Introduction to Project Management session 1 - PowerPoint PPT Presentation

1 / 85
About This Presentation
Title:

Introduction to Project Management session 1

Description:

The project Life Cycle, Project Planning and the Project Manager's role. ... Organise a stag do or hen party night out. Plan a staff away day social event ... – PowerPoint PPT presentation

Number of Views:46
Avg rating:3.0/5.0
Slides: 86
Provided by: ads9
Category:

less

Transcript and Presenter's Notes

Title: Introduction to Project Management session 1


1
Introduction to Project Management session 1
2
(No Transcript)
3
Project management
  • Over the course we will look at
  • Projects and their features.
  • The project Life Cycle, Project Planning and the
    Project Managers role.
  • Over a dozen different tools and techniques for
    effective project management.

4
Self Study (aka Homework)
  • You will have a go at using the tools and
    techniques both in class and through homework,
    self-study which will be set at the end of each
    taught session. Youll need to allow a few hours
    each week to do the self-study homework.

5
Self-study (aka homework)
  • For this Project Management module it is really
    important for you to do the homework after each
    session, and before the next session. Project
    management is a practical as well as theoretical
    subject. Unless you practice, through the
    homework, the tools and techniques which we cover
    in the sessions, you will not fully learn the
    skills of effective project management.

6
Project Management - pitfalls
  • One of the pitfalls with project management is
    that there is a lot of jargon which can be used
    Gantt Charts, network diagrams, activity on the
    arrow diagrams, critical path analysis, work
    breakdown structures, PERT, project scheduling,
    precedence diagrams, dependency diagrams, et
    cetera. This course will keep jargon to a
    minimum.

7
An introduction to Project management
  • This module will look at the tried and trusted
    tools and techniques of project management, the
    ones which actually work!
  • Will also be doing some practical exercises you
    learn effective project management by working on
    real life projects it is not something you can
    learn just from reading a book.
  • We will not be looking at Microsoft project

8
Programme for today
  • Introductions and Expectations
  • Concepts of Project Management
  • Simulated project Scoping
  • Comfort break ?
  • Simulated project Stakeholders
  • Simulated project Success Criteria
  • Summary and close

9
Why do we need project management tools
techniques?
  • Because we live in a world of limited resources
    and not enough time.
  • There will always be more to do than time and
    resources will allow.
  • Project Management tool techniques, if used
    regularly appropriately, help us make more
    effective use of our time.

10
Introductions and Expectations
  • Who are you?
  • name, job and responsibilities
  • what do you consider to be your strengths in
    the work environment (e.g. decisive, good
    communicator, assertive, good at empathising,
    good listener, etc)
  • What previous experience do you have of managing
    projects?
  • What are your expectations from today?

11
The aims for todays session
  • To clarify what we mean by the term project
  • To introduce you to some of the tools to begin
    defining and managing projects
  • To give you the chance to try out some of these
    tools

12
Project management
  • Concepts, Terms and Definitions.

13
What does the term project mean to you?
  • Class group exercise
  • What does the term project mean to you and
    your group?
  • What do you and your group think of or associate
    with the term project?

14
Definition of project
  • An activity with a fixed start and end point,
    managed with finite resources, involving change
    and often achieved by the collective effort of
    the team of people
  • (IPM)

15
Another definition of a project
  • A set of temporary activities conducted by ad
    hoc organisations (D. Olson, 2001)

16
Another definition of a project
  • ..an endeavour in which the human (or
    machine), material and financial resources
    organised in a novel way, to undertake a unique
    scope of work, of given specification, within
    constraints of cost and time,so as to deliver
    beneficial change defined by quantitative and
    qualitative objectives (R.Turner 1995)

17
Yet another definition of project
  • A project is a sequence of unique, complex, and
    connected activities. Having one goal or purpose
    that must be completed by a specific time, within
    budget, and according to specification (Artto,
    2002)

