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Project Management

Learn the basics of project management, including project phases, stakeholder identification, project vision and goals, project roles and relationships, planning and design, execution, monitoring, and closing. This workshop will provide you with the knowledge and tools to successfully manage projects.

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Project Management

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  1. Project Management JAMS Workshop Makerere University September 2010

  2. Agenda • Introduction/Discussion • What is Project Management? • Project Management Phases • Initiation – Stakeholders, Project Vision & Goals, Roles & Relationships • Planning & Design – Scoping, Task Definition, Dependencies, Project Schedule, Planning Tools • Execution – Doing the Work, Sharing Information • Monitoring – Tracking Progress, Triage, Changes & Stakeholders • Closing – Evaluation/Post-Mortem, Reporting to Stakeholders • Questions/Discussion

  3. Managing projects is mostly common sense But common terminology and tools can make it easier Same set of principles can be applied to small, simple projects and large, complex ones Project management generally applies to a one-time objective, not a regular operation or procedure E.g. use project management concepts for constructing a building but not for maintaining it What is Project Management? Project management is the discipline of planning, organizing, and managing resources to bring about the successful completion of specific project goals and objectives.

  4. Project Management Phases • Initiation • Identifying project stakeholders • Project vision & goals • Defining project roles • (2) Planning & Design • Defining project scope • Identifying tasks and dependencies • Creating the project schedule Traditional project management model – you may not follow it exactly, but all of these activities should happen at some point. • (3) Production or Execution • Doing the work • Sharing information • (4)Monitoring & Controlling • Tracking progress • Managing change • (5) Closing • Reporting to stakeholders • Documenting lessons learned

  5. Initiation Identifying Stakeholders Stakeholders are key people involved in a project, including project participants and “outsiders.”They have an interest in the execution of the project, provide approval and resources, and care about the outcome. Internal Stakeholders External Stakeholders Project Manager Org Director Donors Project Members “Customers” Directly responsible for doing the work and keeping it on track. Primary responsibility is ensuring that the project meets the needs of all stakeholders. So make sure you know what they want! May not have an official role on the project but will ultimately judge the project a success or failure.

  6. Initiation Project Vision & Goals • What do you want to do and why? • General goal of any project is to meet the needs of all stakeholders • If stakeholders do not agree on project vision and goals, the project will certainly fail Goals: Produce vegetables to provide for our nutritional needs. Grow some extra crops to sell in the village for a small amount of profit. Consuming vegetables from our garden should be more cost-effective than purchasing from the market. Use only sustainable methods for crop production. Project Vision Plant a garden that will become a reliable source of food for our organization as well as a source of income.

  7. Initiation Assigning Project Roles • Project Manager • The person responsible for delivering the overall project. Not necessarily “the boss.” • Responsibilities: • Oversee entire project • Develop project schedule • Delegate tasks and project areas as appropriate • Facilitate communication between project members • Communicate with external stakeholders • Project Member • A member of the team who is responsible for one or more tasks on the project. The project manager is usually a member as well. • Responsibilities: • Establish and communicate timelines for assigned tasks or “task areas” • Communicate status to project members and project manager • Task planning and execution For small projects, the project manager may also be the only project member. The same person may manage and participate in different projects at the same time.

  8. Initiation Project Role Relationships Usually, one person is responsible for the overall project PROJECT MANAGER Task 1 Task 2 PROJECT MEMBERS Task 3 Task 5 Task 4 The project manager may delegate individual tasks or large project components to others on the team. Usually, the project manager assigns tasks to herself as well. Each project member manages and completes the tasks she is responsible for

  9. (2) Planning & Design Project Scope The scope defines the size of the project, and clearly states what is “in” or “out.” • Refining the project vision into something more concrete • The scope defines “what” the team is (and is not) delivering • Must be broad enough to deliver on the project objectives, but narrow enough to be accomplished within time and resource constraints • Without properly-defined scope, the team will never agree on what must be done • Scope • We will grow 10 different vegetables in our garden • The garden will occupy 100 square meters • The maintenance costs will not exceed 20,000 shillings/month • We will NOT attempt to grow fruit

  10. (2) Planning & Design Tasks & Project Backlog A task is a unit of work that must be completed to accomplish the project’s objectives. • Tasks should be small enough that they may be completed by one person in a short amount of time • If not, divide tasks into smaller tasks • At any time, the tasks remaining on the backlog tell the story of what still needs to be done • For bigger projects, it is useful to categorize tasks into project components or areas • One project member or a group may be responsible for an entire area The task list or project backlog is the full set of tasks that must be completed. The project scope is the sum of all tasks on the list.

