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Project Management Margaret Beer 2006 Data Management Conference Fort Collins

Project Management Margaret Beer 2006 Data Management Conference Fort Collins What is a Project ? distinct start and finish and a unique set of deliverables : an inventory project a monitoring plan a contract for specific services (e.g., website development; protocol).

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Project Management Margaret Beer 2006 Data Management Conference Fort Collins

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  1. Project Management Margaret Beer 2006 Data Management Conference Fort Collins

  2. What is a Project? • distinct start and finish and a unique set of deliverables: • an inventory project • a monitoring plan • a contract for specific services (e.g., website development; protocol). • can also apply to vital signs monitoring What isn’t a Project? • A recurring process (e.g., staff management; budget tracking) that sustains a program or business What Project Management isn’t • MS Project What Project Management is • Producing a product on time, within budget and to scope

  3. Project Management Institute (PMI)Project Management Professional (PMP) • General agreement on “standard practices” of project management • Recognized as an American National Standard (ANSI/PMI 99-001-2000) by the American National Standards Institute. • Standards applicable across wide range: construction, engineering, IT, etc.

  4. er, so what? From DOI: • The use of standard project management practices is … becoming integrated into our information system development. • Using these processes will increase the odds that projects will come in on schedule, on budget, and perform to specifications.

  5. so what? (cont.) • Project Management is a series of good, practical tools: what constitutes “good practice” • Provides a common vocabulary for project management • Applicable to network inventory, monitoring, and other projects

  6. Why projects fail? • Failure to set and manage the project baseline (scope creep). • Lack of user involvement: a leading reason for project failure. Conversely, it has been the leading contributor to project success. • Even when delivered on time and on budget, a project can fail if it doesn't meet user needs or expectations. • Unclear / ineffective project organization.

  7. Lack of project reviews and effective follow-up on action plans. • Lack of management oversight / support. • Failure to implement proper change control. • Starting a phase before completing the preceding phase. • Unplanned turnover of key project team members. • Not learning from the past – “lessons learned” Why projects fail…

  8. Steps of Project Management • Initiation • Planning • Executing • Controlling • Closing Cost Time Resources Scope The Triple Constraints: all place competing demands on resources. If one constraint changes, at least one other will change.

  9. Initiating: identify all participants, objectives, project scope, project charter, review historical documentation Planning: work breakdown structure, schedule, budget, roles, develop project management plan, identify and evaluate risks Executing: execute plan, hold progress meetings, implement changes Controlling and Monitoring : determine variances, recommend changes Closing: formal acceptance of product, index and archive records, lessons learned Initiating Planning Controlling Executing Closing

  10. Context: Project Life Cycle Resources and $$$ spent Resources / costs INITIATION PLANNING EXECUTION / CONTROLLING CLOSING

  11. Work Breakdown Structure CompleteYardProject 1.0 PrepareEquipment1.1 TrimandMow1.2 Clean Up 1.3 1.1.1 Sharpen Trimmer 1.1.2 Check spark plug 1.1.3 Gas mower 1.2.1 Determine pattern 1.2.2 Mow front yard 1.2.3 Mow back yard 1.2.4 Trim hedges 1.2.5 Edge sidewalks 1.3.1 Bag grass 1.3.2 Pick up clippings 1.3.3 Haul to trash 1.3.4 Sweep sidewalks

  12. Vegetation Mapping Flow Chart Work Breakdown Structure subdivides project into smaller, more manageable pieces of work.

  13. Role of the Project Manager - Leader - Negotiator - Planner - Peace Maker -Organizer - Advocate -Controller - Risk Manager • Communicator • (75-90% of time spent)

  14. Managing Versus Leading Managing Leading • Manage the department/people • Maintain and utilize resources • Short-range perspective • Ask “How?” and “When” • Maintain status quo • Ask “What can you do right now?” • Manage Cost • Look for potential & develop skills • Inspire trust in people • Have a long-range perspective • Ask “Why?” • Challenge and motivate • Ask “What are you capable of in the future?” • Coach and mentor people Need both in managing projects and people.

  15. http://inside.nps.gov/waso/pmo Information Systems Project Management Office

  16. Templates: Project Charter

  17. INTRODUCTION Purpose Scope Background Quality Checkpoints References STAFFING Roles and Responsibilities Required Skills REVIEWS Methodologies and Standards Quality Assessments & Reviews Quality Assurance Milestones Resource Estimates Contractor Controls CORRECTIVE ACTION Process Product Preventive Measures Templates: Project Quality Management

  18. Managing Projects • 3-day class, provides good overview Check DOI University, local colleges or universities, community colleges for course offerings PMI-certified instructor Incorporate into professional development plans / training budgets

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