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Introduction to Project Management session 1. Project management. Over the course we will look at: Projects and their features. The project Life Cycle, Project Planning and the Project Manager’s role. Over a dozen different tools and techniques for effective project management.

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project management
Project management

Over the course we will look at:

  • Projects and their features.
  • The project Life Cycle, Project Planning and the Project Manager’s role.
  • Over a dozen different tools and techniques for effective project management.
self study aka homework
Self Study (aka Homework)
  • You will have a go at using the tools and techniques both in class and through homework, self-study which will be set at the end of each taught session. You’ll need to allow a few hours each week to ‘do’ the self-study homework.
self study aka homework5
Self-study (aka homework)
  • For this Project Management module it is really important for you to do the homework after each session, and before the next session. Project management is a practical as well as theoretical subject. Unless you practice, through the homework, the tools and techniques which we cover in the sessions, you will not fully learn the skills of effective project management.
project management pitfalls
Project Management - pitfalls
  • One of the pitfalls with project management is that there is a lot of jargon which can be used: Gantt Charts, network diagrams, activity on the arrow diagrams, critical path analysis, work breakdown structures, PERT, project scheduling, precedence diagrams, dependency diagrams, et cetera. This course will keep jargon to a minimum.
an introduction to project management
An introduction to Project management
  • This module will look at the tried and trusted tools and techniques of project management, the ones which actually work!
  • Will also be doing some practical exercises; you learn effective project management by working on real life projects; it is not something you can learn just from reading a book.
  • We will not be looking at Microsoft project
programme for today
Programme for today

Introductions and Expectations

Concepts of Project Management

Simulated project – Scoping

Comfort break ?

Simulated project – Stakeholders

Simulated project – Success Criteria

Summary and close

why do we need project management tools techniques
Why do we need project management tools & techniques?

Because we live in a world of limited resources and not enough time.

There will always be more to do than time and resources will allow.

Project Management tool & techniques, if used regularly & appropriately, help us make more effective use of our time.

introductions and expectations
Introductions and Expectations
  • Who are you?

name, job and responsibilities

what do you consider to be your strengths in the work environment (e.g. decisive, good communicator, assertive, good at empathising, good listener, etc)

  • What previous experience do you have of managing projects?
  • What are your expectations from today?
the aims for today s session
The aims for today’s session
  • To clarify what we mean by the term ‘project’
  • To introduce you to some of the tools to begin defining and managing projects
  • To give you the chance to try out some of these tools
project management12
Project management

Concepts, Terms and Definitions.

what does the term project mean to you
What does the term ‘project’ mean to you?

Class group exercise

  • What does the term ‘project’ mean to you and your group?
  • What do you and your group think of or associate with the term ‘project’?
definition of project
Definition of project
  • “An activity with a fixed start and end point, managed with finite resources, involving change and often achieved by the collective effort of the team of people”

(IPM)

another definition of a project
Another definition of a project
  • “A set of temporary activities conducted by ad hoc organisations” (D. Olson, 2001)
another definition of a project16
Another definition of a project
  • “ …..an endeavour in which the human (or machine), material and financial resources organised in a novel way, to undertake a unique scope of work, of given specification, within constraints of cost and time,so as to deliver beneficial change defined by quantitative and qualitative objectives” (R.Turner 1995)
yet another definition of project
Yet another definition of project
  • “A project is a sequence of unique, complex, and connected activities. Having one goal or purpose that must be completed by a specific time, within budget, and according to specification” (Artto, 2002)
project management a definition
Project Management – a definition ?
  • Project Management might be defined as “the application of knowledge, skills, tools and techniques to project activities in order to meet (or exceed?) stakeholder needs and expectations from the project”
features of a project
Features of a project
  • A start and a finish
  • Is a unique activity with a visible output
  • May involve uncertainty and risk
  • Involves a team coming together specifically for the project
  • A budget
  • Non repetitive tasks, sequential order
  • Use of resources (including human resources)
  • A single point of ultimate responsibility
  • Clearly defined team roles
  • Clear aims, objectives, goals
terms often confused with project
Terms often confused with ‘project’
  • Process – a series of steps needed to perform a routine activity (e.g. purchasing). A project may contain many processes.
  • Programme – work performed towards achieving a long term goal (e.g. a health awareness programme). Programmes may never achieve all their goals, and may comprise a series of projects.
examples of types of project and their size
Examples of types of project and their size
  • Individual – decorating your bedroom
  • Group – organising a wedding
  • Organisation – construction company, building the Millennium bridge in London
  • Project Organisation – creation of a separate independent organisation specifically for accomplishing a particular project, e.g. the Olympic games committee
  • Multinational – design construction of Concorde
the project life cycle
The project life cycle

