Essentials Skills in Project Management Day 1

1. Essentials Skills in Project ManagementDay 1 Pauline Morrison, Project Improvement Advisor

2. Welcome and Introductions

3. Housekeeping • Fire Alarm • Toilets • Mobile Phones

4. Structure of the Day • Morning Refreshments 11.20 – 11.30 • Lunch 12.30 – 13.30 • Afternoon Refreshments 14.45 – 15.00 • Finish 16.00

5. Learning Outcomes By the end of today’s session, you will be able to: • Define a project and describe its characteristics • Identify the key stages in project management and describe the activities associated with each stage • Identify key techniques to use when planning, managing and closing projects • Develop key project management documents

6. Group Exercise Ice-Breaker Do you know your movies?

7. Famous Movie Quotes - Instructions Split into your groups Match the famous quote to the relevant movie Use the answer sheet provided to note down your answer Watch out for the red herrings – there will be some movies left over! Feedback your answers and see how many you get right

8. Do you know your movies? Jerry Maguire The Wizard of Oz The Sixth Sense Apollo 13 Psycho Star Wars The Graduate Die Hard Beetlejuice

9. Do you know your movies? Back to the Future The Life of Brian Crocodile Dundee Austin Powers Casablanca The Godfather Home Alone

10. Do you know your movies? Braveheart Jaws Taxi Driver Dirty Dancing Spiderman When Harry Met Sally Gone with the Wind

11. Projects & Project Management Introduction

12. Which of these is a Project? • Responding to a request from the Scottish Government to design a training course by March 2009, for 250 medical staff with a budget of £50,000. • Responding to a request from the Director of Finance & Performance Management to email her a NES wide performance report, on the last Friday of each month for the foreseeable future. • Responding to a request from the Business Group to design an internal project management training course, for all staff to have been trained by March 2010. • Completion and submission of Sickness/Absence forms to HR on a monthly basis • Organising a yearly NES team building day.

13. What is a project? • A project features the following characteristics; • Specific start and end date • Series of tasks to achieve a defined outcome or objective • Uses people or resources to achieve that objective

14. What is project management? The planning, organising, directing, and controlling of… …activities, people and money… …to achieve a specific objective.

15. Project objective….

16. You need to do these main things….. Or else this will happen…..

17. It’s a balancing act! Time Expectations Money/ Resources Quality Scope

18. What is the project life-cycle? • Logical sequence of activities to accomplish the project’s goals or objectives

19. What is the project life-cycle? Initiate Plan Deliver Review Close

20. How does this compare with NES? Project Life-cycle Project Management in NES Create Initiate Plan Manage Deliver Close Review Close

21. What do you do at each stage? Project Life-cycle Initiate Plan Deliver Review Close • Define scope • Develop business case • Identify milestones and outputs • Identify required funding and resources • Identify and analyse risks • Identify and analyse stakeholders • Undertake impact assessment • Communicate with stakeholders • Identify project governance requirements • Undertake commissioning exercises • Monitor and report on progress • Manage risks • Record lessons Learned • Hold post project review meeting • Close project Project Management in NES Create Manage Close

22. What will we focus on in this course? Project Management in NES Create Manage Close • Define scope • Identify milestones and outputs • Identify required funding and resources • Identify and analyse risks • Identify and analyse stakeholders • Undertake impact assessment • Develop business case • Communicate with stakeholders • Establish project governance structures • Identify and undertake commissioning exercises • Monitor and report on progress • Manage risks • Record lessons Learned • Hold post project review meeting • Close project

23. Project Scoping

24. How are projects started within NES? • Initiated from outwith the organisation e.g. • Requested by the Scottish Government • Requested from NHS Boards through strategic engagement processes etc • Requested from other stakeholders such as Scottish Funding Council • Initiated from within the organisation e.g. • As a result of new policy being introduced in the service • As a result of changes in clinical practice/education processes • The outcome of survey/research findings • Workforce planning

