1 / 61

TREASURE HUNT

TREASURE HUNT. Blackboard >  ” 14 Week Schedule ” >  Week # 1 > 3 rd Column : Hybrid/Assignment Activities (complete after class ) > 4th item down Save it in MS WORD—just add answers PRIZES!!!!. Week 2. Introduction to Project Management. Processes of Project Management. IPECC

turner
Télécharger la présentation

TREASURE HUNT

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. TREASURE HUNT • Blackboard > ”14 Week Schedule” >  Week #1> 3rd Column: Hybrid/Assignment Activities (complete after class) > 4th item down • Save it in MS WORD—just add answers • PRIZES!!!!

  2. Week 2 Introduction to Project Management

  3. Processes of Project Management IPECC • Initiating • Planning • Executing • Controlling & Monitoring • Closing

  4. Project Life Cycle Review • "The life cycle is the only thing that uniquely distinguishesprojects from non-projects". • Is fundamental to the management of projects?

  5. What is the Project Life Cycle? • Sequence of phases through which the project will “evolve” • Fundamental to the management of projects • “Exact wording” varies between industries and organization

  6. Basic Project Lifecycle

  7. Phase 1 Introduction • Initiating • Getting commitment to start the project • Goals & objectives established • Teams formed • Tasks are developed • Answers questions: • What problem is to be solved • How will it be solved

  8. Phase 1 Introduction, cont. • Preliminary planning • Kicking off • Gather data • Identify needs • Establish goals, objectives, stakeholders, risk level, strategy, potential team, alternatives • Present proposal • Approval to continue

  9. “SMART GOALS” • SMARTGOALS: Specific, Measurable, Attainable/Achievable, Realistic and Time-bound EXAMPLES: • “To reduce the time to process a sales order, from receipt to shipment, from ten days to two days, by September 30.” • A deliverable to support that objective could be: • “an in-house application that speeds the supply-chain process.” OR: • “Upgrade the helpdesk telephone system by December 31 to achieve average client wait times of no more than2minutes".

  10. Phase 2 Introduction • Figure out how the project will perform • how are you going to report—to whom, how often • Schedules laid out • Budgets created • Risks analyzed • Answers questions: • What is the plan? • How do we know when we are done?

  11. Phase 3 Introduction • Executing • Putting the plan into action • Status reports generated

  12. Phase 4 Introduction • Controlling • Sometimes referred to as “Monitoring” • Ongoing responsibility to see if the project is going according to the plan • QUALITY level monitored and maintained • Forecasts made and updated

  13. Phase 5 Introduction • Closing • Sometimes referred to as “Realizing” • Obtain client sign off • CELEBRATE!!

  14. Project LifeCycle

  15. Project Management Approaches

  16. Project Management Approaches • 2 Approaches • Traditional (Life Cycle/Processes) • Agile • Note: This course will cover the Traditional approach

  17. Traditional Approach • We can complete the processes in order of the “Project Life Cycle” • Works well when we are familiarwith the project • Goaland solution are easy to identify • Scopeand deliverables are clear

  18. Agile Approach • Goes thru iterations (LOOPS) to get closer to and eventually reach the desired outcome • Goal can be described, however the Solution is not clear • Completed when we don’t know what the solution looks like • Goes through “iterations”to get closer to and eventually reach a successful outcome

  19. AGILE PROJECT MANAGEMENT

  20. Collaboration/Value of team work • Illustrates the value of working together. • Reinforces the concept that you can achieve more together than you can alone. • When you work with others you will achieve more

  21. How to Improve Teamwork in the Workplace "Individually, we are one drop. Together, we are an ocean"

  22. How to Improve Teamwork in the Workplace • By working together, people can accomplish far more than they could alone. • Staff can be more productive when they work together. Studies find that teamwork improves: • Innovation • Enhances problem-solving and • Boosts productivity

  23. "There's no 'I' in 'team.'" • Teamwork requires collaboration. • Involves a group of people who bring together: • different skills, • ideas and • work styles for a common goal. • Best teams enhance each person's abilities and encourage all members to growpersonally and professionally. • Team members support one another through challenging tasks and difficult periods.

