1. MAVERICK LEADERSHIP UNLIMITED eCD Afrika PROJECT MANAGEMENT VANI MOODLEY 3 RD MARCH 2012

2. PROJECT INITIATION PROJECT EXECUTION PROJECT CLOSURE PROJECT PLANNING PROJECT LIFECYCLE POST IMPLEMENTATION PROJECT DEFINITION MONITORING & CONTROL DETAILED PLANNING PROJECT LIFECYCLE

3. PROJECT INITIATION Develop a business case - describing the business problem or opportunity, listing the alternative solutions, undertaking a cost / benefit analysis and selecting the preferred solution to be delivered by a Project. Undertake a feasibility study – are the alternative solutions you have identified likely to satisfy the requirements of the customer? Establish the project charter - describes the Project Vision, Objectives, Scope, Deliverables, Stakeholders, Roles, Responsibilities and Implementation Plans Appoint the project Team Set up the project office Perform the phase review

4. PROJECT PLANNING Create a Project Plan Create a Resource Plan Create a Financial Plan Create a Quality Plan - set quality targets for your project - ensure deliverables produced, meet needs of customer. Create a Risk Plan - helps identify risk and implement a plan to reduce it. Create an Acceptance Plan Create a Communication Plan Perform a Phase Review

5. PROJECT PLANNING CONT. Identify all of the phases, activities and tasks Sum up the effort needed to complete those tasks Document all of the project inter-dependencies List the planning assumptions and constraints Create a detailed project planning schedule Define the project scope & milestones Identify the Work Breakdown Structure Set and agree the target delivery dates Monitor and control the allocation of resource Report on the progress of the project, to the sponsor

6. Quality Planning Identifying the customers requirements Listing the project deliverables to be produced Setting quality criteria for these deliverables Defining quality standards for the deliverables Gaining your customers agreement with the targets set Identifying the quality control tasks needed to control quality Creating a Quality Control Plan, by scheduling the control activities Listing the quality assurance activities required to assure quality Building a Quality Assurance Plan, by creating an activity schedule

7. Risk Planning Define Risk Management, as it aplies to your project Identify the categories of risk which are relevant List all of the types of risks which may occur Determine the likelihood of the risks occuring Calculate the impact on the project if risk does occur Rank the risks identified in order or priority Identify actions to take to prevent risk from occuring List contingency actions to take, in the event that risk does occur Create a risk schedule, which allocates timeframes to your risk actions Implement a process to monitor and control risks throughout the project

8. Communication Plans Listing your communications stakeholders Defining each stakeholders communication needs Identifying the required communications events Determining the method and frequency of each event Allocating resource to communicatons events Building a communication event schedule Monitor the communications events completed Gaining feedback on communications events Improving communications processes

9. PROJECT EXECUTION Build Deliverables Monitor and Control Perform Time Management Perform Cost Management Perform Quality Management Perform Change Management Perform Risk Management Perform Issue Management Perform Acceptance Management Perform Communications Management Perform Phase Review

10. PROJECT CLOSURE Perform Project Closure Review Project Completion Identify the project completion criteria List any outstanding activities or deliverables Create a plan for passing deliverables to your customer Plan the handover of project documentation Cease supplier contracts and agreements Release projects resources to the business Communicate the closure of the project List all of the key activities needed to close a project Create step-by-step instructions to help you complete it Includes lots of practical examples, tips and hints Is pre-completed to save you time and effort

11. GANTT CHART

12. Perceptions “The World exists not merely in itself, but also as it appears to me.” C. G. Jung Psychological Types Compass Learning Guide – The Key to Personal Effectiveness – Section 1.3

13. BUILDING AN EFFECTIVE TEAM

14. Sure glad the hole isn’t at our end! WHEN IT COMES TO TEAMS, WE’RE ALL IN THE SAME BOAT!

15. Stages of Team Development Forming - the initial stage when the team atmosphere is symbolised by ‘Wintertime’ - The stage of defensiveness Storming, followed by Norming - the transition stage when the team atmosphere is symbolised by ‘Springtime’. When Storming, the team is in the process of working through its defensiveness. In the Norming stage the team discusses and develops its processes and working style. Performing - the working stage when the team atmosphere is symbolised by ‘Summertime’ – The stage of authentic behaviour Adjourning - the final stage when the team atmosphere is symbolised by ‘Autumn time’ – The stage of closure Dr Bruce Tuckman published his Forming Storming Norming Performing model in 1965. He added the Adjourning stage in the 1970's. The seasonal metaphor is the work of John Heron and details can be found in his excellent book ‘The Complete Facilitators Handbook.

16. Methods Q - How can you bring more method and structure to the team? Q - How can you better value the method and structure other team members bring? Shared processes Achievement Q – How can you use your gifts to bring a goal focus to the team? Q- How can you better value the goals focus other team members bring to the team? Shared goals Trust Q – How can you use your gifts to create a trusting and supportive team atmosphere? Q – How can you better value what others do to create trust? Shared relationship Environment Q – How can you make your team a creative, energised and inspirational place to work? Q – How can you better value what others do to make the team an inspiration? Shared vision Shared Success THE INSIGHTS MODEL ON CREATING SUCCESSFUL TEAMS

17. BUILDING A SUCCESSFUL TEAM TEAM BUILDING MUST BE A : –A WAY OF LIFE –THE RESPONSIBILITY OF EVERY TEAM MEMBER –A CONTINUOUS PROCESS –ABOUT DEVELOPING A CLEAR AND UNIQUE IDENTITY –FOCUSSED ON A CLEAR AND CONSISTENT SET OF GOALS

18. BUILDING A SUCCESSFUL TEAM TEAM BUILDING MUST BE A : –A WAY OF LIFE –THE RESPONSIBILITY OF EVERY TEAM MEMBER –A CONTINUOUS PROCESS –ABOUT DEVELOPING A CLEAR AND UNIQUE IDENTITY –FOCUSSED ON A CLEAR AND CONSISTENT SET OF GOALS

19. BUILDING A SUCCESSFUL TEAM TAKE SOFI HAGE TO YOUR MEETING 1. SUMMARISER1. HARMONISER 2. ORIENTER2. ANALYSER 3. GATEKEEPER3. FACT SEEKER 4. ENCOURAGER4. INITIATOR IT IS IMPORTANT THAT ALL TEAM MEMBERS UNDERSTAND AND EMPLOY EACH OF THE FOUR TASK AND RELATIONSHIP ROLES.

20. OPERATING AT YOUR MAXIMUM POTENTIAL

21. PROJECT MANAGEMENT APPRAISALS

22. Project Management Appraisal Assessment designed to –scrutinize the project's management, –test its effectiveness, and if found wanting, –to make recommendations for corrective action. A project management appraisal should be viewed as a –useful, –constructive and necessary diagnostic tool –available for augmenting the capability of the sponsoring organization's project management team

23. Project Management Appraisal PMA can therefore be used to: –Identify the strengths of current practices –Examine the effectiveness of project communication and documentation, and clarify the relationships between project scope, quality, time and cost –Identify barriers to better performance, or critical skills needed by project managers or their supporting teams to increase their effectiveness –Provide for an exchange of ideas, information, problems, solutions and strategies with project team members, and thus develop a plan of action for carrying out improvements

24. Project Management Appraisal

26. MY PERSONAL THEME “DOVES DON’T FLY WHERE EAGLES SOAR!”