1. “How to fail in project management without really trying” –J. K
“How to fail in project management without really trying” –J.K. Pinto and O.P Kharbanda
Ignore the project environment—including the stakeholders
Push a new technology to market too quickly
Don’t bother building in fallback options
When problems occur, shoot the one most visible
Let new ideas starve to death from inertia—Xerox example
Don’t bother conducting feasibility studies—ready, fire, aim
Never admit a project is a failure
Over-manage project managers and their teams
Never conduct post-failure reviews—insanity= doing the same thing in the same way and expecting a different result
Never bother to understand project trade-offs
Allow political expediency and infighting to dictate crucial project decisions
Make sure the project is run by a weak leader

2. What is a project? A sequence of tasks with a beginning and end
Bounded by time, resources, and desired results
Has a specific desired outcome
Must be done by a deadline
Has a budget that limits amount of people, supplies, and money that can be used

3. What is project success?
Balance among:
Time
Resources
Results
Perceptions (customer satisfaction)

4. What is project management?
The discipline of combining systems, techniques, and people to complete a project within established goals of time, budget, and quality

5. Good project goals Specific Realistic Have a time component Measurable
Agreed upon
Responsibility for achievement identified

6. Project scope Size of the project
Avoid “scope creep”
Statement of work—formal project management document
Purpose statement
Scope statement
Project deliverables
Goals and objectives (Criteria for success)
Cost and schedule estimates
List of stakeholders
Chain of command
Assumptions and agreements
Communication plan

7. Risk Known risks Predictable risks Unpredictable risks
Need for contingency plans

8. Constraints The budget The schedule The people The real world
Facilities and equipment

9. terminology Task—cohesive unit of work on a project
Milestone—completion of an important set of tasks or completion of an important event in a project
Deliverables—clearly defined results, goods, or services produced during the project or at its outcome

10. Work plan Work breakdown structure (WBS)
A hierarchical chart used to organize tasks of a project into related areas
Tree diagram or outline
Milestones and tasks clearly defined
Tree method or outline method
WBS organization based on functional disciplines, or on organizational structure of the company, or on physical location, or on systems and subsystems
WBS should at each level provide measurable deliverables

11. Project diagram
Logical representation of tasks that defines the sequence of work in a project
List tasks
Establish relationship between tasks
Identify milestones
Lay out the tasks and milestones as a network
Review logic of network
Identify critical path through project network

12. Potential problems Floating start date
There’s not enough time for everything
Too many reports, not enough communication
They always need it faster—desires to shorten the schedule
90% done syndrome
Moving target objectives
The key person always quits
Costs spiral out of control
The staff has more enthusiasm than talent
The impossible remains impossible

13. Lessons to be learned
Projects often involve risk and always upset the organizational status quo
Past failures should not discourage future efforts

14. Project failure Not enough resources Not enough time
Unclear expectations
Necessary changes are not understood or agreed upon by the stakeholders
Disagreements among stakeholders

15. The 12 rules of project management from “The Complete Idiot’s Guide to Project Management”
Thou shalt gain consensus on project outcomes
Thou shalt build the best team you can
Thou shalt develop a comprehensive, viable plan and keep it up to date
Thou shalt determine how much stuff you really need to get things done
Thou shalt have a realistic schedule
Thou won’t try to do more than can be done
Thou will remember that people count
Thou will gain the formal and ongoing support of management and stakeholders
Thou must be willing to change
Thou must keep others informed of what you’re up to
Thou must be willing to try new things
Thou must become a leader

16. Five processes of project management from “The Complete Idiot’s Guide to Project Management”
Project initiating
Project planning
Project executing
Project controlling
Project closing
These embody the three general functions of project management: definition, planning, and control

17. Project initiating process
Recognize that a project needs to be done
Determine what the project should accomplish
Define the overall project goals
Define general expectations of all stakeholders
Define the general project scope
Select initial members of the project team
Write and agree on a statement of work or contract of the project
Establish the rules for the project—levels of authority, communication channels, chain of command

18. Project planning process
Refine the project scope (balance required among results, time, and resources)
List tasks and activities that will lead to achieving the project goals
Sequence activities in most efficient way
Develop a workable schedule and budget
Get the plan agreed to and approved by the stakeholders

19. Project executing process
Procure necessary resources (money, people, equipment, time)
Lead the team
Meet with team members
Secure the special talent and expertise needed
Communicate with stakeholders (ongoing process)

20. Project controlling process
Monitoring deviation from the plan
Take corrective action
Receive and evaluate project change requests from stakeholders and team members
Reschedule project as needed
Adapt resource levels as necessary
Change the project scope
Return to planning stage when necessary to make adjustments to goals and get them approved by stakeholders
Fire-fighting (conflict resolution) to resolve problems

21. Project closing process
Acknowledgement of achievements and results
Shutting down the operation and disbanding the team
Learning from the project experience
Reviewing the project process and its outcomes with team members and stakeholders
Writing a final project report