  11. (2) Planning & Design Task Dependencies A dependency exists when one task needs to be completed before another one can be started • E.g. making a dress involves several tasks: (A) taking measurements, (B) designing the pattern, (C) purchasing the fabric, (D) cutting the fabric, (E) sewing • D (cutting) must be done before E (sewing) • E depends on D • However, it is not necessary to take measurements (A) before purchasing fabric (C) • A and C are independent, and can be done in either order • A and C can be done in parallel, meaning different people can work on them at the same time • Dependencies are impossible to avoid, but having fewer of them will make it easier to plan the project

  12. (2) Planning & Design Dependency Graph (A) Take measurements (B) Design the pattern (D) Cut fabric (E) Sewing (C) Purchase fabric Implications: Different people can work on A+B and C at the same time, but A, B, and C must all be completed before D can be started • From the diagram, we know: • B depends on A • D depends on B and C • E depends on D • A & B are independent of C

  13. (2) Planning & Design Project Schedule • In an ideal world, the project timeline is simply the sum of the estimated costs for each dependent task • In reality, it’s much more complicated • It is difficult to predict how long each task will take • Project members have responsibilities outside the project • Unexpected events (e.g. sick day) can delay tasks • There isn’t enough time to do everything Start: 1 April + + = 10 days T1: 3days T2: 4days T3: 3days + + = ? days Start: 1 April +2 +6 T3: ?days T1: 3days T2: 4days Person responsible for T2 gets sick T2 actually takes 10 days Nobody knows how long T3 will take Can we finish on time?

  14. (2) Planning & Design Scheduling Strategies • Develop a “cost estimate” (number of days) for each task • Start with rough estimates and improve them as you get more info • Each task owner is responsible for determining the costs of her tasks and communicating them to the project manager • Tasks usually take longer than predicted, so apply a “buffer” factor (e.g. multiply every cost estimate by 1.5) • When a project has a fixed end date, “count backwards” • Schedule independent tasks in parallel when possible • Assign them to different people to be completed at the same time • Project manager may need to reassign tasks to make this happen, once costs and dependencies are known T2 depends on T1 and T3, so it needs to be scheduled later than both of those tasks T1: 3d T2: 4d T3: 2d T4: 6d Start: 1 April Finish: 9 April

  15. (2) Planning & Design Scheduling Tradeoffs • Usually it is impossible to fit all of the tasks into the expected timeframe • 3 options: • Add time (who is impacted?) • Add people (what is the cost?) • Reduce project scope, i.e. cut tasks (will the project still achieve its objectives?) • Which option requires the project manager to communicate with stakeholders? • Which option is best? Scope Time People

  16. (2) Planning & Design Choosing the Right Tradeoff

  17. (2) Planning & Design Prioritization & Cuts • Some tasks are more important than others • When you can’t make everything fit, it’s helpful to understand the relative importance of tasks • Assign a priority number to each task • Higher number == less important • Lowest priority (highest number) tasks get “cut” first • Important to consider dependencies when cutting • It’s sometimes ok to cut a task that others depend on, but do you have a plan to make the dependent tasks succeed? • Stakeholders should be informed about cuts, especially when they have dependencies

  18. Prioritization Example (2) Planning & Design Typical Prioritization Scheme Priority 1 – we cannot achieve project objectives without it Priority 2 – painful to cut, but we can achieve project objectives without it Priority 3 – this is strictly “nice-to-have,” and we will only do it if time allows Birthday Party Task List The first task to cut if we run out of time or money It is tempting to assign every task a Priority of 1, but ultimately not useful

  19. Planning Tools (2) Planning & Design • Sophisticated software exists, but is not strictly necessary • Excel works well for small projects • Microsoft Project is helpful for planning • Bug-tracking databases like Jira, Visual Studio Team System • Project schedule and task backlog should be available to all project members • Should be easy to check whether the project is on track • Decide on a mutually-agreeable process for making changes What other tools have you used for planning?