NOTE - We will be referring to this simple model throughout the rest of the course

project life cycle at its simplest
Project Life Cycle(At its Simplest)
  • PLAN
  • DO
  • REVIEW

Plaaaaaaaaan-Do

Plan-Do-Plan-Do-Plan-Do

Or Plan-Do, Re-plan, Re-do

project life cycle
Project Life Cycle
  • Evaluation Phase (The Wrap-up)
  • Conception Phase (The Idea)
  • Definition Phase (The Plan)
  • Initiation Phase (The Team)

PLAN

  • Implementation Phase (The Work)

DO

REVIEW

the conception phase the idea
The Conception phase – the idea
  • Essentially - What are we going to do?
  • For small projects an informal discussion might adequate
  • For larger projects, a more formal review and discussion processes required.
  • Key questions to answer should be:
  • Should you do it? What is the benefit and do the benefits outweigh the costs?
  • Can you do it? Is it technically feasible and are there enough resources?
so let s get started
So…………Let’s get started
  • That temptation at this point is to get started (after minimal planning). This is the traditional British approach.
  • It gives the appearance of immediate activity and progress. We are busy ‘doing’.
  • But it leads to mistakes and waste.
  • We end up with Plan-Do, Do-Re-Do, Re- plan, Re-Do, RE-Do, Re-Plan etc
project life cycle28
Project Life Cycle
  • Consequently…
    • Projects over runs
    • Cost too much
    • Don’t achieve desired result
  • So we...
    • Hunt for the guilty
    • Persecute the innocent
    • Promote the uninvolved
but i am too busy to spend time planning planning allows you to
But I am too busy to spend time planning!…Planning allows you to:
  • Ensure that people only work on activities which are needed, and do them correctly the first time, not waste time doing unnecessary activities.
  • Anticipate potential problems and take preventative action to deal with them before they happen.
  • Do things in the right order at the right time, which should prevent things going wrong later.
the project manager s adage a light hearted motto
The project manager’s adage(a light hearted motto)

You can have any two of three things in a project:

    • You can get it done on time
    • You can get it done within budgeted cost
    • You can get it done properly/well
  •  If you are willing to wait, you can get the job done right, within cost.
  •  If you are willing to spend the money, you can get the job done on time.
  • Or you can get the job done on time and within budget; only it might not do what it was supposed to do.
why do so many projects fail to meet expectations
Why do so many projects fail to meet expectations?

A study by Hughes (1986) identified three main reasons for projects failing.

  •  1 a lack of understanding of project management tools and an over reliance on project management software
  • 2 communication problems
  •  3 failure to adequately adjust to changes that occur during the course of the project
why do so many projects fail to meet expectations33
Why do so many projects fail to meet expectations?
  • Hughes notes that many managers are apt to lose sight of the project. By focusing on the project management software and managing this rather than the actual project!
  • Michalski (2000) observes that

“good communication is the key successful project management”.

remember
Remember

“If you fail to plan, you fail to do”.

“Proper Planning Prevents Poor performance”

so we will use a project life cycle like this
So we will use a Project Life Cycle like this
  • Evaluation Phase (The Wrap-up)
  • Conception Phase (The Idea)
  • Definition Phase (The Plan)
  • Initiation Phase (The Team)

PLAN

  • Implementation Phase (The Work)

DO

REVIEW

the definition phase the plan
The Definition phase – the plan
  • Review the reasons for the project.
  • Describing detail what results are to be produced.
  • Create a list of all the work to be performed.
  • Produce a detailed project schedule.
  • Calculate budgets.
  • Describe how risk is to be managed.
  • Identify any assumptions about the project.
  • Identify and define the roles of the project’s team members.
the initiation phase start up
The Initiation phase – start up
  • Assign people to project roles, ensure they are available when needed. Negotiation may be necessary.
  • Give and explain all tasks to team members.
  • Set up systems and accounts to track personnel information and financial expenditure.
  • Announce the project’s start, what it will produce. When it will start when it will finish
implementation phase the do
Implementation phase – the do
  • Doing the tasks as laid out in your plan
  • Regularly comparing the actual performance with the plan, knowing and anticipating when things are not going according to schedule
  • Fixing problems that arise.
  • Keeping everyone informed
the evaluation phase the wrap up or review
The Evaluation phase – the wrap up or review
  • Get the customer’s approval of final results.
  • There may be formal project hand over to the client
  • Complete any paperwork.
  • Hold a post project evaluation to recognise achievements and discuss lessons learned
roles in projects who is responsible for what
Roles in projects – who is responsible for what?

One of the the benefits of project management techniques is the opportunity to clarify roles.

