Project Management Course Community Capacity Building Program

1. Project Management CourseCommunity Capacity Building Program Day One Facilitators: Ted Lomond & George Parsons

2. Good project management skills are essential for the effective implementation of initiatives. It ensures projects are completed on time, on budget, to the required standards, with all the required elements. Team Building Project Management Bingo! Project Management

3. About the Course Course Deliverables: • Provide participants with a understanding of basic project management concepts • Facilitate the sharing of experiences and learning from others. • Provide project management tools and techniques which can be applied to your projects. • Provide participants with additional sources of information which they can review to further their knowledge of project management.

4. About the Course • We are all unique individuals with different educational backgrounds, work histories, skills, abilities, and personalities. • Listen to what others are saying and make it relevant to you! Discussion • What are your expectations from this course? • What types of projects are you currently involved with or do you plan to be involved with? • Are there any areas you have a particular interest in where you would like to focus?

5. Course Context Most people managing projects are not full time project managers. They manage projects as part of their jobs. Some aspects of project management can be applied to projects of any size. • The objectives of the project must be well defined. This provides a solid foundation for the project. • A good team is required. They require a mix of skills, knowledge, and abilities. • The project needs a budget. • The project needs a timeline.

6. Course Context • All projects require a plan. It can be high level but it must communicate what work is to be done, who will do it, who will be consulted, who is informed of project progress, etc. • Project records must be kept and organized so that information can be retrieved and used at a later late. “Lessons Learned” must be noted. • All projects should have a name. In short, all projects must be properly managed. And basic building blocks are required for effective project management.

7. Course Context What is a Project? “Projects can be defined as a series of related tasks directed towards a major output.” Heizer, Jay. and Render, Barry. Operations Management “A project is a temporary endeavor undertaken to create a unique product or service” Project Management Institute

8. Course Context Strategic Planning ProposalWriting ProjectManagement

9. Identification of Project Stakeholders “Project stakeholders are individuals and organizations who are actively involved in the project, or whose interests may be positively or negatively affected as a result of project execution or successful project completion.” Project Management Institute Effective stakeholder management is critical to project success! When identifying project stakeholders, consider who contributes resources to the project, who is impacted by the project and / or its outcomes, and who will benefit from the final product of the project.

10. Project Stakeholder Exercise Exercise: Break into groups and identify the stakeholders in your projects.

11. Examples: Your Boss Project Steering Committee Und Users Your / organization Competitors Employees Unions Government Funding Agencies Other Community Groups Interest Groups Suppliers Consumers Municipalities Area Businesses Typical Project Stakeholders

12. Stakeholder Engagement Group Discussion How do you engage stakeholders in your projects? What methods are most effective?

14. Project Success /Failure Group Discussion What make a project a success? Why do projects fail?

15. Project Success /Failure Generally, a project is a success when it is completed: • within allotted time • within budgeted cost • to specifications • with acceptance by end users • to satisfaction of funding agencies • with only agreed to scope changes • without disturbing the main workflow of the organization • while utilizing the assigned resources effectively and efficiently

16. Project Success /Failure Other considerations which impact success and failure are: • Safety • Developing staff • Developing leaders • Consistency with strategic planning • Maintaining stakeholder support • Without harming the environment • Compliance with existing legal and regulatory environment • Conditions of the contract.

17. Project Success /Failure Projects fail when: • Project goals are not well defined or understood. • Project team lacks knowledge, skills or organizational influence to effectively execute the project. • Those championing the project lack the authority or commitment to advance project interests. • There are turf wars with other organizations • There is competition for resources • There is resistance from those who will be adversely impacted by the outcomes of the project. • Project goals are not aligned with those of team members (rewards) • It is not consistent with Strategic Planning

18. Project Life-Cycle Project Life Cycle Stages • Initiation: Committing the organization to begin project planning. • Developing the Plan: Defining scope, developing schedule, budgeting, risk planning, etc. • Implementing the Plan: Allocating resources, motivating staff, contract administration,etc. • Controlling: Measuring performance to identify variances from the plan & taking corrective actions. • Closing Out the Project: Setting contracts, post-mortem meeting, filing project records, etc.