18
Project Management a definition ?
  • Project Management might be defined as the
    application of knowledge, skills, tools and
    techniques to project activities in order to meet
    (or exceed?) stakeholder needs and expectations
    from the project

19
Features of a project
  • A start and a finish
  • Is a unique activity with a visible output
  • May involve uncertainty and risk
  • Involves a team coming together specifically for
    the project
  • A budget
  • Non repetitive tasks, sequential order
  • Use of resources (including human resources)
  • A single point of ultimate responsibility
  • Clearly defined team roles
  • Clear aims, objectives, goals

20
Terms often confused with project
  • Process a series of steps needed to perform a
    routine activity (e.g. purchasing). A project may
    contain many processes.
  • Programme work performed towards achieving a
    long term goal (e.g. a health awareness
    programme). Programmes may never achieve all
    their goals, and may comprise a series of
    projects.

21
Examples of types of project and their size
  • Individual decorating your bedroom
  • Group organising a wedding
  • Organisation construction company, building the
    Millennium bridge in London
  • Project Organisation creation of a separate
    independent organisation specifically for
    accomplishing a particular project, e.g. the
    Olympic games committee
  • Multinational design construction of Concorde

22
The project life cycle
  • NOTE - We will be referring to this simple model
    throughout the rest of the course

23
Project Life Cycle(At its Simplest)
  • PLAN
  • DO
  • REVIEW

Plaaaaaaaaan-Do
Plan-Do-Plan-Do-Plan-Do Or Plan-Do, Re-plan, Re-do
24
Project Life Cycle
  • Conception Phase (The Idea)
  • Definition Phase (The Plan)
  • Initiation Phase (The Team)

PLAN
  • Implementation Phase (The Work)

DO
  • Evaluation Phase (The Wrap-up)

REVIEW
25
  • We will now consider each stage and what it
    involves

26
The Conception phase the idea
  • Essentially - What are we going to do?
  • For small projects an informal discussion might
    adequate
  • For larger projects, a more formal review and
    discussion processes required.
  • Key questions to answer should be
  • Should you do it? What is the benefit and do the
    benefits outweigh the costs?
  • Can you do it? Is it technically feasible and are
    there enough resources?

27
SoLets get started
  • That temptation at this point is to get started
    (after minimal planning). This is the traditional
    British approach.
  • It gives the appearance of immediate activity and
    progress. We are busy doing.
  • But it leads to mistakes and waste.
  • We end up with Plan-Do, Do-Re-Do, Re- plan,
    Re-Do, RE-Do, Re-Plan etc

28
Project Life Cycle
  • Consequently
  • Projects over runs
  • Cost too much
  • Dont achieve desired result
  • So we...
  • Hunt for the guilty
  • Persecute the innocent
  • Promote the uninvolved

29
But I am too busy to spend time
planning!Planning allows you to
  • Ensure that people only work on activities which
    are needed, and do them correctly the first time,
    not waste time doing unnecessary activities.
  • Anticipate potential problems and take
    preventative action to deal with them before they
    happen.
  • Do things in the right order at the right time,
    which should prevent things going wrong later.

30
What can go wrong !
31
The project managers adage(a light hearted
motto)
  • You can have any two of three things in a
    project
  • You can get it done on time
  • You can get it done within budgeted cost
  • You can get it done properly/well
  •  If you are willing to wait, you can get the job
    done right, within cost.
  •  If you are willing to spend the money, you can
    get the job done on time.
  • Or you can get the job done on time and within
    budget only it might not do what it was supposed
    to do.

32
Why do so many projects fail to meet
expectations?
  • A study by Hughes (1986) identified three main
    reasons for projects failing.
  •  1 a lack of understanding of project management
    tools and an over reliance on project management
    software
  •  2 communication problems
  •  3 failure to adequately adjust to changes that
    occur during the course of the project

33
Why do so many projects fail to meet expectations?
  • Hughes notes that many managers are apt to lose
    sight of the project. By focusing on the project
    management software and managing this rather than
    the actual project!
  • Michalski (2000) observes that
  • good communication is the key successful
    project management.

