© 2009 IBM Corporation Project Management For Volunteer & Charity Organisations Project Management: Fundamentals & Workshop 27 th . January 2012 Southbank
Dec 24, 2015
© 2009 IBM Corporation
Project ManagementFor Volunteer & Charity Organisations
Project Management:Fundamentals & Workshop 27th. January 2012 Southbank
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Health and Safety
If the fire alarm sounds, please exit via the main entrance
Toilets are……
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please switch your mobile to silent mode
please join in and participate
let us know if we use jargon
we would like to take some photos - is that OK?
please stay until the end!
Ground rules
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Meeting the challenge
IBM’s On Demand Community “Project management for not-for-profits” modules will train you in basic project management concepts, practices and skills
These modules do not require expensive project management tools
Further workshops can be tailored to meet the needs of your organization
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Introduction to IBM team
Steve Hodson
Adam Caines
Katy Love
Justin Douglas
Hollie Sherry
Sandeep Kapani
Bronek Carr
Javier Nebot
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AttendeesOrganisation First name Last name
Sevenoaks Area MindAbleChildAfrica
Glad's HouseImmigration Law Practitioners Association
RCVS Charitable TrustRCVS Charitable Trust
Citizens Advice Bureau BermondseyCitizens Advice Bureau Bermondsey
Bag BooksGreater London VolunteeringGreater London Volunteering
The Signalong Groupquest4change
FOSSBOXSmall Charities Coalition
Hope for PakistanHope for Pakistan
The Peckham SettlementHarborne Parish Lands Charity
St.Margaretsbury Recreation Ground Trust10:1010:10
AndrewNicholas
Dr Clifford J
PhilipAlison
Beccy MelanieDamian
StuartLisaNia
RichardGemma
CarlosJohn
HumairaTehseen
Ann-MarieLyndaHilary JulikaSusi
HoganMcKenzieFerguson
ReillyMcClaryFellows
RobinsonHouse
CummingsRobbins
BellotWardClark
RoncerosBarrettHasanHasan
YiannisBending
CullenNiehaus
Owusu
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Define Plan Manage CloseToday’s agenda
time topic exercise presenter
9.30-10.00 Introduction to the day and the presenters and what the attendees want to get from the session Steve
10.00-10.45 Why use project mgmt- Overview of project and points to bear in mind for a successful project Adam
10.45-11.15 Defining the project/strategic goals calendar. Project charter Sandeep
11.15-1130 Coffee
11.30-12.15 Creating a Statement of work plus exercise Statement of Work Katy
12.15-12.45 Lunch
12.45-1.30 Stakeholder management -exercise Stakeholder management Bronek
1.30-2.00 Creating a communication plan exercise creating a comms plan Adam
2.00-2.30 Creating a Project work plan, defining project deliverables and using a work breakdown plan Javier
2.30-3.00 Create a work breakdown structure for your project-exercise Creating a WBS Javier
3.00-3.15 Coffee
3.15-3.45 Risk management overview plus exercise Risk mgmt Justin
3.45-4.15 Managing the project budget and using a project control book, Managing the project team Katy
4.15-4.45 Managing changes to the project and closing a project Bronek
4.45-5.00 Wrap up and feedback Steve
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Introduce your neighbour:
name and organisation
brief overview of their project
key objective from today’s session
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What is Project Management and why should you use it ?
Project management Workshop
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“Not-for-profit” organisations need projects to Accomplish more with …
– Less funding
– Fewer people
– Less time
Maintain good relationships with key contacts …
– Donors and sponsors
– Clients
– Volunteers
– Employees
– Public
Be successful and repeat that success through lessons learned
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a framework
a recipe
a toolset
a methodology to apply knowledge and skills
provides confidence in a successful final result
What is Project Management?
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The keys to successful projects
People make the difference
– Skilled Project Managers are a major factor in determining the success of a project
– Skilled staff are the key to delivering the “work” of the project
5 Other critical success factors
1. End user involvement
2. Support from key stakeholders
3. Clear objectives
4. Clear requirements
5. Reliable estimates and budget
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there’s a plan!
expectations can consistently be met
improved communication
less crisis management
risks can be proactively managed
budgets are more reliable
changes can be managed rather than endured
Some benefits of project management:
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1. Defining a project – what is a project?
