1.
PROJECT MANAGEMENT

2.
TODAY
• What is a project & what makes a project successful?
• What are the roles & responsibilities of the project team?
• What are the phases of project management
• What does each phase involve?
• What tools are available to track and manage a project?
WHAT
COVER
WE WILL

3.
WHAT IS A PROJECT?
A temporary endeavor that creates a new process to deliver a unique product or service
CHARACTERISTICS • New work with a start and an end date
• Detailed specifications
• Divided into small, measurable steps
• One time process with a specific time limit
• Competes with other projects or activities for resources

4.
On time
Within budget
Meets or exceeds
client expectations
Meets specifications
(Quality/Outcome)
A successful
project is
ROADTOSUCCESS

5.
SUCCESS DRIVERS
Hard-working and focused team
Effective communication
Appropriate resources
Ownership
Clear goals and objectives
Top management support
Financial support
Realistic plan

6.
TRIPLE
CONSTRAINTS
TO MANAGE Budget
Schedule
Outcome
• Quality •
$

7.
ROLES OF THE PROJECT
MANAGEMENT ORGANIZATION

8.
PROJECT ORGANIZATION
Project Manager
Core Team or Work Stream Leads
Project Sponsor/Owner or Executive Champion
Steering Committee orProject Director
Other Stakeholders
Extended Project Team (SMEs)

9.
Project Manager
Supports project leader(s) in managing and
integrating plans and resources
• Project objective tracking, value proposition,
cost management
• Resource deployment, contract management plan
• Other processes, such as issue management,
updates and documentation

10.
T P
Success VS. T P
Mistakes
Communications skills and understanding your audience
Most important factor in project goal achievement
Discipline to complete all phases of the project properly
Strong team building and interpersonal skills
Structure and alignment to create the right environment
Confidence and loyalty
Lack of planning, defining roles and responsibilities
The project doesn’t follow a standard methodology
Not saying “No” to out of scope items
Project scope is too large and schedule is too ambitious
Incomplete Risk Assessment and data
Lack of productivity from team members

11.
Analyzes, designs and ultimately improves or
replaces the business processes
CORE TEAM MEMBERS OR
WORK STREAM LEADS
• Understand and develop high level plans
and processes
• Integration of functional work
• Challenging the old rules of the business

12.
EXTENDED PROJECT TEAM (SMEs)
Subject matter experts that contribute with their
technical expertise to support the project
• Delivers against objectives
• Potentially integrates work with subject matter
experts from other work streams

13.
STEERING COMMITTEE OR
PROJECT DIRECTOR
Advocate to executive teams
• Provides additional high-level guidance
to project leader
• Provides organization insight as the
project progresses

14.
PROJECT SPONSOR/OWNER
OR EXECUTIVE CHAMPION
Provides vision and identifies potential risks
• Provides support to help influence executive
steering committees
• Approves of funding
• Ensures strategy alignment with organization goals
• Coaches project manager

15.
OTHER STAKEHOLDERS
• Project Team
• Shareholders or Investors
• Internal or External Consultants
• Upper Management
• Community
• Mid Management
• Government
• Project Manager’s Leader
• End Users
• Non-Team Members interested
• Clients/Owners
• Suppliers
PROJEC
TMANAGER

16.
STAKEHOLDER MANAGEMENT
• Be prepared to modify your message and tactics for each group
• As issues arise, follow up with each group and clarify as needed
TIPS!
• How do you engage all stakeholders?
• Who can you ask about methods and tactics to use?
• How often should you communicate with each person and group?
• What level of detail and how much of the “big picture” do they need to know?

17.
PROJECT MANAGEMENT PROCESS
Discover Initiate Plan Execute Close
• WHY • • WHAT/WHO • • HOW • • DO • • HAND OFF •

18.
Discover Initiate Plan Execute Close
• WHY •
Process
• Conduct initial fact finding/needs assessment
• Document findings
Tools/Templates
• HRDI Criteria Test Template Review
• Assessment

19.
Process
• Document business need & scope
• Define objectives, business value &
requirements
• Develop approach, deliverables & obtain
approvals
Tools/Templates
• Project Charter
• Governance
Discover Initiate Plan Execute Close
• WHAT/WHO •
Proper planning required for this meeting to establish a sense of common goals
and understand how the team will work together
TEAM KICK OFF MEETING

20.
Discover Initiate Plan Execute Close
• HOW •
Process
• Define detailed project plan,
communication plan, marketing plan or
management plan, training plan &
sustainment plan
• Define risk mitigation plan
Tools/Templates
• Risk Mitigation Planning & Issue Tracking
• Project Planning Tool
• Executive Timeline

21.
Discover Initiate Plan Execute Close
WHY IS PLANNING THE STEPS IMPORTANT?
• Provides a big picture view
• Enables all stakeholders to plan for upcoming work
• Identifies hand-offs, approvals and key points in time
• Minimize fire drills
• Identifies missing or incomplete work streams in advance

22.
GETTING STARTED
DISCOVER
CLOSE
INITIATE
PLAN
EXECUTE
EASIEST APPROACH • Brown paper/Sticky notes
• List activities, number each & start identifying dependencies
• Plug basic plan into MSP or template and build as you go
• One on one or group setting
• Create initial templates & regroup to refine them

23.
DEPENDENCIES
Communication
& Marketing
Awards
Celebration
Process
Development
Design
Strategy
Development
Design
Development
Distribution
Marketing
Development
Communications
Development
Food and Beverage
Entertainment
Posters
Banner Flags
Hub Design
Newsletter Articles
Executive emails
Technology
Design
Development
Distribution
ImplementtheWaltDisneyLegacyAward

24.
Discover Initiate Plan Execute Close
• DO •
Process
• Implement project activities/tasks
• Monitor project progress & critical path
• Conduct project review meetings
• Resolve issues and manage change
• Produce/distribute project reports
Tools/Templates
• Project Status Report
• Executive Update

25.
Discover Initiate Plan Execute Close
• Measuring performance and monitoring risk
• Reporting on status
• Measuring and forecasting progress
• Evaluating and communicating project changes
MONITORING AND CONTROLLING

26.
SOMETHING GOES
WHAT IF
WRONG?
Identify
the Impacts
Identify
Solutions
Notify
Stakeholders

27.
Discover Initiate Plan Execute Close
• HAND OFF •
Process
• Close open issues
• Evaluate project success
• Complete documentation (If applicable)
• Assist with sustainment plan (If applicable)
• Hand-off project & celebrate success!
Tools/Templates
• Close Out Plan
• Project Evaluation - Lessons Learned

28.
Q & A

29.
REFERENCES
• Martin, P. K., & Tate, K. (1997). Project management memory jogger: a pocket guide for project teams. Salem, NH:
GOAL/QPC.
• Michelle, M. (n.d.). Project Management: Software, Resources, and Guides to Project Planning Tools, Software
Reviews, Life Cycle, Project Management Certifications, Critical Path & More. Find Health, Education, Science &
Technology Articles, Reviews, How-To and Tech Tips At Bright Hub - Apply To Be A Writer Today!. Retrieved
January 25, 2011, from http://www.brighthub.com/office/project-management.aspx
• BTS Catalysts for Profitability and Growth (2008, September 1). Project Management. Essentials of Project
Management & Leadership. Lecture conducted from Optimal Performance Network LLC, Celebration Florida.
• Horvath, T. (Director) (2010, September 21). Project Management. Managing Projects without Projects Managing
You. Lecture conducted from Rollins College, Crummer Graduate School, Winter Park Florida.

30.
THANK YOU