1 Project Management Training – Understanding Project Management
How to become a successful Project Manager We think differently about the way people learn, are supported & tutored
Diane Shawe CEO 0203 551 2621
WWW.AVPTGLOBAL.COM Academy of Vocational & Professional Training
2009-2013, AVPTGLOBAL IP SARL
DIANE SHAWE CEO
1
|
2 Project Management Training – Understanding Project Management
Project management isn’t just for construction engineers and military logistics experts anymore. Today, in addition to the regular duties of your job, you are often expected to take on extra assignments - and to get that additional job done well, done under budget, and done on time. This workshop is not intended to take you from a supervisory or administrative position to that of a project manager. However, this one-day workshop will familiarize you with the most common terms and the most current thinking about projects.
Skills Checklist To become a successful project manager, look to build and develop these skills.
All encompassing Goals met as soon as possible (product, time, and money) Applies knowledge, skills, and techniques Balance competing demands Work with a mixture of people/technology Multi-task Define the scope of the project Define goals you can meet and keep them Time management Management identity clusters Strong project management identity Good at documenting steps Self-confidence Flexibility
Summary stages of developing a project Conceptual/Creation/Initiation Stage
Establishing a need Determining feasibility Searching for alternatives Preparing proposals Developing basic budgets Determining basic schedules Naming the starting project team
Study; discuss, and analyze Write the project definition Set and end-results objective List imperatives and desirables (SOW) Generate alternative strategies (Brainstorming) Evaluate alternatives & choose a course of action
2009-2013, AVPTGLOBAL IP SARL
DIANE SHAWE CEO
2
|
3 Project Management Training – Understanding Project Management
Planning/Growth/Sell Stage
Setting goals Listing tasks to be done Developing schedules in a sequence Developing a budget Getting your plans approved by stakeholders Conducting studies and analyses Designing systems Building and testing prototypes Analyzing results Obtaining approval for production Establish the project objective Choose a basic strategy for achieving the objective Break the project down into subunits or steps Determine the performance standards for each subunit Determine how much time is required to complete each subunit Determine the proper sequence for completing subunits Determine the cost of each subunit Design the necessary staff organization Determine the number of staff needed Determining kind of positions Determine what training is required for project team members Develop the necessary policies and procedures Market study Pilot test Computer simulation Estimating labor costs Estimating labor Estimating overhead Estimating materials Estimating supplies Estimating equipment rentals Estimating general and administrative
Implementation/Execution/Operation Stage Getting the time Getting the money Getting the people Getting the equipment Meeting and leading the team Communication with all stakeholders Controlling the work in progress 2009-2013, AVPTGLOBAL IP SARL
DIANE SHAWE CEO
3
|
4 Project Management Training – Understanding Project Management
Establishing standards Monitoring performance Inspection Interim progress reviews Testing Auditing Taking corrective action
2009-2013, AVPTGLOBAL IP SARL
DIANE SHAWE CEO
4
|
5 Project Management Training – Understanding Project Management
Termination/Close out/ Evaluation Stage Letting go of the project Celebrate success Release resources Project completion checklist Test project output to see that it works Write operations manual Complete final drawings Deliver project output to client Train client’s personnel to operate project output Reassign project personnel Dispose of surplus equipment, materials and supplies Release facilities Summarize major problems encountered and their solution Document technological advances made Summarize recommendations for future research and development Summarize lessons learned in dealing with interfaces Write performance evaluation reports on all project staff Provide feedback on performance to all project staff Complete Final audit Write Final report Conduct project review with upper management Declare the project complete The Statement of Work (SOW)
The purpose of statement The scope of statement The project deliverables The goals and objectives The cost and schedule estimates The list of stakeholders The chain of command The communication plan
Project Management Fundamentals 1 day training course Our one-day workshop will help you teach participants how to: - Define the terms project and project management - Identify benefits of projects - Identify the phases of a project’s life cycle - Sell ideas and make presentations - Prioritize projects - Begin conceptualizing their project, including goals and vision statements - Use a target chart and other planning tools - Complete a Statement of Work
2009-2013, AVPTGLOBAL IP SARL
DIANE SHAWE CEO
5
|
6 Project Management Training – Understanding Project Management
What’s Included? Instruction by an expert facilitator Small interactive classes Specialised manual and course materials Globally accredited certificate
Online course option 4 weeks, your own personal tutor click to find out more
At a Glance Setting Project Goals
A Planning Checklist Anticipation How might I anticipate objections to my idea and thus be better prepared to overcome them? Assistance In what ways might other persons or groups be of help to me in applying my idea? Location What places or locations might be advantageous for putting my idea into practice? Timing In what ways might I take advantage of special times, days, dates, etc. for implementing my idea? Precautions What ways might I use to pre-test my chosen idea? In what ways might I safeguard or fortify it to insure its effectiveness? Rewards In what ways might I reward others for helping me implement my idea? Rewards are not necessarily money, but perhaps recognition like a creative gift. How might these others benefit from implementation of my ideas?
