project management: principles and practices level 2
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Project Management:Principles and Practices
Level 2
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Agenda
Introductions
Course Objectives
Unit 1: Leadership
Unit 2: Communication
Unit 3: Operating Guidelines
Unit 4: Procurement Management
Unit 5: Quality Management
Unit 6: Monitoring and Controlling
Unit 7: Close-out
Unit 8: Common Project Problems
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Introductions
What is your Project Management experience?
What type of projects will you be involved in?
What would you like to get out of the course?
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Course Objectives Understand different types of leadership, how to lead change
and organize people.
Establish project operating guidelines such as communication plans, change management procedures and reporting structures.
Evaluate different types of contracts and how they can benefit your project.
Build and plan quality into your solution.
Learn how to monitor the execution of the plan and control the project by balancing changing priorities and demands.
Understand how to properly close-out a project and learn what went right and what went wrong.
Explore common project problems and learn how to avoid them.
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Reference Material
Project Management The Complete Idiot’s Guide
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Unit 1
Leadership
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LeadershipChapter 18
Types of leadership
Leading change
Ways to organize people
Stage of team formation and leadership
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Leading vs. Managing
Leading means that you command respect and take responsibility for guiding the project.
Managing indicates that you monitor and control the project to ensure that the work is accomplished.
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Leadership tips
Listen and ask lots of questions
Provide reliable information for the team
Observe what is going on and take notes
Know enough to know that you don’t know everything
Be available
Make decisions when needed but know when to defer decisions to stakeholders
Delegate work that needs to be delegated
Don’t micro-manage
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Types of Leadership
Task-orientated leadership
Employee-oriented leadership
Reward-based leadership
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Leading Change Case for Change1. Why are we doing this project from a
business perspective?
2. What will change when the project is completed?
3. What will happen if we don’t complete this project successfully?
4. What are the benefits of doing this project to us and the business?
5. What will we need to do differently?
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Organizing PeopleChapter 14
Functional
Pure project
Matrix
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Functional Organization Organized around common activities or expertise such
accounting, customer service or information technology
Advantages Familiarity of the team Established administrative systems Staff availability Scheduling efficiency Clear authority
Disadvantages Project isolation Limited resources Bureaucratic procedures Lack of project focus Department orientation
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Pure-Project Organization
The Project Manager has full authority to assign priorities and direct the work of all the members of the project team
Advantages Clear project authority Simplified project communications Access to special expertise Project focus and priority
Disadvantages Duplication of efforts Unclear loyalties and motivations Intra-company rivalry
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Matrix Organization The Project Manager shares responsibility with the functional
managers for assigning the priorities and directing the work of individuals assigned to the project
Advantages Clear project focus Flexible staffing Adaptability to management needs and skills Staff development opportunities Adaptability to business changes
Disadvantages Built-in conflicts Resistance to termination Complex command and authority relationships Complex employee recognition systems
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RACI Chart
R – Responsible
A – Accountable
C – Consult
I – Inform
Activity Bob Sue Jane Jack Fred Allie
Requirements R C I A
Design I C R A
Development C I I R A
Testing C R I I I A
Training A I C C C R
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Project TeamChapter 14
Need to let the team members know The reason they are on the team, what
they have to offer Clear roles and responsibilities for each
person on the team Standards that they will be held
accountable to
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Responsibility Assignment Matrix (RAM)Phase Bob Sue Jane Jack Fred Allie
Requirements A P I R
Design S P A
Development A I P A I
Testing A S A A P A
Training P I A
P=Primary A=Assigned R=Review Required I=Input Required S=Signature Required
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Building a team
What kinds of experience do you need?
What kind of competency do they have?
What is their availability?
Do they have a personal interest in the outcome of the project?
Will they work well in a team environment?
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Staffing Alternatives
Use your own staff & people from your department
Staff from other departments
Contract with consultants, outside agencies, or temporary agencies
Hire and train new staff
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Dealing with Staffing Challenges Do the best you can with the people you
have, and document problems and results.
