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Employee Understanding

Project Management Tools A Loose Guideline on how to use shovels and rakes at AIAA A presentation for New Hires October 6, 1999. Employee Understanding. Employees should have or be willing to gain an understanding of: Analyzing Project Environments and Organization Structures

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Employee Understanding

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  1. Project Management ToolsALoose Guideline on how to use shovels and rakes at AIAAA presentation for New HiresOctober 6, 1999

  2. Employee Understanding Employees should have or be willing to gain an understanding of: • Analyzing Project Environments and Organization Structures • Project Life Cycle Characteristics • Role of Teams and their Leaders at different points in the Life Cycle AIAA New Employee Orientation/PJG/Proj Man

  3. A Matrix Organization We are a matrix organization but without the fear of project termination! • There are functional process teams • Employees are “on loan” from the process teams to the project teams • Therefore the project teams are interdisciplinary • There is constant communication with the project team • There is constant communication with the process team AIAA New Employee Orientation/PJG/Proj Man

  4. AIAA STAFF ORGANIZATION Process Teams Project Teams Interdisciplinary Team AIAA New Employee Orientation/PJG/Proj Man

  5. Leadership & Communications • Different means of communication may be needed - A lot of our projects involve personnel from different processes and from outside companies • Communication of all necessary information to project lead and project team members is ESSENTIAL. AIAA New Employee Orientation/PJG/Proj Man

  6. Communication & Leadership Work 80% of the interface 80% 80% AIAA New Employee Orientation/PJG/Proj Man

  7. The Triple Constraint The primary focus of job activities should revolve around the triple constraint.At all times, the employee must have a feel for the three most important factors in managing a project. • Cost - What are budget implications of activity • Time - What are schedule implications of activity • Performance - What are specifications of activity You should continually: • ask yourself questions relating to the triple constraint • ask your team questions relating to the triple constraint • be prepared to answer questions relating to the triple constraint AIAA New Employee Orientation/PJG/Proj Man

  8. The Project Life Cycle All of these factors, revolve around a project • Selection • Planning • Implementation • Control • Evaluation • Termination AIAA New Employee Orientation/PJG/Proj Man

  9. Selection - List project Goals • Define the product or project • Understand the requirements • Determine the objectives • Evaluate risks and returns • Is this an opportunity that can be seized AIAA New Employee Orientation/PJG/Proj Man

  10. The Logic of Planning • Environmental Analysis • Set Objectives • List Alternative Strategies • List Threats and Opportunities • List Planning Assumptions • Prepare Forecasts • Select Strategy • Prepare Action Programs • Monitor and Control AIAA New Employee Orientation/PJG/Proj Man

  11. Planning - Scheduling • Create rough draft schedule. • Remember all project team members’ input is valuable • Are the necessary resources available? - Staff, facilities, vendors, temps, materials? • Finalize integrated schedule AIAA New Employee Orientation/PJG/Proj Man

  12. Planning: Budgeting Solomon Budget System • Direct costs • consultants • travel, printing • meeting expenses • Indirect costs • staff salaries • burden AIAA New Employee Orientation/PJG/Proj Man

  13. Planning:Finalize • Develop • MS Project plan • Summary business plan • Integrated written plan starting from Waterfall letter AIAA New Employee Orientation/PJG/Proj Man

  14. Planning:Essential Ingredients • All tasks • Time phased (beginning & end) • Relationship between tasks • Integrated plan • People assigned to each task AIAA New Employee Orientation/PJG/Proj Man

  15. Implementation • Based on the project plan -Follow the plan and do what you have set out to do. AIAA New Employee Orientation/PJG/Proj Man

  16. Controlling • Know the status of the project as it goes through the cycle • Keep the project on track • Establishing evaluation criteria • Creating feedback loop AIAA New Employee Orientation/PJG/Proj Man

  17. Evaluation:The Progress/Status report • Milestones - are they being met? • Does staff need additional help? • Are vendors on schedule? • Are volunteers on schedule? • Is cost in line with original budget? • Are project objectives still valid? AIAA New Employee Orientation/PJG/Proj Man

  18. Evaluation: Update Corrective Action – feedback loop to take action within the project • Update schedule – This should be an ongoing task. • Resource allocation – Are other resources necessary? AIAA New Employee Orientation/PJG/Proj Man

  19. Evaluation:Update • Review budget & communicate impact –there will be variances between actuals and the plan • Update overall plan – When parts or pieces change the integrated plan must also change. AIAA New Employee Orientation/PJG/Proj Man

  20. Termination- Closeout • Assessment of project – Note ways in which the project could have gone smoother. • Lessons learned – Document those problems or stumbling points so they are not repeated and feed them back into the next cycle. AIAA New Employee Orientation/PJG/Proj Man

  21. Termination - Closeout • Make recommendations: establish a feedback loop for all future projects similar or dissimilar. Selection/Planning Termination AIAA New Employee Orientation/PJG/Proj Man

  22. The Power of Project Management • Assured project communication, leadership and control • Integrated project planning and activity • Dynamic project implementation S•P•I•C•E•T the model for effective project management AIAA New Employee Orientation/PJG/Proj Man

  23. Current PM at AIAAsome key issues to consider • Projects generally lack a single project manager (shared leadership) • Most project monitoring is done to correct problems that have already occurred • Many projects are planned once and repeated • Action / project plans are often generated separately by contributing processes / team members AIAA New Employee Orientation/PJG/Proj Man

  24. Some Final Words on Project Management • There is noCookie Cutter Approach --the actual tools you use are less critical than applying the philosophy of PM • Replication = Success • Shared Leadership - depends on personal commitment to integrated planning and implementation AIAA New Employee Orientation/PJG/Proj Man

  25. How is all of this Managed and How Can I Find Out More Detail • We Use Microsoft Project (MS Project) Software • HR will loan you an easy to read book on the fundamentals of project management • Managing Projects in Organizations by J. Davidson Frame AIAA New Employee Orientation/PJG/Proj Man

  26. THEEND

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