  20. Review: Project Planning Outputs • At the end of the Planning phase, you should have: • Stakeholder List – who cares about the project? • Vision and Goals – what are we trying to accomplish? • Project Roles – who is in charge of what? • Scope – how much are we going to do? • Task List and Dependencies – what are the things we need to do to achieve our vision, and in what order do they need to happen? • Schedule – when are we going to do everything, and when will we be finished? • If you don’t have these things, don’t start doing the work yet!

  21. (3)Execution Doing the Work • Execution is the easiest project phase to understand: doing the tasks that you planned • Everyone should know what they need to be doing • If they don’t, then there may be a problem with the schedule or group communication • No matter how well you plan, things will go wrong • Open communication, creativity, and flexibility will keep you productive • Project Manager should help remove obstacles so that the team can get work done • Let her know how she can help

  22. Sharing Information (3)Execution Keeping everyone up-to-date is vital throughout project execution • Internal • Project Manager should: • Inform the team about any changes from external stakeholders • Facilitate communication among project members • Project Members should keep the team informed about: • Task status (good and bad news!) • Problems • Changes in schedule, e.g. something will be late • Good communication tools include: • Staff meetings / daily “stand-up” • Informal conversations • Email • External • Project Manager should keep external stakeholders informed about: • Overall project status • Major problems or risks • Changes in scope or schedule • Project Members: • Usually do not need to manage external communication • May be asked by the Project Manager to talk to some external partners, depending on the project • Good communication tools include: • Email • In-person meetings • Telephone

  23. (4)Monitoring Monitoring & Controlling • The Monitoring/Controlling “phase” doesn’t really happen after Execution • Execution and Monitoring/Controlling basically happen at the same time and they affect each other • Monitoring means observing the project in progress and identifying potential problems • Is the project proceeding according to plan? • Do we need to make changes to get back on track? • Controlling means acting on your observations and adjusting project activities if you need to • Adjust scope, schedule, or resources if the project is behind schedule • Implement big corrective changes if external factors change

  24. (4)Monitoring Tracking Progress • Update the task list as you make progress • Task status = not started, in progress, completed, blocked, cut • Each team member should update her own task list daily • Project Manager may check with members to keep the list up-to-date • Recording actual costs will help the team make better estimates next time • When was the task actually completed and how long did it take? Birthday Party Task List

  25. Review: Prioritization (4)Monitoring Typical Prioritization Scheme Priority 1 – we cannot achieve project objectives without it Priority 2 – painful to cut, but we can achieve project objectives without it Priority 3 – this is strictly “nice-to-have,” and we will only do it if time allows Birthday Party Task List The first task to cut if we run out of time or money It is tempting to assign every task a Priority of 1, but ultimately not useful 25

  26. Triage Review and revise the task list regularly E.g. weekly or daily triage meeting Talk about in-progress tasks – are they on schedule, and if not, how late will they be? Assign priorities to tasks that were added since the last meeting Do we need to change scope, schedule, or resources to keep the project on track? Even though the “Planning” phase is officially over, planning continues throughout the project Project schedule will change almost every week based on new information (4)Monitoring Triageis a process in which things are ranked in order of importance. In project management, this entails prioritizing tasks and deciding which ones to do based on their relative priorities. 26

  27. (4)Monitoring Changes & Stakeholders • Most projects require big changes at some point during execution, which can be disruptive • Big changes may be needed because: • The needs of stakeholders change • The needs of stakeholders were not well-understood • One or more tasks cannot be completed • New stakeholders are identified • Good planning will help reduce the risk of big changes, but may not remove it completely • Big changes require big adjustment of project scope, schedule or resources • Smooth changes require flexibility and open communication

