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Welcome to Managing Training Projects

Welcome to Managing Training Projects. Timothy Barry, PMP, SPHR. The ISD Process (ADDIE). Analysis. Design. Development. Implementation. Evaluation. (A Trainer’s Best Friend). Analysis. Steps: Obtain and review relevant resources Gather performance data

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Welcome to Managing Training Projects

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  1. Welcome toManaging Training Projects Timothy Barry, PMP, SPHR

  2. The ISD Process (ADDIE) Analysis Design Development Implementation Evaluation (A Trainer’s Best Friend)

  3. Analysis Steps: • Obtain and review relevant resources • Gather performance data • Investigate technology infrastructure and delivery system capability • Gather and analyze data Milestone: Performance Finding documented and reviewed

  4. Design Steps: • Plan and conduct group meeting/s • Develop design document/s and prototype/s (including implementation and evaluation plans • Develop Learning Objectives Milestone: Designs Approved

  5. Development Steps: • Draft materials and applications • Produce media • Develop pilot materials/plan • Implement Pilot • Produce final deliverables Milestone: Final deliverable approved

  6. Implementation Steps: • Prepare trainers and/or implementers • Launch program • Provide implementation/maintenance support • Milestone: Programs implemented

  7. Evaluation Steps: • Validate evaluation plans • Implement evaluation plan Milestone: Program evaluated

  8. Project Management 101

  9. What is a Project? PMBOKTM definition: A temporary endeavor undertaken to create a unique product or service with a defined start and end point and specific objectives that, when attained, signify completion. In general, it – Is directed at achieving a specific result Involves the coordinated undertaking of interrelated activities Has a limited duration—a beginning and an end Is unique PMBOKTM is a trademark of the Project Management Institute

  10. What is Project Management? PMBOKTM definition: The application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project. In general, Project management concerns getting the job done— On Time Within budget According to specifications

  11. The Triple Constraint Cost Time Scope

  12. Initiating Planning Executing Controlling Closing Executing Activity / Effort / Cost Planning Closing Controlling Initiating Time The Project Management Process

  13. Understanding Project Life Cycles • Initiation Phase:Determines which projects should be undertaken. • Planning Phase:Tells everyone involved where you’re going and how you’re going to get there. • Executing Phase: The process where the work is produced. This is where most of the project resources are used and the budget spent. • Controlling Phase:Where performance measures are taken to determine whether the project deliverables and objectives are being met. If not corrective actions are taken to get the project back on track. • Closing Phase:The final sign-off on the project deliverables and documenting what you have learned.

  14. Understanding Project Life Cycles The Initiation Phase What will be accomplished: • Defining the major goals of the project • Determining project selection criteria • Assigning the Project Manager • Writing the project charter • Obtaining sign-off of the project charter

  15. Understanding Project Life Cycles The Planning Phase What will be accomplished: • Determining project deliverables • Writing and publishing a scope statement • Establishing a project budget • Developing a schedule • Determining special skills needed to accomplish project tasks

  16. Understanding Project Life Cycles The Executing Phase What will be accomplished: • Developing and forming the project team • Directing and leading the project team • Obtaining other project resources • Conducting status review meetings • Communicating project information • Managing project progress • Implementing quality assurance procedures

  17. Understanding Project Life Cycles The Controlling Phase What will be accomplished: • Measuring performance against the plan • Taking corrective actions when measures are outside the limits • Evaluating the effectiveness of the corrective actions • Ensuring that project progress continues according to the plan • Reviewing and implementing change requests

  18. Understanding Project Life Cycles The Closing Phase What will be accomplished: • Obtaining acceptance of project deliverables • Documenting the lessons learned over the course of this project • Archiving project records • Formalizing the closure of the project • Releasing project resources

  19. The Project Management Knowledge Areas • Integration Management • Scope Management • Time Management • Cost Management • Quality Management • Human Resource Management • Communications Management • Risk Management • Procurement Management

  20. The Project Management Knowledge Areas • Project Integration Management • Consists of three areas: • Project Plan Development • Project Plan Execution • Integrated Change Control

  21. The Project Management Knowledge Areas • Project Scope Management • Includes all work and only the work required to successfully complete the project • Is concerned with defining and controlling what is or is not included in the project • “If it’s not explicitly included in the scope, it’s implicitly excluded!” Ref, PMBOK: Chapter 5