34
Remember
  • If you fail to plan, you fail to do.
  • Proper Planning Prevents Poor performance

35
So we will use a Project Life Cycle like this
  • Conception Phase (The Idea)
  • Definition Phase (The Plan)
  • Initiation Phase (The Team)

PLAN
  • Implementation Phase (The Work)

DO
  • Evaluation Phase (The Wrap-up)

REVIEW
36
The Definition phase the plan
  • Review the reasons for the project.
  • Describing detail what results are to be
    produced.
  • Create a list of all the work to be performed.
  • Produce a detailed project schedule.
  • Calculate budgets.
  • Describe how risk is to be managed.
  • Identify any assumptions about the project.
  • Identify and define the roles of the projects
    team members.

37
The Initiation phase start up
  • Assign people to project roles, ensure they are
    available when needed. Negotiation may be
    necessary.
  • Give and explain all tasks to team members.
  • Set up systems and accounts to track personnel
    information and financial expenditure.
  • Announce the projects start, what it will
    produce. When it will start when it will finish

38
Implementation phase the do
  • Doing the tasks as laid out in your plan
  • Regularly comparing the actual performance with
    the plan, knowing and anticipating when things
    are not going according to schedule
  • Fixing problems that arise.
  • Keeping everyone informed

39
The Evaluation phase the wrap up or review
  • Get the customers approval of final results.
  • There may be formal project hand over to the
    client
  • Complete any paperwork.
  • Hold a post project evaluation to recognise
    achievements and discuss lessons learned

40
Roles in projects who is responsible for what?
  • One of the the benefits of project management
    techniques is the opportunity to clarify roles.
  • Project sponsor person whos paying for it
  • Project champion - person who wants to see it
    happen
  • Project manager will ensure it happens
  • Project team will make it happen
  • Stakeholders those affected by it and with an
    interest in it, but not necessarily part of it.
  • Audience well consider them later!

41
Attributes of an effective project manager
  • Group exercise
  • What you think are the attributes/qualities
    required to be an effective project manager?

42
Attributes of an effective project manager
typically are
  • Excellent time management skills
  • Can do proactive attitude
  • Adaptable, flexible.
  • Fair respecting different peoples viewpoints
  • Committed to the team and the projects goals
  • Decisive and realistic
  • Excellent communication skills
  • Leadership
  • Assertiveness

43
Attributes of an effective project manager
typically are
  • Be prepared to roll up their sleeves and get
    their hands dirty
  • Foresight
  • Planning skills
  • Knowledge of the subject / area of work
  • Be prepared to walk, if necessary i.e. leave!
  • A sense of humour ?

44
The tools of for project management
  • There are numerous tools which can be for
    managing projects, some of them complex, some of
    them simple.
  • We will look at over a dozen tried and tested
    tools and techniques which can be used for
    effective project management.

45
Our tools for today
  • QUAD Chart analysis
  • The QUAD chart is a very simple yet extremely
    effective tool. Project scoping enables you to
    define what you do before you start.
  • Stakeholder analysis simple version helps you
    understand and manage the different relationships
    that matter to the project.

46
The QUAD chart
  • A very simple yet powerful tool.
  • Used to help us clarify exactly what our project
    is all about.

47
Quad Chart
48
Project ManagementSimulation Exercise
  • We will carry out a simulated project

49
Project ManagementSimulation Exercise
  • The Gourmet Breakfast
  • We are going to use a relatively simple example
    of something that you should be familiar with in
    order for you to be able to understand and
    practice on a real life project.

