CornerStone/Project management

What is project management?
Planning, scheduling, and orchestrating project tasks to achieve objectives within time, resource, and quality constraints
What are the benefits of project management?
1. Getting work done well, on time and within budget
2. Utilizing resources efficiently
3. Managing expectations
4. Avoiding conflicts
5. Adding value to your business
What are the benefits of project management? (1)
Getting work done well, on time and within budget
What are the benefits of project management?
(2)
Utilizing resources efficiently
What are the benefits of project management?
(3)
Managing expectations
What are the benefits of project management?
(4)
Avoiding conflicts
What are the benefits of project management?
(5)
Adding value to your business
What is the project management process?
1. Defining and organizing the project
2. Planning the project
3. Executing the project
4. Closing down the project
What is the project management process? (1)
Defining and organizing the project
What is the project management process? (2)
Planning the project
What is the project management process? (3)
Executing the project
What is the project management process? (4)
Closing down the project
Identify need or purpose of project, and interests/goals of various stakeholders
1. Brainstorm alternatives
2. Set project objectives (SMART)
3. Align objectives
Identify need or purpose of project, and interests/goals of various stakeholders (1)
Brainstorm alternatives
Identify need or purpose of project, and interests/goals of various stakeholders (2)
Set project objectives (SMART)
Identify need or purpose of project, and interests/goals of various stakeholders (3)
Align objectives
What does SMART stand for?
Specific
Measurable
Action-oriented
Realistic
Time-limited
S in SMART stands for
Specific
M in SMART stands for
Measurable
A in SMART stands for
Action-oriented
R in SMART stands for
Realistic
T in SMART stands for
Time-limited
What are the three competing demands of a project?
1. Quality
2. Time
3. Costs
What are the three competing demands of a project? (1)
Quality
What are the three competing demands of a project? (2)
Time
What are the three competing demands of a project? (3)
Costs
trade offs are calculated as
Quality = Time + Costs
Demand occurs within a
project “scope”
What does “Scope creep” mean
doing more than originally planned, is like “death from 1,000 cuts” resulting from accepting additional requests from stakeholders
When creating a project charter it should include the following
1. Project’s mission statement
2. Roles and responsibilities
3. Project scope
4. Deliverables and objectives
5. Budget, allocations and resources
When creating a project charter it should include the following (1)
Project’s mission statement
When creating a project charter it should include the following (2)
Roles and responsibilities
When creating a project charter it should include the following (3)
Project scope
When creating a project charter it should include the following (4)
Deliverables and objectives
When creating a project charter it should include the following (5)
Budget, allocations and resources
What does Developing High-Level Estimates do?
1. process employs a work breakdown structure (WBS) to develop estimates, assign personnel, track process, and maintain scope
2. Divides tasks into smallest natural work units
3. Estimate time required for each task
What does Developing High-Level Estimates do? (1)
process employs a work breakdown structure (WBS) to develop estimates, assign personnel, track process, and maintain scope
What does Developing High-Level Estimates do? (2)
Divides tasks into smallest natural work units
What does Developing High-Level Estimates do? (3)
Estimate time required for each task
What does a work breakdown structure (WBS) do?
1. develop estimates
2. assign personnel
3. track process
4.maintain scope
What does a work breakdown structure (WBS) do? (1)
develop estimates
What does a work breakdown structure (WBS) do? (2)
assign personnel
What does a work breakdown structure (WBS) do? (3)
track progress
What does a work breakdown structure (WBS) do? (4)
maintain scope
How do you estimate time required for each task?
1. Use experience (yours and others)
2. Understand that commitments are binding
3. Manage expectations (clarify assumptions)
4. Pad estimates to reduce risk
How do you estimate time required for each task? (1)
Use experience (yours and others)
How do you estimate time required for each task? (2)
Understand that commitments are binding
How do you estimate time required for each task? (3)
Manage expectations (clarify assumptions)
How do you estimate time required for each task? (4)
Pad estimates to reduce risk
Recruit based on
1. knowledge
2. skills
3. abilities
(KSA’s)
When recruiting you should do the following
1. Match new and incumbent members to planned tasks
2. Make assignments with all members present
3. Be supportive to promote commitment
When recruiting you should do the following (1)
Match new and incumbent members to planned tasks
When recruiting you should do the following (2)
Make assignments with all members present
When recruiting you should do the following (3)
Be supportive to promote commitment
When developing a budget you should do the following
1. Estimate costs (personnel, travel, training, supplies, etc.)
2. Assess project’s value (cost vs. benefits)
3. Budget for contingencies (e.g., 5% “wiggle room”)
When developing a budget you should do the following (1)
Estimate costs (personnel, travel, training, supplies, etc.)