“A project is a temporary endeavor undertaken to create a unique product or service.” (Project Management Institute - PMI)
A project has a defined beginning and end - “It is like a good book”
A project results in the creation of a unique and identifiable product or service.
Define : What’s the Goal? > Create a Project Charter
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What is not a project?
Ongoing or established program or service e.g meals on wheels
Maintenance and support e.g recruitment
A process is a series of actions bringing about a result e.g applying for a passport
A program is a collection or organization of projects that come and go
Define : What’s the Goal? > Create a Project Charter
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What could be considered a project?
Launch of a new service
Fundraising event
Implementation of a business strategy
Opening a new office
Community needs assessment
Developing a training course
Define : What’s the Goal? > Create a Project Charter
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Scope – what ?
Schedule – when ?
Budget
112
23
4567
89
1011
Project Management… can be a juggling act
Cost – how much ?
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A project is started with a Project Charter:
– Why are we doing this?
– What ….are we doing? ….is the budget?
– How will we achieve the aims?
– Who:
a) is the Project Manager?
b) is authorising the project and its funding?
c) is the end user / client / beneficiary?
– When – what’s the timescale?
– Where is the activity to take place?
Project initiation
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Example project
The current Under-12’s football kit is worn out and there is an urgent need to replace this with a new one for the start of next season.
The Southwark FC Management Committee has agreed to support a one-off fund-raising event to generate sufficient money to buy the new kit and if possible obtain a team sponsor. The Management Committee agreed to allocate £100 of the club’s funds to support the event, however it is a requirement that the event must break even and return £50 back to the club.
The new kit must conform to the club’s colours of blue & white.
As the manager of the Under-12 team, Steve Smith has been charged with the overall responsibility and accountability for this fund-raising activity.
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Example project charter
Title: Southwark FC Under-12 football kit replacement
Why:
– current football kit is worn out
What:
– new kit, in blue and white
– team sponsor
How:
– a fund-raising event
Who:
– Project Manager: Steve Smith
– Authoriser: Southwark FC Management Committee
– Beneficiary: the Under-12 team
When:
– by the start of next season
Where:
– to be determined
Budget:– £100, of which £50 must be returned
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Exercise 1 - Create a charter for your projectTitle:Why:
What:
How:
Who:
– Project Manager:
– Authoriser:
– Beneficiary:
When:
Where:
Budget:
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Agenda
Defining a Project Planning a Project Managing a Project Closing a Project
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2. Planning a project – lets understand where we are heading
and how we’ll get there
What is the work to be done?
What are the stakeholder expectations?
How is the project plan going to be developed?
How is the project budget going to be developed?
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Project plan components
Statement of Work
The requirements – or what needs to be delivered by the project
Communication plan
The who, when, how and what about the project communication
The Project schedule of tasks
When will we do the project - including who does what and the duration
Risks
Identify them and then plan to mitigate them
Budget
Determine the budget needed for the project
Planning: Statement of Work > Identify Stakeholders > Communication Plan > Create a Schedule > Manage Risks > Create a Budget
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Statement of work (scope statement)
What are the objectives?
List the deliverables.
What assumptions were used in the planning of the project?
What dependencies were included in planning the project?
What is ‘not’ included in the project?
When will this project be completed?
What acceptance criteria will be used?
Planning: Statement of Work > Identify Stakeholders > Communication Plan > Create a Schedule > Manage Risks > Create a Budget
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A Sample of Statement of workStatement Of Work
Description
Objectives To raise enough money through a fund raising event and by funding a team sponsor to buy a new kit for the under 12 team.
Improve and develop links with local businesses and parents.
