projects better faster cheaper
DESCRIPTION
Introduction to project management for non-project managers. What is the difference between projects and everything else? And what should you do differently to get them done quickly, with the result you intended? Created by the Technology Leveraging Cooperative. Email us: [email protected]TRANSCRIPT
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Better Faster Cheaper
Melinda KorenchukTechnology Leveraging
Cooperative
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What do you call something:
That requires a series of steps
Performed over a limited time span
To create a unique result
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What kinds of projects do you have?• Creating a marketing campaign• Replacing a telephone system• Implementing a new database application• Expanding a facility• Upgrading a network• Adding a product line
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Have you ever embarked on a project and found:
- it cost more than you budgeted- it took longer than you expected- you did not achieve what you intended- you couldn't get people to use it- what you needed changed as you went along
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Project Management is a set of tools and practices to help you
address those problems.
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Change "Buy-Install-Pay" to
InitiateDefine outcomes, clarify responsibilities
Plan
Determine steps, costs, assignments
Execute-ControlManage against planned time & costs
Close
Handoff to operations
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INITIATE
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Before you Buy, Initiate:
1. Clarify what you expect
2. Communicate to/with your staff
3. Commit and budget time and money
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Clarify what you expect to have at the end
1. Document the functions or features 2. Define the process changes you expect3. Define the savings or new revenue you expect4. Define the risk or loss you will avoid5. Define what existing systems it will integrate with, and how
How will you define DONE?
How will you define SUCCESSFUL?
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Communicate with your staff
• Do the people who will use the new system embrace it?
• Does your staff have the expertise to use
it? • Does your staff have the expertise to be
part of the project? • Did you have all stakeholders participate in
the definition of SUCCESS?
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Commit Time and Money
1. Determine what you are able to spend for the system2. Determine the impact on operations' cost3. Determine how much staff time can be devoted
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Commit your Time
Change takes time: - Time to define what you need - Time to design or choose your solution - Time to oversee the development/configuration - Time to test and train - Time to develop/learn new procedures
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Commit the Right Amount of Dollars
Project Costs Might Include: - Purchasing a system - Upgrading infrastructure to support the new system - Contractors to do the work - Temps to help staff while they participate - Replacing accessories or supplies - Training staff - Downtime during the transition
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Now, how are you going to get it done?
The PLAN
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Why Plan?
1. You need to know the steps required to get the job done.2. You need to know what it will really cost you.3. You need to know who is doing what, and when.4. You need to know how long it will really take.
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Sometimes You
will see that the project will cost more than you thought, or take longer than you expected, and
Decide not to do it.
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NOT DO
IT!!
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How to Make a Schedule
1. Create a WBS2. Assign each task to a person3. Determine dependencies between tasks4. Determine how long each task will take
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Create a WBS, Step One
First, list the major phases of your project. Example: 1. Define and document requirements2. Find and select a vendor3. Verify product requirements4. Install5. Test and Train6. Handoff
Don't forget these
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Create a WBS, Step Two
Break them into more specific tasks: 1. Define and document requirements 1.1 List the features 1.2 Identify the interfaces and users2. Find and select a vendor 2.1 Create an RFP 2.2 Review Proposals 2.3 Select 2.4 Complete Contract 2.4.1 Review Vendor's Template 2.4.2 Make changes 2.4.3 Approve and sign
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Assign each task to a person
1. Define and document requirements 1.1 List the features: Joe 1.2 Identify the interfaces and users: Bob2. Find and select a vendor 2.1 Create an RFP: Sally 2.2 Review Proposals: Bob 2.3 Select: Bob 2.4 Complete Contract 2.4.1 Review Vendor's Template: Joe 2.4.2 Make changes: Joe 2.4.3 Approve and sign: Bob
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Determine Dependencies
1.1 List the features 1.2 Identify the interfaces and users 2.1 Create an RFP (after 1.1 and 1.2) 2.2 Review Proposals (after 2.1) 2.3 Select (after 2.2) 2.4.1 Review Vendor's Template (after 2.3) 2.4.2 Make changes (after 2.4.1) 2.4.3 Approve and sign (after 2.4.2)
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Determine How LongDuration vs Work Hours
1. Are you juggling other projects?2. Are you still doing your regular job?3. What is the priority of this project compared to others?4. Optimistic estimate; Pessimistic estimate; Most likely O + (4 * M) + P 2 + (4 * 3) + 6 ---------------------- ------------------- 6 6
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Determine How Long
1.1 List the features (2 weeks) 1.2 Identify the interfaces and users (2 weeks) 2.1 Create an RFP (2 weeks) 2.2 Review Proposals (2 days) 2.3 Select (1 day) 2.4.1 Review Vendor's Template (1 day) 2.4.2 Make changes (3 days) 2.4.3 Approve and sign (1 day)
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Use a Tool
For complex projects, use a project management tool to calculate dates for all your tasks.
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Adjust Your Budget
1. Top down budget: management guess at project start
2. Budget estimating based on similar past experience
3. Bottom up or detailed budgeting based on schedule
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Buy-in
1. Make sure that all stakeholders know the plan2. Make sure that task doers agree to the estimates3. Communicate that the start dates and finish dates are real
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Managing to Plan
vs
Activity Monitoring
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Avoid SCOPE CREEP
Have a Change Management Process that assesses the impact to the project COST and TIME.
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Focus Your Resources
The more you juggle, the less you accomplish
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How to Stay on Schedule on a priority project
1. Apply more or different resources (pay more)2. Re-plan and do more tasks in parallel3. Reduce features or quality
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How to Stay on Schedule when juggling
1. Stop competing projects2. Manage changes more tightly3. Make sure you have the right resources
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The Project is not done. . .
Until the handoff is complete.
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Review:
INITIATE: Take Time to Clarify Requirements, Outcomes
PLAN: Layout tasks, durations, assignments, sequences MANAGE: Change control, balance the triple constraintsCLOSE: Train, set up maintenance, and hand off
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Projects are little journeys into the
unknown. Go prepared.