Project Management Slides PDF

PROJECT MANAGEMENT 6.53 Prelim Period 2 3 4 5 6  TESTED Conducted testing with young business owners in the...

PROJECT MANAGEMENT 6.53 Prelim Period 2 3 4 5 6  TESTED Conducted testing with young business owners in the area FIRST TO MARKET AUTHENTIC First beautifully designed building that's both stylish Designed with the help and input of architecture and functional experts in the field 7/1/20XX Pitch deck title 7 8 9  SOLUTION CLOSE THE GAP Our product offers the style and function of traditional commercial spaces, but with a plan for energy efficiency TARGET AUDIENCE Gen Z (18-25 years old) COST SAVINGS Reduce expenses for building electricity and air conditioning EASY TO USE A simple building that gives customers the space they need without the high cost of building maintenance 7/1/20XX Pitch deck title 10  A business is faced with making a CHANGE. To meet strategic goals: Market demand, customer request, Technological advancement, Legal requirements, regulatory compliance, replace things obsolete, Crisis situation, social need 15  How can project work can be described - Projects are temporary and unique, while other work, commonly called operations, is more continuous - Project managers need certain “soft skills” and “hard skills” to be effective - Project managers frequently have more responsibility than authority - Projects go through predictable stages called a life cycle 16 - Leadership is the art of getting someone else to do something you want done because he wants to do it. If people anywhere are to willingly follow someone—whether it be into battle or into the boardroom, the front office or the front lines— they first want to assure themselves that the person is worthy of their trust. If the team doesn’t agree on the big picture, then they certainly won’t agree on a single feature. It ain’t what you don’t know that gets you into trouble. It’s what you know for sure that just ain’t so. 1. SELECTING & INITIATING – IDEA FOR A PROJECT EMERGES(P. SELECTED & PLANNED AND ENDS WHEN KEY PARTICIPANTS COMMIT TO IT. 2. PLANNING – INCLUDES DETAILED PLANNING, AND ENDS WHEN ALL STAKEHOLDERS ACCEPT THE ENTIRE DETAILED PLAN 3. EXECUTING-PLAN ACCEPTED! INCLUDES AUTHORIZING, EXECUTING, MONITORING AND CONTROLLING WORK UNTIL CUSTOMER ACCEPTS THE PROJECT DELIBERABLES 4. CLOSING & REALIZING – ALL ACTIVITIES C. ACCEPTED TO ENSURE P. IS COMPLETED, LESSONS ARE LEARNED, RESOURCES ARE REASSIGNED, CONTRIBUTIONS ARE RECOGNIZED AND BENEFITS ARE REALIZED C2 Project selection & prioritization Summary ￮ Selection begins with strategic planning ￮ Use SWOT analysis ￮ Develop mission and vision statements as guiding principles ￮ Use portfolio management to consider: ￮ Resources ￮ Organizational capabilities ￮ Individual capabilities Strategic Analysis SWOT Analysis (Strengths, Weaknesses, Opportunities, and Threats) Elements within the project team's control Elements over which the project team has little/no control Guiding Principles The vision is one sentence that describes the organization in the future Requires extra effort to be achieved Multiyear goals may require need for a new vision Mission statement - mechanism for achieving the vision Mission Statement Considerations Purpose Core values Beliefs Culture Primary business areas Primary customers Strategic Objectives Means of achieving the vision and mission Objective setting occurs annually Describe short- term and long-term results Describe measures of achievement Effective objectives are Specific Measurable Achievable Results-based Time-specific  Flow-down Objectives Enforce strategic objectives Implemented through ongoing operations Projects are the primary method for implementing objectives Portfolio Management Portfolios Programs Projects and subprojects Assess organization's ability to perform projects Portfolios Composed of projects, programs, sub- Programs portfolios, and ongoing Include a group of operations related projects, Seek a balance between: subprograms, and Large and small projects activities High-risk, high-reward and low-risk Last as long as the projects organization lasts Quick completion and substantial time Projects within a projects program are of limited duration Managed at a level above the project manager The Project Portfolio A collection of projects grouped to be collectively managed Portfolio management: Projects and Subprojects A large project may be composed of multiple subprojects The project manager coordinates subprojects and makes decisions that are best for the overall project A subproject comes from dividing a project into more manageable pieces Reasons for Project Failure Not enough resources Not enough time Unclear expectations Changes to the project Disagreement about expectations Projects must be aligned with the goals of the parent organization. Assess Organization's Ability to Perform Projects TEAMWORK Do we have a teamwork attitude, free and open communication, creativity, and empowered decision-making? PM Process Do we have a clearly defined project management process? ASSOCIATES Do our associates have the right attitudes, skills, and competencies to use the project management process? LEADERS Are our leaders at each level willing to take appropriate personal risk? Organization's Ability to Perform Projects FOUNDATION Does senior leadership establish a strong leadership foundation? LEADERSHIP Do individuals and teams exhibit leadership at their respective levels? EXTERNAL ENVIRONMENT Do we monitor and understand our external environment? Identifying Potential Projects Summarize the work statement of work - what will be done and/or produced? Why the project is important business case - why is this project worth the organization's investment? https://quizlet.com/za/307700914/chapter-2-project-selection- and-prioritization-flash-cards/ PLEASE RELATE (LARGE) PUZZLE IN PLANNING A PROJECT IF COMPLETING PROJECTS IS ANALOGOUS TO PUTTING PUZZLES TOGETHER, THEN PROJECT CHARTERS ARE THE INITIAL STEPS.  Project Charter - “document that formally authorizes the existence of a project manager with authority to apply organizational resources to project activities” (many PM do not have authority to commit resources without a charter) - Give PM official status within the parent organization Why do we use P.C.? WHY IS P.C. USED? 1. Authorize the PM to proceed. 2. Help the PM, sponsor, team members, if any are already assigned, develop a common understanding. 3. Help the PM, sponsor, team members commit to the spirit of the P. 4. Quickly screen out obviously poor P. *SEARCH- MILESTONE SCHEDULE SAMPLE RISK RESPONSE PLANNING EXAMPLE RESOURCES NEEDED ESTIMATE STAKEHOLDER LIST EXAMPLE  “Expect the best, plan for the worst, and prepare to be surprised.” - Dennis Waitley 7/1/20XX Pitch deck title 59  THANK YOU 7/1/20XX Pitch deck title 60  MIDTERM REQUIREMENTS 7/1/20XX Pitch deck title 61  Topics: Leading Projects 4.Organizational capability: Structure, culture and roles 7/1/20XX Pitch deck title 62  Topics: Leading Projects 5. Leading and managing project teams 7/1/20XX Pitch deck title 63  Topics: Leading Projects 6. Stakeholder analysis and communication planning 7/1/20XX Pitch deck title 64  Topics: Planning Projects 7. Scope planning 8. Scheduling projects 9. Resourcing projects 10. Budgeting projects 7/1/20XX Pitch deck title 65  Topics: Planning Projects 11. Project risk planning 12. Project Quality Planning and project kick-off 7/1/20XX Pitch deck title 66  FINAL PERIOD PERFORMING PROJECTS: - Project supply chain management - Determining project progress and results - Finishing the project and realizing the benefits *ASSESSMENT OF A PROJECT *CREATING A SMALL PROJECT 7/1/20XX Pitch deck title 67