25. How do you scope a project? • You need to: • think about what the project is trying to achieve • Establish what isincluded within the project as well as what isn’t • Consider how the project fits with NES’s strategic objectives • Identify the objectives of the project • Determine who the project will affect • Research what has been done previously

26. Why do you scope a project? • Clarifying your objectives helps information the planning process • Establishes boundaries for the project • Reduces or eliminates ambiguity • Reduces the chance of something going wrong further down the line

27. Scoping Document Template

29. Any questions?

30. Project Planning

31. What is project planning? • Working out: • What you have to do and when do you have to do it by • Who is going to do it • What it will cost • What might stop you from doing it well (or at all)

32. Working out what you have to do Identifying Milestones, Tasks & Deliverables

33. Milestones • Key stages in the project that need to be met in order to achieve overall objective • Similar to objectives – SMART (specific, measurable, achievable, realistic, timeous) • State what needs to have been achieved and by what date Examples: • Writer commissioned by 15th February 09 • Consultation complete by 21st July 2009

34. Tasks • Activities/steps required to achieve a milestone • Manageable chunks of work • Take place over a duration of time i.e. have start and end date • Will be undertaken by a person • May cost money to undertake Examples: • Draft and finalise tender specification • Distribute tender specification • Draft consultation questionnaire

35. Identifying tasks • Start by breaking the project down into chunks or phases e.g. consultation, research, design, development, implementation • Think about the tasks that need to take place within each phase e.g. undertake scoping exercise, hold national launch event, commission designer • Keep breaking tasks down until they are manageable e.g. design questionnaire, agree distribution list, distribute questionnaire, collate responses, analyse responses, write report.

36. An Example • Consultation • Hold consultation event • Draft letter of invitation • Identify invite/distribution list • Identify speakers • Invite speakers • Distribute invitation • Gather delegate packs • Collate delegate list … and so on….

37. Task durations • Duration should quantify the length of time it will take to complete the task • Need to estimate accurately • own previous knowledge • other examples as a guide • Asking other people • Best guess • Consider the most optimistic estimate • Consider the most pessimistic estimate • Go for the middle

38. Estimating Techniques • Bottom-up estimating • Breaking the project down to its lowest level of detail and estimating accordingly • More precise – easier to estimate when you have more information • More time consuming – need to invest the time to break the project down to the required level • More appropriate for staff less experienced in estimating or where less knowledge exists to inform estimating

39. Estimating Techniques • Top-Down Estimating • Estimating based on higher level detail and making ‘best guesses’ • Less precise as information is less defined • Therefore more risky as higher likelihood that estimates are inaccurate • Less time consuming as only need to break project down to a small degree • More appropriate for experienced project managers or where excellent knowledge exists regarding previous project

40. Tasks/Milestones • Important to correctly identify tasks and milestones as will help determine how project will be achieved • Provide a measure to monitor progress – if tasks or milestones are not achieved as specified, chance that the project will not succeed

41. Dependencies • Also known as ‘Predecessors’ • Identifying dependencies helps determine the order that tasks need to take place • Helps inform progress reporting – if the completion of one task slips this could impact on the next task in line • Example - in a building site the walls cannot be constructed until the foundations have been laid – if there is a delay in laying foundations the construction of the walls cannot begin. This may have an impact on future tasks…

42. What are deliverables/outputs? • Tangible products you will produce throughout duration of project • Include final project output e.g. educational resource, website etc • Also includes documents, data, reports etc that you produce as a result of completing each task or milestone.

43. Why is it important to identify deliverables? • It helps inform the business case • Helps you plan your tasks and milestones • Provides physical evidence of what the project and the organisation has achieved

44. What is a project plan and why do we need one? • Provides a graphical picture of the tasks required to complete the project • Used as guide to see what tasks are due and those outstanding • Can be broken down by team member so can help serve as a task list • Helps you monitor progress and highlight any deviations

45. What does a project plan look like?

47. Any questions?

48. Refreshment Break

49. Group Exercise Developing a Project Plan

50. Feedback on reflective log