a project management overview

Project Management Overview

Colin TurnbullHead of Project Services

Agenda

Introductions Session 1 - Why have Project Management Coffee – 10:30 Session 2 - The running of a project Round up Finish – 12:00

Who am IWho am I

What will be coveredWhat will be covered

Why have a project frameworkWhy have a project framework The make up of a projectThe make up of a project The running of a projectThe running of a project

What do you think a project is

What is a project ?

What is a project ?

Something with a beginning, middle and end.

Something that has a clear objective and somebody responsible for it.

Something that can be measured and achieved.

Something that works within a project framework.

Why use a project framework?Why use a project framework?

The phrase The phrase herding catsherding cats comes from the comes from the common saying that something involving common saying that something involving coordination of many different groups or coordination of many different groups or people is people is as difficult as herding catsas difficult as herding cats. .

One of the commonly encountered uses of One of the commonly encountered uses of the term is the phrase “managing projects the term is the phrase “managing projects is like herding cats" is like herding cats"

It is the bringing together of technologies, It is the bringing together of technologies, individuals and ideas to ‘herd’ into a single individuals and ideas to ‘herd’ into a single delivery.delivery.

Why use a project framework?Why use a project framework?

• VisibilityVisibility

• ClarityClarity

• AccountabilityAccountability

Why use a project framework?Why use a project framework?

It also allows you work within the golden It also allows you work within the golden triangle of…triangle of…

Time

Deliverables Resources

Why use a project framework?Why use a project framework?

Within a framework we all pull together in the same direction

Why use a project framework?Why use a project framework?

Questions ?

Make up of a project

The Brief - PID The Players – Project team

The Brief

A statement of intent that defines what is going to be delivered. This must as a clear definition so that when the project is delivered it can be measured as successful or not.

The brief must have What you are going to do Why you are going to do it What alternatives are there in not doing it

Template example

The Project Team

Who are the stakeholders Who is the sponsor Who is the project manager Who are the resources

Define a stakeholder map

Stakeholder Map

Stakeholder Plan – Project XXX

Position/ Title Department/ Organisation

Primary Rel. Manager

InterestsStakeholder

Ernie Campbell Director Central AHS Bill Smith

Helen Burke ADG Head Office Bill Smith

• Owner of the process• Ensure that total IT spend within area is managed effectively

• Sponsor and champion of IT governance process• Provide direction and make business decisions relating to IT Spend

Stakeholder Plan – Project XXX

Position/ Title Department/ Organisation

Primary Rel. Manager

InterestsStakeholder

Ernie Campbell Director Central AHS Bill Smith

Helen Burke ADG Head Office Bill Smith

• Owner of the process• Ensure that total IT spend within area is managed effectively

• Sponsor and champion of IT governance process• Provide direction and make business decisions relating to IT Spend

Group SessionGroup Session

Think of a project (fact or fictional)Think of a project (fact or fictional) Produce a brief descriptionProduce a brief description Produce a stakeholder mapProduce a stakeholder map

Coffee…

Project feedback

Session Two – Running a Project

Steps to Running a Successful Project

Planning Execution Feedback Delivery Closure

Work Break Down - Planning

Start with the big tasks Breakdown into manageable tasks

5 to 10 days tasks Assign task owners to these tasks Assign deadlines to these tasks Re-plan conflict of resources

Gantt Chart or Stage Plan

Stage Plan or Gantt Chart

Stage PlanSimple but can be hard to follow

Gantt ChartGraphical but can be resource

hungry to manage

Running a Project - Execution

Ensure resources understand their job

Tell resources when they are to start and when they are due to finish

Control the project Report to stakeholders

Controlling the Project - Feedback

Measurement of tasks vs. time Talk to your resources Don’t suffer from the ‘It’s fine’

syndrome Re-plan slippage and scope

creep. Always work to the Golden

Triangle

The Golden Triangle

Time

Deliverables Resources

How to control the triangle

Risk management Identify the risk and what can be

done to minimise the affect Task management

Ensure constant communication with the resources.

Time managementEstimate the task and monitor the

actuals vs. the estimates.

Group Exercise

Identify task, resources and milestone.

Identify risks

15 mins

Project feedback

Deliver the Project – Delivery

Ensure that what is delivered is what was expected.

Tell the stakeholder when you intend to deliver it and that you have delivered it.

Once delivered do not do any more work on the project – scope creep.

Review to Project – Closure

Project closure is key to a successful project

Identify what went well, what went wrong and lessons to learn

Conclusion

Successful project management is achieved byClear brief Identification of stakeholdersManaging the milestonesCommunication Avoiding scope creep

Conclusion – what to take awayConclusion – what to take away

Keep it simpleKeep it simple Identify stakeholdersIdentify stakeholders Agree what the scope is and Agree what the scope is and

stick to itstick to it Break work into manageable Break work into manageable

taskstasks Control the golden triangleControl the golden triangle Be proactive not reactiveBe proactive not reactive

Tools

Project Website Small scale project documents JISC Infonet Association of Project Managers

How not to project manage

Thank youThank you