Deliverables Fund raising event
Team Sponsor
Buy a new football kit
Press announcement including team picture
Planning Assumptions
The kit must be purchased in time for the start of the new season that starts on 3 rd September
Cost of a new kit £450 (15 shirts, 1 Goalkeeper shirt, 18 shorts and socks, includes numbers)
Planning Dependencies
All funding must be available to pay for the kit 8 weeks before it is required due to lead time.
Press announcement must happen on or after kit is available and all the team are available.
Out Of Project Scope Involvement with businesses sponsors outside of Southwark area.
Sharing event with other teams
Project Completion Under 12 football team have a new kit.
£50 returned to club funds
Project Acceptance Criteria
The kit fits & team are happy!
Planning: Statement of Work > Identify Stakeholders > Communication Plan > Create a Schedule > Manage Risks > Create a Budget
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Exercise 2 - Outline the Statement of Work to be done for your project
Statement Of Work Description
Objectives
Deliverables
Planning Assumptions
Planning Dependencies
Out Of Project Scope
Project Completion
Project Acceptance Criteria
Planning: Statement of Work > Identify Stakeholders > Communication Plan > Create a Schedule > Manage Risks > Create a Budget
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Statement of work (scope statement) SCOPE OF WORK
Replace under-12’s football kit with a new one for the start of next
season
One-off fund-raising event to generate sufficient money to buy the
new kit
Obtain a team sponsor
Improve and develop links with local businesses and parents
Planning: Statement of Work > Identify Stakeholders > Communication Plan > Create a Schedule > Manage Risks > Create a Budget
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Statement of work (scope statement) DEFINITIONS
Stakeholder (Southwark FC Management Committee )
Sponsor (TBD)
Customer (Under-12’s football)
Supplier (For the football kit TBD)
Project Manager (Steve Smith)
Planning: Statement of Work > Identify Stakeholders > Communication Plan > Create a Schedule > Manage Risks > Create a Budget
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Statement of work (scope statement) DELIVERABLES
Acquire a sponsor
Acquire a supplier
Purchase of the football kit
Fundraising event and venue
Publicity
Target amount to raise
The kit must conform to the club’s colours of blue & white
Meet with local business
Meet with Parents
Planning: Statement of Work > Identify Stakeholders > Communication Plan > Create a Schedule > Manage Risks > Create a Budget
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Statement of work (scope statement)
ASSUMPTIONS
Start of the new season
Cost of the football kit
Size of the team
Items to purchase (shirts, shorts, socks)
Club logo
SCHEDULE
Start Date
End Date
Planning: Statement of Work > Identify Stakeholders > Communication Plan > Create a Schedule > Manage Risks > Create a Budget
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Statement of work (scope statement) DEPENDENCY
The team size to determine amount to raise
Sponsor to be available by (date)
Supplier to be available by (date)
The football kit purchased by (date)
Fundraising venue by (date)
Fundraising event by (date)
Publicity by (date)
Target amount to raise (£££) and by (date)
Buy the kit by (date)
Meet with local business by (date)
Meet with Parents by (date)
Planning: Statement of Work > Identify Stakeholders > Communication Plan > Create a Schedule > Manage Risks > Create a Budget
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Statement of work (scope statement) OUT of SCOPE
Participation of:
Other FC Management Committee
Other councils
Non team member family
Other colours for the kit
Planning: Statement of Work > Identify Stakeholders > Communication Plan > Create a Schedule > Manage Risks > Create a Budget
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Statement of work (scope statement) COMMUNICATIONS
Carried out through the following designated coordinators
Stakeholder: Name, Title, Address, email, phone
Sponsor: Name, Title, Address, email, phone
Customer: Name, Title, Address, email, phone
Supplier: Name, Title, Address, email, phone
PM: Steve Smith, Title, Address, email, phone
COMPLIANCE
Venue (parking, care)
Adhere to rules and restrictions
Safety and Security
Planning: Statement of Work > Identify Stakeholders > Communication Plan > Create a Schedule > Manage Risks > Create a Budget
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Statement of work (scope statement) COMPLETION
The new kit purchased on time
The new kit purchased on budget
Refund of half the initial fund to the club
ACCEPTANCE CRITERIA
Satisfaction all round
Planning: Statement of Work > Identify Stakeholders > Communication Plan > Create a Schedule > Manage Risks > Create a Budget
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Now what ? …how everything connects ? Customer wants to replace football kits
We have :
SOW, environmental culture, historical information
PM identifies the stakeholders and prepare the charter
once charter is approved => ‘Go or No-Go’ decision
PM develops the plan
Who will do what when?
