Project Management

1. Project Management Facilitated by Joanne Fraser RiverSystems

2. Hope to Learn(10 Responses) • How to manage a project – the basics (4) (planning, scheduling and monitoring) • Practical tips for scheduling (2) • Strategies for getting buy-in • Communication and leadership • Methods for assessing progress • Ways to communicate progress • Anything

3. Project Challenges • Communication (3) • Planning (3) • Determining timelines (2) • Unrealistic expectations in terms of roles and time estimates (2) • Time commitment to project while continuing day to day • Getting others to buy-in • Keeping track of the details • Keeping others on track • Maintaining momentum • Hand off from implementation to maintenance • Voicing concerns viewed as negative

4. Topic Interest #1 Project Planning (Breaking down into manageable tasks) #2 Project Scheduling (Assigning accurate timelines) #3 Effective Communication (Among project stakeholders)

5. Learning Objectives • Define projects and project management • Recognize what is involved in the five components of the project cycle • Apply a team approach to project planning • Develop a project plan • (WBS, Gantt Chart, Communication Plan) • Examine people issues in project implementation

6. Agenda • Defining Projects and PM • Project Cycle • Initiating: Project Charter • Planning: WBS Lunch • Gantt Chart, Communication Plan • Monitoring • Strategies for Typical People Issues

7. Project Definition A project is a one-time endeavour, that has definite starting and ending points, that is undertaken to create a unique product or service. People Ideas & Vision Processes Tools

8. Project vs. Ordinary Work • Projects differ from ordinary work • A project is a sequence of tasks, with a beginning and an end, with specific resources and time allocated to it • Projects are temporary and unique • Ordinary work is day-to-day, ongoing, repetitive • Project management is the process of combining systems, techniques and people to complete a project within established goals of time, budget and quality

9. Initiating Planning Managing (Controlling) Implementing(Executing) Closing The Project Cycle

10. Process Groups • Initiating recognize the project should begin and commit to do so • Planning develop a workable plan to address business need • Implementing coordinate people and resources to (Executing) carry out the plan • Managing ensure objectives are met by (Controlling) monitoring, measuring and taking corrective action • Closing formalize acceptance and bring to an orderly end

11. Table Discussion • Which part (s) of the project cycle do you find are the hardest to do? • What are the challenges?

12. Initiating “If you don’t know where you are going, how will you know when you get there?”

13. Getting Projects Initiated • What is the process for defining the project? Who is involved? Who decides? • How does everyone that should be involved get “on board”?

14. The Project Charter • Project name • Start and end dates • Project Purpose – define in terms of customer/client expectations • Key Deliverables • Project team and key stakeholders • Critical success factors

15. Factors Resource adequacy Schedule Past Experience Technology Size of project Geography Potential Liability Analysis Likelihood & severity Low Medium High Based on analysis, develop back-up strategies Risk Assessment

16. Building the Project Team Use effective meetings • Establish direction • Develop a vision • Strategies for achieving the vision • Develop team standards • Decision-making, communication, roles and responsibilities

17. Planning: Is it a Workable Plan? • Work Breakdown Structure • Schedule • Budget • Roles/responsibilities clearly defined • Communications plan

18. Work Breakdown Structure Step 1: Brainstorm all of the tasks that need to be done i.e. WHAT will be done, not how. Step 2: While tasks are still independent, not in any order, estimate the time each task will take. Step 3: Put the tasks in order (imagine that one person is doing ALL) to get the sequence. Step 4: Identify tasks that can be done simultaneously. Group them in columns. Step 5: Identify the tasks in each of the columns that take the longest and line them up in a row to give the critical path.

19. Team Member Reports On What challenges did your team face in completing this activity? What helped?

20. Successful Projects • Client is satisfied with end deliverable (product, service, process or plan) • Deliverable is given on time • Project stayed within budget and human resource allocations • Team members increased their skills and knowledge • Organization has benefited

21. Gantt Charts

22. Team Meetings • Review progress of the project • Team members provide updates on their task assignments • Team members report their concerns or issues with the progress of the project • Once issues or problems are identified, schedule a separate resolution meeting

23. Managing: Monitoring the plan • What to monitor • Monitor time • Monitor quality • Monitor budget • Falling behind? • Add time • Add resources • Change the quality

24. Closing: Is the Project Finished? • Administrative work: are all reports complete? • Project work: is it complete? • Reflection work: what did we learn?

25. Closing Checklist • Project goals met? • Tasks left to do? • Trained others? • Told everyone about the changes? • Reviewed what worked? • Celebrated accomplishments?