Minnesota Chapter of the Project Management Institute

Project Management Concepts Part I

Copyright 2003 Terry Chambers. All Rights Reserved.

Agenda
What is Project Management? Why should I care? What makes projects successful? What is done in project management? What are some of the tools I can use? Where do I get some information and help?

Copyright 2003 Terry Chambers. All Rights Reserved.

What is a Project?

Definition: A temporary endeavor under-taken to create a unique product or service

Source:PMI Guide to Project Management Body of Knowledge, 2000

Copyright 2003 Terry Chambers. All Rights Reserved.

What is a Project Management?

Definition: The application of knowledge, skills, tools and techniques to project activities in order to meet or exceed stakeholders needs and expectations for the project

Source:PMI Guide to Project Management Body of Knowledge, 2000

Copyright 2003 Terry Chambers. All Rights Reserved.

Benefits of Project Management

Better use of people resources Avoids the infinite resources myth Basis for prioritization Focus efforts for specific results Understanding of project scope Communication among stakeholders Consistent methods for tracking results Defines what done really means

Copyright 2003 Terry Chambers. All Rights Reserved.

Typical Comment: This is great, but it does not apply to us. We are a nonprofit organization. Answer: When you look around you will find that you are doing projects although you may not be calling them that. The question is whether you are applying the appropriate amount of discipline to projects you are already doing.

Copyright 2003 Terry Chambers. All Rights Reserved.

Benefits to Organization
Organizational focus strategy turned into action Prioritization staff knows what is important Visibility manager can see where things are Better resource use less wasted effort and time Process improvement great application of PM Improved communication defined approaches/tools Measurable results quantifiable objectives Documentation available avoids lost knowledge

Copyright 2003 Terry Chambers. All Rights Reserved.

Why are Project Successful?

Top 10 Reasons per Standish Report:
1. 2. 3. 4. 5. User involvement Executive management support Clear statement of requirements Proper planning Realistic expectations

Copyright 2003 Terry Chambers. All Rights Reserved.

Why are Project Successful?

Top 10 Reasons (continued):
6. Smaller project milestones 7. Competent staff 8. Ownership 9. Clear vision & objectives 10. Hard-working, focused staff

Copyright 2003 Terry Chambers. All Rights Reserved.

What Else?
Strong and supportive project sponsorship Strategic prioritization of projects Culture of disciplined project management Effective project leadership Common commitment to goals Balance: human, technical and business aspects Rewards and recognition system aligned

Copyright 2003 Terry Chambers. All Rights Reserved.

Project Management Roles and Responsibilities

Copyright 2003 Terry Chambers. All Rights Reserved.

The Team Sponsor

Highly placed person good credibility Knows organizations culture Trusted as a counselor and coach Member of top management, if possible Able to remove roadblocks Logical choice for this project interested and committed

Copyright 2003 Terry Chambers. All Rights Reserved.

Team Leader Role

Clarify project objectives and priorities Maintain focus on key issues Coordinate activities with functional managers Lead project team meetings Help team deal with change team maintenance Reflect changes in project plan Resolve conflicts and remove barriers Report project status to management
Copyright 2003 Terry Chambers. All Rights Reserved.

Functional Manager Role

Maintain quality and philosophy for functional organization Assist team member in task definition and planning their completion Provide resources to support project schedule Support team Leader

Copyright 2003 Terry Chambers. All Rights Reserved.

Team Member Role

Represent functional department on team Represent team to functional department Develop tasks for their function and obtain agreement Complete tasks within schedule and budget Communicate progress, potential problems and risks to supervisor and project lead

Copyright 2003 Terry Chambers. All Rights Reserved.

Project Charter
Written document containing the contract terms between the sponsor and the project manager Provides the background, objective and general boundaries for the project Ensures scope and expected outcomes are understood by both parties Should be concise (5 6 pages)

Copyright 2003 Terry Chambers. All Rights Reserved.

Why Do a Project Charter?

Forces disciplined thought on front end Forces good communication no surprises at end for customer team Provides guidance for team selection and structure Eliminates false starts and frustration Defines the end point no endless projects

Copyright 2003 Terry Chambers. All Rights Reserved.

Project Charter Questions?

What are we supposed to do? By when? What resources are required? How are we supposed to do it? Why is it worth my time? Who cares? What led up to this project? How do we know if we have succeeded?

Copyright 2003 Terry Chambers. All Rights Reserved.

Typical Project Charter Content

Background Information Business context Sponsor, Stakeholders, Customers Objectives Scope Schedule Milestones Resources Deliverables Communications Risks, Assumptions, Issues External Dependencies

Copyright 2003 Terry Chambers. All Rights Reserved.

