Adventures of Project Management Joomla World Conference
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This document discusses key aspects of project management including defining and measuring success, causes of project failure, teamwork, and project management tools and techniques. It emphasizes establishing clear goals and objectives, gaining management commitment, avoiding shortcuts, and respecting teammates. Examples of project management artifacts like statements of work and progress reports are provided. The overall message is that planning, communication, and addressing risks and issues are vital for project success.
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Adventures of Project Management Joomla World Conference
- 1. Adventures of Project Management Slideshare.net/jessicadunbar @jessicadunbar dunbar259@gmail.com
- 6. Project
- 10. Success
- 11. Success Most people have an intuitive appreciation for what success is, but defining it and measuring it is a bit tougher.
- 14. Gold Medals
- 15. Define Success Projects are not so very different from athletes.
- 16. How successful was your project? Results are acceptable to the client System was delivered “on time” System was delivered “in budget”
- 17. Client Success!
- 18. Causes of Project Failure
- 20. Failure to establish upper-management to commit to the project
- 21. Clients commitment to the system development methodology
- 22. Taking shortcuts
- 24. Premature commitment to a fixed budget and schedule
- 27. Communication
- 29. How does your new team work? “People who work together will win, whether it be against complex football defenses, or the problems of modern society.” -Vince Lombardi
- 30. Be On Time “We didn’t lose the game, we just ran out of time.” -Vince Lombardi
- 31. Contact info
- 33. Problems
- 34. PM Competencies
- 39. Flexibility
- 40. PM tools and Techniques
- 41. Statements of Work http://goo.gl/bjBCw http://goo.gl/2tYvy http://goo.gl/9HoCi Great examples
- 42. Statement of Work Purpose Background Problem, Opportunity, or Statement History leading to the project Project goal and Objectives Scope Stakeholders Data Processes Locations Project Approach Route Deliverables
- 43. Statement of work Managerial Approach Team building considerations Manager and experience Training requirements meeting schedules reporting methods and frequency Conflict management Scope management Constratis Start date Dealines Budget Technology Ballpark Estimates Schedule budget Conditions of Satisfaction Success criteria Assumptions Risks Appendices
- 44. Intro/Background
- 45. Time Duration
- 46. Location
- 47. Acceptance
- 48. Discrepancies
- 49. Change Requests
- 50. Progress Report Project Project Manager (insert your name) Date (Remember to change this)
- 51. Progress Reports (continued) Tasks completed last week Tasks to be completed this week Web project schedule update Project completion % Questions, comments
- 52. Assess & Success
- 53. Project Management Survival Kit
- 54. Project Management Survival Kit
- 55. Project Management Survival Kit
- 56. Project Management Survival Kit
- 57. Project Management Survival Kit
- 58. Project Management Survival Kit
- 59. Project Management Survival Kit
- 60. Project Management Survival Kit
- 61. Project Management Survival Kit
- 62. Project Management Survival Kit
- 63. Assess & Success (continued)
- 64. No Stroopwafels were harmed in the making of this presentation
- 65. Adventures of Project Management Slideshare.net/jessicadunbar @jessicadunbar dunbar259@gmail.com
Hinweis der Redaktion
- Please hold questions until the end! I will finish up early, for questions, but I'd also like to hear your client from hell stories
- We’re a technology-based educational company with a primary focus on accelerating K12 learning—plain and simple. Ren Learn- watched them expand from 150 employees to over 1000- and open 7 new buildings in 3 new countries and through out the use Coorperate stapeles rolled out compition for the geek squad! I helped implement test & train trough out wisconsi Trivers- web agency in Milwaukee WI USA! I”m currently a sys admin & seo junkie- planning scalable infustructor. Difference be tween coop & small biz is coops
- Thank you for the facilities and helping me pay for necaarythings for college
- Ebay, was actually my first attempt at project management. Like most- I was a buyer Then- I started to sell to make $$- no I'm not talking about drugs Then I learned to save a few bucks on fee's ans starded creating beautiful templates
- Yes- save on images and this was one of my first templates in 2000 to make my little ebay store look more professional Train my friends My friends dad -auto parts I set up a fee for 60 listed items- choose from 5 templates All was going well until he wanted changes to his layout Him more $$- he said no And we kind of stoped He called 2 weeks later – I restructured my change management & pricing He agreed -in 2010 he called and wanted a website
- Is a sequence of unique, complex, and connected activities, having one goal or purpose, that must be completed by a specific time, within budget, and according to the specification
- is the process of scoping planning, staffing, organizing, directing and controlling the development of an acceptable system at min. cost within a specified timeframe.