19. Project Life-Cycle - Initiation The rationale for undertaking a project can come from: • An action item flowing from the organization’s strategic planning • A decision by the Board of Directors • An issue advanced by a stakeholder • A new need. • A new opportunity such as new funding program

20. Project Life-Cycle - Initiation Projects should be undertaken only if: • The project is consistent with the organization’s strategic focus • It has the support of the appropriate stakeholders • You have the required resources (time, people, funds) to successfully complete the project. • Undertaking the project will not prevent you from undertaking other projects which are more important. • The project is economically viable.

21. Setting Project Objectives What are the objectives of your project? Project expectations must be made explicit so everyone will be clear. Project objectives are often defined in terms of being SMART: • Specific • Measurable • Attainable • Realistic • Time Based

22. Project Life-Cycle - Planning • You must prepare a written plan which outlines the various stages and activities of the project. • Start with the desired project outcomes and define what you want to achieve at a high level. • Describe the major project elements (pieces of work) which will be need to be completed to achieve your outcomes. • Break major elements down into smaller pieces which lend themselves to scheduling and costing.

23. Project Life-Cycle - Planning When planning your project: • Reviewing previous planning documentation such as the project funding proposals and your organization’s strategic plan. • Brainstorm with stakeholders. Identify important pointsand issues relating to the project. • Talk to people with specialized expertise in your project area. • Talk to people who have carried out similar projects.

24. Project Planning – Project Charter The project charter is often used as the very first phase of developing a project plan It should state: • The justification for the project (Why) • The expected project benefits & outcomes (What) • Project deliverables (the major pieces of the product) • Project objectives (quantifiable criteria which must be satisfied for the project to be a success) • The project strategy (who will be involved / consulted) • Who authorized the project

25. Project Planning – Project Charter • A project charter is a document developed by those managing the project which identifies and helps define a project. • It is an acknowledgement within the organization that the project exists. • The Project Charter must be flexible. It should suit the requirements of the organization and requirements of the project. • The charter is a living document and changes as new information comes to light. It also changes as the project passes through its life cycle.

26. Project Constraints - Project Planning Projects are limited by time, cost and quality constraints. Priorities must be established among these prior undertaking the project. Priorities will guide decisions in planning, executing, and controlling the project. Change in one priority will be at the expense of the others. For example: • Time: Reducing the duration of the project will increase cost (more staff) or reduce quality (less design time). • Cost: Reducing cost will reduce quality (less effective materials) thus reducing quality or increasing time (using spare time of existing staff). • Quality: Improving quality will add time (more design time) or increase cost (better materials).

27. Project Planning - Project Constraints Trade-offs between elements are influenced by strategic considerations and constraints. It is helpful to think of time, cost and quality comprising a triangle. Quality Cost Time

28. Project Planning - Project Constraints There are many other sources of constraints such as: • conditions set out in contracts • project budget • building codes • limited skilled HR • fixed schedule requirements (e.g. Y2K projects) • environmental legislation • plant capacity You need to educate project stakeholders about constraints to avoid unrealistic expectations.

29. Project Planning – The Project Team “A team should have just enough people to do the job and no more.” In selecting a project team you should try to obtain a balance of skills and experience. Typical skills sought include: • management skills • technical skills • administrative skills • interpersonal skills • problem solving skills • knowledge of the organization

31. Project Planning – The Project Team Project team members chosen in several ways. • Selection: The Project Manager can assign people to the team (requires authority). • Volunteers: Members step forward out of interest. • Nomination: Organizational leaders or stakeholders nominate people who they feel have the right skills and abilities. No method is necessarily better than the others. The selection method will, however, influence team motivation.

32. Project Planning - The Project Team Most teams will be comprised of people within the organization. It is important, however, to keep an open mind when assembling a project team. Consider adding outsiders to the project team such as: • Consultants with specialized expertise • Contractors • End Users • Government Officials • Special Interest Groups

33. Project Planning - The Project Team Group Exercise Divide into groups and identify situations where it would make sense to include people outside your organization in your team.

