Project Management

1. Project Management Thomas G. Rainey MD June 8, 2004

2. “At the beginning of the day it’s all about vision,At the end of the day, it’s all about the ability to execute it.”  Mellon Financial Corp.

3. Definition Temporary endeavor taken to create a unique product or service Interrelated Sequence of Tasks and activities Clearly defined Beginning and Ending Bounded by Time, resources, and desired results Scope boundaries

4. Manage Triple Constraints

5. Five Phases of a Project

6. Phase one - Initiating Is project worth doing Determine what project should accomplish Define overall project goal Define expectations of customers, management and other stakeholders Define project scope Select initial members of project team

7. Phase Two - Planning Refine project scope Define results, time, resources List tasks and activities required to achieve project goals Sequence activities in most efficient manner Develop a workable schedule and budget Get plan approved by appropriate stakeholders

8. Phase Three - Executing Leading the team Meet with team members Communicate with stakeholders Conflict resolution / fire fighting – unexpected events that will happen Secure necessary resources to carry out project plan

9. Phase Four - Controlling Monitor for deviations from plan Take corrective action Receive and evaluate project changes Reschedule project as necessary Adapt resource levels as necessary Change project scope Return to the planning stage to adjust project goals

10. Phase Five - Closing Shutting down project operations and disbanding the team Learning from project experiences Review project process and outcome with team members and stakeholders Write final report Handover to implementation / ongoing support team

11. Why Project Manage Runaway projects Poor quality Competitive environment Technology (new and untested) Customer Focus Inefficiency of functional groups Commitments met Reduced stress / burnout Reduced costs

12. Why Do Projects Fail Not enough resources Not enough time Unclear project expectations and objectives Disagreement and unclear decision making Plans too simple or complex Inadequate monitoring or controls Reinventing the wheel – not following lessons learned Approval process unclear and key commitment not documented Key audiences overlooked

13. Traits of a Good Project Manager Enthusiasm for the project Ability to manage change effectively Tolerant attitude toward ambiguity Team building and negotiating skills Customer first orientation Adherence to business priorities

14. Tools Project Charter – provides definition to the project Project overview Goals and objectives Scope Deliverables Assumptions Issues and Risks Performance criteria Roles and responsibilities Change and issue management Communications plan

16. Project Basics – Norms / Rules Start, and end, meetings on time Stick to the agenda Be clear about our intended outcomes, work towards them Make firm and timely decisions Do prep work in advance if you’re looking for a decision Be respectful and attentive to one another Switch cell phones/beepers to vibrate Don’t avoid “sensitive” “not be addressed” subjects Track and record issues, commitments, successes, events Designate someone to facilitate the meeting Enjoy and don’t take ourselves too seriously Learn to trust one another

17. Project Updates / Tracking Project approvals Formalize Document sign off process Lessons Learned