Milestones, deliverables, break down into smaller pieces, prioritise, dependencies
Around 50% of time is planning ..Plan is iterative
Share the plan…btw this plan also needs approval!!
Planning: Statement of Work > Identify Stakeholders > Communication Plan > Create a Schedule > Manage Risks > Create a Budget
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Define Plan Manage CloseSouthwark FC Under-12 Football kit replacement plan
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Stakeholder’s expectations
Stakeholders are people who:
– Have an interest or role in the project
– Involved in and/or affected by the outcome of the project
– e.g: Board, Funders, Sponsors, Beneficiaries, Community, Peers, Staff
Stakeholders have expectations
– Product or service to be delivered
– Length of time to do so
– Project Cost - Installation and ongoing support
– Benefits
Planning: Statement of Work > Identify Stakeholders > Communication Plan > Create a Schedule > Manage Risks > Create a Budget
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A Sample of Stakeholders within a project
Stakeholder Expectations
Southwark FC Management Committee
That we raise enough funds for a new kit and pay back £50. Positive publicity for the club
Under 12 Fund Raising Team That we raise funds for a new kit and also attract new interest, new supporters and new players to the club.
Under 12 Players That they can have a new Cool Kit for the start of the season!
Under 12 Team Parents Supporting the club and seeing their children playing in the new kit
Business Sponsor(s) Advertising, publicity & local involvement
Planning: Statement of Work > Identify Stakeholders > Communication Plan > Create a Schedule > Manage Risks > Create a Budget
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Exercise 3 - Who are the Stakeholders for your project?
Stakeholder Expectations
Planning: Statement of Work > Identify Stakeholders > Communication Plan > Create a Schedule > Manage Risks > Create a Budget
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Communication – we need to let people know what’s happening
Who
When
How
What
Document roles and responsibilities of the project team
Planning: Statement of Work > Identify Stakeholders > Communication Plan > Create a Schedule > Manage Risks > Create a Budget
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A Sample of Communication plan for a Project
Why When How What
Southwark FC Management Committee
To oversee the “project” , approve expenditure and ensure correct profile is maintained.
Monthly Face to Face Status, Risks and Changes
Under 12 Fund Raising Team
To run the project for the club and maintain the communications.
Weekly
Daily
Telephone
Status, Risks and Changes
Under 12 Players The “customer” or end user
Weekly Team Talk Status
Under 12 Team Parents Support the club and it’s activities.
