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Leveraging Project Management Strategies in K-12

Leveraging Project Management Strategies in K-12. Dave Henrich M.Ed ., ITSC, MBA, PMP CCIU Division of Teaching and Learning davidh@cciu.org. What is Project Management?. A job title? A profession? A better way of doing things? A discipline? A certification?.

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Leveraging Project Management Strategies in K-12

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  1. Leveraging Project Management Strategies in K-12 Dave Henrich M.Ed., ITSC, MBA, PMP CCIU Division of Teaching and Learning davidh@cciu.org

  2. What is Project Management? A job title? A profession? A better way of doing things? A discipline? A certification?

  3. Why Should I Embrace Project Management?

  4. Our Plan for the Hour • Overview of the Project Management Knowledge Areas and Process Groups • Elements of a Project Charter • The importance of stakeholders • What goes into planning • What should we do while project work is occurring • The why, when, and how of closing a project or project phase • Tools of the Profession, Q&A / Wrap-up

  5. Overview of the PMKnowledge Areas and Process Groups The 9 Knowledge Areas Are: • PM Integration • Project Scope Management • Project Time Management • Project Cost Management • Project Quality Management… Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition

  6. Overview of the PMKnowledge Areas and Process Groups The 9 Knowledge Areas Are: … • Project Human Resource Mgt • Project Communications Mgt • Project Risk Management • Project Procurement Mgt Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition

  7. Overview of the PMKnowledge Areas and Process Groups The 5 Process Groups Are: • Initiating • Planning • Executing • Monitoring & Controlling • Closing Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition

  8. Overview of the PMKnowledge Areas and Process Groups 2 20 The 5 Process Groups Are: Heavily weighted toward GETTING READY to do work Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition

  9. Overview of the PMKnowledge Areas and Process Groups The Timing of Process Groups Overlap Source: Wikipedia

  10. Overview of the PMKnowledge Areas and Process GroupsClosing All Projects and Project Phases Need to be Closed 1) Obtain acceptance Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition

  11. Overview of the PMKnowledge Areas and Process GroupsClosing 2) Update Organizational Process Assets Update procedures File documents and templates File contracts and warranties Document Lessons Learned Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition

  12. Overview of the PMKnowledge Areas and Process GroupsClosing 3) Close procurements 4) Release personnel Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition

  13. Getting Started Initiating Process Group Develop Project Charter Identify Stakeholders

  14. The Project Charter Written by the Project Sponsor May be refined Interesting Reading - Gartner: 16 long-held IT business practices you need to kill Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition

  15. The Project Charter Elements of the Project Charter • Statement of Work • Describes PRODUCT scope. • Summarizes the business need • Links to the Strategic Plan • The Business Case Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition

  16. The Importance of Stakeholders Develop and MAINTAIN a Stakeholder Register • Decision makers • Customers • Anyone impacted • Vendors • Neighbors / community • Internal departments Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition

  17. The Importance of Stakeholders Assess each Stakeholder • Internal / external • Interest in the project • Requirements / expectations • Potential influence • Supporter / resistor / neutral • Strategies for managing Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition

  18. The Importance of Stakeholders Power / Interest Grid Keep Satisfied ManageClosely Power Keep Informed Monitor (Minimum Effort) I n t e r e s t

  19. The Importance of Stakeholders “90 percent of a project manager's time is spent communicating” Source: The Project Management Institute

  20. Know When to Seek Help A farmer died and left his herd of 17 camels to his three sons. In his will, he left half of the camels to his eldest son, one third of the camels to the second son and one ninth of the camels to his youngest son. Source: The Project Management Institute

  21. Know When to Seek Help The three brothers were having great difficulty working out a fair way of implementing their father's will and could not agree on who would have more and who would have less than the amount willed. Before their relationship became too stained, the brothers went to visit a wise old woman who lived in their village to seek advice. Source: The Project Management Institute

  22. Know When to Seek Help She told them she could not solve their problem but would give them her only camel if it would help. The brothers thanked her and took the camel back with them. With a herd of 18 the problem simply disappeared; the first brother took 9 camels, the second 6 and the youngest 2. But, 9 + 6 + 2 = 17, so they gave the spare camel back to the wise old lady with their thanks. Source: The Project Management Institute