Sometimes You May Also See:

Overall Goals Critical Success Measure Functional Requirements Performance Requirements Support Requirements Process Guidelines Quality Guidelines Governance/Decision Making Process People Change Management Strategy Project Approach

Copyright 2003 Terry Chambers. All Rights Reserved.

Charter Exercise
Create a mini-charter for your day here at the conference: Technology Conference
What is a good name for your project?

Who is your project sponsor?

What is your objective for being here? What do you expect to do here to meet your objectives? What do you expect others to do for you?

Copyright 2003 Terry Chambers. All Rights Reserved.

Project Mini-Charter

Copyright 2003 Terry Chambers. All Rights Reserved.

Other Project Management Tools

Work Breakdown Structure (WBS) Network Diagram (sometimes called PERT)

Gantt Chart (sometimes called Bar Chart)

Copyright 2003 Terry Chambers. All Rights Reserved.

WBS Example

Copyright 2003 Terry Chambers. All Rights Reserved.

Network Diagram

Copyright 2003 Terry Chambers. All Rights Reserved.

Bar Chart

Copyright 2003 Terry Chambers. All Rights Reserved.

The Organization Behind the Profession

Project Management Institute (PMI)
Not-for-profit professional association Established 1969 Over 90,000 members in 120 countries 200+ chartered chapters 36+ chartered Specific Interest Groups (more pending)

Copyright 2003 Terry Chambers. All Rights Reserved.

PMI Advances the PM profession by:

Maintaining project management standards and PM certification Facilitating project management education Advancing the state-of-the-art PM research Serving as a repository for PM information Acting as an information distribution forum Establishing a code of ethics for practitioners

Copyright 2003 Terry Chambers. All Rights Reserved.

PMI Minnesota Chapter

Minnesota membership exceeds 2000 Minnesota chapter in top 10 worldwide Minnesota chapter is one of the most active chapters in the country Winners of the following national 2001 awards:
Chapter of the Year Award (5+) Chapter Sponsor/Mentor Award Chapter Sustained Superior Performance Award Chapter Professional Development Award for Exceptional Activities

Copyright 2003 Terry Chambers. All Rights Reserved.

Community Project Coaching

Program Objective:

Provide PMI-MN members with opportunities to serve the community by coaching project managers of local community organizations give something back

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Coaching Not Leading

Volunteers in the program assist the project manager(s) for the non-profit community organization Project managers of the non-profit community organization lead and manage the project

Copyright 2003 Terry Chambers. All Rights Reserved.

Community Project Guidelines

Short duration projects (< 6 months) Project related to organizations purpose Clearly identified project participants (e.g. sponsors, project manager(s), etc) CPC services should not complete against providers of for-profit project management services

Copyright 2003 Terry Chambers. All Rights Reserved.

How do I Get Coaching Help?

Contact Management Assistance Program for Nonprofits (MAP)

Amy Wagner 651-632-7237 Awagner@mapnp.org

Copyright 2003 Terry Chambers. All Rights Reserved.

Summary
Project management can improve the overall management of an organization PMI is the world organization behind PM The MAP/PMI Minnesota Community Project Coaching Program is one way you can get some help

Copyright 2003 Terry Chambers. All Rights Reserved.

PM References on the Web

Project Management Institute (PMI) Project Management Body of Knowledge (PMBOK) National: www.pmi.org Minnesota Chapter: www.pmi-mn.org The Project Management Forum: www.pmforum.com International Project Management Association: www.ipma.ch The Project Management Center: www.infogoal.com Project-Manager: www.project-manager.com www.projectconnections.com www.gantthead.com Software Program Managers Network: www.spmn.com Risk Management Internet Services: www.rmis.com www.riskworld.com/websites www.riskreports.com Software Engineering Institute (SEI) Carnegie Mellon University Capability Maturity Model (CMM): www.sei.cmu.edu IEEE Computer Society: www.computer.org

Copyright 2003 Terry Chambers. All Rights Reserved.

Some Good PM Books

Getting the Job Done! W. Alan Randolph and Barry Z. Posner Project Management As If People Mattered Robert J. Graham The People Side of Project Management Ralph L. Kliem and Irwin S. Ludin Enlightened Leadership Ed Oakley and Doug Krug Team Talk Anne Donnellon Teamwork Carl Larson and Frank LaFasto Creating an Environment for Successful Projects - Randall England and Robert J. Graham Information Technology Project Management Kathy Schwalbe A Guide to the Project Management Body of Knowledge Project Management Standards Committee 2000 Edition

Copyright 2003 Terry Chambers. All Rights Reserved.

Chapter That Cares

Minnesota Chapter of the Project Management Institute

Thank You!

Copyright 2003 Terry Chambers. All Rights Reserved.