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Project Management Review

Project Management Review. Steffanie McGarity. What is Project Management?. What is Project Management?. Project Management is application of knowledge, skills, tools and techniques to project activities to achieve project requirements. What is a Project?. What is a Project?.

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Project Management Review

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  1. Project ManagementReview Steffanie McGarity

  2. What is Project Management?

  3. What is Project Management? Project Management is application of knowledge, skills, tools and techniques to project activities to achieve project requirements.

  4. What is a Project?

  5. What is a Project? A project must meet two requirements: • It must be temporary (have a specific start and a specific end). • It must have an end result (something must be completed or created)

  6. Scope Increases? Scope

  7. Cost is a Function of Performance Performance Cost Scope Time

  8. What is the role of Project Manager?

  9. What is the role of Project Manager? To make sure the project is • On Time • Within Budget and Scope • At Correct Performance Level

  10. Project Management Processes Initiating Planning Executing Monitoring/Controlling Closing

  11. 1. Initiating • Determine product or service to be developed • Collaborate/Clarify Need • Assign Project Manager • What, When, Who, Why, Where and How questions • Project Scope

  12. 2.Planning The project manager and team • Determine Scope of work • Create a Checklist • Formulate Schedule • Identify resources • Estimate time to develop tasks • Recommend major deliverables.

  13. Project Management Tools • Work Breakdown Structure • Activity on Node Diagrams • Gantt Chart • Software Tools

  14. 3. Executing • Work on Task • Project Status reporting • Discuss Issues • Reassign Task (if needed) • PM • Communications critical!!

  15. 4. Monitoring and Controlling • Monitor/Manage Changes • Scope – Time, Performance, Cost • Be sure to record these changes

  16. 5. Closing Process This is the end of the project and these activities are conducted: • Lessons Learned • Final work • Contract closeout

  17. Project ManagementPart 2 Steffanie McGarity

  18. What is the leading cause of project failure?

  19. Estimate • Time • Cost • Scope • Performance

  20. Estimating Parkinson’s Law: Work expands to fill the time allowed.

  21. Estimating Guidelines • Assume a certain resource will be assigned • Document assumptions

  22. What are some methods used to estimate?

  23. Estimating Methods • Consensual Estimating (individual to group) • Expert Judgment • Bottom Up Analysis (WBS) • Three Point Estimates • Analogous (Historical Data) • Parametric (Extrapolated Historical Data)

  24. Consensual Estimating • Three individuals estimate each activity individually • Discuss assumptions Example: Prep for Camp Setup • Find Location • Prep Site • Setup Tent • Collect Wood • Build Fire

  25. Bottom Up Estimation • Work Breakdown Structure • Example: Camping

  26. Expert Judgment • Based upon expertise that has been acquired in specific area

  27. Three Point Estimation • Accounts for uncertainty associated with estimating by • O: Optimistic (Best Case scenario) • M: Most likely • P: Pessimistic (Worst Case Scenario) • The most likely estimate is weighted most heavily. • The equation is:(O+4M+P)/6

  28. Analogous Estimating • Analogous is considered top-down • Analogous estimating uses an “analogy” comparing a past similar project to your current project. • Not extremely accurate • Ex: Analogous is saying that because his house took $X my house will also take around $X . .

  29. Parametric Estimating • Uses a relationship between variables (a unit cost/duration and the number of units) to develop the estimate • Ex: Parametric is saying that because his house is 1000 Sq ft and it took $X to complete my house being 2000 sq ft with same quality it will take $2X ... here you can see some extrapolation.