  • Project sponsor – person who’s paying for it
  • Project champion - person who wants to see it happen
  • Project manager – will ensure it happens
  • Project team – will make it happen
  • Stakeholders – those affected by it and with an interest in it, but not necessarily part of it.
  • Audience – we’ll consider them later!
attributes of an effective project manager
Attributes of an effective project manager

Group exercise

  • What you think are the attributes/qualities required to be an effective project manager?
attributes of an effective project manager typically are
Attributes of an effective project manager – typically are
  • Excellent time management skills
  • ‘Can do’ proactive attitude
  • Adaptable, flexible.
  • Fair – respecting different people’s viewpoints
  • Committed to the team and the project’s goals
  • Decisive and realistic
  • Excellent communication skills
  • Leadership
  • Assertiveness
attributes of an effective project manager typically are43
Attributes of an effective project manager – typically are
  • Be prepared to ‘roll up their sleeves and get their hands dirty’
  • Foresight
  • Planning skills
  • Knowledge of the subject / area of work
  • Be prepared to walk, if necessary i.e. leave!
  • A sense of humour ?
the tools of for project management
The tools of & for project management
  • There are numerous tools which can be for managing projects, some of them complex, some of them simple.
  • We will look at over a dozen tried and tested tools and techniques which can be used for effective project management.
our tools for today
Our tools for today
  • QUAD Chart analysis
  • The QUAD chart is a very simple yet extremely effective tool. Project scoping – enables you to define what you do before you start.
  • Stakeholder analysis – simple version helps you understand and manage the different relationships that matter to the project.
the quad chart
The QUAD chart
  • A very simple yet powerful tool.
  • Used to help us clarify exactly what our project is all about.
project management simulation exercise
Project ManagementSimulation Exercise
  • We will carry out a simulated project
project management simulation exercise49
Project ManagementSimulation Exercise

“The Gourmet Breakfast”

  • We are going to use a relatively simple example of something that you should be familiar with in order for you to be able to understand and practice on a real life project.
the problem
The Problem
  • Just got up?
  • Feeling kind of hungry?
  • Fancy a nice breakfast ?
  • What choice do we have?
class exercise your mission
Class exercise - Your Mission
  • To produce a simple project plan for producing a full English Breakfast.
  • We will be using this project to illustrate the use of the following:
  • Quad Chart Analysis including
    • Project Scoping
    • Stakeholders and Stakeholder Analysis
    • Desired Outcomes (Critical Success Factors)
    • Secondary benefits
why a breakfast
Why a breakfast?
  • We will use the Breakfast as it’s a simple example of something where you should all have a similar level of basic knowledge.
  • Let’s view making the breakfast as a project in its own right.
  • It meets most of the criteria for/attributes of a project doesn’t it? Does it? Let’s check
attributes of a project
Attributes of a project
  • A start and a finish
  • Is a unique activity
  • May involve uncertainty and risk
  • Usually involves a team coming together specifically for the project
  • A budget
  • Non repetitive tasks
  • Use of resources (including human resources)
  • A single point of ultimate responsibility
  • Clearly defined team roles
guided tour
Guided Tour

TITLE OF PROJECT – SNAPPY ACRONYM DESCRIPTOR

WHY IS PROJECT BEING DONE?

WHAT FOR?

WHAT IS THE RESULT?

WHO IS PROJECT FOR?

WHO WILL BENEFIT (OR NOT)?

WHO WILL IT INVOLVE?

WHEN ARE WE FINISHED?

WHAT CAN BE MEASURED?

HOW DO I

MEASURE SUCCESS?

GOALS!

WHAT MAKES THE

PROJECT A SUCCESS?

slide58
First a simple example for making a cup of tea.

Our first QUAD chart could look something like the one on the next slide

example make a cup of tea
Example - Make A Cup of Tea

To make a cup of tea!

