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Project Management. Real Tools for Real People. Real Tools for Real People. “A project is a temporary endeavor which creates a unique service , product or result .” - PMBOK Guide, 4 th Edition. Real Tools for Real People.

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Project Management

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    1. Project Management Real Tools for Real People

    2. Real Tools for Real People “A project is a temporary endeavor which creates a unique service, product or result.” - PMBOK Guide, 4th Edition

    3. Real Tools for Real People “A program is a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually.” - PMBOK Guide, 4thEdition

    4. Real Tools for Real People The Project Management Process includes initiating, high level project planning, detail project planning, executing and controlling, and closing process groups.

    5. Real Tools for Real People Progressive elaboration is a term used in project management which means you learn more about the project’s characteristics as you progress through the project. Rolling wave planninguses progressive elaboration.

    6. Chavat’s Matrix

    7. Real Tools for Real People

    8. Real Tools Methodologies/ Methodology_webChart.html

    9. Program Charter Project Charter Why: • Formally recognizes/establishes the existence of the program or project • Authorizes program or project to spend money and commit resources • Provides objectives and high-level requirements • Identifies constraints and high-level risks • Uncovers assumptions • Links the projects or programs in the program to the ongoing work of the organization

    10. Program Charter Project Charter • When: Project Initiation • Who: Key Stakeholders, Sponsor, Project Manager • What: High-level objectives, scope, constraints, assumptions, risks, dependencies, budget, timeline, strategy, roles & responsibilities, approval • When: Program Initiation • Who: Key Stakeholders, Sponsor, Program Manager • What: Problem statement, description, goals/ objectives, scope, critical success factors, assumptions, risks/issues, organization (including governance), funding, milestones, points of contact

    11. Program Charter? Project Charter? • The critical patch update testing is done every year, lead by the same people. • Waterloo needs to review a business process involving several departments. • Waterloo needs to incorporate enterprise architecture to help align business strategy with IT. • Major functional and technical changes are coming in the next release of the software.

    12. Feasibility Study • That’s a really amazing idea. Is it really possible? • That seems like a great idea for a service. I don’t know what is involved. Do you? • Does it make sense to do this project? • Should we outsource this service?

    13. Business Case Sr. Management asks: • Why should we do this project? • What are the benefits? • What are the costs?

    14. High LevelProject Timeline

    15. Project Management Plan Why: • serves as an integration function • records how the project is defined, planned, managed, and controlled

    16. Project Management Plan • When: High Level Project Planning (++) • Who: Key Stakeholders, Sponsor, Project Manager • What: Project management approach, scope, constraints, assumptions, milestones, schedule baseline, change control process, issues/request logging, plans for: deployment, communications, cost, procurement, scope, schedule, quality, risk, stakeholders, staffing, revision history

    17. Project Management Plan • Implementing a complex ERP solution involving most of the campus community, and involving significant cultural change. • Implementing a new parking system. • Minor technology upgrade to an ERP solution. • Major functional changes to an ERP solution.

    18. Procurement RF(x), where x=(I,P)(i.e., RFI or RFP)

    19. Project Schedule: WBS

    20. Project Schedule • WBS, Network diagram • Activities; include project management activities • Resources • Dependencies • Milestones (i.e. go/no go decisions) • Baseline • Who: Business Analyst(s), Project Lead(s), Developers, SMEs, Sponsor, Project Manager

    21. ImplementationPlan • Payroll moving from Finance to Human Resources • Business process change involving IT changes • Patch or tax updates

    22. RiskRegister • Rate the likelihood & seriousness • Grade the likelihood & seriousness

    23. RiskRegister 3. Recommended actions 4. Changes

    24. RiskRegister Risk Register:

    25. Project Execution and Control

    26. Project Closure A comment about the process group… • Do you know of projects that never finish? • When is a project complete? • Oh, the project is done? Really? • What lessons can the project share so we can build on the good and not repeat the bad? • Why did the project get cancelled?

    27. Project Closure • Why: • confirms that all the requirements in the project have been met • closes off any legal requirements (e.g., procurement, support model transitions, signoffs, etc.) • creates records for similar future projects • transition resources • celebrate and communicate success

    28. Project Closure • When: Closure/Project Review • Who: Project Manager, Business Analyst(s), SME(s), Sponsor, Project Lead(s), Developer • What: comparison of objectives in charter/project management plan to final outcome, budget vs. actual costs, schedule vs. actual timeline, lessons learned, outstanding issues/tasks, transition to operations, recommendations for future projects, etc.

    29. MaintenancePlan • Why: • transitions development resources to maintenance/support resources • closes off any legal requirements

    30. MaintenancePlan • When: Project Closure • Who: Project Manager, Business Analyst(s), SME(s), Sponsor?, Project Lead(s), Developer(s) • What: objectives, scope, infrastructure, roles & responsibilities, development & migration, standards, performance monitoring, issues tracking, system evolution

    31. Satisfaction Assessment • Is client satisfaction important for the project? • The project delivered exactly what was asked for. Why is the product, service or result not being used?

    32. Real Tools for Real People Green and Growing or Ripe and Rotting? - Kristin D. Russell , Secretary of Technology & CIO, State of Colorado

    33. Real Tools for Real People Questions? Methodology_webChart.html