  22. The Work Breakdown Structure Project 1.0 Training Requirements Training Development Implementation Project Closeout Management 1.1 1.2 1.3 1.4 1.5 1.1.1 1.2.1 1.3.1 1.4.1 1.5.1 Planning & Communication 1.1.2 1.2.2 1.3.2 1.4.2 1.5.2 Meetings & Reviews 1.1.3 1.2.3 1.3.3 1.4.3 1.5.3 Administration & Coordination

  23. The Project Management Knowledge Areas • Project Time Management • Precedence Diagramming / Sequencing • Finish-Start, Finish-Finish, Start-Start, Start-Finish • Diagramming provides a visual network of activities • Finish-Start (Activity on Node) is the most commonly used method and type of logical relationship

  24. Activity Diagram B C Start E Finish A D F

  25. The Project Management Knowledge Areas • Project Time Management • Schedule Control • Change Control; processes, policies, procedures • Performance Measurement; comparing actual to planned • Variance Analysis; Why and what actions need to be taken

  26. The Project Management Knowledge Areas • Project Cost Management • Concerned with the cost of the resources needed to complete project activities and establish a budget for the life-cycle of the project • As appropriate: acquisition, design, develop, produce, deliver, support, maintain and overhead • May include predictions of financial performance

  27. The Project Management Knowledge Areas • Project Cost Management • Resource Planning • Identifies what physical resources in what quantities andwhen they’re required to successfully complete the project • People • Equipment • Materials

  28. The Project Management Knowledge Areas • Project Quality Management • Must address both the management of the project and the product of the project • Includes: • Meeting or exceeding customer expectations • Prevention (QA) over Inspection (QC) • It costs more to correct than to avoid mistakes. Therefore, quality must be planned in, not inspected in.

  29. The Project Management Knowledge Areas • Project Human Resource Management • Organizational Planning: • Documenting • Staffing requirements identified in resource planning • Organizational (Project) Breakdown Structure [Org Chart] • How staff will be brought onto, be shared, and released from a project team • Assigning • Roles • Responsibilities • Accountability, and • Authority

  30. The Project Management Knowledge Areas • Project Communications Management • Communications Planning • Identifying the information & communication needs of the team and stakeholders

  31. Who are Stakeholders? • Individuals and organizations that are actively involved in the project, or whose interests may be positivelyor negatively affected as a result of the execution of the project or the project completion. They may also exert influence over the project and its results. (PMBOK) or • People or groups who are interested in or will be affected by the team’s work. (Team Handbook)

  32. What is Stakeholder Management? • Stakeholder Management is an important discipline that successful people use to win support from others. • Stakeholder Analysis is the technique used to identify the key people who have to be won over. • Stakeholder Planning is used to build the support that helps you succeed.

  33. Internal verses External Project Stakeholders • Internal stakeholdersare usually felt as a positive impact while serving as limiting or controlling influences. • External stakeholdergroups are more likely to operate in manners that are, or at least seem to be hostile to project development. “Politics is about building a relationship before you need it….’’

  34. Stakeholder Analysis Tool • Mike Garcia Dave W. High Keep Satisfied Manage Closely Bill Jones Power John Joyner Monitor (Minimum Effort) Keep Informed Low Doug Moss Low Interest High

  35. What does the chart mean? • High power, interested people: these are the people you must fully engage and make the greatest efforts to satisfy (frequent communication). • High power, less interested people: put enough work in these people to keep them satisfied but not so much that they become bored with your message. • Low power, interested people: keep these people adequately informed, and talk to them to ensure that no major issues are arising. These people can often be very helpful with the detail of your project. • Low power, less interested people: again monitor these people, but do not bore them with excessive communications.

  36. The Project Management Knowledge Areas • Project Risk Management • Risk Management Planning • Planning to ensure that the level, type and visibility of risk is commensurate with impact • Risk Identification • Explores the validity of assumptions and should identify key “triggers” (symptoms or signs) that indicate a risk event has or is about to occur

  37. The Project Management Knowledge Areas • Project Procurement Management • Is a process of identifying which project needs can best be met by procuring products or services outside of the project organization (Buy, Outsource, Sub-Contract, etc.)

  38. Bringing The Two Worlds Together Initiating Analysis Planning Design Development Executing Implementation Controlling Evaluation Closing

  39. A New Perspective Define Plan Manage Review Establish project scope Develop initial learning objectives List risks and constraints Evaluate alternatives Finalize learning objectives Create schedules and timelines Assign resources Create budget Implement learning Hold project review Release resources Control work in progress Provide feedback Negotiate for resources Resolve differences

  40. Questions?

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