  24. Starting the group • Set ground rules at beginning of task or project. • Guidelinesregarding individual contributions to group. • For example: Everyone will come to meetings on time. • Encourage everyone to contribute to discussion and the generation of ideas.

  25. Ways to Prevent and Resolve Conflict • Each team member has equal Share of work so no one feels frustrated or resentful • Have clear set of rules and responsibilities • Team leader resolves conflicts effectively. • Leader should address complaintsobjectively and offer constructive criticism, rather than placing blame.

  26. Ways to prevent and resolve conflict cont. • Each member should feel a sense of ownership and accomplishment • Each team member activelytakes part in decision-making process.  • Keep balance of work equal • Each team member should be encouraged to share his or her opinions openly and respect everyone else's point of view -- even if they don't agree with it. • Avoidconfrontation and blame. Keep focus on issues.

  27. Are your listening to respond or listening to understand? • Activity highlights what happens when we shut down ideas • Reinforces the value of being inclusive in one’s language • Yes BUT—more ideas, but aggressive & confrontational, deflates the person; not good for self image • negates all of each other’s ideas • Yes AND—less ideas, but work together; actually gets something done • Good to have a combination of both so that you’re generating a lot of ideas,

  28. Effective Communication • Offer new ideas and suggestions • Listen carefully to what others are saying, hearing • Acknowledging other team members' insights and offer encouragement • Build on suggestions offered by other team members • Keep a record of what is said during team meetings, and overall progress • Solve problems and resolve disputes

  29. Reflective listening LISTEN MORE THAN YOU TALK. • Respond to what is personal in what's being said, rather than to impersonal, distant or abstract material. • Restate and clarify what the speaker has said; do NOTask questions or say what you feel, believe or want. • Try to understand the feelings reflected in what the speaker is saying, not just facts or ideas being presented. • Avoiding the temptation to respond from your own frame of reference. • Respond with acceptance and empathy, not with indifference, cold objectivity or false concern.

  30. How do I know when I’m using reflective listening effectively?did you: • Allow speakers to state their thoughts or opinions without interrupting • Actively try to remember the important facts or points made by others • Jot down any details or points raised by others • Repeat back or summarize, points of view expressed?

  31. How do I know when I’m using reflective listening effectively? did you: cont. • Keep an open mind, even if I found the points made by others disagreeable • Avoid being hostile towards views that differed from my own? • Express genuine interest in the conversation of others?

  32. Giving and receiving constructive feedback in groups • Be descriptiverather than evaluative. • For example, "You didn’t bring the notes to the team, which we agreed you would," rather than: • "You are lazy and unreliable.“ • If you describe what you actually see and hear, this reduces the other person's inclination to react defensively. • Reveal your own position or feelings. • For example, "I felt intimidated when you argued your point," rather than: • "You were very aggressive." • Describing your own reaction leaves the other person free to use this feedback or not

  33. Constructive Feedback in groups cont. • Be specific rather than general. • For example, "When you spent 10 min trying to • find your data • I lost interest," rather than: • “You are disorganised.” • Feedback is more effective when it is requested rather than, just given. You can ask someone, "Would you like some feedback?" But if they say "No", don't impose it. • Check the accuracy of your feedback with others in the team to see if they noticed and felt the same things. • In general, feedback is most useful at the earliest opportunity following the given behaviour. • Check that you have communicated your feedback clearly. • Ask the person to rephrase your feedback in order to see if it matches what you intended

  34. Guidelines for RECEIVING feedback • Listen to the feedback. Try to understand the other person's feelings. • Give the feedback serious consideration before youreject it immediately. • Express your thoughts and feelings about the feedback and about possible changes in your behaviour: for example, • "What you say feels about right, but if I tried what you are suggesting then I would probably feel…" • Tell the person whether you intend to try to change, and in what ways. • Tell the person what they could do to help you change, for example: • "If you notice me getting like that again, can you give me a quiet nudge?" • Express appreciation of their concern; say, "Thank you for the feedback."

