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Project Management An Introduction
Shane Wheller MMgt CPPD MAIPM
© 2009 Shane Wheller – Free to share with attribution, www.allthingsprojectmanagement.co m
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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.”
© 2009 Shane Wheller – Free to share with attribution, www.allthingsprojectmanagement.com
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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
© 2009 Shane Wheller – Free to share with attribution, www.allthingsprojectmanagement.com
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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
© 2009 Shane Wheller – Free to share with attribution, www.allthingsprojectmanagement.com
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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
© 2009 Shane Wheller – Free to share with attribution, www.allthingsprojectmanagement.com
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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
© 2009 Shane Wheller – Free to share with attribution, www.allthingsprojectmanagement.com
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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
© 2009 Shane Wheller – Free to share with attribution, www.allthingsprojectmanagement.com
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The ITO Model
© 2009 Shane Wheller – Free to share with attribution, www.allthingsprojectmanagement.com
Adapted from John Smyrk’s ITO Model
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The Iron Triangle
Time
Scope
Cost
Quality
© 2009 Shane Wheller – Free to share with attribution, www.allthingsprojectmanagement.com
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Methodologies
Industry specific Repeatable processes which increase the likelihood of success Prince2 Agile PMBOK
© 2009 Shane Wheller – Free to share with attribution, www.allthingsprojectmanagement.com
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Project Design
© 2009 Shane Wheller – Free to share with attribution, www.allthingsprojectmanagement.com
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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
© 2009 Shane Wheller – Free to share with attribution, www.allthingsprojectmanagement.com
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Coffee Time?
© 2009 Shane Wheller – Free to share with attribution, www.allthingsprojectmanagement.com
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PMBOK Knowledge Areas
Scope Management Time Management Cost Management Quality Management Human Resource Management
Communications Management Risk Management Procurement Management Integration Management
© 2009 Shane Wheller – Free to share with attribution, www.allthingsprojectmanagement.com
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Project Scope
Planning Estimation Work Breakdown Structure Control points
© 2009 Shane Wheller – Free to share with attribution, www.allthingsprojectmanagement.com
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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
© 2009 Shane Wheller – Free to share with attribution, www.allthingsprojectmanagement.com
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Cost Management
Main project control method Cost Estimation Budgeting
© 2009 Shane Wheller – Free to share with attribution, www.allthingsprojectmanagement.com
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Quality Management
Define “done” Define Quality Criteria of outputs Product Descriptions Quality Management Plan
© 2009 Shane Wheller – Free to share with attribution, www.allthingsprojectmanagement.com
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Human Resource Management
Resource planning to deliver outputs Leveling of resources Building teams Management of project teams
© 2009 Shane Wheller – Free to share with attribution, www.allthingsprojectmanagement.com
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Communications Management
Stakeholder Analysis Matrix
A must do
Status reporting Communications channels Information distribution
© 2009 Shane Wheller – Free to share with attribution, www.allthingsprojectmanagement.com
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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
© 2009 Shane Wheller – Free to share with attribution, www.allthingsprojectmanagement.com
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Procurement Management
Purchase Plans Contractors Vendor acquisition Vendor appointment Contract management Contract closure
© 2009 Shane Wheller – Free to share with attribution, www.allthingsprojectmanagement.com
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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
© 2009 Shane Wheller – Free to share with attribution, www.allthingsprojectmanagement.com
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Coffee Time?
© 2009 Shane Wheller – Free to share with attribution, www.allthingsprojectmanagement.com
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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’.
© 2009 Shane Wheller – Free to share with attribution, www.allthingsprojectmanagement.com
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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.
© 2009 Shane Wheller – Free to share with attribution, www.allthingsprojectmanagement.com
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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)
© 2009 Shane Wheller – Free to share with attribution, www.allthingsprojectmanagement.com
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Resources
PM Blogs LinkedIN AIPM Google Reader PMBOK Making Things Happen – Mastering Project Management, Scott Berkun Tasmanian Government PM Templates
© 2009 Shane Wheller – Free to share with attribution, www.allthingsprojectmanagement.com
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Questions?
www.allthingsprojectmanagement.com
© 2009 Shane Wheller – Free to share with attribution, www.allthingsprojectmanagement.com