If they do not have enough skills and training takes too long, consider contracting.
Compromise and negotiate for the team members you really need.
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Activity
Using the case study, create a RAM (Responsibility Assignment Matrix) for the project
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Stages of Team Forming and Leadership Forming
Directive style of leadership Gives structure Clear responsibilities, lines of
communication
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Stages of Team Forming and Leadership Storming
Selling or Influencing style of leadership Team members may be questioning Manage conflict
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Stages of Team Forming and Leadership Norming
Participative style of leadership Team members are supportive Work as a group
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Stages of Team Forming and Leadership Performing
Delegative style of leadership
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Activity
Style of leadership survey
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Unit 1 Review
Types of leadership
Leading change
Ways to organize people
Project teams
Stages of team formation and leadership
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Unit 2
Communication
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CommunicationChapter 21
Communication Plan
Communication and Leadership
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Communication Plan Stakeholder analysis
Sensitivity analysis
Information needs
Media requirements
Delivery personnel and power base
Timing requirements
Common definitions
Feedback loops
Macro and micro barriers
Jargon and acronyms
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Communication Plan
Stakeholder Analysis Determine the stakeholder’s interest in the
project Determines what information they will want
to receive
Sensitivity Analysis Identifying sensitive areas amongst the
stakeholders
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Communication Plan
Information Needs Understand what each group is interested in and
level of detail
Media Requirements Vehicles used to deliver the information
Town hall meetings Presentations Staff meetings Written memos Wall charts Web portals
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Types of Communication and their CharacteristicsType of communication
Group Individual Written Spoken Formal Informal
Memo/e-mail √ √ √
Letters √ √ √
Reports √ √ √
Meetings √ √ √
Presentations √ √ √
Teleconference √ √ √
Telephone √ √ √
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Communication Plan
Delivery Personnel and Power Bases
Power Base Action Results
Expertise Persuasion +++
Admiration Ask ++
Reward Promise +
Position of Authority Order -
Coercion Threat __
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Communication Plan
Timing Requirements Just-in-time information
Common Definition Make sure everyone speaks the same
language
Feedback Loops Ensures communication is received
correctly
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Communication Plan
Macro and Micro Barriers Geography, language, culture Attitudes
Jargon and Acronyms Clarify acronyms Use same jargon as stakeholders
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Communication & Leadership Vertical Communication
Horizontal Communication
Diagonal Communication
The purpose of my message is……
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Effective Messages
Draft the message and edit
Consider audience’s expectations, actions required, and your expectations after the message is delivered
Justify the choice of delivery medium
Start with an introduction that identifies the issue, context or opportunity of interest
Make required actions clear and specific
Be concise
Never surprise someone with information, ensure that important information is understood before discussed
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Communicate by Listening
Stop talking and let others tell you what they want to say
Let people finish what they are saying
Eliminate distractions
Listen with purpose and intent
Restate what you hear people say
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Activity
Develop a communication plan from the case study
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Unit 2 Review
Communication Plan
Communication and Leadership
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Unit 3
Operating Guidelines
Chapters 24 & 20
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Operating Guidelines
Change Management
Decision Making
Work Authorization
Reports
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Change ManagementChapter 24
Change Control System Formal documented procedures that define
how project deliverables and documentation are controlled, changed and approved.
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Rules of change control
Establish change control policy in planning phase and follow it.
Create a change control board (subset of working committee) who evaluates changes which impact stakeholders and the project
Establish an emergency decision-making authority, in case decisions are needed before the board can meet.
Maintain a change control log that tracks all changes requests.
