1. Sense of Initiative and Entrepreneurship This project has been funded with support from the European Commission. This [publication] communication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein. Sense of Initiative and Entrepreneurship Lesson 2 Project Management - Basics

2. Sense of Initiative and Entrepreneurship This project has been funded with support from the European Commission. This [publication] communication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein. Project Management –Project management is the discipline of planning, organizing, and managing resources to bring about the successful completion of specific project goals and objectives. The temporary nature of projects stands in contrast to business as usual (or operations), which are repetitive, permanent or semi-permanent functional work to produce products or services. The primary challenge of project management is to achieve all of the project goals and objectives. Typical constraints are scope, time and budget. The secondary—and more ambitious— challenge is to optimize the allocation and integration of inputs necessary to meet pre-defined objectives. Project-management - basics

3. Sense of Initiative and Entrepreneurship This project has been funded with support from the European Commission. This [publication] communication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein. 1. Assignment with special2. Social system features target-oriented risky novel dynamic complex definable 3. Temporary organization Project-management - basics

4. Sense of Initiative and Entrepreneurship This project has been funded with support from the European Commission. This [publication] communication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein. Project-phases Project-management - phases

5. Sense of Initiative and Entrepreneurship This project has been funded with support from the European Commission. This [publication] communication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein. Initiation 1.Develop a business case 2.Undertake a feasibility study 3.Establish the project charter 4.Appoint the project team 5.Set up the project office 6.Perform a phase review Project-management – phases This is the most crucial phase in the Project Life Cycle, as it's the phase in which the scope is defined and the team is hired. Only with a clearly defined scope and a suitably skilled team, success can be ensured.

6. Sense of Initiative and Entrepreneurship This project has been funded with support from the European Commission. This [publication] communication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein. Planning –At this stage, the project plan may be optimized to achieve the appropriate balance between resource usage and project duration to comply with the project objectives. Once established and agreed, the plan becomes what is known as the baseline Project-management - phases Initially, the project scope is defined and the appropriate methods for completing the project are determined. Following this step, the durations for the various tasks necessary to complete the work are listed and grouped into a work break down structure. The logical dependencies between tasks are defined using an activity network diagram that enables identification of the critical path.

7. Sense of Initiative and Entrepreneurship This project has been funded with support from the European Commission. This [publication] communication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein. Execution –The project team is responsible and executes the tasks as planned by the project manager. Project manager is responsible for performance measurement which includes finding variances between planned and actual work, cost and schedule. –All project key stakeholders are responsible for the review of the matrices and variances. Project-management – phases It follows the project planning phase and ideally starts once the Project Plan has been approved and baselined. Project execution is characterized by the actual work on the tasks planned and project control involves the comparison of the actual performance with the planned performance and taking appropriate corrective action to get the desired output.

8. Sense of Initiative and Entrepreneurship This project has been funded with support from the European Commission. This [publication] communication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein. Closure –Did the project deliver on time, within budget and to scope and quality requirements? –Were project stakeholders and project team members satisfied with the project? –Did the project achieve the envisaged business benefits? Project-management – phases The purpose of this final phase is to determine whether the project was a success. Evaluation is typically conducted in order to answer three questions.

9. Sense of Initiative and Entrepreneurship This project has been funded with support from the European Commission. This [publication] communication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein. Lessons Learned –Provide the delivery team with good feedback and useful info for future engagements. Document project-specific issues that may be relevant to tech support after hand-off –Increase customer satisfaction and provide the customer with useful project information as they move into the post-implementation support mode –One additional, long-term benefit that can greatly help future project teams and customers is documenting the Lessons Learned. Project-management – phases. Forms an integral part of the project closure phase. It helps answer what could be done to improve the process? The outputs from this phase provide as a stepping stone to execute the next projects with much more efficiency and control

10. Sense of Initiative and Entrepreneurship This project has been funded with support from the European Commission. This [publication] communication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein. Basics – PDCA (plan-do-check-act) –It is an iterative four-step process typically used in business process improvement. Project-management

11. Sense of Initiative and Entrepreneurship This project has been funded with support from the European Commission. This [publication] communication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein. PDCA (plan-do-check-act) PLAN –Establish the objectives and processes necessary to deliver results in accordance with the expected output. By making the expected output the focus, it differs from other techniques in that the completeness and accuracy of the specification is also part of the improvement DO –Implement the new processes. Often on a small scale if possible. Project-management

12. Sense of Initiative and Entrepreneurship This project has been funded with support from the European Commission. This [publication] communication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein. PDCA (plan-do-check-act) CHECK –Measure the new processes and compare the results against the expected results to ascertain any differences. ACT –Analyze the differences to determine their cause. Each will be part of either one or more of the P-D-C-A steps. Determine where to apply changes that will include improvement. When a pass through these four steps does not result in the need to improve, refine the scope to which PDCA is applied until there is a plan that involves improvement. Project-management

13. Sense of Initiative and Entrepreneurship This project has been funded with support from the European Commission. This [publication] communication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein. You have successfully completed this section. Thank you for participating in this learning session and remember never stop engaging in learning situations Thank YOU