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Project Management . Facilitated by Joanne Fraser River Systems. 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

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project management

Project Management

Facilitated by Joanne Fraser


hope to learn 10 responses
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
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
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
  • Defining Projects and PM
  • Project Cycle
  • Initiating: Project Charter
  • Planning: WBS


  • Gantt Chart, Communication Plan
  • Monitoring
  • Strategies for Typical People Issues
project definition
Project Definition

A project is a one-time endeavour, that has definite starting and ending points, that is undertaken to create a unique product or service.








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







The Project Cycle
process groups
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?

“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
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

Resource adequacy


Past Experience


Size of project


Potential Liability


Likelihood & severity




Based on analysis, develop back-up strategies

Risk Assessment
building the project team
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
Planning: Is it a Workable Plan?
  • Work Breakdown Structure
  • Schedule
  • Budget
  • Roles/responsibilities clearly defined
  • Communications plan
work breakdown structure
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

Team Member Reports On

What challenges did your team

face in completing this activity?

What helped?

successful projects
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
team meetings
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
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
Closing: Is the Project Finished?
  • Administrative work: are all reports complete?
  • Project work: is it complete?
  • Reflection work: what did we learn?
closing checklist
Closing Checklist
  • Project goals met?
  • Tasks left to do?
  • Trained others?
  • Told everyone about the changes?
  • Reviewed what worked?
  • Celebrated accomplishments?