34. Divide into groups and complete a sample Project Charter for a project you are currently planning. Feel free to make assumptions for the purposes of the exercise Refer to the project charter notes to help clarify your understanding of the Charter components. Project Charter Exercise

35. Scope & Work Breakdown Project Scope is all work required to complete the project and only that work. It is usually described in project charter. Project Scope will: • help guide project decisions • provide a means to evaluate project success. • provide all stakeholders with a common understanding of the scope of the project (what the project is) • provide all stakeholders with a common understanding of what is not included within the scope of the project (what the project is not)

36. Scope & Work Breakdown Scope should address: • the expected project product / outcome (what) • project deliverables (the major pieces of the product) • project objectives (quantifiable criteria which must be satisfied for the project to be a success). Scope forms the basis of cost and time planning. It is a KEY element of project management. Work is broken down so it can be understood. Major project deliverables deconstructed into smaller, easier to manage components. These components are further broken down until they contain sufficient detail to allow for proper planning.

37. Scope & Work Breakdown Example:Making a cup of tea could be broken into: 1. boil kettle 2. put tea bag in cup 3. Pour boiling water into cup. Boil kettle could be further broken down into 1. put water in kettle & 2. plug in kettle 1. Making Tea 1.1 Boil Kettle 1.1.1 Put water in kettle 1.1.2 Plug in kettle 1.2 Put tea bag in cup 1.3 Pour boiling water into cup

38. Group Exercise Divide into groups. Brainstorm Develop a WBS for the event. You have been asked to plan a regional mining conference in October. You will be responsible for all elements of the event except accommodations for participants. Some things you will need to do include arranging guest speakers, booking facilities, publicity, etc. Scope & Work Breakdown

39. Project Time Management Group Discussion How do you develop your project schedule?

42. Project Time Management Precedence Diagrams: Two common types: 1. Activity on Arrow: Arrows represent project activities. 2. Activity on Node: Nodes represent project activities. (More commonly used). Activity on Node (AON). Example of Node:

43. Project Time Management

44. Project Time Management Critical Path Method: Requires activity durations to be reasonably well known. The critical path is the longest path through any network diagram. The length of the critical path is the expected duration of the project. • Defining Activities • Sequencing Activities • Assigning Activity Durations • Identifying the start and finish windows for each activity • Identifying activities with no flexibility (cannot be delayed). • Forward Pass: Identifies earliest possible start time. • Backward Pass: Identifies latest event time. Latest an activity can start without delaying the project.

45. Day One Wrap-up Question & Answer

46. Project Management CourseCommunity Capacity Building Program Day Two Facilitators: Ted Lomond & George Parsons

47. Warm up Exercise Building a Project Manager. Draw the perfect PM! Project skill areas include: Scope: Defining & controlling what is part of the project. Time: Ensuring completion on time. Cost: Staying within budget. Quality: Meeting standards. Human Resource: Using people effectively. Communication: Getting accurate & timely information to those who need it. Risk: Identifying, analyzing and controlling risk. Day One Review

48. Day One Review Question & Answer

49. 5 Stages Project Time Management • Activity Definition: Use the WBS to develop a list of project activities • Activity Sequencing: Putting the activities in the order in which they must occur. Diagramming can help to clarify. • Activity Duration Estimating: Determining how long each activity will take • Schedule Development: Start and finish times for each activity and the project as a whole. • Schedule Control: Comparing actual & planned performance at milestones. Taking corrective action.

50. Project Time Management - Concepts • Critical Path: The sequence of activities that determines the earliest possible project completion date. • Float: The amount of time an activity can be delayed without impacting the project completion date. • Gantt Chart: A bar chart which list project activities down the side and dates across the top. Activity durations are represented by horizontal bars • Lead: When a following activity can be started before an earlier activity is finished • Lag: When a following activity cannot be started immediately after an earlier activity is finished. • Milestone: A major project event e.g.. Completion of a phase or deliverable.