50
The Problem
  • Just got up?
  • Feeling kind of hungry?
  • Fancy a nice breakfast ?
  • What choice do we have?

51
Decisions, Decisions
52
Lets make a full cooked English breakfast
53
Class exercise - Your Mission
  • To produce a simple project plan for producing a
    full English Breakfast.
  • We will be using this project to illustrate the
    use of the following
  • Quad Chart Analysis including
  • Project Scoping
  • Stakeholders and Stakeholder Analysis
  • Desired Outcomes (Critical Success Factors)
  • Secondary benefits

54
Why a breakfast?
  • We will use the Breakfast as its a simple
    example of something where you should all have a
    similar level of basic knowledge.
  • Lets view making the breakfast as a project in
    its own right.
  • It meets most of the criteria for/attributes of a
    project doesnt it? Does it? Lets check

55
Attributes of a project
  • A start and a finish
  • Is a unique activity
  • May involve uncertainty and risk
  • Usually involves a team coming together
    specifically for the project
  • A budget
  • Non repetitive tasks
  • Use of resources (including human resources)
  • A single point of ultimate responsibility
  • Clearly defined team roles

56
The Quad Chart
57
Guided Tour
TITLE OF PROJECT SNAPPY ACRONYM DESCRIPTOR
WHY IS PROJECT BEING DONE? WHAT FOR? WHAT IS THE
RESULT?
WHO IS PROJECT FOR? WHO WILL BENEFIT (OR
NOT)? WHO WILL IT INVOLVE?
WHEN ARE WE FINISHED? WHAT CAN BE MEASURED? HOW
DO I MEASURE SUCCESS?
GOALS! WHAT MAKES THE PROJECT A SUCCESS?
58
  • First a simple example for making a cup of tea.
  • Our first QUAD chart could look something like
    the one on the next slide

59
Example - Make A Cup of Tea
To make a cup of tea!
1. To make a cup of tea
1. The tea maker 2. The tea drinkers
2. To quench the thirst 3. To stimulate the mind
60
Example - Make A Cup of Tea
To make a cup of tea to quench the thirst and
stimulate the mind
1. To make a cup of tea
1. The tea maker 2. The tea drinkers
2. To quench the thirst 3. To stimulate the mind
1. Audible noises of satisfaction from drinkers.
Requests for a second cup
1. Made an acceptable cup of tea 2. Quenched the
thirst 3. Stimulated the mind
2. Increased conversation Absence of snoring or
yawning
61
But first another technique
62
Tool and Technique BRAINSTORMING
63
Brainstorming
  • Brainstorming was coined in the 1940s by Alex
    Osborne a US advertising executive.
  • It works by temporarily removing the social
    blocks which we all have which prevent us from
    being creative. Blocks such as
  • Feeling our ideas will be ridiculed
  • Feeling we dont know enough to voice an opinion
  • Focusing on simple solutions rather than taking a
    risk

64
Brainstorming
  • Brainstorming is essentially a method for being
    creative in groups, particularly useful for
    creative problem solving.
  • Popcorning is the new name for brainstorming

65
The rules of brainstorming
  • No judgement or criticism of an idea
  • Quantity of ideas is more important than quality
  • Freewheeling - rapid a spontaneous ideas
  • Mutating and combining ideas one persons idea
    stimulates ideas from another person
  • No answer or idea belongs to a person, they
    belong to the group
  • Answers and ideas must be produced rapidly

66
Brainstorming how to do it
  • 1 question or problem is posed
  • 2 people in a group take turns to answer
  • 3 each suggestion is written down by a note taker
  • 4 repeat the process until the group run out of
    ideas
  • 5 Select, filter and choose the most appropriate
    ideas.

67
Your Mission
  • Class exercise
  • To produce a simple project plan QUAD and
    associated List of Assumptions for approval by
    Andrew for producing a full English Breakfast.
  • We will do a brainstorm first and then in groups
    you will have a go at producing a QUAD chart.

