1. SacProNet An Overview of Project Management Techniques

2. Value to members What value can be gained from this presentation by members not in the PM field? Typical projects our members may encounter are mostly straight forward and do not call for any over sight. If you are dealing with a third party that includes monies and contracts you need to document and track your activities. Building / remodeling a home. Dealing with financial institutions Selecting a PC or installing S/W Working on contract or with a contractor Developing children's school projects. Managing a garage sale. Setting up a family picnic.

3. Agenda This presentation focuses on an “introductory” level for concepts and approach. What is a “Project”? What are project success obstacles? What is Project Management, What is a Project Sponsor? What are Stakeholders? What exactly does a Project Manager do? What does it take to be an effective Project Manager? What are Process Groups and Knowledge Areas? What are the most important tools, techniques, and activities that are utilized in these areas?

4. PM definition Project Management is a process that uses tools and techniques to direct the use of various resources in order to achieve a set of clearly defined objectives. The success for any project is based on its management. Project Management sets standards and recommendations on how projects are to be managed and control. Projects have a finite life. They have a given start date and an end date for which its life exists. After completed the project may go into maintenance mode.

5. Sources of Knowledge Sources of information when a project is forming. Search for knowledge in prior work activities. Ideas Brainstorming Historical records and artifacts  Project Plans from similar projects.  Lessons Learned from past projects. Ask Questions. Conduct “over sight” by interviewing key stakeholders or SMEs (Subject Matter Experts). Ask what went right and what went wrong with prior projects. Think and plan BEFORE you act and build

6. People (Stakeholders) Project Sponsor. Owner of the project. Project Manager. Other Project Managers. Key Stakeholders.  Internal. Business users and executives.  External. Clients and customers. Govt Organizations and Trade and Professional Associations. Project Team. Subject Matter Experts. Technical / Business Team.

7. Project Plan The Project Plan (usually kept in a binder) is a collection of all documents, sub-plans, and artifacts used during the duration of the project. It should be thought of as the “roadmap” to completing the project. The Project Plan Collectively, items define the artifacts and processes that will be used for establishing the milestones, deliverables, tasks, and due dates. The Project Plan will contain procedures that describe “how” processes and activities to be “managed.”

8. Kickoff Meeting To introduce the project Introduce team members to each other Review Roles and Responsibilities Review major deliverables Set expectations Team building activity Build momentum

9. The Project Charter The charter should be created by the sponsor with input from the Executive Management Team, and the Project Manager. The “typical” project charter is a document that: Formally authorizes the project Defines the scope, objectives, and participants Provides the project manager with the authority and use of organizational resources.

10. 5 Process Groups Initiating. Beginning of a project; Defining the objectives; Develop a project scope, assumptions, and constraints. Planning. Develop the project plan and schedule, Defining objectives and identifying methods to achieve the desired results. Executing. Coordinating all resources in order to carry out the Project Plan. Controlling. Ensuring that project objectives are met by means of measuring and monitoring progress at regular intervals, and taking corrective action as needed. Closing. Ending a project phase and achieving “formalized acceptance.”

11. 9 Knowledge Areas Integration Scope Time Cost Quality Human Resources Communications Risk Procurement

12. Scope Management Project Scope Management focuses on defining and controlling all work areas of the project to ensure that the project will be accomplished successfully. The main processes of Scope Management include: Scope Definition, Scope Planning, Scope Verification, Work Breakdown structure and Scope Control.

13. Work Breakdown Structure A “Work Package” is “task” at the lowest level of the WBS. It represents a level of work that a Project Manager can monitor and control. The WBS can be viewed in two different forms; Chart form Tabular form

14. Risk And Issue Management Risk Management -The process involved with identifying, analyzing, and responding to a risk. It includes maximizing the results of positive events and minimizing the consequences of adverse events. Issue Management -The process of identifying immediate problems and resolving them.

15. Risk Management Risk Management is an integral part of Project Management. It involves the identification of both opportunities and threats. Threats can be managed by the following processes: Define the Risk Management Plan and processes Identifying each risk and assessing its possible impact Develop a risk response plan Implement the plan

16. Risk Categories Risk Categories are common groupings of risk that can affect the project. There are many ways to categorize risks. Technical Performance, Quality Financial Risk Business Organization Management Project Management External Risks

17. Project Control Points Project Control Point – An event that is scheduled, at several predetermined time intervals during the life of the project, and used for analyzing project status. Gather information: Resources, Scope, Schedule Interview team members Validate information Analyze data and variances Apply to Project Plan and sub-plans.

18. Change Control A collection of formal procedures that define how project deliverables (and documents) will be controlled, changed, and approved. Anticipate Change. It will happen. A change control process is necessary to request, consider, and decide on changes to schedule, scope and resources. Submit a change request form Assess the extent and impact of the change Seek approval and document the change

19. Communication and Reporting Identify, capture, collaborate, and communicate project, risk, and issue information in a format and time frame that enables team members to take corrective action. Status Reports Risk and Issue Registers Team Meetings Customer Meetings Invoicing

20. Gantt Chart

22. Triple Constraint

23. WBS

24. Work Breakdown Structure

25. Reference Sites www.carlosconsulting.com www.allpm.com www.4pm.com www.gantthead.com www.pmhut.com www.pmtoolbox.com