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Change Control Request
Identification
What is the change
Impact of change
Who authorized it
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6 areas of change
1. The business reason the project was undertaken
2. The people who work on the project
3. The budget
4. The material and technical resources
5. The time
6. The quality requirements that were acceptable for the deliverables
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Balance
Project Balance to keep the project within its approved cost,
schedule and quality PM and core member may make these decisions
Business Case Project cannot be balanced within cost, schedule and quality
goals Stakeholders must approve
Enterprise Choice between projects to balance resources Business management decides with input from team
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Balancing Choices
Reduce scope of tasks
Increase productivity by using in-house experts
Use outside resources
Use overtime
Crash the schedule
Adjust the profit requirements for the project
Adjust the project goals
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Changes Weighed
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Communicate Change
Inform project team
Inform stakeholders using communication plan
Log the change in the change log
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Change and Conflict
Withdrawing
Smoothing
Compromising
Forcing
Confronting
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Issue log
Keep track of any issues
Ensure they are documented and resolved
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Plan-Do-Check-Act Cycle
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Decision MakingChapter 20
Need to have a clear path of authority indicating who makes what types of decisions Team decisions Project Manager Working Committee Steering Committee Project sponsor
Escalation Procedure
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Work Authorization System (WAS) Chapter 20
When should I start the work I’ve been assigned?
A written method that sanctions the right work is done in the right order.
Provides direction that allows a team member to begin work on a specific activity or work package
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Reporting purpose
For every report identify How often is the report produced? What is contained in the report? Who is responsible for producing it? What is the objective of the report? Who will follow up on action items? Who is the intended audience?
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Reporting Chapter 20
Status Reports Tasks completed since last report Tasks in progress Tasks planned with completion dates Budget expenditure Issues Recommendations for project
improvements or changes Questions or items that require approval or
input
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Project Diary Notes on progress
Problems
Issues (positive and negative)
Discussion points
Decisions made
Action items
Outcomes of meetings
Accomplishments
Conflicts
Extraordinary events
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Activity
Create a Change Control System for your project How will changes be raised? How will they be handled (who, when where, etc)? How will they be communicated?
Determine decision making authority (who can decide what)
Determine reporting structure (what type of reports, when, to whom)
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Unit 3 Review
Decision Making
Change Management
Work Authorization System
Reports
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Unit 4
Procurement Management
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Procurement ManagementChapter 15
Types of contracts Fixed-price or lump sum Cost-plus-fixed-fee Time and materials
Working with procurement office
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Types of Contracts
Fixed-price or lump sum Total price for the goods or services Risk is on the seller
Cost-plus-fixed-fee Pay vendor for costs plus a fee More risk on buyer but may add incentives
Time and materials Combination of fixed-price and cost-reimbursable Usually open-ended but a fee is established for
specific resources
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Contracts - estimates
Always get an estimate In writing Minimum of 3 bids
Negotiate Based on WBS what is the max and min
you expect to pay? How will you evaluate the bids? Single source or multiple vendors? Review past performance
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Working with the Purchasing Department May have/do all purchasing for/with you
Great expertise however, may introduce overhead
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Activity
What types of contracts will be negotiated in the case study?
How would you go about establishing them?
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Unit 4 Review
Types of contracts
Contracting
Working with a procurement office
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Unit 5
Quality Management
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Quality ManagementChapter 25
Plan for Quality
Cost/Benefit Analysis
Benchmarking
Cause-and-Effect
Quality Assurance
Quality Control
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Plan for Quality
Quality is conformance to requirements
Grade is the ranking applied to products that have the same functional use but different characteristics
Evaluate acceptance criteria Functionality Appearance Accuracy of information Reliability Security
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Cost/Benefit Analysis
Estimate of the costs and benefits of various alternatives
Using financial measures (ROI or payback period) determine which alternative is the most desirable
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Benchmarking
Compare your project to other similar projects
Within your organization or PMI
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Case-and-Effect Diagrams
Can help determine source of problems
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Quality Assurance
Reviews Peer reviews Informal reviews Formal reviews
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Quality Control
Inspection
Test
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Activity
How could you build quality into your project?
What could be some benchmarks that you could use?
How will quality be assured?
How will quality be controlled?
