Introduce yourself to people on the table Focus on your project experience Your role in project management Type of project involved Time spent on project The most difficult part
Trang 1“Tools that manager can acquire to manage their tasks effectively and efficiently.”
Trang 2 Introduce yourself to people on the table
Focus on your project experience
Your role in project management
Type of project involved
Time spent on project
The most difficult part when running a project
Course expectations
Know others
Select a project leader
Trang 3Conceptualize and develop project objectives
with desired results
Identify resources and requirements essential in executing project successfully
Trang 4Program Objectives
tracking and managing project activities
monitor progress of activities
contingency planning
Trang 5Program Agenda – Day 1
Introduction to Elements of Project
Management
Project Management Life Cycle (4 Stages)
Stage 1: Define the project
Stage 2: Plan the project
Stage 3: Implement the project
Stage 4: Evaluate the project
Group Simulation – Planning a project
Trang 6Ground Rules
Trang 8Program Agenda – Day 1
Introduction to Elements of Project
Management
Project Management Life Cycle (4 Stages)
Stage 1: Define the project
Stage 2: Plan the project
Stage 3: Implement the project
Stage 4: Evaluate the project
Group Simulation – Planning a project
Trang 9What is Project Management?
Project
Goal
Timeline Resources
Trang 10Project Management
is the process of guiding your project from its beginning through its closure.
Trang 11Technical
Management
Project Management
Change Management People
Management
Trang 12Technical Management
Planning Organizing Monitoring Problem solving
Trang 13Project Parameters
Project Parameters
Standards Schedule Budget
Trang 14Most successful actors in Project Management are
PEOPLE rather than technical
People Management
Trang 16Setting, managing and meeting the expectations of stakeholders to
ensure project success
Change Management
Trang 17Program Agenda – Day 1
Introduction to Elements of Project
Management
Project Management Life Cycle (4 Stages)
Stage 1: Define the project
Stage 2: Plan the project
Stage 3: Implement the project
Stage 4: Evaluate the project
Group Simulation – Planning a project
Trang 18Project Life Cycle – 4
Stages
Stage 1: Define the project
Stage 2: Plan the project
Stage 3: Implement the project
Stage 4: Evaluate the project
Trang 19Program Agenda – Day 1
Introduction to Elements of Project
Management
Project Management Life Cycle (4 Stages)
Stage 1: Define the project
Stage 2: Plan the project
Stage 3: Implement the project
Stage 4: Evaluate the project
Group Simulation – Planning a project
Trang 20Stage 1: Define the
• Provide a good foundation for the Planning stage
Trang 21Five Action Steps in Defining the Project
State the problem/opportunity
Identify the goal
List SMART objectives
Determine success criteria
Identify risks & assumptions
Trang 23Six Action Steps in Defining the Project
Identify current background/issues
State the problem/opportunity
Identify the goal
List SMART objectives
Determine success criteria
Identify risks & assumptions
Trang 24Risks in Defining the
Trang 25Program Agenda – Day 1
Introduction to Elements of Project
Management
Project Management Life Cycle (4 Stages)
Stage 1: Define the project
Stage 2: Plan the project
Stage 3: Implement the project
Stage 4: Evaluate the project
Group Simulation – Planning a project
Trang 26Stage 2: Plan the Project
Trang 27Eight Planning Steps
Perform stakeholders analysis
Write events
Develop schedule
Select right people
Prepare budget
Define project standards
Prepare risk mitigation plan
Write proposals
Trang 28Who are the Project
Stakeholders?
Project Manager (Project Name)
Direct Supervisor
Team Members
Trang 29Stakeholders’ Needs
Checklist
What are the project expectations? What would they like?
What have they already tried?
What is their bottom line?
When do they need the project completed? Why?
What are the priorities for quality, schedule and cost?
How would they know the project is completed?
Trang 30Conflict among Key
Stakeholders
Quality
Time
Cost
Trang 31How to solve the conflicts among key
Trang 32Developing Stakeholder
Strategy
▪ State your objectives of the project
▪ Develop a map of key stakeholder groups
▪ Determine your power status of each
group – your team, your co-workers or
others
▪ Using above – work out your strategy for
each
Trang 33Types of Power
Role produce the outcome you want with people who
report to you like team members.
Expertise people who do not work for you Outcome
may not be exactly what you want.