Quarterly Email Status
Business Sponsor(s) Key funding organisation. Fortnightly Presentation Status
Who
Planning: Statement of Work > Identify Stakeholders > Communication Plan > Create a Schedule > Manage Risks > Create a Budget
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Exercise 4 - Create a communication plan for your project
Why When How WhatWho
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Agenda
Defining a Project Planning a Project Managing a Project Closing a Project
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Create the Project Schedule
Identify all the tasks that need to be done
Deliverables (Major things to do/deliver) first level
Tasks second level
Identify the order in which tasks need to be completed
Sequentially or In parallel
Dependencies
Assign owners and estimated duration to each task
Draw it out in a “Dependency diagram” ( or “Work Breakdown Structure”)
Planning: Statement of Work > Identify Stakeholders > Communication Plan > Create a Schedule > Manage Risks > Create a Budget
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Project deliverables - example
Deliverables Notes
Fund Raising Event
Local Business Sponsor Prefer 1 sponsor
Buy New Kit
Press Announcement Could be to more than one paper
Planning: Statement of Work > Identify Stakeholders > Communication Plan > Create a Schedule > Manage Risks > Create a Budget
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Project task - example
Deliverables Task
Fund Raising Event Decide Event
Book Venue
Print Event Tickets
Get Raffle Prizes
Local Business Sponsor List of local businesses
Write & Contact Sponsors
Agree sponsorship deal
Obtain money
Buy New Kit Obtain Kit Catalogues
Select 3 Kit options
Get Team to vote for top kit
Order kit
Press Announcement Write press release
Arrange team photo, with sponsor if possible
Send press release to local news papers, radio stations and parish council
Planning: Statement of Work > Identify Stakeholders > Communication Plan > Create a Schedule > Manage Risks > Create a Budget
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Example: Tasks and relationships laid out in a Dependency diagram
Run Run EventEvent
Get Get MoneyMoney
Agree Agree SponsorshipSponsorship
Write & Write & ContactContact
Press Press ReleaseRelease
Order/ Order/ Buy KitBuy Kit
End
Book Book VenueVenue
Print Print TicketsTickets
Business Business SponsorsSponsors
Decide Decide EventEvent
Start
Raffle Raffle PrizesPrizes
Select Select KitKit
Get Get CataloguesCatalogues
Planning: Statement of Work > Identify Stakeholders > Communication Plan > Create a Schedule > Manage Risks > Create a Budget
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Have the right people make the estimate
Use history and experience as guide
Bottom-up approach best
Do not needlessly overestimate the time needed
Document the assumptions used and your approach
Try to use two methods and compare e.g.
Bottom up for each task &
Check in historical files or with someone who has done this before
Estimating tips
Planning: Statement of Work > Identify Stakeholders > Communication Plan > Create a Schedule > Manage Risks > Create a Budget
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Example Work breakdown diagram with time estimate
Run Run Event (1)Event (1)
Get Get Money(5)Money(5)
Agree Agree Sponsorship Sponsorship
(5)(5)
Write & Write & Contact (5)Contact (5)
Press Press Release Release
(5)(5)
Order/ Order/ Buy Kit Buy Kit
(40)(40)End
Book Book Venue(2)Venue(2)
Print Print Tickets(10)Tickets(10)
Business Business Sponsors (3)Sponsors (3)
Decide Decide Event (1)Event (1)
Start
Raffle Raffle Prizes(10)Prizes(10)
Select Select Kit (2)Kit (2)
Get Get CataloguesCatalogues
(10)(10)
Sell Sell TicketsTickets
(20)(20)
Planning: Statement of Work > Identify Stakeholders > Communication Plan > Create a Schedule > Manage Risks > Create a Budget
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Document the plan using tools
Spreadsheet (Excel, 123, etc)
Word-processing document
Project planning software e.g Microsoft Project (MSP),
The best tool is the tool the team feels most comfortable with!
But have But have somethingsomething
Planning: Statement of Work > Identify Stakeholders > Communication Plan > Create a Schedule > Manage Risks > Create a Budget
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Exercise 5 – Write down your project deliverables (activities and tasks)
Deliverables Notes
Planning: Statement of Work > Identify Stakeholders > Communication Plan > Create a Schedule > Manage Risks > Create a Budget
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Exercise 5 – For each deliverable identify key tasks
Deliverables Tasks
Planning: Statement of Work > Identify Stakeholders > Communication Plan > Create a Schedule > Manage Risks > Create a Budget
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Exercise 5
Create the high level goals and tasks associated with your project.
Align tasks in dependency order
Assign resources and duration to each task.
You are creating a Work Breakdown Structure (WBS)
Post-it PadPost-it PadPlanPlan
Planning: Statement of Work > Identify Stakeholders > Communication Plan > Create a Schedule > Manage Risks > Create a Budget
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Risks – things can and will go wrong !
