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Project MGT
Project MGT
MANAGEMENT
By Francois L. Detera, MM DBA Student ADNU Graduate School
Objectives:
Understand the difference between a project and project management Develop a working knowledge of how to properly scope a project for success Gain knowledge on standards of enterprise project management.
Introduction
What is Project and Project Management Project Differentiated from Project Management The Project Life Cycle Project Parameter
What is Project?
A project is a sequence of unique, complex, and connected activities having one goal or purpose and that must be completed by a specific time, within budget, and according to specifications.
What is Project Management Project management focuses on a project-an undertaking that has a beginning and an end, and is carried out to meet established goals within cost.
How did Project Management Develop? Early 1960s in U.S. Space Program. (Government and Industry) Sun Tzus the Art of War (Military)
Definingthe Scoping the Project Project Developing the Plan Implementing the Plan Closing Out the Project/Evaluating Monitoring & Controlling
5. Evaluating Alternative Course 6. Selecting a Course 7. Formulating Derivative Plans-CONTROL 8. Numberizing Plans by Budgeting
Success Criteria
Clearly states the bottom-line impact Quantifies outcomes so success can be measured
Assigning Responsibility
Essentials of Planning:
Planning and control are especially inseparable-the Siamese twins of Management. Unplanned action cannot be controlled, for control involves keeping activities on course by correcting deviations from plans.
To offset uncertainty and change To focus attention on objectives To gain economical operation To facilitate control
Scoping the Project Project Developing the Plan Launching the Plan Closing Out the Project Monitoring & Controlling
Adapted from Weiss, J.W., and Wysocki, R.K. 1992. 5-Phase Project Management: A Practical Planning and Implementation Guide. Reading, MA: Addison Wesley.
WBS Completeness
Status/completion are measurable Clearly defined start/end events Activity has a deliverable Time/cost easily estimated Activity duration within acceptable limits Work assignments are independent
Responsibility Matrix
Creates accountability by assigning each task to a person Task Joe Mary Renee Activity 1 x Activity 2 Activity 3 x x
PERT DIAGRAM
EVENT
ACTIVITY EVENT
Resolving Differences
DEMANDING PROBLEM SOLVING BARGAINING GIVING IN
Providing Feedback
INTENTIONS ACTIONS RESULTS
FEEDBACK
PlanDoCheckAct Cycle
Also called: PDCA, plandostudyact (PDSA) cycle, Deming cycle, Shewhart cycle Description The plandocheckact cycle (Figure 1) is a four-step model for carrying out change. Just as a circle has no end, the PDCA cycle should be repeated again and again for continuous improvement.
Plan-Do-Check-Act Procedure
Plan. Recognize an opportunity and plan a change. Do. Test the change. Carry out a small-scale study. Study/Act. Review the test, analyze the results and identify what youve learned. Act.
Take action based on what you learned in the study step: If the change did not work, go through the cycle again with a different plan. If you were successful, incorporate what you learned from the test into wider changes. Use what you learned to plan new improvements, beginning the cycle again.
PRINCE2 (Projects in Controlled Environments) was first developed in 1989 as a standard for IT project management by the UK government. PRINCE2 is a process-based approach for project planning, providing an easily tailored and scalable project planning methodology for the management of all types of projects. The method is the de-facto standard for project management in the UK and is practiced worldwide.
PRINCE2
(an increasingly widespread UK government standard which stands for "PRojects IN Controlled Environments").
planning, it completely clarifies people's roles in projects, ensures that lines of communication are clear, makes sure that project risk is actively managed, sets up appropriate controls, establishes baseline costs, schedule and scope, and so on. In this, it embodies and codifies much of project management best practice.
AdPM METHOD
Project managers are typically taskoriented people with a strong sense of urgency and a keen focus on getting started and finishing. Not too surprisingly, the inclination of most PMs is to skip strategic project planning and start work. In AdPM Methodology, PMs were taught of planning techniques that unearth measurable business outcomes. We use those outcomes to build an achievement network that makes all our deliverables crystal clear.
Joke Break: Types of Project Managers If you get in my way, I'll kill you! -- "ideal" project manager If you get in my way, you'll kill me! -- somewhat less than ideal project manager If I get in my way, I'll kill you! -- somewhat misguided project manager If I get in your way, I'll kill you! -- tough project manager (eats glass, cats, etc.) If get kill in will way I you. -- dyslexic, functionally illiterate project manager I am the way! Kill me if you can! -- messianic project mgr Get away, I'll kill us all! -- suicidal project manager
If you kill me, I'll get in your way. -- thoughtful but ineffective project manager If I kill you I'll get in your way. -- project manager who has trouble dealing with the obvious If you kill me, so what? If you get in my way, who cares? -weak, uninspired, lackluster project manager If I kill me, you'll get your way. -- pragmatic project manager If we get in each others' way, who will get killed? An utterly confused manager Kill me, it's the only way. -- every project manager to date. Source unknown
Rule for ultimate Success in life: Never tell everything you know.
THANK YOU