Relationship enables you to proactively plan aware
of, understand and value the production of an outcome over which you have neither control nor
influence
Trang 34RELATIONSHIP (Show Appreciation) EXPERTISE (Influence)
Your Project Team Your Area of Responsibility
ROLE (Use Authority)
Types of Power
Trang 35Eight Planning Steps
Perform stakeholders analysis
Write events
Develop schedule
Select right people
Prepare budget
Define project standards
Prepare risk mitigation plan
Write proposals
Trang 36Work Breakdown Structure (WBS)
activities of a project in related areas
standard setting
Trang 37New Card Spending
Welcome Gift Promotion
Materials
Spending Criteria
Promotion Materials
Printing Dispatch Rewards
Credit Card Promotion
Printing Dispatch
Work Breakdown Structure (WBS)
Trang 38Eight Planning Steps
Perform stakeholders analysis
Write events
Develop schedule
Select right people
Prepare budget
Define project standards
Prepare risk mitigation plan
Write proposals
Trang 39Gantt Chart
Step 1: List events
Step 2: Estimate time intervals
Step 3: Construct an Event Sequencing
Table for the project
Step 4: Allocate the right resources
Step 5: Prepare a Gantt Diagram
Trang 40Gantt Chart
Events Resources 2 3 4 5 6 9 10 11 12 13 16 17 18 19 20 23 24 25 26 27 2 3 4 5 6 9 10 11 12 13 16 17 18 Derive marketing plan TM
Derive budget for marketing plan TM
Obtain management approval TM
Source welcome gifts AK
Design promotion materials HL
Design spending program criteria TM
Source rewards for spending AK
Printing of promotion materials HL
Distribute promotion materials HL
Trang 41Estimate Time Intervals
Tm – The most probable time
To – The optimistic (shortest) time
Tp – The pessimistic (longest) time
Te – The calculated time estimate
Te = To + 4 Tm + Tp
6
Remember
Contingency
Trang 42 Starting and ending
time for each event
Construct an Event Sequencing Table for the
Project
Trang 43Project : Mary & John’s Wedding
Events Dependency Duration
(Te)
in days
Start End
1 Derive marketing plan - 5 Feb 2 Feb 6
2 Derive budget for marketing plan 1 4 Feb 9 Feb 12
3 Obtain management approval 1,2 1 Feb 13 Feb 13
4 Source welcome gifts 3 5 Feb 16 Feb 20
5 Design promotion materials 3 15 Feb 16 Mar 6
6 Design spending program criteria 3 3 Feb 16 Feb 18
7 Source rewards for spending program 6 5 Feb 23 Feb 27
8 Printing of promotion materials 5 5 Mar 9 Mar 13
9 Distribute promotion materials to all staff 8 3 Mar 16 Mar 18
Sample Event Sequencing Table
Trang 44Gantt Chart
Events Resources 2 3 4 5 6 9 10 11 12 13 16 17 18 19 20 23 24 25 26 27 2 3 4 5 6 9 10 11 12 13 16 17 18 Derive marketing plan TM
Derive budget for marketing plan TM
Obtain management approval TM
Source welcome gifts AK
Design promotion materials HL
Design spending program criteria TM
Source rewards for spending AK
Printing of promotion materials HL
Distribute promotion materials HL
Trang 45Gantt Diagram: Pros & Cons
•Not good for analysis
Trang 46Additonal Tools
and Review Technique (PERT)
Trang 47Following Activity (End Event)
Trang 48Sample PERT Diagram
Trang 49Critical Path (CP)
▪The longest path through the network
▪Essential events that must be completed on time to
avoid delay in completing the project
Trang 50Eight Planning Steps
Perform stakeholders analysis
Write events
Develop schedule
Select right people
Prepare budget
Define project standards
Prepare risk mitigation plan
Write proposals
Trang 51Qualities of Good Project
Manager
Background and experience
Leadership and strategic expertise
Technical expertise
Interpersonal competence/people skills
Proven managerial ability
Trang 52Qualities of Good Project
• Willingness to admit error and bias & be corrected
• Ability to understand & work within schedules & resources
• Ability to trust, help others & be helped
• A team player
• Ability to work with more than one boss
• Ability to work across formal structure & authority
Trang 53Eight Planning Steps
Perform stakeholders analysis
Write events
Develop schedule
Select right people
Prepare budget
Define project standards
Prepare risk mitigation plan
Write proposals
Trang 54Prepare Budget
4 Major costs categories
– Labour – The wages paid to all staff directly working
in the project for the time spent on it.