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Unit 5 Review
Planning for quality
Cost/benefit analysis
Benchmarking
Cause-and-effect
Quality assurance
Quality control
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Unit 6
Monitoring and Controlling
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Monitoring and Controlling Chapter 22
Purpose of monitoring
What to monitor
Earned Value Analysis
Reviews
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Purpose of Monitoring
Communicate project status and changes to team members
Manage expectations of stakeholders regarding project status
Provide justification for project adjustments
Document current project plans compared to original
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What to Monitor
Completion of work packages compared to plan
Scope of work
Quality of work
Costs and expenditures
Attitudes of team
Cohesiveness and cooperation of team
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Controlling
Use the project plan as a guide
Monitor and update plan regularly
Communicate
Get involved
Adapt project schedule, budget and work plan as needed
Document progress and changes, communicate them to the team
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Project StatusEarned Value Analysis (EVA) Budgeted Cost of Work Scheduled (BCWS)
Planned cost of the total amount of work scheduled to be performed by the milestone
Actual Cost of Work Performed (ACWP) Cost incurred to accomplish the work that has been done to
date
Budgeted Cost of Work Performed (BCWP) The planned cost to complete the work that has been done
Schedule Variance (SV) = BCWP – BCWS
Cost Variance (CV) = BCWP - ACWP
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Reviews
Project review meeting
Project audit
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Activity
How will your project be controlled?
What will be reviewed in your project?
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Unit 6 Review
Purpose of monitoring
What to monitor
How to control
Earned Value Analysis
Reviews
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Unit 7
Close-out
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Close-Out Chapter 27
Closing the project
Lessons Learned
Post-Implementation Review
Final Report
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Closing the Project
Final approval from stakeholders
Finalize contractual commitments
Transfer responsibilities to others
Reassign people in the project
Release non-human resources
Complete final accounting
Document results and recommendations for the future
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Lessons Learned
Focus areas Project Management, Communications, Schedule
& Budget, Training, Quality, Issues, Human Resources, Administration
What when well?
What didn’t?
What should be improved?
How?
Anything else?
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Post-Implementation Review Meeting with team
After celebration but before forgotten
What went well?
What could be improved?
Suggestions?
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Final Report Overview of project
Summary of Business Case
Major accomplishments
Achievements compared to Business Case objectives
Financial accounting
Analysis of quality against expectations
Evaluation of administration and management performance
Team’s performance
Special acknowledgments
Changes (approved and impact of changes)
Issues or tasks of further investigation
Recommendations for future projects
Post-implementation date
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Activity
How will your project be closed out?
What type of post-implementation review will you do?
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Unit 7 Review
Closing the project
Lessons learned
Post-implementation review
Final report
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Unit 8
Common Project Problems
Chapter 26
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Start Date Moves but End Date Doesn’t Communicate the issue to stakeholders
(verbally and in writing)
Re-evaluate scope
Re-evaluate schedule and resources
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Not enough time
Prioritize and delegate
Eliminate work that isn’t necessary
Fast track (parallel activities) or crash (add more people or reduce scope)
Overtime???
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Changes, changes, changes Have a documented Change Control
Process
Don’t start until plan is approved
Don’t agree to changes unless analyzed and approved
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Key person quits or is unavailable Keep them happy
Responsibility matrix – cross train other individuals
Ensure work is documented
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Team has more enthusiasm than talent Conduct objective skills appraisal at the
beginning of the project
Watch for too much socializing
Training may be required
Mentoring
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90% done
It may seem that 90% of the effort takes 30% of the time and the last 10% takes 200%
Investigate remaining work Technical difficulties? Additional tasks?
Ensure estimates are real and not what you want to hear
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Politics
Treat politics as any other conflict and resolve
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Take care of yourself
Remember that it is work
Scale back or step down
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Course Review
Leadership
Operating Guidelines
Communication
Procurement Management
Quality Management
Monitoring and Controlling
Closing out a project
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Activity
Conduct a post-implementation review of this course What went well? What could be improved upon? Suggestions?