Project Management Introduction

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Project ManagementIntroduction
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Agenda

• People
• Selecting the team
• The Project Manager
• Client
• Environment
• Empowerment
• Process
• Keeping it simple
• Getting it right up front
• Obtaining and holding decisions
• Measuring success

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Introduction
Three critical elements of Project Success
Process
Environment
People
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Introduction
If ANY side of the triangle breaks down
Process
Environment
People
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Introduction
Disaster occurs!!!
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People

• People make up the 1st side of project success
  triangle

Project Manager
Project Team
Customer
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The many roles of the Project Manager
The coach of a team

• A conductor of an orchestra

Your fairy godmother
A magician
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How can a PM appear to make dreams come true?

• Communication
• Attitude
• The right skills
• Management of Customer Expectations
• Good Project Team

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Communication

• Honest
• Tailored to the customer
• Meaningful
• Provide clear expectations of team members roles
  up front.
• Communicate with team and customers throughout
  project suited to needs/expectations.
• Be a good listener
• Be a good facilitator of meetings

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Attitude

• Be positive!!!
• Everyone has a lesson to teach.
• Everyone is a resource
• Demonstrate trust
• Show genuine gratitude for a job well done.
• Remain flexible
• Dont take it personally
• Discover your commonalities and build rapport
• Leave your ego outside

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The Right Skills

• Establish achievable goals
• Intelligent
• Willing to take risk
• Able to create an environment where sound
  decisions will be made.
• Team selection
• Able to motivate the team he has, focusing on
  chemistry and team goals

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People
Project Manager
Project Team
Customer
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Customer

• Could be a variety of types of people in an
  organization from senior management to the worker
  who will use the end product
• It is important for the Project Manager and
  Project Team to recognize this variety and
  anticipate potential customer problems such as
• Variations in educational background
• May be threatened by project outcome
• Dont know who the decision makers should be
• Lack of communication within organization

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Managing Expectations

• Customer expectations of the Project Manager and
  project
• The Project Manager is
• The expert
• Knowledgeable and Experienced in the field
• Confident
• A good performer
• Trustworthy
• Understands the clients business
• The solution they envision is the best one.

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Managing Expectations

• Project Managers expectations of the
  customer/project
• Customer has a clear and truthful work statement
• Customer has clear and realistic expectations of
  the project outcome
• Customer is open to alternate solutions
• Sufficient time will be allowed
• Sufficient funds are available
• Ask for clarification if something is not clear
• If something begins to go wrong, they will help
  get things back on track.

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Customer

• In the end, it is the perception by the Customer
  as to whether their needs have been met which
  determines the success or failure of the project.

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People
Project Manager
Project Team
Customer
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Project Team

• A project is like a baseball game where the
  project manager is the coach and members of the
  project team are the players.
• The type of Project? Determines the type
  of players for the team

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Project Team

• Player selection could be the most critical
  decision to winning the game or project
  success.
• A game is rained out even before the beginning
  of the project if the team doesnt gel with
  personalities, attitude and technical skills.

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Project Team

• Talented players
• Have the technical skills to fill the tasks that
  need to be performed.
• Display the desire to work within a team rather
  than for end glory
• Are willing to help others regardless of job
  assignment.

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Process
The 2nd side of the project success triangle is
the Process
Process
Environment
People
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PM Keeping it Simple6 Basic Steps
Problem

• True need

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PM Keeping it SimpleConstruction
Problem
Research
Solution
Design
Produce
Deliver

• Space Type
• Area
• Codes
• Parking
• Landscaping
• Proximity

• Location
• Schedule

• Architectural
• Mechanical
• Electrical
• Structure
• Circulation
• Amenities

• Construction
• Marketing
• T.I.s

• Occupancy

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PM Keeping it SimpleSurgery
Problem
Research
Solution
Design
Produce
Deliver

• X-Rays
• MRI
• Blood Tests
• G.I.s

• Medication
• Surgery
• Site

• Staffing
• Anesthesia
• Equipment
• Dosages

• Prep
• Surgery
• Post Op
• Medication
• Phys Therapy

• Release
• Recovery

• Affliction

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PM Keeping it SimpleComputer Program
Problem
Research
Solution
Design
Produce
Deliver