- s an ongoing activity that documents, manages the use of, and improves and organizations chosen methodology (the Process) for system development. Process management is concerned with the activities, deliverables, and quality standards to be applied to ALL projects Process nazi because- basecamp- not email- or gchat
- The resulting system is acceptable to the customers (e.g. users, managers). The system was delivered “on time.” The system was delivered “within budget.” The system development process had a minimal impact on ongoing business operations. Seriously- if it were only that easy- lets take a deeper look (DJ)
- http://www.pmpartners.com/resources/defmeas_success.html Most people have an intuitive appreciation for what success is, but defining it and measuring it is a bit tougher. This is my uncle dan. In case you don't know who uncle dan is, let me give you a quick back ground. He's an WR setting au metalist at the 1996 winter olympics in the 1000m long trak speek skating
- Most people have an intuitive appreciation for what success is, I
- If we compare Uncle Dan to his Idol Eric Heiden in terms of success both are successful, but if we define and measure success you will see two results
- If we define speed skating success in terms of winning long track sprint world cup championships,1000 m Uncle Dan Being more successful
- If we define long track speed skating success in , Olympic gold metals- well then Eric Heiden is quit successful
- Projects are not so very different from athletes. In order to measure success, we must first define it. But how should we define it? definition was usually limited to meeting cost, schedule, and scope objectives - was the project finished within budget, on time, and according to the specifications?
- Instead of asking Was your project a success, ask How successful was your project? Beyond on time Project teams are fond of defining schedule success as on time . A lovely concept to be sure, but essentially useless from a management perspective. Here are some very basic questions that this phrase doesn't answer: Is it okay to be one day late? one week? one month? nothing more than a slip If we finish early, is that bad? Are we measuring against the original schedule or the current baseline? Do individual activities have to be on time as well? To help overcome the tendency to oversimplify, try using a structured format for developing project success criteria. For example: Stock intro: "one key success measure for this project is to have …" Measurable item: "the completion date of every major milestone" Comparison statement: "within" Some number: "one week of the baseline schedule date" Most projects will have at least three measures of project management success - one each for cost, schedule, and stakeholder satisfaction. Larger projects may have more, but three is the minimum.
- Chris Graham- One of our largest clients tweeted this After our completion of some SEO strategies Ongoing work!
- In general we all have clients from hell
- Clients from hell
- Budget approved We worked with the point of contact Disapearing- reapearing act Come launch time 3-4 weeks of changes
- Web agency working with a web agency Sometimes methodogies don't mesh How does that mesh?
- Taking shortcuts through the system methodology Emailing Developers Directly Part of our collaboration process is basecamp Sometimes our stinker clients or even interal stff will gchat, or email specific requests I don't read other peoples emails, so collaborate!
- Poor expectations from the management We expect 24 hour response time Management- expect – we discuss
- Small 20 hour project for use- 1 week! We want to launch Which generates from xxx 3weeks We could ,but content...
- Developers- you are the most optimistic people in the world 74.9%- roughly less than 29 hours a week Oh, your developer is on vacation- Project estimation or task from the developer
- Insufficient resources- Internally- and external- people quitting- taking vacation- Clients- don't realize the commitment needed sometimes. writing content If you Point of contact leaves your company,
- Remind your clients- If your product is going to be mentioned on the opra whinfry show- tell your dev team, our hosting is scalable, there was so much traffic coming to their site my initial thought was DDOS attack This is obvious, but lets take a look at “internal” communication a bit deeper.. or in joomla we are very global, and work on projects remotely all over the world!
- Seems so obvious- but in the joomla word We work all over the world, with free lancers, other teams Respect their culture Traditions Even some holidays & religion On multiple occassions I was working with a company from Pakistan – Skype call – You are female- Why?
