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Project Management Margaret Beer 2006 Data Management Conference Fort Collins What is a Project ? distinct start and finish and a unique set of deliverables : an inventory project a monitoring plan a contract for specific services (e.g., website development; protocol).

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Presentation Transcript
slide1
Project Management

Margaret Beer

2006 Data Management Conference

Fort Collins

slide2
What is a Project?
  • distinct start and finish and a unique set of deliverables:
    • an inventory project
    • a monitoring plan
    • a contract for specific services (e.g., website development; protocol).
    • can also apply to vital signs monitoring

What isn’t a Project?

  • A recurring process (e.g., staff management; budget tracking) that sustains a program or business

What Project Management isn’t

  • MS Project

What Project Management is

  • Producing a product on time, within budget and to scope
project management institute pmi project management professional pmp
Project Management Institute (PMI)Project Management Professional (PMP)
  • General agreement on “standard practices” of project management
  • Recognized as an American National Standard (ANSI/PMI 99-001-2000) by the American National Standards Institute.
  • Standards applicable across wide range: construction, engineering, IT, etc.
er so what
er, so what?

From DOI:

  • The use of standard project management practices is … becoming integrated into our information system development.
  • Using these processes will increase the odds that projects will come in on schedule, on budget, and perform to specifications.
so what cont
so what? (cont.)
  • Project Management is a series of good, practical tools: what constitutes “good practice”
  • Provides a common vocabulary for project management
  • Applicable to network inventory, monitoring, and other projects
why projects fail
Why projects fail?
  • Failure to set and manage the project baseline (scope creep).
  • Lack of user involvement: a leading reason for project failure. Conversely, it has been the leading contributor to project success.
    • Even when delivered on time and on budget, a project can fail if it doesn't meet user needs or expectations.
  • Unclear / ineffective project organization.
slide7
Lack of project reviews and effective follow-up on action plans.
  • Lack of management oversight / support.
  • Failure to implement proper change control.
  • Starting a phase before completing the preceding phase.
  • Unplanned turnover of key project team members.
  • Not learning from the past – “lessons learned”

Why projects fail…

slide8
Steps of Project Management
  • Initiation
  • Planning
  • Executing
  • Controlling
  • Closing

Cost

Time

Resources

Scope

The Triple Constraints: all place competing demands on resources. If one constraint changes, at least one other will change.

slide9

Initiating: identify all participants, objectives, project scope, project charter, review historical documentation

Planning: work breakdown structure, schedule, budget, roles, develop project management plan, identify and evaluate risks

Executing: execute plan, hold progress meetings, implement changes

Controlling and Monitoring : determine variances, recommend changes

Closing: formal acceptance of product, index and archive records, lessons learned

Initiating

Planning

Controlling

Executing

Closing

context project life cycle
Context: Project Life Cycle

Resources and $$$ spent

Resources / costs

INITIATION

PLANNING

EXECUTION / CONTROLLING

CLOSING

work breakdown structure
Work Breakdown Structure

CompleteYardProject

1.0

PrepareEquipment1.1

TrimandMow1.2

Clean Up 1.3

1.1.1 Sharpen Trimmer

1.1.2 Check spark plug

1.1.3 Gas mower

1.2.1 Determine pattern

1.2.2 Mow front yard

1.2.3 Mow back yard

1.2.4 Trim hedges

1.2.5 Edge sidewalks

1.3.1 Bag grass

1.3.2 Pick up clippings

1.3.3 Haul to trash

1.3.4 Sweep sidewalks

slide12

Vegetation Mapping Flow Chart

Work Breakdown Structure subdivides project into smaller, more manageable pieces of work.

slide13
Role of the Project Manager

- Leader - Negotiator

- Planner - Peace Maker

-Organizer - Advocate

-Controller - Risk Manager

  • Communicator
  • (75-90% of time spent)
managing versus leading
Managing Versus Leading

Managing

Leading

  • Manage the department/people
  • Maintain and utilize resources
  • Short-range perspective
  • Ask “How?” and “When”
  • Maintain status quo
  • Ask “What can you do right now?”
  • Manage Cost
  • Look for potential & develop skills
  • Inspire trust in people
  • Have a long-range perspective
  • Ask “Why?”
  • Challenge and motivate
  • Ask “What are you capable of in the future?”
  • Coach and mentor people

Need both in managing projects and people.

slide15

http://inside.nps.gov/waso/pmo

Information Systems

Project Management Office

slide17

Templates:

Project Charter

slide18

INTRODUCTION

Purpose

Scope

Background

Quality Checkpoints

References

STAFFING

Roles and Responsibilities

Required Skills

REVIEWS

Methodologies and Standards

Quality Assessments & Reviews

Quality Assurance Milestones

Resource Estimates

Contractor Controls

CORRECTIVE ACTION

Process

Product

Preventive Measures

Templates:

Project Quality Management

slide19
Managing Projects
    • 3-day class, provides good overview

Check DOI University, local colleges or universities, community colleges for course offerings

PMI-certified instructor

Incorporate into professional development plans / training budgets