The document summarizes a half-day workshop on project management. The workshop covers understanding business needs and justifying projects, the project life cycle, developing a project charter, managing scope, schedule and budget using the triple constraints, planning and executing projects, communication plans, closing projects, and continuous improvement.

1. Project Management Overview Half-Day Workshop

4. Strategic Planning and Project Management The Link

6. What is a Project?

9. Project Life Cycles Simple Five-Phase Project Life Cycle Nine Knowledge Areas of the Project Phases Project Initiation Planning Executing Monitor & Control Closing Project Knowledge Areas Integration Management Scope Management Time Management Cost Management Quality Management H.R. Management Comm- unication Management Procurement Management

10. Our Project Life Cycle Project Initiation Definition Planning Executing Closure Phase Purpose Initiation Introduce Project to attain and create project charter Definition Document project scope and deliverables Planning Create plan documenting the activities required to complete the project, along with sequence of activities, resources assigned to the activities, and resulting schedule and budgets. Executing Execute and manage the plan, using documents created in the planning phase. Closure Formally review the project, including lessons learned and turnover of project documentation.

11. Continuous Improvement Lessons Learned Project Initiation Planning Executing Monitoring Controlling Closure

12. Selecting, Initiating, and Chartering the Project

17. Writing SMART Objectives S pecific Objectives should specify what they want to achieve. M easurable You should be able to measure whether you are meeting the objectives or not. A chievable The objectives you set are achievable and attainable. R ealistic You can realistically achieve the objectives with the resources you have. T imely State when the objectives will be attained.

19. Triple Constraints Scope Cost Time Or, in plain English Fast Cheap Good Quality Quality

20. Triple Constraints Trade-off Time Cost Scope Quality Constraint Change Required Adjustment Alternatives (One or Combination of Both) Shorter Time Higher Cost Reduced Quality or Narrowed Scope Reduced Cost More Time Reduced Quality or Narrowed Scope Higher Quality Increase in Scope More Time Higher Cost

21. Triple Constraints: Setting Priorities Flexibility Matrix Determining the flexibility within the Triple Constraints early in the project is very important to project success. Constraint Most Flexible Moderately Flexible Least Flexible Scope X Cost X Time X

22. Defining the Project

25. Identifying Project Risks Using A Risk Register

26. Planning and Scheduling the Project

27. Sources of Project Activities: Brainstorming

29. Communication Plan Communication Format Frequency Distribution Team Briefing Restricted Intranet Daily at 9:00 AM Team and Stakeholders with access to secure project information area Weekly Web Bulletin Internal Intranet Weekly Team, Sponsor, Senior Management Technical Incident Report Email Immediately Webmaster, IT Dept. Budget and Schedule Detail Spreadsheets and detailed Gantt Chart Bi-Weekly Sponsor, Senior Management Accomplishments and Setbacks Email and Intranet Weekly All internal Stakeholders Schedule Milestones Email and Intranet Weekly All internal Stakeholders Cost-to-date Milestones Email and Intranet Weekly All internal Stakeholders Current Top 5 Risks Email and Intranet Weekly All internal Stakeholders

31. Implementation: Project Execution and Control

32. Simple Tools For Tracking Top Five Risks as of 2/15/2007 Rank/ Previous Rank Risk Status Activities This Period Activities Planned for Next Period Cost-to-Date Milestones as of 2/15/2007 ID Milestone Scheduled Cost to Date Actual Cost to Date Cost-to-Date Variance Accomplishments and Setbacks for Period Starting 2/9/04 – 2/15/07 Accomplishments for Period Setbacks for Period

33. Project Close and Continuous Improvement

35. What’s Next?

36. Questions???