- Learn their systems-their tools-use them
- Speaking of time- Again- seems obvious We've all been exactly 1 hour late or 1 hour early Translate time zone take
- Working, skype -internet - When you go get and sandwich – you may not have skype
- You task my have an interdependency. Drupal- I was the front end developer – large project -
- Imitatively discuss Drupal project dead line
- Every friday we recoop with a HH bosses purchase beer, and do inventory, When I worked for staples they had a pin board-
- Nothing worse than launching a site, and you don't have the dns log in
- Projects change, managing a team requires flexibility and change acceptance
- basecamp zoho active collabe skype gchat Phone One note on tools, I hear people complain about ac, vs basecamp. You can have the crappiest tools in the world, if your process is perfect, it doesn't matter, you probably just hate documentation. Tools are to enhance your process, once your process is defined. USE THEM, all of them to its fullest.
- Mike Carson from our osm board RFP's, Proposals, and Contracts and statements of work. This is a topic that needs it's own session. Here are some references & a sample to download There's a downland sample it's beautiful! I provided an outline in the next slides- it's for your reference, I'm not going read it to you:) However, I am going to touch on a few points, that I see missing
- Background & History leading to the project What's the problem or opportunity of the project Data- who what where when Locations
- Background & History leading to the project What's the problem or opportunity of the project
- This section should define the time period over which the project will occur. The timeframe for the project can be pre-determined or based on a completion date to coincide with some external requirement (i.e. new Government regulation). It is important to define the period of performance since this is usually a variable in the project’s cost. Additionally, if there are delays in a project and it will not be completed within the defined period of performance, a contract modification may be required and the costs of the project will increase as well.
- This section should describe where the work will be performed by the vendor. In some cases the vendor may perform all or some of its work on site at the customer’s location. This is usually dependent on the type of industry or work being performed. It is important to define this in case the customer requires the vendor to work at the customer’s site and to clarify any equipment and/or work space that will be provided. The selected vendor for the Website Redesign project will perform a majority of the work at its own facility. The vendor will be required to meet at SCG’s facility once per week (day and time TBD) for a weekly status meeting. Additionally, all project gate reviews will be held at SCG’s facility and attended by the vendor. SCG will provide and arrange for meeting spaces within its facility for all required vendor meetings. Once the project reaches the training phase, all training will be conducted at SCG’s facility.
- The acceptance of deliverables must be clearly defined and understood by all parties. This section should include a description of how both parties will know when work is acceptable, how it will be accepted, and who is authorized to accept the work. F
- Any discrepancies involving completion of project tasks or disagreement between client and the chosen vendor will be referred to both organizations’ contracting offices for review and discussion.
- Make sure to add a note with your change request policy In addition what constitutes as a change
- Add this to your scope, it doesn't have to be formal, but let them know if their will be, daily weekly, monthy
- Tasks completed last week Tasks to be completed this week Web project schedule update Project completion % Questions, comments
- 1. Schedule. Is there a hard deadline, or does the schedule relate to something else (budget, product launch date, etc.)? In the end, did you complete the project by the time it was due? Sometimes clients come to us with a hard deadline, other times they’re simply looking for the final product. Either way, my team always has a schedule we need to meet. 2. Scope. What do you need to get done within the timeframe? Tony refers to scope as the “stars that align to bring the client, the team, and you together.” It may be a list of features or just an idea, but the scope should essentially be the driving force of the project. 3. Budget. This is often the most important factor for many projects. In the end, did you stick to the budget? Did you come in way under budget? Your team should always know where they stand in terms of money spent. We regularly give clients a quote before they start and once we do so, we need to stick to it, or come in under. Otherwise we’re not a profitable business.
- In closing I needed to write some thing motivating- 2 sundays ago was Project manager dayt sunday
- An eraser to remind you mistakes can be fixed
- Is to save you when you are having one of those days
- For the headaches
- A happy face to remind you to always keep smiling
- Some spare marbles for when you lose yours
- To remind you to stay flexible
- Paper clip to help you hold your self together
- Stress Management
- Tequila – Immediate stress relief
- 4. Team satisfaction. This is one that often goes overlooked in project management. “We often take our team for granted like a loyal friend, assuming that they’ll always be there when we need them,” 5. Customer satisfaction. Your clients might not be able to articulate exactly what they want, so often it’s your job to figure out what they’re looking for in order to make sure they’re happy with the end product. How do you track client satisfaction? Ask them to rate it on a scale of 1 to 10 every week or so, and analyze and review your findings. 6. Quality of work. The quality of one project often affects another, so it's important to always track quality and make adjustments to future projects accordingly.