Project Management Fundamentals Success Skills for Supervisors The Supervision Series, Level 2 Presenter: Galen Lentz April 16, 2015

Welcome! Today’s session will help you to:  Define a project  Understand the “Triple Constraints”  Review Skillsoft content  Project Roles  Project Management Process  Discuss real world concepts  Case Study

A project is…..?

A unique venture that has a start and an end, and that is conducted by people to meet established goals within parameters of cost, schedule and quality. A project is…..?

“parameters of cost, schedule and quality” known as….The Triple Constraints

The Triple Constraints

Types of Organizations 1. Functional Organizations – Companies are structured by grouping people performing similar activities into departments. 2. Project Organizations – Companies are structured by grouping people into project teams on temporary assignments. 3. Matrix Organizations – Companies are structured by creating a dual hierarchy in which functions and projects have equal prominence.

Project Roles 1. Sponsor  Cheerleader  Senior level  MUST be a champion 2. Project Manager  Tracks project progress  Reports progress to sponsor and stakeholders  Documents plan, schedule, closure report, etc..

Project Roles 3.Project team  Could be 100% or less commitment to project  Engine of the project 4. Stakeholders  Customers  Suppliers  Functional managers  System user

Project Management Process 1. Initiating  Project charter  Stakeholder register 2. Planning  Project plan  Requirements documentation  Work breakdown structure (WBS)

Project Management Process 3. Managing  Project deliverable  Change management  Project monitoring and status reports 4. Closing  Turn over of product to customer  Lessons learned report

Class Exercise Create a Project Charter for your home shed project

Valuable Concepts – Real world vs. PMI world Have a clear decision path.  What decisions can you make?  What is the level of escalation that will require the sponsor?  Differentiate between business and technical decisions

Valuable Concepts Governance - prioritize your projects  What is most important?  Create a weighting system  Senior leadership must be involved  Don’t work on too many projects!

Valuable Concepts Right size your project  Not every project needs full blown PM.  Every project has different needs and stakeholders.

Valuable Concepts Consider all the pieces of the pie  Ancillary pieces of the project can be just as important as the solution itself

Valuable Concepts Create a standard glossary of terms.  Mutually agreed upon terminology

Valuable Concepts It’s OK to say no  Most organizations are doing too many projects at any given time  Resource overload  Reduced quality

Valuable Concepts Have the uncomfortable conversation as soon as it’s necessary  Stay in touch with your sponsor  The sooner the better to address and create a mitigation plan

More interest? Project Management Working Group Monthly meetings on campus Everyone is welcome Speakers and topics from across UP. Contact me Galen at to be added to the mailing list and Wiki

Any Questions?

Session Evaluation Please complete the online session evaluation for this webinar by clicking here.here