Introduction to Project Management session 1

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Introduction to Project Management session 1
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(No Transcript)
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Project management

• Over the course we will look at
• Projects and their features.
• The project Life Cycle, Project Planning and the
  Project Managers role.
• Over a dozen different tools and techniques for
  effective project management.

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Self Study (aka Homework)

• You will have a go at using the tools and
  techniques both in class and through homework,
  self-study which will be set at the end of each
  taught session. Youll need to allow a few hours
  each week to do the self-study homework.

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Self-study (aka homework)

• For this Project Management module it is really
  important for you to do the homework after each
  session, and before the next session. Project
  management is a practical as well as theoretical
  subject. Unless you practice, through the
  homework, the tools and techniques which we cover
  in the sessions, you will not fully learn the
  skills of effective project management.

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Project Management - pitfalls

• One of the pitfalls with project management is
  that there is a lot of jargon which can be used
  Gantt Charts, network diagrams, activity on the
  arrow diagrams, critical path analysis, work
  breakdown structures, PERT, project scheduling,
  precedence diagrams, dependency diagrams, et
  cetera. This course will keep jargon to a
  minimum.

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An introduction to Project management

• This module will look at the tried and trusted
  tools and techniques of project management, the
  ones which actually work!
• Will also be doing some practical exercises you
  learn effective project management by working on
  real life projects it is not something you can
  learn just from reading a book.
• We will not be looking at Microsoft project

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Programme for today

• Introductions and Expectations
• Concepts of Project Management
• Simulated project Scoping
• Comfort break ?
• Simulated project Stakeholders
• Simulated project Success Criteria
• Summary and close

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Why do we need project management tools
techniques?

• Because we live in a world of limited resources
  and not enough time.
• There will always be more to do than time and
  resources will allow.
• Project Management tool techniques, if used
  regularly appropriately, help us make more
  effective use of our time.

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Introductions and Expectations

• Who are you?
• name, job and responsibilities
• what do you consider to be your strengths in
  the work environment (e.g. decisive, good
  communicator, assertive, good at empathising,
  good listener, etc)
• What previous experience do you have of managing
  projects?
• What are your expectations from today?

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The aims for todays session

• To clarify what we mean by the term project
• To introduce you to some of the tools to begin
  defining and managing projects
• To give you the chance to try out some of these
  tools

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Project management

• Concepts, Terms and Definitions.

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What does the term project mean to you?

• Class group exercise
• What does the term project mean to you and
  your group?
• What do you and your group think of or associate
  with the term project?

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Definition of project

• An activity with a fixed start and end point,
  managed with finite resources, involving change
  and often achieved by the collective effort of
  the team of people
• (IPM)

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Another definition of a project

• A set of temporary activities conducted by ad
  hoc organisations (D. Olson, 2001)

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Another definition of a project

• ..an endeavour in which the human (or
  machine), material and financial resources
  organised in a novel way, to undertake a unique
  scope of work, of given specification, within
  constraints of cost and time,so as to deliver
  beneficial change defined by quantitative and
  qualitative objectives (R.Turner 1995)

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Yet another definition of project

• A project 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 specification (Artto,
  2002)

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Project Management a definition ?

• Project Management might be defined as the
  application of knowledge, skills, tools and
  techniques to project activities in order to meet
  (or exceed?) stakeholder needs and expectations
  from the project

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Features of a project

• A start and a finish
• Is a unique activity with a visible output
• May involve uncertainty and risk
• Involves a team coming together specifically for
  the project
• A budget
• Non repetitive tasks, sequential order
• Use of resources (including human resources)
• A single point of ultimate responsibility
• Clearly defined team roles
• Clear aims, objectives, goals

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Terms often confused with project

• Process a series of steps needed to perform a
  routine activity (e.g. purchasing). A project may
  contain many processes.
• Programme work performed towards achieving a
  long term goal (e.g. a health awareness
  programme). Programmes may never achieve all
  their goals, and may comprise a series of
  projects.

