Breaking a Project Down to Manageable Tasks by wgi46630

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									 Project
 Management

Facilitated by Joanne Fraser
RiverSystems
Hope to Learn              (10 Responses)


   How to manage a project – the basics (4)
    (planning, scheduling and monitoring)
   Practical tips for scheduling (2)
   Strategies for getting buy-in
   Communication and leadership
   Methods for assessing progress
   Ways to communicate progress
   Anything
    Project Challenges
   Communication (3)
   Planning (3)
   Determining timelines (2)
   Unrealistic expectations in terms of roles and time
    estimates (2)
   Time commitment to project while continuing day to day
   Getting others to buy-in
   Keeping track of the details
   Keeping others on track
   Maintaining momentum
   Hand off from implementation to maintenance
   Voicing concerns viewed as negative
Topic Interest
#1 Project Planning
    (Breaking down into manageable tasks)

#2 Project Scheduling
    (Assigning accurate timelines)

#3 Effective Communication
    (Among project stakeholders)
   Learning Objectives

• Define projects and project management
• Recognize what is involved in the five
  components of the project cycle
• Apply a team approach to project planning
• Develop a project plan
  (WBS, Gantt Chart, Communication Plan)
• Examine people issues in project
  implementation
Agenda
•   Defining Projects and PM
•   Project Cycle
•   Initiating: Project Charter
•   Planning: WBS
    Lunch
•   Gantt Chart, Communication Plan
•   Monitoring
•   Strategies for Typical People Issues
Project Definition

A project is a one-
time endeavour, that            People

has definite starting
and ending points,                Ideas
                                    &
that is undertaken to             Vision
create a unique
product or service.     Tools              Processes
    Project vs. Ordinary Work

• Projects differ from ordinary work
• A project is a sequence of tasks, with a beginning
  and an end, with specific resources and time
  allocated to it
• Projects are temporary and unique
• Ordinary work is day-to-day, ongoing, repetitive
• Project management is the process of combining
  systems, techniques and people to complete a
  project within established goals of time, budget
  and quality
The Project Cycle

Initiating                  Planning




         Managing                      Implementing
         (Controlling)                  (Executing)




                         Closing
Process Groups
   Initiating    recognize the project should begin
                  and commit to do so
   Planning      develop a workable plan to address
                  business need
   Implementing coordinate people and resources to
    (Executing)   carry out the plan
   Managing      ensure objectives are met by
    (Controlling) monitoring, measuring and taking
                  corrective action
   Closing       formalize acceptance and bring to
                  an orderly end
Table Discussion


    Which part (s) of the project cycle do
     you find are the hardest to do?

    What are the challenges?
Initiating

“If you don’t know where you are going,
how will you know when you get there?”
Getting Projects Initiated

   What is the process for defining the
    project? Who is involved? Who decides?

   How does everyone that should be
    involved get “on board”?
The Project Charter
   Project name
   Start and end dates
    Project Purpose – define in terms of
    customer/client expectations
   Key Deliverables
   Project team and key stakeholders
   Critical success factors
Risk Assessment
   Factors                      Analysis
    –   Resource adequacy         Likelihood & severity
    –   Schedule
    –   Past Experience           – Low
    –   Technology                – Medium
    –   Size of project           – High
    –   Geography
    –   Potential Liability      Based on analysis,
                                  develop back-up
                                  strategies
 Building the Project Team

Use effective meetings
 Establish direction
   – Develop a vision
   – Strategies for achieving the
     vision
 Develop team standards
   – Decision-making,
     communication, roles and
     responsibilities
Planning: Is it a Workable Plan?

– Work Breakdown Structure
– Schedule
– Budget
– Roles/responsibilities clearly defined
– Communications plan
   Work Breakdown Structure

Step 1:   Brainstorm all of the tasks that need to be done
          i.e. WHAT will be done, not how.
Step 2:   While tasks are still independent, not in any
          order, estimate the time each task will take.
Step 3:   Put the tasks in order (imagine that one person
          is doing ALL) to get the sequence.
Step 4:   Identify tasks that can be done simultaneously.
          Group them in columns.
Step 5:   Identify the tasks in each of the columns that
          take the longest and line them up in a row to
          give the critical path.
Team Member Reports On


   What challenges did your team
    face in completing this activity?

   What helped?
Successful Projects
   Client is satisfied with end deliverable
    (product, service, process or plan)
   Deliverable is given on time
   Project stayed within budget and human
    resource allocations
   Team members increased their skills and
    knowledge
   Organization has benefited
Gantt Charts
                              2. Record
                                  Dates                          5. Show
                                                                progress
        1. List
        Tasks     De ce mbe r             January      M arch              April   M ay

 Task Name




                    4. Show                 3. Show
                  dependent                 duration
                      tasks                 of tasks
    Team Meetings
   Review progress of the project
          Team members provide updates on their
           task assignments
          Team members report their concerns or
           issues with the progress of the project
          Once issues or problems are identified,
           schedule a separate resolution meeting
Managing: Monitoring the plan

 What to monitor
          – Monitor time
          – Monitor quality
          – Monitor budget
 Falling behind?
          – Add time
          – Add resources
          – Change the quality
Closing: Is the Project Finished?

– Administrative work: are all reports
  complete?
– Project work: is it complete?
– Reflection work: what did we learn?
Closing Checklist

   Project goals met?
   Tasks left to do?
   Trained others?
   Told everyone about the changes?
   Reviewed what worked?
   Celebrated accomplishments?

								
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