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Project Management managementsupport

Project Management http://www.managementsupport.com. Outline. PM in today’s environment rapid change BPR The project plan Management & communications Organizational, people, political issues Stakeholders Tools & methodologies. Three Disciplines. Why Projects Succeed. User involvement

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Project Management managementsupport

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  1. Project Managementhttp://www.managementsupport.com

  2. Outline • PM in today’s environment • rapid change • BPR • The project plan • Management & communications • Organizational, people, political issues • Stakeholders • Tools & methodologies

  3. Three Disciplines

  4. Why Projects Succeed • User involvement • Exec management support • unequivocal sponsorship • Clear understanding & statement of requirements • Effective planning • Realistic expectations Standish Group survey of IT execs

  5. Customers= Needs/Requirements • Needs analyst traits: • strong ability to deal with customers • political skills • technically competent • open-minded & imaginative • high tolerance for ambiguity • articulate • Technicians tend to produce Mercedes not the Hyundai that=s wanted

  6. Attaining Political Credibility • Establish mission • what products/services we provide • Identify customers • functional (direct) • political (indirect) • Survey customers • what expectations/perceptions exist? • criteria for measuring them? • triggers for them?

  7. Sources of Project Risk General sources • environmental (largely uncontrollable) • external, e.g. government regulations • internal, e.g. new division VP • technical • market • financial • people

  8. Realistic Estimating • Lots of reasons for poor estimates • inexperience, technical problems, changes optimists, low-balling, politics • Bottom-up cost estimating • rollup the WBS packages • Top-down or Parametric estimating • from experience to complex models

  9. Configuration Management (CM) • Resist change via bureaucracy • Change control via CM • Rigorously screen changes • formal process for assessing merit • major or minor impact? • if major goes to Change Control Board (CCB) • document changes • update baseline

  10. Earned Value Approach • Developed in 1960s for large defense projects; now used in smaller projects • 50-50 rule assumes task 50% complete when started, 100% when completed • Compare earned value to planned costs • Collecting data • large projects employ cost account managers • for smaller projects, use 50-50 rule, take advantage of milestones, or can guess using experience • Limitations of earned value • availability of accurate, timely data • educational; need organizational understanding

  11. Post-Implementation Audit • Evaluate project’s achievements against plan • budget, deadlines, specifications, quality of deliverables, client satisfaction • Six questions: • Project goal achieved? • On time, within budget & per specs? • Client (stakeholder) satisfied? • Business value realized? • PM lessons learned? • What worked, what didn’t?

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