Project Management Fundamentals

Agenda
8:30-8:45 Session One: Introduction and Course Overview

8:45-9:00
9:00-9:15 9:15-9:30 9:30-9:45 9:45-10:45

Icebreaker: Passing Introductions

Session Two: Defining Projects and Project Management Session Three: The Role of a Project Manager Session Four: Pre-Assignment Review Session Five: How Can Projects Help Me?

10:45-11:30
11:30-12:00 12:00-1:00 1:00-1:15 1:15-2:00

Session Six: A Projects Life Cycle

Session Seven: Selling a Project Lunch Energizer: This or That Session Eight: Creating a Vision

2:00-2:15
2:15-2:45 2:45-3:00 3:00-3:30 3:30-4:15

Break
Session Nine: Project Goals Session Ten: Using a Target Chart Session Eleven: Preparing Your Project Session Twelve: Laying out the Project

4:15-4:30

Workshop Wrap-Up

Session One: Course Overview

Understand what is meant by a project Understand what project management means Identify benefits of projects Identify the phases of a projects life cycle Enhance your ability to sell ideas and make presentations Prioritize projects Begin conceptualizing your project, including goals and vision statements Use a target chart and other planning tools Complete a Statement of Work

Session Two: Defining Projects and Project Management

How do projects differ from regular work? What are some words or phrases that describe what a project is? What are some words or phrases that describe what a project isnt? How can we pull these thoughts together to define a project?

Session Two: Defining Projects and Project Management

What are some words or phrases that describe what project management is? What are some words or phrases that describe what project management isnt? How can we pull these thoughts together to define project management?
Project management has five processes and nine knowledge areas.

Session Two: Defining Projects and Project Management

Session Three: The Role of a Project Manager

As a project manager, you need a clear idea of what you are to accomplish. So what do you do?
First of all, sit down with your supervisor, to discuss in some detail his or her expectations. If the project team is to be members of your department, hold a meeting. If you are charged with the task of selecting a project team, you should consider exactly what skills will be needed before making any team assignments. What is the role that the project manager plays in managing the project and dealing with the sponsor?

Session Four: Pre-Assignment Review

Background information about your company or organization Name of your project Why you are doing it (the purpose) Who will be involved Whether this is a project you have asked to do or if it has been assigned to you How it will benefit you, your department, a specific group of individuals, or your organization as a whole How much time you expect it to take Whether you have identified any costs or not What planning and tracking tools you will use

Session Four: Pre-Assignment Review

How do these eight categories apply to your project? Scope Time Money Quality Communication Human Resources Contracts Risk

Session Five: How Can Projects Help Me?

What is the advantage to you or to me to take on an extra project when we feel already worked to the max?
What do you do when you feel overwhelmed by the thought of taking on one more project?

Session Six: A Projects Life Cycle

Execution Phase Planning Phase Project Activity Conceptual Phase Termination Phase

Time

Session Six: A Projects Life Cycle

Why do projects fail?
Why do projects succeed?

What are milestones?

What are some ways to end a project?

Session Seven: Selling a Project

Never, ever, accept a project or assignment as it is given. Resist the status quo.
Can you defend this statement by Tom Peters? Have any of you ever Taken an assignment and truly ran with it? Taken an assignment to a new level? Made an assignment more valuable than it might otherwise have been?

Session Seven: Selling a Project

Start by determining why the project is worth doing.
How do you believe it will benefit the organization? Can you justify how the cost of the project will be justified by the outcomes? Is there a need or an opportunity for this project? What is the relative cost in time and money for this project? Is there any risk of failure? What would this mean to me? Can I get support for my project? Will this project impact the bottom line profitability of my organization?

Session Seven: Selling a Project

Project Benefit A Easy to do B Contribution to priority area C Total A+B+C

B
C D

Session Seven: Selling a Project

High pay-off

6 B 5 1 2 3 4 5 6 C

Difficult to do
3 2 D 1 Low pay-off

Easy to do

Session Eight: Creating a Vision

1. In an ideal world, what would your project do? 2. Now that youve identified some things that ideally would change as a result of the project, what will be the likely change or objective? 3. Narrow the focus down and create a vision statement. This statement should explain what will change and how it will change, as a result of your project.

Session Eight: Creating a Vision

What would the vision be for these projects? Develop stress management training for staff Build new office building Improve current manufacturing equipment Revamp cafeteria menu Develop new supply ordering process

Session Nine: Project Goals

Project goals should be SMART:
Specific Measurable Action-Oriented / Attainable Realistic Time-limited

Session Nine: Project Goals

Session Ten: Using a Target Chart

Session Eleven: Preparing Your Project

Anticipation Assistance Location Timing Precautions Rewards

Session Twelve: Laying Out the Project

A SOW usually includes:
The Purpose Statement The Scope Statement The Project Deliverables The Goals and Objectives Cost and Schedule Estimates List of Stakeholders The Chain of Command Assumptions and Agreements The Communication Plan

Session Twelve: Laying Out the Project

Your project planning form should include:
Basics Time Management Cost Controls Results Expected Approvals

Questions

Thank you