• Platform
• Language
• Expectations
• Market
• Compatibility

• Look/Feel
• Memory
• Functionality
• Platform

• Hot Keys
• Screens
• Storyboard
• package

• Code writing
• Integration
• De-bug
• Marketing
• Packaging

• Release

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Process Expenditures
Cost of Change
Problem
Research
Solution
Design
Produce
Deliver
Manpower Material
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Get it Right Up Front
Change is inexpensive When rework is low
Problem
Research
Solution
Design
Produce
Deliver
Most Important Step is choosing the best solution.
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PM Keeping it SimpleThe Problem
Problem

• It isnt always what you think.
• Use root cause analysis to get to the true need
• Dont be afraid to ask questions
• Avoid false starts and rework

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PM Keeping it SimpleResearch Your Options

• Resist the urge to cut corners.
• Avoid pre-determined solutions.
• Develop a clear decision criteria for choosing
  the best option.
• Collect common data for all options
• Measure all options equally

Research
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Innocence approach
i

• Little over big I is defined as innocence
  before Intelligence.
• The concept is to ask questions until you
  completely understand.
• Our experiences often get in the way of our
  getting to the answer.
• An innocent child will ask why until it is
  satisfied that they have the answer.

i
I
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Getting to the True Need
Concepts
Politics
Regulations
Egos
Ideas
Brain Storming
Facts
Solutions

• Funnel all of the inputs you receive into the
  true need.
• Do not filter out anything
• Items ignored will pop-up later in the process

True Need
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Decision Criteria Elements
While the funnel helps you get to the True Need,
youll need to synthesize that same data to
develop Clear Decision Criteria elements. Cost,
schedule, and market may be consistent elements
in a decision criteria, but you will need to work
with the decision makers, the stake holders and
workers to understand how the decision for the
best solution will be made.
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10
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PM Keeping it SimpleSolving the Problem
Solution

• Know your decision makers and stakeholders.
• Measure each option equally
• Do not be afraid to go back if a new issue arises.

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Decision CriteriaEvaluation Tool
Importance
Exceeds
3
8
Meets
1
2
5
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Measurement
Partially Meets
4
7
Does not Meet
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Bonus
Critical
Desired
Required
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Decision CriteriaEvaluation Tool
Importance
Exceeds
2
3
8
Meets
1
5
6
Measurement
Partially Meets
4
7
Does not Meet
9
Bonus
Critical
Desired
Required
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PM Keeping it SimpleDesigning the Solution

• Start with a Work Breakdown Structure.
• Identify Tasks, Responsibilities and Authorities
  (TRAs).
• Use proven tools for managing your project.
• PERT Diagrams
• CPM
• GANTT

Design
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PM Keeping it SimpleProducing the Solution

• Production isnt always linear.
• Integrate the TRA and CPM to assure continuity.
• Value input from those doing the work
• Produce ability
• Marketability
• Lean methodology

Produce
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PM Keeping it SimpleDelivering the Product

• Delivering the product is the time to look
  backward.
• Is this the product you defined?
• Was your research accurate?
• Cost estimates
• Schedules
• Critical path
• What were your lessons learned?

Delivery
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Environment
The work environment is the 3rd side of project
success triangle
Process
Environment
People
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The EnvironmentKey Messages

• The work environment is a direct by product of
  organizations culture
• Its the work environment that allows processes
  to be effective and people to be productive

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The EnvironmentCultural Pitfalls

• Processes over people
• Data Saturation-Cant separate wheat from chaff
• Risk Management averse
• Management versus Leadership
• Whos the customer again?
• The sponsorship vacuum-if a tree falls in the
  forest..
• Seek permission not forgiveness

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The EnvironmentCreating a PM culture

• Leadership
• Practice diversity, dont preach it (diversity of
  thought, background, approach.)
• Ethics, not politics (initiative or legislation?)
• Facilitate and make decisions
• Embed values, then empower people

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The EnvironmentCreating a PM culture

• People
• Recruit, reward, retain only the best and
  brightest
• Match people to projects
• Encourage initiative
• Allow people to choose their tools
• Treat em like your own children

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The EnvironmentCreating a PM culture

• Process
• A means to an end-what do you want to achieve?
• Process complexity process variation and
  deviation
• Keep it simple-focus on skill development and
  performance

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The EnvironmentCreating a PM culture

• Measures/Controls
• Measure performance (people/projects), not the
  process
• Performance is the indicator of process health!
• Key controls
• Cost
• Quality
• Risk
• Scope/Change
• What gets measured gets manipulated-establish the
  vital few!