PM In Theory 5 Keys To Managing Any Project

PM in Theory 5 Keys to Managing Any ProjectPROJECT MANAGEMENT WEBINAR

Things to know All participants will be on mute Questions are welcome Use the question box to ask questions PM training is valid for 1 PDU Must be in attendance for full session PDU certificate sent by the end of the day Recording and slides sent by tomorrow

ModeratorDenise RodriguezProject mwww.projectinsight.net

Project InsightSchedule a customized demo today! 1 (949) 476-6499 x3 info@projectinsight.net Request info: www.projectinsight.net

PresenterDiane WhiteInstructor and Curriculum DevelopmentTraining in project management,PMP and CAPM certification, leadership,business analysis, agile and six sigmaPast PMI Chapter President & Global PMI pts.comPMP and CAPM are registered trademarks of the Project Management Institute

Why 5 Keys? Life and work events are projects! 5 key tools to help you be more effective

5 Keys to Managing Any ProjectCharterRisks &IssuesStakeholdersStatusSchedule

The CharterWhatProject Description Briefly describe the projectBusinessJustificationWhy Identify the business needWhatMajor ProjectComponents List major subprojects or segmentsof the project

The Charter Continued.Project Objectives& DeliverablesConstraints /AssumptionsProof Describe quantifiable criteria Identify limiting factors &assumptionsLimitsGotchasKnown Risks Identify any known risks(“gotchas”)

The Charter Identifies what needs to be done Begins to tell your project’s “story” Identifies why it needs to be done Documents what success will look like Gives authority to begin the project

Your ChallengesThe Charter Do you regularly create a charter? If not, why? Do you regularly review your charter? If not, why?

Stakeholders: Ask Questions1.2.3.4.5.6.Who wants the project?Who will benefit?Who are the experts?Who may be affected by the project?Who are the customers or users?Who outside the organization may be affected?

Stakeholder Register ExampleGroup RepresentedProject RoleFull or Part Timeon ProjectMark SmithCEOExecutiveNAHQTom WangVP BusinessDevelopment &SalesProject SponsorPTHQMarketing VPCore teamPTHQChildren’s CharityPR MgrCore teamPTLASales ManagerProject ManagerPTLAStakeholderMary JohnsonTJ PhilipsHenry OptimoOther project teammembersTBDThe communityTBDLocation

Your ChallengesStakeholders Do you regularly create a Stakeholder Register? If not, why? What is the most difficult stakeholder you’veencountered? Would it have been better if you planned for it?

The Schedule Start with Project Charter Begin to divide into smaller steps or activitiesthat need to be done: Consult with team and experts as needed Use brainstorming Use “sticky notes” techniqueBreaking down a task into smaller steps is also called“decomposing” the work.

Work Breakdown StructureChildren’sCharity EventA PlanningA1 StudyfeasibilityB PromotionC LogisticsD Day of EventB1 Decide whatgroups to markettoC1 RecruitvolunteersD1 TrainvolunteersB2 Get eventsponsorsC2 Coordinatewith localagenciesD2 Set up eventB3 Create PRcampaignB4 Select eventvendorsD3 Hold event

Sequence of Activities Why is the sequence that activities are done important? Can all activities be done at the same time? Examples: Resources, physical limitations, supplies and materials availability Ensures that everything is done in the proper order Sequence that activities can be done defines your schedule

Sequence Considerations What must happen BEFORE? (Predecessor) What will happen AFTER? (Successor) What can happen DURING? (Parallel)

Schedule DependenciesNetwork Diagram showing schedule dependenciesB1 Decidegroups tomarketC2 Coordinatewith agenciesA1 StudyFeasibilityB2 GetsponsorsB3 CreatePRcampaignD3 HoldeventC1 RecruitvolunteersB4 SelectvendorsD2 Set upeventD1 Trainvolunteers

Gantt ChartGantt chart exampleTaskStudy feasibilityDecide groups to market toGet sponsorsSelect vendorsCreate PR campaignCoordinate with local agenciesRecruit volunteersSet up eventTrain volunteersHold ovemberNovember8/1 - 011/1-11/1511/16-11/16

Your ChallengesThe Schedule Do you regularly create a schedule? If not, why? How often do you review and update your schedule? Do you review the detailed schedule with your clients?

Status Meetings Best Practices

Status ReportsDo’s & Don’tsDon’ts for Bad Status ReportsDo’s for Good Status ReportsDescribe all project issues withoutprioritizing themHighlight key areas requiring attentionor actionAre too wordyClearly articulate actions to be takenand by whomHave a lack of focusSuggest actions to resolve and nextstepsDon’t connect the issue to the impacton the projectOutline issues that affect projectoutcomes with person responsibleFail to show when an objective is notbeing metList the potentially harmful risksDon’t focus on delivery of objectivesDetail recent accomplishments

Sample Status ReportStatus ReportProject: Charity Fund RaiserDeliverablesOwnerDate: 10/25RevisedCompletionDateVolunteeridentified toomanyCorrectiveAction PlanPrioritize based onpast sponsorshipsCommentsPast dueIdentifypotentialsponsorsDue this weekFinalizemarketing planIn final reviewAnalyze siteoptions3 sites identified toanalyzeCreate webpageDarla has vacation,looking for back upSelect vendorsMeeting next Tues.Due next week11/3Reasons forVarianceAsk Charity foradditionalresources

Sample Milestone Status ReportMilestone Status ReportProject: Charity Fund RaiserDeliverablesOwnerDate: 10/25Expected Completion DatesBaselineCurrentStatusCommentsList of volunteersSam9/189/18CompleteMarketingresearch reportMary10/2510/25On scheduleSign off will be todaySponsorship planTJ10/1811/3On scheduleMay be able toimprove if we getmore resourcesEvent webpageDarla11/411/4On scheduleList of potentialvendorsMichelle11/411/4On schedule

Your ChallengesStatus Reports Do you regularly hold status meetings? What frequency do you find works best? Do you regularly produce Status Reports? What are your challenges with maintaining statuson your projects?

Risks Hold team brainstorming meeting using: Charter WBS Project Schedule Success criteria Ask other knowledgeable subject matter experts. Look at similar projects.

Sample Risk IdentificationExamplesRiskIf the location is not chosen within the firstmonth of the project, the team will be unable toensure that marketing materials are delivered inenough time to get enough participants.If the vendors aren’t selected one month beforethe event, the t-shirts won’t be able to beordered in time for the event.Effect on ProjectFunding objectives may not be met if notenough participants sign up.Participants and sponsors may beunhappy and it will reflect negatively onthe reputation of the company and event.

What Risks Do We Focus On?ExamplesProbabilityImpactRisk EventLH1. Event location not selected within the first monthof project.HH2. Vendors not selected one months prior to theevent

Your ChallengesYour Risks Do you regularly think about the risks on your projects? Do you produce a formal risk register? How often do you review and/update the risk register?

Review Charter Stakeholders Schedule Status Risks & Issues

Any questions?

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Jul 12, 2017 · Gantt Chart Gantt chart example August August September September October October November November Task 8/1 - 1/15 6/16-8/30 9/1/9/15 9/16-9/30 10/1-10/15 10/16-10-30 11/1-11/15 11/16-11/16 Study feasibility Decide groups to market to Get sponsors Select vendors Create PR campaign Coordinate with local agencies Recruit volunteers Set up event .