  23. Start Planning for Success Planning Process Group Requirements & Scope Estimating Risk

  24. Planning – Collect Requirements Collect Requirements • Develop detailed project and product requirements • Reference Project Charter and Stakeholder Register • Leverage techniques such as brainstorming, Delphi Technique, interviews, focus groups, prototyping, etc Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition

  25. Planning – Collect Requirements Document the Requirements • List requirements by stakeholder and priority • Functional requirements • Non-functional requirements (level of service, security, supportability, etc) • Quality • Acceptance criteria • Assumptions • Constraints Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition

  26. Planning – Collect Requirements Requirements Management Plan • How requirements will be determined, tracked, prioritized, reported • How changes to requirements will be initiated, analyzed, traced, tracked, reported, authorized Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition

  27. Planning – Collect Requirements Requirements Traceability Matrix • Record attributes of each product requirement • Origin, rationale, owner of the requirement • Links to business needs, goals, etc Source: Modern AnalystA Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition

  28. Planning – Define Scope • Document characteristics • Document acceptance criteria • List project exclusions • Identify constraints and assumptions Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition

  29. Planning – Create WBS • Analyze and break down product descriptions into manageable deliverables • Keep breaking down until cost and activity durations can be RELIABLY estimated and managed. Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition

  30. Planning – WBS Dictionary For each Work Package • Description of work • Who performs the work • Account code to be charged • Schedule milestones • Resources • Cost estimate • Acceptance criteria • Technical references • Contract information Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition

  31. Planning – Scope Baseline Scope Baseline • Contains copies of the Project Scope Statement, WBS, WBS • Is a snapshot of these documents preserved now • Capture a new snapshot each time work described in the scope Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition

  32. PLAN for Risk Risk Process Group “…we didn’t see it coming becausewe weren’t looking.” Source: Flash Foresight, Daniel Burrus, pp37

  33. Plan for Risk What is a risk?

  34. Plan for Risk What is more risky? • Buying 100 shares of a stock that is expected to decrease in value by 5 to 10% in the next 30 days b) Buying 100 shares of a stock that is expected to increase in value by 20 to 40% in the next 30 days?

  35. Plan for Risk When do we plan for risk?

  36. Plan for Risk When do we look to see if risks have changed or if new risks have emerged? Photo Source: U.S. Chemical Safety and Hazard Investigation Board

  37. Planning – Risk Management Plan • Match the Risk Management strategy to the risk • Allocate appropriate resources to Risk Management • Document risks, probabilities, risk tolerances Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition

  38. Risk Planning Processes • Plan Risk Management • Identify Risks • Qualitative Risk Analysis • Quantitative Risk Analysis • Plan Risk Responses Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition

  39. Executing Processes After Initiating and Planning… Executing and Monitoring & Controlling Source: Cohuman.com TechRepublic.com A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition

  40. Monitoring & Controlling Processes Handling requests for changes… Document and analyze COMPLETE impact of change request Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition

  41. Monitoring & Controlling Processes Handling requests for changes… Influence factors that might circumvent integrated change control to assure that only changes approved by the Change Review Board are implemented Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition

  42. Monitoring & Controlling Processes Handling requests for changes… Handle change requests promptly Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition

  43. Monitoring & Controlling Processes Handling requests for changes… Disseminate approved change requests Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition

  44. Executing Processes Get the people the project needs when the project needs them. Get the stuff the project needs. Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition

  45. Executing Processes Manage Stakeholder Expectations Distribute Information Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition

  46. Monitoring & Controlling Processes Variance Analysis Control Scope Control Schedule Control Costs Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition

  47. Monitoring & Controlling Processes The drastic difference between Quality Assurance and Quality Control Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition

  48. Monitoring & Controlling Processes QA = Improve Processes through Quality Audits and Process Analysis Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition

  49. Monitoring & Controlling Processes Quality Audits: Identify best practices Identify gaps Share good practices Proactively raise productivity Enhance the lessons learned repository Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition

  50. Monitoring & Controlling Processes Process Analysis: Examines identified problems, constraints, non-value-added activities. Uses root cause analysis. Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition

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