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Examples of types of project and their size

• Individual decorating your bedroom
• Group organising a wedding
• Organisation construction company, building the
  Millennium bridge in London
• Project Organisation creation of a separate
  independent organisation specifically for
  accomplishing a particular project, e.g. the
  Olympic games committee
• Multinational design construction of Concorde

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The project life cycle

• NOTE - We will be referring to this simple model
  throughout the rest of the course

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Project Life Cycle(At its Simplest)

• PLAN
• DO
• REVIEW

Plaaaaaaaaan-Do
Plan-Do-Plan-Do-Plan-Do Or Plan-Do, Re-plan, Re-do
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Project Life Cycle

• Conception Phase (The Idea)
• Definition Phase (The Plan)
• Initiation Phase (The Team)

PLAN

• Implementation Phase (The Work)

DO

• Evaluation Phase (The Wrap-up)

REVIEW
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• We will now consider each stage and what it
  involves

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The Conception phase the idea

• Essentially - What are we going to do?
• For small projects an informal discussion might
  adequate
• For larger projects, a more formal review and
  discussion processes required.
• Key questions to answer should be
• Should you do it? What is the benefit and do the
  benefits outweigh the costs?
• Can you do it? Is it technically feasible and are
  there enough resources?

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SoLets get started

• That temptation at this point is to get started
  (after minimal planning). This is the traditional
  British approach.
• It gives the appearance of immediate activity and
  progress. We are busy doing.
• But it leads to mistakes and waste.
• We end up with Plan-Do, Do-Re-Do, Re- plan,
  Re-Do, RE-Do, Re-Plan etc

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Project Life Cycle

• Consequently
• Projects over runs
• Cost too much
• Dont achieve desired result
• So we...
• Hunt for the guilty
• Persecute the innocent
• Promote the uninvolved

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But I am too busy to spend time
planning!Planning allows you to

• Ensure that people only work on activities which
  are needed, and do them correctly the first time,
  not waste time doing unnecessary activities.
• Anticipate potential problems and take
  preventative action to deal with them before they
  happen.
• Do things in the right order at the right time,
  which should prevent things going wrong later.

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What can go wrong !
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The project managers adage(a light hearted
motto)

• You can have any two of three things in a
  project
• You can get it done on time
• You can get it done within budgeted cost
• You can get it done properly/well
•  If you are willing to wait, you can get the job
  done right, within cost.
•  If you are willing to spend the money, you can
  get the job done on time.
• Or you can get the job done on time and within
  budget only it might not do what it was supposed
  to do.

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Why do so many projects fail to meet
expectations?

• A study by Hughes (1986) identified three main
  reasons for projects failing.
•  1 a lack of understanding of project management
  tools and an over reliance on project management
  software
•  2 communication problems
•  3 failure to adequately adjust to changes that
  occur during the course of the project

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Why do so many projects fail to meet expectations?

• Hughes notes that many managers are apt to lose
  sight of the project. By focusing on the project
  management software and managing this rather than
  the actual project!
• Michalski (2000) observes that
• good communication is the key successful
  project management.

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Remember

• If you fail to plan, you fail to do.
• Proper Planning Prevents Poor performance

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So we will use a Project Life Cycle like this

• Conception Phase (The Idea)
• Definition Phase (The Plan)
• Initiation Phase (The Team)

PLAN

• Implementation Phase (The Work)

DO

• Evaluation Phase (The Wrap-up)

REVIEW
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The Definition phase the plan

• Review the reasons for the project.
• Describing detail what results are to be
  produced.
• Create a list of all the work to be performed.
• Produce a detailed project schedule.
• Calculate budgets.
• Describe how risk is to be managed.
• Identify any assumptions about the project.
• Identify and define the roles of the projects
  team members.

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The Initiation phase start up

• Assign people to project roles, ensure they are
  available when needed. Negotiation may be
  necessary.
• Give and explain all tasks to team members.
• Set up systems and accounts to track personnel
  information and financial expenditure.
• Announce the projects start, what it will
  produce. When it will start when it will finish

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Implementation phase the do

• Doing the tasks as laid out in your plan
• Regularly comparing the actual performance with
  the plan, knowing and anticipating when things
  are not going according to schedule
• Fixing problems that arise.
• Keeping everyone informed

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The Evaluation phase the wrap up or review

• Get the customers approval of final results.
• There may be formal project hand over to the
  client
• Complete any paperwork.
• Hold a post project evaluation to recognise
  achievements and discuss lessons learned

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Roles in projects who is responsible for what?

• One of the the benefits of project management
  techniques is the opportunity to clarify roles.
• Project sponsor person whos paying for it
• Project champion - person who wants to see it
  happen
• Project manager will ensure it happens
• Project team will make it happen
• Stakeholders those affected by it and with an
  interest in it, but not necessarily part of it.
• Audience well consider them later!

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Attributes of an effective project manager

• Group exercise
• What you think are the attributes/qualities
  required to be an effective project manager?