When developing a budget you should do the following (2)
Assess project’s value (cost vs. benefits)
When developing a budget you should do the following (3)
Budget for contingencies (e.g., 5% “wiggle room”)
When developing a schedule (“the plan”) you should do the following
1. Define tasks using your WBS
2. Examine relationships among tasks
3. Create a draft schedule
4. Optimize the schedule
When developing a schedule (“the plan”) you should do the following (1)
Define tasks using your WBS
When developing a schedule (“the plan”) you should do the following (2)
Examine relationships among tasks
When developing a schedule (“the plan”) you should do the following (3)
Create a draft schedule
When developing a schedule (“the plan”) you should do the following (4)
Optimize the schedule
What are the types of draft schedules
1. Gantt charts
2. Critical path analyses
3. PERT charts
When creating a communications plan you should do the following
1. Hold regular meetings
2. Write meeting minutes
3. Draft progress reports (e.g., lab presentations)
4. Establish a stakeholder communication system
5. Make communication ongoing and two-way
When creating a communications plan you should do the following (1)
Hold regular meetings
When creating a communications plan you should do the following (2)
Write meeting minutes
When creating a communications plan you should do the following (3)
Draft progress reports (e.g., lab presentations)
When creating a communications plan you should do the following (4)
Establish a stakeholder communication system
When creating a communications plan you should do the following (5)
Make communication ongoing and two-way
When launching a project you should conduct a launch meeting which includes
1. Define roles and responsibilities
2. Review the project charter
3. Seek unanimous understanding
4. Reinforce project importance and goal alignment
5. Outline resource availability
6. Reinforce team member benefits
When launching a project you should conduct a launch meeting which includes (1)
Define roles and responsibilities
When launching a project you should conduct a launch meeting which includes (2)
Define roles and responsibilities
When launching a project you should conduct a launch meeting which includes (3)
Seek unanimous understanding
When launching a project you should conduct a launch meeting which includes (4)
Reinforce project importance and goal alignment
When launching a project you should conduct a launch meeting which includes (5)
Outline resource availability
When launching a project you should conduct a launch meeting which includes (6)
Reinforce team member benefits
monitoring and controlling includes
1. Monitor budget, processes & outcomes
2. Identify and investigate variances
3. Conduct periodic quality checks
4. Track milestones
5. Use plan to monitor & control
monitoring and controlling includes (1)
Monitor budget, processes & outcomes
monitoring and controlling includes (2)
Identify and investigate variances
monitoring and controlling includes (3)
Conduct periodic quality checks
monitoring and controlling includes (4)
Track milestones
monitoring and controlling includes (5)
Use plan to monitor & control
factors that come up when you are monitoring budget, processes & outcomes
1. Money
2. Time
3. Activities & milestones
4. Deliverables
when managing a risk- avoiding the WCS you should
1. Conduct a risk audit (internal & external risks)
2. Adjust plans to avoid risks
3. Develop contingency plans for risks
4. Incorporate “adaptive project management” when high uncertainty precludes planning
when managing a risk- avoiding the WCS you should (1)
Conduct a risk audit (internal & external risks)
when managing a risk- avoiding the WCS you should (2)
Adjust plans to avoid risks
when managing a risk- avoiding the WCS you should (3)
Develop contingency plans for risks
when managing a risk- avoiding the WCS you should (4)
Incorporate “adaptive project management” when high uncertainty precludes planning
What must you do to Incorporate “adaptive project management” when high uncertainty precludes planning
1. Emphasize learning over planning
2. Act and learn quickly (fail faster to succeed sooner)
3. Emphasize early demonstrations of value
4. Avoid deterministic decision making tools
What must you do to Incorporate “adaptive project management” when high uncertainty precludes planning (1)
Emphasize learning over planning
What must you do to Incorporate “adaptive project management” when high uncertainty precludes planning (2)
Act and learn quickly (fail faster to succeed sooner)
What must you do to Incorporate “adaptive project management” when high uncertainty precludes planning (3)
Emphasize early demonstrations of value
What must you do to Incorporate “adaptive project management” when high uncertainty precludes planning (4)
Avoid deterministic decision making tools
What is involved when wrapping up the project
1. Perform performance evaluation
2. Documentation (best) practices
3. Reflect on lessons learned
4. Celebrate (acknowledge contributors)
What is involved when wrapping up the project (1)
Perform performance evaluation
What is involved when wrapping up the project (2)
Documentation (best) practices
What is involved when wrapping up the project (3)
Reflect on lessons learned
What is involved when wrapping up the project (4)
Celebrate (acknowledge contributors)
factors of a performance evaluation
1. Quality
2. Time
3. Cost