project management for non project managers
DESCRIPTION
An introductory 4-hour crash seminar to project management. Targeted more towards functional middle managers in matrix organizations but on a longer time frame can be used for junior project managers as well.TRANSCRIPT
Projects in our life
Project ManagementRole – not a title
Project Management
General Management
Application or Industry
Out first project
Balance the Trade-off
Time
CostScope
Project Cycle
Plan
GoalLessons
Charter
Defining Stage
Why • Goals
What • Scope• Skills
Who • Team
Charter
ScopeRequirement Gathering
Elicitation
http://thedilbertstore.com/comic_strips/2006/1/29
Interviews QuestionnairesUser observation Workshops
Brain storming Use CasesRole Playing Prototyping
Scope
BEWARE of the CREEP
StakeholdersWHO? Is paying for it
Is making profit of itIs using itIs with/against itInfluences itWill be promotedWill be punished
Stakeholders
Interest
Influence
Planning stage“Man does not plan to fail, he
just fails to plan.”Anonymous
Planning stage
Proper Planning Prevents Poor
Project Performance
Progressive Elaboration
Progressive Elaboration
Dangerous Assumptions
www.youtube.com/watch?v=dcNrh8FL3vE
Planning Stage
Project Plan
Resources
Schedule
Work Breakdown Structure
WBS
Building a House
Building
Walls & Roof Plumbing
Garden
Driveway
(sample)
ResourcesCategories
People
Material
Equipment
Facilities
Funding
Attributes
Roles & Skills Availability Location Cost
Project Finances
Diagrams AOA AON Gant PERT GERT CPM
Tasks Dependability F-S / F-F / S-S / S-F Estimates: Tm, To, Tp
Slack / Float / Buffer Lead / Lag Hammock
Project Schedule
Risk Management
Identification Qualification Response
“Everybody has a plan until they get punched in the face.” ― Mike Tyson
PLANS“I have always found that plans are useless
but planning is indispensable”.Eisenhower
With Properly Prepared Plans, you can achieve great results.
howeverPlanning is NECESSARY but not Sufficient.
Can we do it?
Doing, Monitoring & Controlling
Doing Monitoring
"No battle plan survives contact with the enemy.“
Colin Powell
Managing Stakeholders
Heart
Head
Hand
Managing Stakeholders
• Bridging : Using Personal Relations• Rationalizing : Logic, Facts & Reasoning• Asserting : Authority, Rules & Law• Inspiring : Shared Vision, Mission• Negotiating : Exchange, Trade-off, Tit-for-Tat
Use your BRAIN
Managing Change
Acknowledge
Assess
Accept
Approve
Managing Issues
Problem Solving
• You have 4 seeds, plant them so they all have equal distance from each other.
Progress Tracking
http://thedilbertstore.com/comic_strips/2009/10/12
Past
What happened?What was supposed to happen?
Present
What’s going on?Issues? Changes?
Future
What’s supposed to happen?Risks?
Reviewing StageWho can take
the blame?
Reviewing Stage
Review KPIs, Metrics, ObjectivesReflect Lessons LearnedReport!
PMP - PMBOK
Prince II
IAPM
For More information
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