– Materials – The cost of items purchased for use in the
project
– Other direct – Items include travel, telephone,
contracted services, equipment rental, general and administrative…
– Indirect – Administrative overhead, utilities, fixed
% of total direct cost
Remember Contingency
Trang 55Eight Planning Steps
Perform stakeholders analysis
Write events
Develop schedule
Select right people
Prepare budget
Define project standards
Prepare risk mitigation plan
Write proposals
Trang 56Project Standards
Trang 57Eight Planning Steps
Perform stakeholders analysis
Write events
Develop schedule
Select right people
Prepare budget
Define project standards
Prepare risk mitigation plan
Write proposals
Trang 58Sample Risk Detection
Chart
Trang 59Risk Mitigation – Testing
Preliminary Strategy
Market study/research
Pilot test
Computer simulations
Trang 60Eight Planning Steps
Perform stakeholders analysis
Write events
Develop schedule
Select right people
Prepare budget
Define project standards
Prepare risk mitigation plan
Write proposals
Trang 62Time Spent on Projects
Trang 63Program Agenda – Day 1
Introduction to Elements of Project
Management
Project Management Life Cycle (4 Stages)
Stage 1: Define the project
Stage 2: Plan the project
Stage 3: Implement the project
Stage 4: Evaluate the project
Group Simulation – Planning a project
Trang 64Stage 3: Implement the
• Ensure deliverables are
completed in line with project scope and specifications even with changes
Trang 653 Key Steps during
Trang 66Control Work in Progress
Basic three steps
Establish
control
parameters
Monitor performance
Take corrective actions
Trang 68Monitor Performance
Four Common Ways:
▪ Inspection
▪ Interval progress reviews
Trang 69Three common topics in
Review of anticipated problems with proposed plan for handling them
Trang 70Taking Corrective Action
Renegotiate
Rescheduling
Reduce project scope
Arrange more resources
Accept replacement
Seek alternative sources
Accept partial delivery
Offer incentives
Require compliance
Trang 71Changes in Requirements and
Schedule
▪ You are a project team leader All the specifications in the project have been defined and it is under progress However, requirements and even the schedule often changes As you are not the only party which involved in the project and the project schedule is tight, it is difficult for you to keep
up with the schedule Your team members are confused and frustrated As a project leader, what would you do?
Trang 72Provide Feedback
Feedback
Trang 73Provide Feedback
products It involves different parties including MIS, Actuarial, Profit Centers and Marketing Department In order to make the database successful, it is necessary to review and confirm the product information
Trang 74Provide Feedback
responsible for project communication in
a marketing dept, has did a great public articles and attract a lot of positive feedback from internal staff What you will do ?
Trang 75How to Provide Constructive Feedback?
Describe the observed actions and results
Ask the individual if those were his or her intended
Discuss different alternative actions
Agree a way to handle similar situations if they should occur in future
Trang 76Provide Feedback
responsible for product design in a profit centre, has agreed to provide information
on Tuesday It was already Friday Peter still delay the task because he said he was too busy working on other priorities What would you do?
Trang 78Conflict among Team
Members
You are a project leader You have four project members Among them, two (Mary and John) are not easy to compromise As you know, Mary is quick and fast in making action and decision Whereas John likes to think in greater details and seldom provide immediate feedback The conflict increases especially during urgent meetings (like contingency meetings) Mary would push John to buy in her thoughts and John would only ignore her As a team leader, you believe the matter has become worse as the project is reaching critical points What would you do?
Trang 79“O ur
Wa y”
Problem Solving
Resolving Differences “Your Way” Accommodating
HIGH
Cooperation
Trang 81 the person is being respected
the person value relationship
the person depend on others to
help carry out the decision
Trang 82Cross Team Co-operation
You are a team leader of a section As your section’s job depends on the work of Section G, their continuous delay has affected your team performance As a team leader, you would like
to influence Section G’s members to follow the time frame and you know that they are more senior staff with higher grading.
Trang 83Cross Team Co-operation
(C)
▪ You are a project leader and require to update a
group of users on project performance regularly The updated report needs data from different departments and even external parties However, there are often difficulties in collecting enough data on time At the same time, you are forced by the report users to provide more data for comprehensive review As a coordinator, what would you do to achieve win win situation?
Trang 84Different Needs
▪ You have to upgrade a system/procedure which would affect the whole department All staff
uses the same systems and they may have
different needs Some of them even contradict
to others You have held many meetings to
discuss minor issues which may have great
impact on future implementation However,
there are still not much consensus Please
identify one issue and try to identify a way to achieve agreement.
Trang 85Different Priorities
▪ You are the coordinator on a new project that involves different
departments like MIS, Accounts, Operations etc In order to make the project successful, it is necessary for a few departments to review their existing procedures or systems to see if it can cope with the new project You have set a deadline on Tuesday However, when you follow up
with their progress on Monday, a few members told you that they could not follow the schedule Peter, who is the Assistant Accounting
manager, has asked for delay because he was occupied by other
priorities required by his Boss May, the Operations manager, needed more time to get consent with other team heads of her Department The only response came from John, the MIS representative He said the
system was too old to support the new project and they needed more time to investigate the cost and schedule for upgrading existing system
As you need to proceed with the new project, what should you do?