  28. Project Closing During the last phase, you will formally complete and “close” the project Evaluate the project to determine how successful it was Complete any formal documents (contracts, reports, final budgets, etc.) that the stakeholders have asked for Evaluations may be qualitative or quantitative Qualitative: Did participants like the training? Did the team members have a good relationship with customers? Are the stakeholders happy? Quantitative: How much money was earned? Did a large percentage of students pass the final exam? Two groups will evaluate the project: internal stakeholders (team members) and external stakeholders These groups may have different opinions of how successful the project was It is important to get feedback from both groups (5) Closing

  29. (5) Closing Post-Mortem A post-mortemis a discussion of a project after it has ended to evaluate project results and process • Evaluation happens during the entire project, but it’s helpful to have a group evaluation session afterwards • Time for the team to reflect on what they learned • Can be an informal brainstorming session • Take notes for future reference • What went well? • Did we deliver on all objectives? • Can we repeat our successes on our next project? • What did not go well? • How can we do better next time? • What Went Well • We completed on time • We stayed within budget • The customers seem very happy with the results • We did not take people away from other projects to finish this one • What Needs Improvement • Everyone stayed up late for the entire last week to finish • The estimates for most tasks were 50% too low on average • New features late in the project cycle caused a large percentage of regressions

  30. Reporting to Stakeholders External stakeholders may have a formal closing process for you to follow E.g. reports, receipts/final budget, contracts Even if stakeholders don’t explicitly ask, always “close the loop” with them Summarize project results Explain key decisions or tradeoffs Highlight successes, but don’t be afraid to mention a few areas that could have gone better Ask for feedback Share tangible or quantitative results if possible E.g. publications, data, photos, in-person tour (5) Closing 30

  31. Simple & Complex Projects Short-term projects with relatively few participants Long-term projects with many participants Complex Projects Simple Projects Making a dress Planning a birthday party Developing a Tic-Tac-Toe game Compiling a cookbook Planning a wedding Building a house Developing Microsoft Word Opening a university Building an international airport in a large city The simplest projects don’t require any formal project management. They can be completed quickly by one or a handful of people. The most complex projects require very careful planning and monitoring. Some complex projects span several years and involve hundreds of people. 31

  32. Project Milestones A milestoneis a scheduled event signifying the completion of a major deliverable or a set of deliverables.A milestone is often marked by an important event, like a review or evaluation. • A simple project may be divided into individual units of work called tasks • Complex projects may be divided into several milestones • Milestones may be divided into tasks • Each milestone is a mini-project, and requires planning, execution, and evaluation • At the end of each milestone, there should be a tangible outcome • Can be as short as 1 month or as long as 1 year • Milestones make it easier to manage big projects and track their progress 32

  33. Project Schedule with Milestones Project Initiation & Planning Execution & Monitoring Execution & Monitoring Execution & Monitoring Initiation & Planning Initiation & Planning Project Evaluation Initiation & Planning Evaluation Evaluation Evaluation M1 M1 M1 M2 M2 M2 M3 M3 M3 Milestone 1: 6 weeks Milestone 2:6 weeks Milestone 3:6 weeks School Project Planning • M1: Concept Development & Fundraising • Develop school schedule & timeframe • Write list of training topics • Work with donors to secure funding • Plan school buildings School Project Evaluation • M2: Buildings & Curriculum Development • Design & construct buildings • Develop detailed curriculum & training materials list • Purchase furniture & equipment • Choose students • M3: Making Final Preparations • Finish & furnish buildings • Purchase training materials • Write detailed lesson plans • Collect students & begin teaching 33

  34. Summary • Project management is mostly common sense, but: • Having well-defined project phases and roles helps teams stay self-aware, organized, and on schedule • Having common vocabulary enables teams to communicate easily about the project with each other and outsiders • Reflecting on and evaluating the project helps the team continue to improve • The concepts we discussed can be used for small projects or very big ones

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