1. To make a cup of tea

1. The tea maker

2. The tea drinkers

2. To quench the thirst

3. To stimulate the mind

example make a cup of tea60
Example - Make A Cup of Tea

To make a cup of tea to quench the thirst and stimulate the mind

1. To make a cup of tea

1. The tea maker

2. The tea drinkers

2. To quench the thirst

3. To stimulate the mind

1. Audible noises of satisfaction from drinkers. Requests for a second cup

1. Made an acceptable cup of tea

2. Quenched the thirst

3. Stimulated the mind

2. Increased conversation

Absence of snoring or yawning

slide62

Tool and Technique

BRAINSTORMING

brainstorming
Brainstorming
  • Brainstorming was coined in the 1940s by Alex Osborne a US advertising executive.
  • It works by temporarily removing the social blocks which we all have which prevent us from being creative. Blocks such as:
    • Feeling our ideas will be ridiculed
    • Feeling we don’t know enough to voice an opinion
    • Focusing on simple solutions rather than taking a risk
brainstorming64
Brainstorming
  • Brainstorming is essentially a method for being creative in groups, particularly useful for creative problem solving.
  • ‘Popcorning’ is the new name for brainstorming
the rules of brainstorming
The rules of brainstorming
  • No judgement or criticism of an idea
  • Quantity of ideas is more important than quality
  • Freewheeling - rapid a spontaneous ideas
  • Mutating and combining ideas – one person’s idea stimulates ideas from another person
  • No answer or idea belongs to a person, they belong to the group
  • Answers and ideas must be produced rapidly
brainstorming how to do it
Brainstorming how to do it
  • 1 question or problem is posed
  • 2 people in a group take turns to answer
  • 3 each suggestion is written down by a note taker
  • 4 repeat the process until the group run out of ideas
  • 5 Select, filter and choose the most appropriate ideas.
your mission
Your Mission
  • Class exercise
  • To produce a simple project plan QUAD and associated List of Assumptions for approval by Andrew for producing a full English Breakfast.
  • We will do a brainstorm first and then in groups you will have a go at producing a QUAD chart.
slide68
Or
  • You can try one of the following projects if you prefer.
  • Organise a stag do or hen party night out
  • Plan a staff away day social event
  • Plan a family holiday
guided tour69
Guided Tour

PROJECT NAME SNAPPY ACRONYM

WHY IS PROJECT BEING DONE?

WHAT FOR?

WHAT IS THE RESULT?

WHO IS PROJECT FOR?

WHO WILL BENEFIT (OR NOT)?

WHO WILL IT INVOLVE?

WHEN ARE WE FINISHED?

WHAT CAN BE MEASURED?

HOW DO I

MEASURE SUCCESS?

GOALS!

WHAT MAKES THE

PROJECT A SUCCESS?

assumptions
Assumptions
  • If we assume too much then we make an ass of you and me (ass u me)
  • So….make a list of assumptions which go with your QUAD chart. Then we can be sure that we, as project manager, have the same base set of assumptions and understandings as everyone else involved in the project.
mind your language
Mind your Language !

“The project is structured around a multifaceted incremental work plan combining novel content design based on new pedagogical paradigms blended with the e-learning environments to facilitate hybrid mode of delivery”

Extract from GENIUS project based at Reading University – one of nominees for a Golden Bull award for gobbledygook from Plain English campaign 2005

Make sure you use appropriate language – Plain English is best

http://www.plainenglish.co.uk/goldenbull.html

Plain English web site also has free guide on alternative words to use

stakeholder definition
Stakeholder - definition
  • This may of course be negatively aswell as positively!
  • It includes the members of the Project Team and the Customer(s)

A stakeholder is, for our purposes at the moment, “a person or organisation who is affected by or impacted by what you are trying to do”

stakeholders 4 things to do with them
Stakeholders 4 things to do with them
  • List them
  • Try to understand their likely perspective - how might they react to the project?
  • Assess their relative importance
  • Act appropriately with the stakeholder throughout the project – identify and decide what action you may need to take
stakeholders
Stakeholders
  • In the next session we will look at stakeholders in more detail – and compare stakeholders with audiences
  • Taking account of them and their views is important to the success of your project.
group exercise
Group exercise
  • Produce a stakeholder analysis chart, using the simple version on the next slide, or the handout.
website has other versions
Website has other versions
  • www.hull.ac.uk/workbasedlearning/
were might we go

VALUES

WHAT IS THE MOTIVATION?

PASSION

ETHICS

Were might we go ?

SECONDARY BENEFITS

(UNMEASURABLE)

what does this give us
What Does This Give Us?
  • The beginnings of a project definition
  • A document to confirm that what we (as Project Manager) see the project as, is what the Line Manager/Customer was thinking of.
  • Remember we have NOT started ‘doing’ the project yet. We are still planning it.
next session
Next Session
  • Stakeholders or Audience and categorising them further
  • Risk and how to categorise it
  • Clarifying your project’s definition
  • We will review the homework self study.
your homework self study
Your homework self-study
  • Produce your own QUAD chart, either for a project which you are going to do, or for a project which you have completed in the past, or for a project which you are currently working on. Produce a list of assumptions.
  • Once you have done it leave it for 2 days and then review it; and amend it. Save a copy. Keep on re-refining it. Developing a good project definition using the QUAD chart is an iterative process which requires thinking time.
  • Also have a go at doing a simple stakeholder analysis grid
homework self study
Homework self-study

Remember that you need to use the tools and techniques in order to learn them and should start practising them. Will be building upon homework in future weeks – it is important that you get started.

Also remember that project management requires good time management skills and an ability to work under pressure.

what if you can t think of a project
What if you can’t think of a project?
  • Make up a realistic scenario.

For example:

  • Cleaning and servicing your car.
  • Installing a bathroom suite
  • Marketing a new product
  • Digging up and concreting over the garden
  • The choice is yours……
website with forms
Website with forms
  • http://www.hull.ac.uk/workbasedlearning/