68
Or
  • You can try one of the following projects if you
    prefer.
  • Organise a stag do or hen party night out
  • Plan a staff away day social event
  • Plan a family holiday

69
Guided Tour
PROJECT NAME SNAPPY ACRONYM
WHY IS PROJECT BEING DONE? WHAT FOR? WHAT IS THE
RESULT?
WHO IS PROJECT FOR? WHO WILL BENEFIT (OR
NOT)? WHO WILL IT INVOLVE?
WHEN ARE WE FINISHED? WHAT CAN BE MEASURED? HOW
DO I MEASURE SUCCESS?
GOALS! WHAT MAKES THE PROJECT A SUCCESS?
70
Assumptions
  • If we assume too much then we make an ass of you
    and me (ass u me)
  • So.make a list of assumptions which go with your
    QUAD chart. Then we can be sure that we, as
    project manager, have the same base set of
    assumptions and understandings as everyone else
    involved in the project.

71
Mind your Language !
  • The project is structured around a multifaceted
    incremental work plan combining novel content
    design based on new pedagogical paradigms blended
    with the e-learning environments to facilitate
    hybrid mode of delivery
  • Extract from GENIUS project based at Reading
    University one of nominees for a Golden Bull
    award for gobbledygook from Plain English
    campaign 2005
  • Make sure you use appropriate language Plain
    English is best
  • http//www.plainenglish.co.uk/goldenbull.html
  • Plain English web site also has free guide on
    alternative words to use

72
Stakeholder - definition
A stakeholder is, for our purposes at the moment,
a person or organisation who is affected by or
impacted by what you are trying to do
  • This may of course be negatively aswell as
    positively!
  • It includes the members of the Project Team and
    the Customer(s)

73
Stakeholders 4 things to do with them
  • List them
  • Try to understand their likely perspective - how
    might they react to the project?
  • Assess their relative importance
  • Act appropriately with the stakeholder throughout
    the project identify and decide what action you
    may need to take

74
Stakeholders
  • In the next session we will look at stakeholders
    in more detail and compare stakeholders with
    audiences
  • Taking account of them and their views is
    important to the success of your project.

75
Group exercise
  • Produce a stakeholder analysis chart, using the
    simple version on the next slide, or the handout.

76
One version of the stakeholder analysis
77
Website has other versions
  • www.hull.ac.uk/workbasedlearning/

78
Where Have We Been?
79
Were might we go ?
SECONDARY BENEFITS (UNMEASURABLE)
80
What Does This Give Us?
  • The beginnings of a project definition
  • A document to confirm that what we (as Project
    Manager) see the project as, is what the Line
    Manager/Customer was thinking of.
  • Remember we have NOT started doing the project
    yet. We are still planning it.

81
Next Session
  • Stakeholders or Audience and categorising them
    further
  • Risk and how to categorise it
  • Clarifying your projects definition
  • We will review the homework self study.

82
Your homework self-study
  • Produce your own QUAD chart, either for a project
    which you are going to do, or for a project which
    you have completed in the past, or for a project
    which you are currently working on. Produce a
    list of assumptions.
  • Once you have done it leave it for 2 days and
    then review it and amend it. Save a copy. Keep
    on re-refining it. Developing a good project
    definition using the QUAD chart is an iterative
    process which requires thinking time.
  • Also have a go at doing a simple stakeholder
    analysis grid

83
Homework self-study
  • Remember that you need to use the tools and
    techniques in order to learn them and should
    start practising them. Will be building upon
    homework in future weeks it is important that
    you get started.
  • Also remember that project management requires
    good time management skills and an ability to
    work under pressure.

84
What if you cant think of a project?
  • Make up a realistic scenario.
  • For example
  • Cleaning and servicing your car.
  • Installing a bathroom suite
  • Marketing a new product
  • Digging up and concreting over the garden
  • The choice is yours

85
Website with forms
  • http//www.hull.ac.uk/workbasedlearning/
Write a Comment
User Comments (0)
About PowerShow.com