Do you know…?
A Skills Checklist
2009-2013, AVPTGLOBAL IP SARL
DIANE SHAWE CEO
6
|
7 Project Management Training – Understanding Project Management
To become a successful project manager, look to build and develop these skills. All encompassing Goals met as soon as possible (product, time, and money) Applies knowledge, skills, and techniques Balance competing demands Work with a mixture of people/technology Multi-task Define the scope of the project Define goals you can meet and keep them Time management Management identity clusters Strong project management identity Good at documenting steps Self-confidence Flexibility
Background information about your company or organization The name of your project Why you are doing it (the purpose) Who will be involved Whether this is a project you have asked to do or if it has been assigned to you How it will benefit you, your department, a specific group of individuals, or your organization as a whole How much time you expect it to take Whether you have identified any costs or not (remember time is a cost) What planning and tracking tools you will use
Definitions for Success! A project is a unique venture that has a start and an end and that is conducted by people to meet established goals within parameters of cost, schedule, and quality.
2009-2013, AVPTGLOBAL IP SARL
Project management is a set of tools, techniques, and knowledge that helps you produce better results for your project, so it can be successfully completed within established goals.
DIANE SHAWE CEO
7
|
8 Project Management Training – Understanding Project Management
Creating an SOW
A Project’s Life Cycle
The usual minimum of a SOW includes: Purpose Statement Scope Statement Project Deliverables Goals and Objectives Cost and Schedule Estimates List of Stakeholders Chain of Command Assumptions and Agreements Communication Plan
Project Activity
The Statement of Work is a formal project management document that establishes expectations and agreements about the project. It is not a contract but a tool for clarifying responsibilities and working relationships among project stakeholders.
Conceptual Phase
Planning Phase
Execution Phase Termination Phase
Time The sequence of activities from the beginning of a project to its completion is essentially the same, no matter what the length of the project.
The Four Phases of a Project 1) The first phase is Conceptual, where the project is shaped. 2) The next phase is the Planning phase. This is where the project team identifies the steps and develops the plan for how and when the project will be accomplished.
3) Third is the Execution phase, where the plan must be executed or put into action. Here is where you get down to working on the project, creating the deliverables. 4) Close out or Termination is the final phase in a project.
Using a Priority Matrix You can make this work by assigning points to each criterion, say on a scale of 1-10. For example, contribution to priority area may rate 15 points, while benefit rates 10 points, and easy to do rates 5 points. For project A, you may feel the benefit rates 7/10 points, it is very easy to do so you give it 5/5, but the contribution it would make is not really a priority in your department so it gets no points there. It would only get perhaps 15 out of twenty points. On the other hand, Project B would be quite beneficial, so
2009-2013, AVPTGLOBAL IP SARL
Project
Benefit A
Easy to do B
Contribution to priority area C
Total A+B+C
A B C D
DIANE SHAWE CEO
8
|
9 Project Management Training – Understanding Project Management
you will give it another 7/10, but it isn’t so easy to do, so it gets 3/10. Nevertheless, it is in a priority area so it earns a 10/15. Thus its total score is 20. Now, deciding between the two projects is easy; the one that scored 20 should be the project to do. There is another matrix we can use. Draw two bisecting lines; one is for a high payoff vs. a low payoff. The second bisecting line is for difficulty vs. ease of doing a project. Mark each project in the appropriate quadrant.
2009-2013, AVPTGLOBAL IP SARL
DIANE SHAWE CEO
9
|