  35. Stakeholders

  36. Who is a Stakeholder? • Includes individuals and organizations who: • Are involved in the project • May positively or negatively affect the project • May exert influence over the project or results

  37. Stakeholders

  38. Who May Be a Stakeholder? • End users • External (environmental, technological, market changes, competitive initiatives) • Internal • Upper management • Suppliers • Sub contractors • Team members • Regulatory agencies • Sponsors

  39. Phase 1:Initiating Projects

  40. Initiating Projects “Initiation is successfully beginning the project to create successin the end. “ -is the most CRUCIAL phase in the Project Life Cycle, as it's the phase in which you define your SCOPEand hire your team.

  41. Purpose of Initiation Process • Set the overall solution direction • Define top-level project objectives • Broad, general objectives, some people call them "goals", that policymakersdeal with, eg: "improve economic growth", fall into the top level and are called "policy objectives". • Secure: • Necessary approvals • Resources • Assign Project Manager

  42. Initiating Projects

  43. INITIATING PROJECTS cont. • INPUT: • Project Selection Criteria: • done based on a panel, only some which are funded, they have to go in and select which projects they’re going to spend their money on • HISTORICAL INFO: • relevant data, projects of similar nature (successes/failures), sales, increasing in size/volume in sizes STATS • PROCESS: • PROJECT SELECTION METHODS: • how the COMPANY goes about selecting what projects they’ll do and not do, what their priorities are, cost etc. • EXPERT JUDGMENT: • subject matter expert in that field

  44. PROJECT INITIATION

  45. MS PROJECT MS Project is a database • 3 databases in one: • TASK Database: task name, start, finish, cost, duration, and work • RESOURCEdatabase: resource name, type of resource, standard rate (pay rate), resource group they belong to, the base calendar they are assigned, and the max number of units for the resource • ASSIGNMENT database: when a resource is assigned to a task all of the assignment-related info for each specific resource for each specific task • Resource’s start & finish date • Amount of work & total cost for that resource on a specific task

  46. 4 Types of Calendars • BASE Calendar specifies default working and nonworking times for a set of resources. It can serve as a project calendar or a task calendar. Microsoft Project provides 3 base calendars: Standard, 24-Hours, and Night Shift. • PROJECT Calendar is the base calendar that is used for an entire project. It defines the normal working and nonworking times. • RESOURCE Calendar defines working and nonworking times for an individual work resource. • TASK Calendar is the base calendar you can use for individual tasks to manage the scheduling of these tasks. A task calendar defines working and nonworking times for a task, regardless of the settings in the project calendar. Microsoft Official Academic Course, Microsoft Project 2013

  47. TO CHANGE THE TYPE OF “DEPENDENCY” • Double click on the dependency line between the 2 tasks • Click on the drop-down arrow beside TYPE Notice:FROM: lists the 1st task name in the Dependency, and TO: lists the 2nd task name

  48. Changing a number of Tasks to a Milestone AT THE SAME TIME • Select the tasks • TASKS > INFORMATION > Enter the number in the DURATIONtextbox (You can also make other task info changes here)

  49. Scheduling your Project • Can schedule a project from either START orEND dates, but notboth • Scheduling from a START date causes all tasks to start as soon as possible • Greatest scheduling flexibility • From a FINISH state can be helpful in determining when a project must start if the Finish date is fixed

  50. Group Work • SAME GROUP FOR THE ENTIRE COURSE • 6-7 PEOPLE PER GROUP • All GROUPS must sign up on the wiki • For the PROJECT MANAGEMENT Group Presentation Blackboard > Student Tools > WIKI > “OTTAWA CHARITY-RECRUITING VOLUNTEERS/SPONSORS, MARKETING, & FUNDRAISER” > Create Wiki Page button • Your charity should be an EXISTING registered charity. Make sure that you do NOT overwrite someone else’s charity • Each charity has to be UNIQUE (no “duplicates”) • only1person per group, (NOT each member) signs up • Add the name of the charity, purpose, and the first and last names of all group members

More Related