Project Management: Principles and Practices

1. Project Management:Principles and Practices Level 2

2. 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

3. 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?

4. 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.

5. Reference Material Project Management The Complete Idiot�s Guide

6. Unit 1 Leadership

7. LeadershipChapter 18 Types of leadership Leading change Ways to organize people Stage of team formation and leadership

8. 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.

9. 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

10. Types of Leadership Task-orientated leadership Employee-oriented leadership Reward-based leadership

11. Leading Change Case for Change Why are we doing this project from a business perspective? What will change when the project is completed? What will happen if we don�t complete this project successfully? What are the benefits of doing this project to us and the business? What will we need to do differently?

12. Organizing PeopleChapter 14 Functional Pure project Matrix

13. 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

14. 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

15. 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

16. RACI Chart R � Responsible A � Accountable C � Consult I � Inform

17. 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

18. Responsibility Assignment Matrix (RAM)