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MAVERICK LEADERSHIP UNLIMITED eCD Afrika PROJECT MANAGEMENT VANI MOODLEY 3 RD MARCH 2012. PROJECT CLOSURE. PROJECT INITIATION. POST IMPLEMENTATION. PROJECT DEFINITION. PROJECT LIFECYCLE. MONITORING & CONTROL. DETAILED PLANNING. PROJECT PLANNING. PROJECT EXECUTION.
3RD MARCH 2012
MONITORING & CONTROL
Develop a business case - describing the business problem or opportunity, listing the alternative solutions, undertaking a cost / benefit analysis and selecting the preferred solution to be delivered by a Project.
Undertake a feasibility study – are the alternative solutions you have identified likely to satisfy the requirements of the customer?
Establish the project charter - describes the Project Vision, Objectives, Scope, Deliverables, Stakeholders, Roles, Responsibilities and Implementation Plans
Appoint the project Team
Set up the project office
Perform the phase review
Create a Project Plan
Create a Resource Plan
Create a Financial Plan
Create a Quality Plan - set quality targets for your project - ensure deliverables produced, meet needs of customer.
Create a Risk Plan - helps identify risk and implement a plan to reduce it.
Create an Acceptance Plan
Create a Communication Plan
Perform a Phase Review
Identify all of the phases, activities and tasks
Sum up the effort needed to complete those tasks
Document all of the project inter-dependencies
List the planning assumptions and constraints
Create a detailed project planning schedule
Define the project scope & milestones
Identify the Work Breakdown Structure
Set and agree the target delivery dates
Monitor and control the allocation of resource
Report on the progress of the project, to the sponsor
Identifying the customers requirements
Listing the project deliverables to be produced
Setting quality criteria for these deliverables
Defining quality standards for the deliverables
Gaining your customers agreement with the targets set
Identifying the quality control tasks needed to control quality
Creating a Quality Control Plan, by scheduling the control activities
Listing the quality assurance activities required to assure quality
Building a Quality Assurance Plan, by creating an activity schedule
Define Risk Management, as it aplies to your project
Identify the categories of risk which are relevant
List all of the types of risks which may occur
Determine the likelihood of the risks occuring
Calculate the impact on the project if risk does occur
Rank the risks identified in order or priority
Identify actions to take to prevent risk from occuring
List contingency actions to take, in the event that risk does occur
Create a risk schedule, which allocates timeframes to your risk actions
Implement a process to monitor and control risks throughout the project
Listing your communications stakeholders
Defining each stakeholders communication needs
Identifying the required communications events
Determining the method and frequency of each event
Allocating resource to communicatons events
Building a communication event schedule
Monitor the communications events completed
Gaining feedback on communications events
Improving communications processes
Perform Project Closure
Review Project Completion
Identify the project completion criteria
List any outstanding activities or deliverables
Create a plan for passing deliverables to your customer
Plan the handover of project documentation
Cease supplier contracts and agreements
Release projects resources to the business
Communicate the closure of the project
List all of the key activities needed to close a project
Create step-by-step instructions to help you complete it
Includes lots of practical examples, tips and hints
Is pre-completed to save you time and effort
1.Develop a business case
2. undertake a feasibility study
3. Consult with the relevant persons
4. Establish the project charter
5. Appoint a project team
6. Set up a project office
7. Perform Phase Review
8. Create a project plan
9. Create a resource Plan
10. Create a financial plan
“The World exists not merely in itself, but also as it appears to me.”
C. G. Jung
Compass Learning Guide – The Key to Personal Effectiveness – Section 1.3
Sure glad the hole isn’t at our end!
Dr Bruce Tuckman published his Forming Storming Norming Performing model in 1965. He added the Adjourning stage in the 1970's.
The seasonal metaphor is the work of John Heron and details can be found in his excellent book ‘The Complete Facilitators Handbook.
Q – How can you use your gifts to bring a goal focus to the team?
Q- How can you better value the goals focus other team members bring to the team?Shared goals
Q - How can you bring more method and structure to the team?
Q - How can you better value the method and structure other team members bring?Shared processes
Q – How can you use your gifts to create a trusting and supportive team atmosphere?
Q – How can you better value what others do to create trust?
Q – How can you make your team a creative, energised and inspirational place to work?
Q – How can you better value what others do to make the team an inspiration?
TAKE SOFI HAGE TO YOUR MEETING
1. SUMMARISER 1. HARMONISER
2. ORIENTER 2. ANALYSER
3. GATEKEEPER 3. FACT SEEKER
4. ENCOURAGER 4. INITIATOR
IT IS IMPORTANT THAT ALL TEAM MEMBERS UNDERSTAND AND EMPLOY EACH OF THE FOUR TASK AND RELATIONSHIP ROLES.
“DOVES DON’T FLY WHERE EAGLES SOAR!”