Step by Step Guide to Project Management
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The document provides a comprehensive guide to project management, defining what constitutes a project and outlining key roles such as project sponsor, manager, and coordinator. It discusses organizational structures, the project management triangle (cost, scope, schedule), and the plan-do-check-act cycle for continuous improvement. Additionally, it covers the creation of a project charter, emphasizing the importance of clear objectives, stakeholder communication, and helpful tips for effective resource planning.
Step by Step Guide to Project Management
- 1. Step by Step Guide to Project Management
- 2. So… What counts as a ‘Project’?
- 3. It produces a unique product, service or result It is temporary It is a group activity Has a defined start and end time Not a routine operation
- 4. Are these projects? Dinner after work Dinner with Girlfriend on her 22nd birthday Dinner with Girlfriend
- 5. Are these projects? Dinner after work Dinner with Girlfriend on her 22nd birthday Dinner with Girlfriend Neither temporary nor unique Temporary but not unique Temporary and unique
- 6. Yes, if you are living No, if it is routine
- 7. Roles in a Project Stakeholders Project Sponsor Project Manager Project Coordinator
- 8. Roles in a Project Stakeholders Anyone who has potential interest in the project’s process or outcome, especially those who will be impacted (positively or negatively)
- 9. Roles in a Project Project Sponsor Gives Project Manager authority and is not involved in day to day activities Helps to address obstacles, such as funding, resources or organizational barriers
- 10. Roles in a Project Project Manager Manages and drives the project on a daily basis Is 100% responsible for the outcome of the project
- 11. Roles in a Project Project Coordinator Helps the Project Manager on the project management tasks Does not have authority to make decisions
- 12. 12 Now that we know the roles in a project, let’s talk about Organization Structures And the Matrix (Organization Structure)
- 13. CEO Operations A B C Development A B C Creative A B C IT A B C 13 Here is your typical functional Organization Structure
- 14. This is the Matrix Organization Structure CEO Operations A B C Development A B C Creative A B C IT A B C Project Manager 14
- 15. 15
- 16. Strong Matrix 16 In this matrix, the Project Manager (PM) has more power and authority over the Functional Manager. The PM controls the project budget. Weak Matrix In this matrix, the Functional Manager (FM) has more power and authority over the Project Manager. The FM controls the project budget. Balanced Matrix In this matrix, power and authority are shared equally by both PM and FM. Both managers control the project budget.
- 17. What is your matrix organization structure? 17 Is it effective? Consider the advantages and disadvantages of each type of Matrix.
- 18. 18 There is this saying about Project Management…
- 19. 19 …And so, introducing the Project Management Triangle (CSSQ)!
- 20. • How many people is required? • How much money is required? • What other devices/resources are required? Cost • What functionality do we want to deliver? • What features do we want to work on? • What are the deliverables? Scope • When is the deadline of the project? • What is the availability of the resources?Schedule • What are the expectations of the stakeholders? Quality 20 Here is what CSSQ stands for *It is essential to understand the expectations of the project stakeholders.
- 21. 21 The Project Management Triangle The Project Management Triangle helps us to visualize the constraints we face when managing a project It can be useful when analyzing the goals of a project.
- 22. 22 Project Management isn’t just about the Triangle, but also the process: Plan-Do-Check-Act Cycle (O’PDCA) Objectives Plan Do Check Act
- 23. O’PDCA Explained • What do we want to achieve?Objectives • How are we going to do it? • 5W1H: Why, What, When, Where, Who, HowPlan • Execute the PlanDo • Check if the plan has been followed • Check if the result is as expectedCheck • Perform countermeasures to the plan in order to achieve the objectivesAct 23
- 24. 24 Plan-Do-Check-Act Cycle is particularly effective for Helping implement Kaizen or Continuous Improvement approaches Identify new solutions and improvements to existing processes Avoiding wastage of resources
- 25. Next up… Introducing the Project Charter 25 The Project Charter is a short document detailing: Objectives Scope Key Stakeholders Communication Plan Responsible Parties
- 26. Our Project Charter 26 Form ID: xxxx-x PROJECT CHARTER Name: Completion Date: Select date 1. Business Case 1.1. 1.2. 1.3. 2. Goal 2.1. 2.2. 2.3. 3. Objectives 3.1. 3.2. 3.3. 4. Scope Item Description 5. Cost 5.1. 5.2. 5.3. 6. Schedule Milestone Date 7. Team Members 8. Responsible Parties 9. Key Stakeholders Name Interests 10. Communication Plan Name Frequency Method 11. Project Manager’s Responsibility 11.1. Achieve project goal and objectives 11.2. Accountable for the resource planning and utilization 11.3. Report and status update to stake holders 12. Project Manager’s Authority 12.1. To plan and control resource, including budget, human resource, and schedule 12.2. To report project member’s performance to related department managers
- 27. Project Charter 27 1. Business Case Why do we need this project? What are its benefits? 2. Goal What do we want to achieve in the long run with this project?
- 28. Project Charter 28 3. Objectives 4 - 6. Scope, Cost, Schedule Remember CSSQ? How would we measure the success of the project? (Plan)
- 29. Project Charter 29 7. Team Members Who will be working on this project? Which area will each member be working on? How many man days will it take? 8. Responsible Parties Who else from outside the team needs to assist on this project?
- 30. Project Charter 30 9. Key Stakeholders Who are the significant stakeholders that we need to pay attention to? 10. Communication Plan How will you communicate about the project? And to whom?
- 31. Tips on Project Management 31 Who, What, Where, When, Why, How Be Specific, have Numbers and a Timeline Use 5W1H Use SNT When writing a Project Charter…
- 32. 32 Perform the Work Breakdown Structure Cover 100% of the work deliverables State Outcomes, not actions Keep each work item big enough to matter but small enough to manage The size of each item should be about 25% of the reporting period Helpful Tips for WBS Tips on Project Management
- 33. 33 Map each team member to each WBS item Assign a schedule (Date and Time) to each WBS item Helpful Tips for Resource Planning Tips on Project Management
- 34. 34 We hope that with this guide, you are able to manage your projects better.
- 35. Brought to you by
- 36. About Titansoft 36 We provide complete IT solutions, tailored to fulfill customers’ needs. We adopt agile software development, which focuses on the development and quick delivery of high quality software and/or web applications.
- 37. About Titansoft 37 We are located at 150 Cantonment Road Cantonment Centre Block B, #02-08 S(089762)
- 38. About Titansoft 38 2005 2006 2008 2009 2010 We were founded! Launched first major product! Reached 60,000 concurrent users! 2011 2012 2014 Reached 90,000 concurrent users! Launched Workplace Health Programme Awarded Bronze HEALTH award Reached 100,000 concurrent users! Certified with ISO/IEC 27001:2005 Certified as Cisco Select Certified Partner Achieved Microsoft Silver Competencies in Server Platform, Hosting and Midmarket Solution Provider Awarded Gold HEALTH award by the Health Promotion Board Singapore Successful adoption of the Agile Framework 2013 Certified People Developer by SPRING Singapore
- 39. About Titansoft 39 •Awarded GOLD Health Award •Awarded People Developer Certification •Awarded ISO/IEC 27001:2005 for Standard of Information Security Management System •Certified Cisco Select Partner •Achieved Microsoft Silver Competencies in Server Platform, Hosting and Midmarket Solution Provider
- 40. Check us out from our Website! Follow us on our Social Media and our Blog! If you would prefer, write to us too! hr@titansoft.com.sg Connect with Us! 40
Editor's Notes
- #24: Plans can be changed, Objectives cannot be changed