  30. Monitoring and ControllingTools and Techniques • Collection of Project Performance Information • Analysis of Project • Reporting on Project Performance • Management of Project Change

  31. Collection of Project Performance Information • Pulse Meetings • Few minutes long • Face to face or virtual • Report Start/End Activities • Variance Reports • Compare actual to estimate • Program Reviews • Meeting with entire team and sub-project leaders • Compare current to scheduled • Big Picture • Focus on big picture and project integration

  32. Sample Variance Report BAC = Budget at Completion (Total Budget for project or task) PV = Planned Value (Originally planned cost of work that should have been done by this point) AC = Actual Cost (Actual cost expended to date) EV = Earned Value (PM estimate of the amount of budgeted work complete)

  33. Analysis of Project • Technical Reviews • Formal meetings • Subject matter experts not part of team • Problem Solving • Clarify • Investigate • Evaluate • Choose • Implement • Validate

  34. Reporting on Project Performance • Project Management Information Systems • PM Software File • Shared Spreadsheet • Meeting Room • Management Reviews • Focus on key stakeholders • Performance adequate • Dashboards • Snapshot of project

  35. Management of Project Change • Change Management Log

  36. Project Control and Evaluation • Compare progress to plan • Each member is in control of their own work • If you take no action in response to a deviation you are monitoring not controlling • Project Evaluation determines if project should continue as is, be changed or cancelled. • Record working times daily (not weekly)

  37. Team

  38. Team Dynamics • Teams don’t just happen they must be built. • Have entire team participate in planning. • Deal with Goals, Roles and Responsibilities, Procedures and Relationships in that order.

  39. Team Issues • Goals: What is the team mission? • Roles and Responsibilities: What is expected of each individual and by when? • Procedures: How we do it? Processes? • Relationships: Interpersonal Skills?

  40. Team Meetings

  41. Essential Questions • What are some characteristics of effective meetings? • What structures and processes can be used by teams to ensure that their meetings are effective? • What facilitation skills can leaders and other team members use to encourage members to participate in effective meetings?

  42. Opening Discussion • Think about a meeting that you’ve been to that you consider to have been effective. • How do effective team meetings contribute to collaboration?

  43. Think, Pair, Share Activity • Individually, list as many ideas as you can about factors that contribute to effective team meetings. • In pairs or triads, talk about your ideas and identify five ideas that and your partner consider most important to effective team meetings. • Share your ideas with the whole group to begin thinking about tips for conducting effective meetings.

  44. Tips for Leading Effective Meetings Effective Meetings Need to Have: • Good structures • Good processes • Good leadership/facilitation

  45. Effective Meeting Objectives • Strategies for structuring teams • Processes that teams can use • Strategies to facilitate effective meetings

  46. Creating Strong Structures • Teams need to decide how they will be structured to conduct their business • Decide on regular meeting times • Identify group norms and purpose • Decide how meetings will be conducted (e.g., use of agendas and roles, etc.) • Talk about how decisions will be made (e.g., consensus, democratic, etc.) • Talk about how members will communicate between meetings

  47. Creating Productive Processes • Use agendas with timelines • Have the group agree on the agenda ahead of time, or • Come with a partial agenda and ask for input • If there’s too much to do, prioritize and stick to your timelines • Use roles and share them when possible • Typical roles include: facilitator, recorder, timekeeper • The facilitator’s role can be shared, even if there’s one “official” leader • Shared roles help to create a sense that all members are equally valued • Find ways to develop trust and a sense of shared responsibility • Pay attention to the use of good communication skills • Build in processing time to discuss what the group is doing well and what needs to be improved

  48. Paying Attention to Leadership and Facilitation • Remember to balance the task and relationship aspects of collaboration • Focus both on getting tasks done and developing good relationships • Try to read the energy of a group and adapt as necessary

  49. Paying Attention to Facilitation (cont’d) • Use your role to help develop a sense of equity among team members • Encourage equal participation among all members • Remind members that participating means listening as well as talking • Use your role as a way to identify when decisions are being made • Note the difference between “discussion time” and “deciding time” • When necessary, step in to help resolve conflict and/or to help in doing so

  50. Problem-Solving Activity • Think about some times when team meetings have not been effective. • Describe to the group: What happened and why you saw this as a challenge. • Group members: Drawing on your own experiences as well as today’s discussion, generate alternatives to the situations described. • Final thoughts: What are two or three things you learned as a result of today’s activity?

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