator and leaderTalk about the perpetually latecomer to meetings

the quiet person and the talker72

Suggested Ground Rules


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Suggested Ground Rulesfor Meetings

Agree to debate issues, not peopleCivility requiredConfidentiality?Reporting out What is going to be reported What isnt

Agree to bring all issues to the table

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Destructive Team Member Profiles

The Tank: a person who dominates adiscussion or issue by brute force of

personality. When they present, they speak as

an authority. When dealing with a project and defining new solutions, these types of peoplecan be destructive to the process of opendiscussion and consideration of alternatives.

Solution : thank them for their opinion, thenask if there are some other perspectives fromother team members.

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The Grenade: The conversation will be goingalong fine and all of the sudden, a teammember lobs out a discussion-ending

comment.

Solution: Address the comment head onand suggest that the grenade thrower

refrain from comments that will upend conversation of alternatives.

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The Think-they-know-it-all : Much like thetank.

Solution: Same as Grenade.

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The Maybe Person: This is the person whocannot commit to any position or issue. They take refuge in ambiguity .

Solution: On a project team, you need to helpthem commit. Give them simple alternativesand ask them to decide.

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The No Person: This is your general naysayer. Nothing will work, no matter what.

Solution: Help to see that no is not anoption . Define the alternatives .

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The Sniper: This is a destructive force in ateam. The Sniper tenders up negativecomments within the team that negate or

attack ideas.

Solution: address the behavior immediately and let them know that comments like that

are unacceptable based on team norms.

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The Yes Person: While less negative, this person is so agreeable that they negate their influence through a lack of objective

analysis . They are more eager to pleasethan they are to offer objective alternatives.

Solution: Point out that you appreciate their positive outlook, but they need to exploreoptions more thoroughly if they want to gain credibility with the group.

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The Traitor: Team member speaks very little in meetings , or sometimes disagrees,and spends times out of meetings lobbying

for alternative positions or arguingdecisions made by the team

Solution: Establish team rules early that statethat issues are dealt with in team meetings and this behavior is not acceptable . When it isuncovered, PM addresses it in the meetingor, if necessary, in private

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The End Arounder: Team member who goes around team and PM to another supervisor or administrator and

complains , lobbies or takes alternative positions to team.

Solution: Identify the behavior in teamdevelopment and make it known it is not acceptable. Get all administrators and

supervisors to suppress the behavior if it occurs. PM should call it when its seen and theProject Sponsor should nip it in bud. 82

Providing Feedback to


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Providing Feedback toTeam Members

Praise in publicPunish in private

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Decision Making Structure

Define Layers Executive Project Manager Project Team

Sub Teams

Documentation

Levels of responsibilityshould be spelledout for each group.

ExamplesExecs will make all decisionson scope, schedule, personnelchanges and budget

Project Mgt. team will make all

decisions on teamassignments, work allocationsand management of vendors.

Training team will makedecisions about trainingrequirements and schedules of sessions. 84


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Decision Making

Avoid consensus abuse Consensus may be desired, but is not required Lack of consensus does not mean no decision Projects force decisions by leaders

Clarify who makes what decisionsEstablish structure for rapid decision makingCommunicate decisionsLog/track decisions for future reference

While everyone may not agree with alldecisions, its important that team membersagree to support the decisionsGet buy-in from sponsor and administratorspreventing end around. 85


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Navigating the Politics of


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Navigating the Politics of Change

Know the environment What are the overarching issues of your

organization?

What are the pressing issues of the hour? What will be the pressing issues of tomorrow? How do you help others satisfy their needs? What is the stake of others in your project?

Identify a mentor

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Project Management is Change

Project methodology is really aboutmanaging change Change in current practices

Developing new practices Getting people to change their behaviors How they do their work How they work together How they get the work of the project done Avoidance of paving the cow paths

PM is a mindset, a discipline, that canhelp your organization increaseeffectiveness and put order to chaos

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Limitations of Project


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Limitations of ProjectManagement

PM works when there is buy-in for themethods and processIt does not work when

buy-in is lacking or there is not support for themethods by executives

end arounds are tolerated influential players operate project business

outside the project decisions made by project teams are not

supported charters, schedules and other work products of

the team are not supported 89


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Additional Project Resources

ESI Horizons www.esi-horizons.com Project Management Institute. www.pmi.org On Becoming a Technical Leader. by GeraldWeinbergOn Becoming a Leader. by Warren BennisGetting Past No. by William Ury

Decision Traps. by Edward Russo

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Thank You

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Colour scheme

Background Text &Lines ShadowsTitleText Fills Accent

Accent &Hyperlink

FollowedHyperlink

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Picture slide

Bullet 1Bullet 2

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Sample Graph (3 colours)

010

20

30

40

5060

70

80

90

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

East

West

North

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l f bl


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Example of a table

Title Title

Data Data

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T l b ll i


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Two column bullet points

Bullets go in here And also in here

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Examples of default styles

Text and lines are like thisHyperlinks like thisVisited hyperlinks like this

Table

Text box Text boxWith shadow

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Use of templates

You are free to use these templates for your personaland business presentations.

Do Use these templates for your presentationsDisplay your presentation on a website provided that it is not for thepurpose of downloading the template.If you like these templates, we wouldalways appreciate a link back to our website. Many thanks.

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Put these templates on a website for download. This includes uploadingthem onto file sharing networks likeSlideshare, Myspace, Facebook, bittorrent etcPass off any of our created content asyour own work

You can find many more free templates on thePresentation Magazine website

We have put a lot of work into developing all these templates and retain the copyrightin them. They are not Open Source templates. You can use them freely providingthat you do not redistribute or sell them.
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