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Project Management An Introduction
Shane Wheller MMgt CPPD MAIPM
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Chatham House Rule
“When a meeting, or part thereof, is held under the Chatham House Rule, participants are free to use the information received, but neither the identify nor the affiliation of the speaker(s), nor that of any other participant, may be revealed.”
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What to expect
I will endeavour to deliver value to you Please actively listen and take away things that you may have learnt and carry them out in your workplace Project Management according to Shane, and you may not always agree… A few handy tools to help deliver projects Some leadership wisdom
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Why
Raise money for the Haemophilia Foundation Australia Give back to the PM community in Tasmania Help you deliver successful projects and to survive in the PM world
Enhance your future job opportunities
Lead by example to my children
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Our Scenario
Business Project with IT enabler Government Department Needs to obtain efficiencies through the introduction of a software tool Deciding on Requirements / Control Points / Financial Penalties / Definition of Done / Quality Criteria Tender preparation Vendor is awarded Management of vendor
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Definition
Textbook
A project is a temporary endeavour undertaken to create a unique product, service or result.
Shane‟s Version
A temporary business unit with it‟s own customs, norms, expectations, systems and procedures set up to increase the likelihood of delivering a specific output
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Some Jargon
Gantt Chart – schedule Risk Something that might happen that will affect the project Risk mitigation activity Increase/decrease the likelihood Issue Something that needs to be actively managed to resolution Deliverable Output Vs Outcome Daily Log
PM Toolkit Escalation Project Owner (Project Director or Business Owner) Project Manager Inputs Process Outputs Utilisation Outcomes
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The ITO Model
Adapted from John Smyrk‟s ITO Model
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The Iron Triangle
Time
Scope
Cost
Quality
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Methodologies
Industry specific Repeatable processes which increase the likelihood of success Prince2
Agile
PMBOK
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Project Design
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Theories/Studies for your toolkit
Group think Mob behaviour Bounded rationality Pavlov‟s dogs Tuckman‟s Team Development Theory Maslow‟s Hierarchy of Needs Hawthorn Experiments
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Coffee Time?
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PMBOK Knowledge Areas
Scope Management Time Management
Communications Management Risk Management
Cost Management
Quality Management Human Resource Management
Procurement Management
Integration Management
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Project Scope
Planning Estimation Work Breakdown Structure Control points
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Time Management
Time sequencing of events Bottom up theory of estimation Estimation of resource requirement Estimation of activity duration
Elapsed versus Effort
Developing a schedule Control methodology – anything measured improves
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Cost Management
Main project control method Cost Estimation Budgeting
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Quality Management
Define “done” Define Quality Criteria of outputs Product Descriptions Quality Management Plan
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Human Resource Management
Resource planning to deliver outputs Leveling of resources Building teams Management of project teams
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Communications Management
Stakeholder Analysis Matrix
A must do
Status reporting Communications channels Information distribution
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Risk Management
Risk Management AS/NZS 4360 Likelihood
Risk Mitigation Activity
Measured in degree of probability that the risk will be realised
Actions to be undertaken to delay, fix, or avoid the risk from eventuating
Risk Threshold
Consequence
How much risk is acceptable to the business
Measured in the level of adverse affect
Residual Risk
Risk Level
Determined from matrix
The Risk Level left after Risk Mitigation Activities have been affected
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Procurement Management
Purchase Plans Contractors Vendor acquisition Vendor appointment Contract management Contract closure
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Integration Management
Bringing it all together Project artifacts Project design Direct and manage project execution Leadership / Mentor / Go To Person Project Control Scope management Closure
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Coffee Time?
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Rules of Thumb
Treat others the way you want to be treated.
Lead by example where ever possible.
Edify, edify and edify. Use fact based management. Avoid emotiveness like the swine flu. Always do coffee. Consult, include, discuss, search for consensus then decide – bring your teams with you. Some days you are the seagull, on other day‟s you‟re the pylon. Leave the team alone to do their jobs, tell them „what‟, don‟t tell them „how‟.
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Rules of Thumb
Learn and practice situational leadership. Your team will never be perfect, so continuously strive to do the best with what you have. All project outcomes are a product of the constraints. Invest in the futures of your team members, give the gift of leadership and example. Feel the fear and do it anyway. Anything measured improves over time Measure everything that moves, if it doesn‟t move, push it then measure it.
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Qualifications & Certifications
Qualifications
Cert IV – Project Officer Diploma – Project Manager Advanced Diploma – Project Director Undergraduate – Edith Cowan University Post Graduate – Master of Project Management or Management (PM)
Certifications
AIPM Certified Practising Project Practitioner (CPPP) Certified Practising Project Manager (CPPM) Certified Practising Project Director (CPPD)
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Resources
PM Blogs LinkedIN AIPM Google Reader PMBOK Making Things Happen – Mastering Project Management, Scott Berkun Tasmanian Government PM Templates
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Questions?
Shane.wheller@gmail.com www.allthingsprojectmanagement.com