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Attributes of an effective project manager
typically are

• Excellent time management skills
• Can do proactive attitude
• Adaptable, flexible.
• Fair respecting different peoples viewpoints
• Committed to the team and the projects goals
• Decisive and realistic
• Excellent communication skills
• Leadership
• Assertiveness

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Attributes of an effective project manager
typically are

• Be prepared to roll up their sleeves and get
  their hands dirty
• Foresight
• Planning skills
• Knowledge of the subject / area of work
• Be prepared to walk, if necessary i.e. leave!
• A sense of humour ?

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The tools of for project management

• There are numerous tools which can be for
  managing projects, some of them complex, some of
  them simple.
• We will look at over a dozen tried and tested
  tools and techniques which can be used for
  effective project management.

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Our tools for today

• QUAD Chart analysis
• The QUAD chart is a very simple yet extremely
  effective tool. Project scoping enables you to
  define what you do before you start.
• Stakeholder analysis simple version helps you
  understand and manage the different relationships
  that matter to the project.

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The QUAD chart

• A very simple yet powerful tool.
• Used to help us clarify exactly what our project
  is all about.

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Quad Chart
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Project ManagementSimulation Exercise

• We will carry out a simulated project

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Project ManagementSimulation Exercise

• The Gourmet Breakfast
• We are going to use a relatively simple example
  of something that you should be familiar with in
  order for you to be able to understand and
  practice on a real life project.

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The Problem

• Just got up?
• Feeling kind of hungry?
• Fancy a nice breakfast ?
• What choice do we have?

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Decisions, Decisions
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Lets make a full cooked English breakfast
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Class exercise - Your Mission

• To produce a simple project plan for producing a
  full English Breakfast.

• We will be using this project to illustrate the
  use of the following

• Quad Chart Analysis including
• Project Scoping
• Stakeholders and Stakeholder Analysis
• Desired Outcomes (Critical Success Factors)
• Secondary benefits

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Why a breakfast?

• We will use the Breakfast as its a simple
  example of something where you should all have a
  similar level of basic knowledge.
• Lets view making the breakfast as a project in
  its own right.
• It meets most of the criteria for/attributes of a
  project doesnt it? Does it? Lets check

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Attributes of a project

• A start and a finish
• Is a unique activity
• May involve uncertainty and risk
• Usually involves a team coming together
  specifically for the project
• A budget
• Non repetitive tasks
• Use of resources (including human resources)
• A single point of ultimate responsibility
• Clearly defined team roles

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The Quad Chart
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Guided Tour
TITLE OF PROJECT SNAPPY ACRONYM DESCRIPTOR
WHY IS PROJECT BEING DONE? WHAT FOR? WHAT IS THE
RESULT?
WHO IS PROJECT FOR? WHO WILL BENEFIT (OR
NOT)? WHO WILL IT INVOLVE?
WHEN ARE WE FINISHED? WHAT CAN BE MEASURED? HOW
DO I MEASURE SUCCESS?
GOALS! WHAT MAKES THE PROJECT A SUCCESS?
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• First a simple example for making a cup of tea.
• Our first QUAD chart could look something like
  the one on the next slide

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Example - Make A Cup of Tea
To make a cup of tea!
1. To make a cup of tea
1. The tea maker 2. The tea drinkers
2. To quench the thirst 3. To stimulate the mind
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Example - Make A Cup of Tea
To make a cup of tea to quench the thirst and
stimulate the mind
1. To make a cup of tea
1. The tea maker 2. The tea drinkers
2. To quench the thirst 3. To stimulate the mind
1. Audible noises of satisfaction from drinkers.
Requests for a second cup
1. Made an acceptable cup of tea 2. Quenched the
thirst 3. Stimulated the mind
2. Increased conversation Absence of snoring or
yawning
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But first another technique
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Tool and Technique BRAINSTORMING
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Brainstorming

• Brainstorming was coined in the 1940s by Alex
  Osborne a US advertising executive.
• It works by temporarily removing the social
  blocks which we all have which prevent us from
  being creative. Blocks such as
• Feeling our ideas will be ridiculed
• Feeling we dont know enough to voice an opinion
• Focusing on simple solutions rather than taking a
  risk

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Brainstorming

• Brainstorming is essentially a method for being
  creative in groups, particularly useful for
  creative problem solving.
• Popcorning is the new name for brainstorming

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The rules of brainstorming

• No judgement or criticism of an idea
• Quantity of ideas is more important than quality
• Freewheeling - rapid a spontaneous ideas
• Mutating and combining ideas one persons idea
  stimulates ideas from another person
• No answer or idea belongs to a person, they
  belong to the group
• Answers and ideas must be produced rapidly

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Brainstorming how to do it

• 1 question or problem is posed
• 2 people in a group take turns to answer
• 3 each suggestion is written down by a note taker
• 4 repeat the process until the group run out of
  ideas
• 5 Select, filter and choose the most appropriate
  ideas.

