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MAVERICK LEADERSHIP UNLIMITED eCD Afrika PROJECT MANAGEMENT VANI MOODLEY 3 RD MARCH 2012 PowerPoint Presentation
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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.

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slide1
MAVERICK LEADERSHIP UNLIMITED

eCD Afrika

PROJECT MANAGEMENT

VANI MOODLEY

3RD MARCH 2012

slide2

PROJECT CLOSURE

PROJECT INITIATION

POST IMPLEMENTATION

PROJECT DEFINITION

PROJECT LIFECYCLE

MONITORING & CONTROL

DETAILED PLANNING

PROJECT PLANNING

PROJECT EXECUTION

PROJECT LIFECYCLE

project initiation
PROJECT INITIATION

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

project planning
PROJECT PLANNING

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

project planning cont
PROJECT PLANNING CONT.

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

quality planning
Quality Planning

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

risk planning
Risk Planning

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

communication plans
Communication Plans

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

project execution
PROJECT EXECUTION
  • Build Deliverables
  • Monitor and Control
  • Perform Time Management
  • Perform Cost Management
  • Perform Quality Management
  • Perform Change Management
  • Perform Risk Management
  • Perform Issue Management
  • Perform Acceptance Management
  • Perform Communications Management
  • Perform Phase Review
project closure
PROJECT CLOSURE

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

slide11

GANTT CHART

Activity

Months

1

2

3

4

5

6

7

8

9

10

11

12

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

slide12

Perceptions

“The World exists not merely in itself, but also as it appears to me.”

C. G. Jung

Psychological Types

Compass Learning Guide – The Key to Personal Effectiveness – Section 1.3

slide14

WHEN IT COMES TO TEAMS, WE’RE ALL IN THE SAME BOAT!

Sure glad the hole isn’t at our end!

slide15

Stages of Team Development

  • Forming - the initial stage when the team atmosphere is symbolised by ‘Wintertime’ - The stage of defensiveness
  • Storming, followed by Norming - the transition stage when the team atmosphere is symbolised by ‘Springtime’. When Storming, the team is in the process of working through its defensiveness. In the Norming stage the team discusses and develops its processes and working style.
  • Performing - the working stage when the team atmosphere is symbolised by ‘Summertime’ – The stage of authentic behaviour
  • Adjourning - the final stage when the team atmosphere is symbolised by ‘Autumn time’ – The stage of closure

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.

slide16

THE INSIGHTS MODEL ON CREATING SUCCESSFUL TEAMS

Achievement

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

Methods

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

SharedSuccess

Trust

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?

Shared relationship

Environment

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?

Shared vision

slide17

BUILDING A SUCCESSFUL TEAM

  • TEAM BUILDING MUST BE A :
    • A WAY OF LIFE
    • THE RESPONSIBILITY OF EVERY TEAM MEMBER
    • A CONTINUOUS PROCESS
    • ABOUT DEVELOPING A CLEAR AND UNIQUE IDENTITY
    • FOCUSSED ON A CLEAR AND CONSISTENT SET OF GOALS
slide18

BUILDING A SUCCESSFUL TEAM

  • TEAM BUILDING MUST BE A :
    • A WAY OF LIFE
    • THE RESPONSIBILITY OF EVERY TEAM MEMBER
    • A CONTINUOUS PROCESS
    • ABOUT DEVELOPING A CLEAR AND UNIQUE IDENTITY
    • FOCUSSED ON A CLEAR AND CONSISTENT SET OF GOALS
slide19

BUILDING A SUCCESSFUL TEAM

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.

slide22

Project Management Appraisal

  • Assessment designed to
    • scrutinize the project's management,
    • test its effectiveness, and if found wanting,
    • to make recommendations for corrective action.
  • A project management appraisal should be viewed as a
    • useful,
    • constructive and necessary diagnostic tool
    • available for augmenting the capability of the sponsoring organization's project management team
slide23

Project Management Appraisal

  • PMA can therefore be used to:
    • Identify the strengths of current practices
    • Examine the effectiveness of project communication and documentation, and clarify the relationships between project scope, quality, time and cost
    • Identify barriers to better performance, or critical skills needed by project managers or their supporting teams to increase their effectiveness
    • Provide for an exchange of ideas, information, problems, solutions and strategies with project team members, and thus develop a plan of action for carrying out improvements
my personal theme
MY PERSONAL THEME

“DOVES DON’T FLY WHERE EAGLES SOAR!”