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Your Mission

• Class exercise
• To produce a simple project plan QUAD and
  associated List of Assumptions for approval by
  Andrew for producing a full English Breakfast.
• We will do a brainstorm first and then in groups
  you will have a go at producing a QUAD chart.

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Or

• You can try one of the following projects if you
  prefer.
• Organise a stag do or hen party night out
• Plan a staff away day social event
• Plan a family holiday

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Guided Tour
PROJECT NAME SNAPPY ACRONYM
WHY IS PROJECT BEING DONE? WHAT FOR? WHAT IS THE
RESULT?
WHO IS PROJECT FOR? WHO WILL BENEFIT (OR
NOT)? WHO WILL IT INVOLVE?
WHEN ARE WE FINISHED? WHAT CAN BE MEASURED? HOW
DO I MEASURE SUCCESS?
GOALS! WHAT MAKES THE PROJECT A SUCCESS?
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Assumptions

• If we assume too much then we make an ass of you
  and me (ass u me)
• So.make a list of assumptions which go with your
  QUAD chart. Then we can be sure that we, as
  project manager, have the same base set of
  assumptions and understandings as everyone else
  involved in the project.

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Mind your Language !

• The project is structured around a multifaceted
  incremental work plan combining novel content
  design based on new pedagogical paradigms blended
  with the e-learning environments to facilitate
  hybrid mode of delivery
• Extract from GENIUS project based at Reading
  University one of nominees for a Golden Bull
  award for gobbledygook from Plain English
  campaign 2005
• Make sure you use appropriate language Plain
  English is best
• http//www.plainenglish.co.uk/goldenbull.html
• Plain English web site also has free guide on
  alternative words to use

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Stakeholder - definition
A stakeholder is, for our purposes at the moment,
a person or organisation who is affected by or
impacted by what you are trying to do

• This may of course be negatively aswell as
  positively!
• It includes the members of the Project Team and
  the Customer(s)

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Stakeholders 4 things to do with them

• List them
• Try to understand their likely perspective - how
  might they react to the project?
• Assess their relative importance
• Act appropriately with the stakeholder throughout
  the project identify and decide what action you
  may need to take

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Stakeholders

• In the next session we will look at stakeholders
  in more detail and compare stakeholders with
  audiences
• Taking account of them and their views is
  important to the success of your project.

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Group exercise

• Produce a stakeholder analysis chart, using the
  simple version on the next slide, or the handout.

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One version of the stakeholder analysis
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Website has other versions

• www.hull.ac.uk/workbasedlearning/

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Where Have We Been?
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Were might we go ?
SECONDARY BENEFITS (UNMEASURABLE)
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What Does This Give Us?

• The beginnings of a project definition
• A document to confirm that what we (as Project
  Manager) see the project as, is what the Line
  Manager/Customer was thinking of.
• Remember we have NOT started doing the project
  yet. We are still planning it.

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Next Session

• Stakeholders or Audience and categorising them
  further
• Risk and how to categorise it
• Clarifying your projects definition
• We will review the homework self study.

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Your homework self-study

• Produce your own QUAD chart, either for a project
  which you are going to do, or for a project which
  you have completed in the past, or for a project
  which you are currently working on. Produce a
  list of assumptions.
• Once you have done it leave it for 2 days and
  then review it and amend it. Save a copy. Keep
  on re-refining it. Developing a good project
  definition using the QUAD chart is an iterative
  process which requires thinking time.
• Also have a go at doing a simple stakeholder
  analysis grid

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Homework self-study

• Remember that you need to use the tools and
  techniques in order to learn them and should
  start practising them. Will be building upon
  homework in future weeks it is important that
  you get started.
• Also remember that project management requires
  good time management skills and an ability to
  work under pressure.

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What if you cant think of a project?

• Make up a realistic scenario.
• For example
• Cleaning and servicing your car.
• Installing a bathroom suite
• Marketing a new product
• Digging up and concreting over the garden
• The choice is yours

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Website with forms

• http//www.hull.ac.uk/workbasedlearning/