Risks must be qualified, quantified, and included into your cost and schedule
– A risk is something that might prevent you from getting the project done
– May be positive instead of negative
– A Risk has three components:
An Event or trigger
Probability of the occurrence of that event
Impact of that event (or amount at stake)
Planning: Statement of Work > Identify Stakeholders > Communication Plan > Create a Schedule > Manage Risks > Create a Budget
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Risk management
1. Risk Identification
Idea storm to generate a, list known risks
2. Risk Evaluation
Probability and Impact (High, Med, Low)
3. Risk Mitigation
Containment or Contingency
4. Risk Monitoring
Planning: Statement of Work > Identify Stakeholders > Communication Plan > Create a Schedule > Manage Risks > Create a Budget
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Sample severity matrix
Low Medium High
High Medium High High
Medium Low Med High
Low Low Low Medium
Impact
Pro
bab
ility
Planning: Statement of Work > Identify Stakeholders > Communication Plan > Create a Schedule > Manage Risks > Create a Budget
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Sample severity matrix
Low Medium High
High Medium High High
Medium Low Med High
Low Low Low Medium
Impact
Pro
bab
ility
Planning: Statement of Work > Identify Stakeholders > Communication Plan > Create a Schedule > Manage Risks > Create a Budget
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Project Risk Example
Risk Probability Impact MitigationWe may not sell enough tickets leading to lack of funds for kit
M (2) H (3) 6
The kit may not be ready for the start of the season leading to disqualification
H (3) H (3) 9
We may be short of raffle prizes leading to low raffle ticket sales
M (2) L (1) 2
There is a risk that we cannot find a sponsor leading to shortage of funds for the kit
H (3) H (3) 9
We may not be able to find a venue leading to delays to the event.
L (1) L (1) 1
There is a risk that we do not raise enough money
L (1) M (2) 2
Planning: Statement of Work > Identify Stakeholders > Communication Plan > Create a Schedule > Manage Risks > Create a Budget
ScoreScore
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Strategies to mitigate risks
Avoid: choose another option
Ignore/Accept: willing to accept
Contain: specific action to minimize
Contingency: setting aside funds
Transfer: move some or all of it to another party
Insure: take out specific insurance to cover the risk
Planning: Statement of Work > Identify Stakeholders > Communication Plan > Create a Schedule > Manage Risks > Create a Budget
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Project Risk Example
Risk Probability Impact MitigationWe may not sell enough tickets leading to lack of funds for kit
M H ContingencyReduce pricesChange Event Date (reserve another date)
The kit may not be ready for the start of the season leading to disqualification
H H ContainRequest club to fund pre-ordering of kit based on initial ticket sales
We may be short of raffle prizes leading to low raffle ticket sales
M L AcceptGo with donated prizes
There is a risk that we cannot find a sponsor leading to shortage of funds for the kit
H H ContainIncrease team working on sponsorshipWiden catchments areaOffer joint sponsorship
We may not be able to find a venue leading to delays to the event.
L L AcceptApproach other venues
There is a risk that we do not raise enough money
L M AcceptOnly buy shirts until more funds available
Planning: Statement of Work > Identify Stakeholders > Communication Plan > Create a Schedule > Manage Risks > Create a Budget
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Exercise 6 – Identify & evaluate your risks & decide strategies to manage
Risk Probability Impact Mitigation
Planning: Statement of Work > Identify Stakeholders > Communication Plan > Create a Schedule > Manage Risks > Create a Budget
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Project budget – how much money do we need ?
First consider the Project “Development and Implementation” costs i.e.
– Capital costs
– Labour costs
– Discretionary costs (travel, award, supplies, etc)
– Lease Costs (office facilities, equipment )
– Consider everything e.g Post , mobile phone costs
Secondly consider what revenue the project may generate during its lifetime
– Exclude on going revenue created after the project has completed
Planning: Statement of Work > Identify Stakeholders > Communication Plan > Create a Schedule > Manage Risks > Create a Budget
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Sample Project Budget
Budget Item Expense Income CommentHall Booking – Deposit
Hall Booking – Balance
£10
£30
Deposit due 4 weeks before event
Raffle Tickets
10 books of 100 @ £2.00 / book
£20 Buy from Macro
Quiz Night Tickets
100 Tickets Fixed Fee
£27 Fixed cost, minimum 50 tickets up to 200
Photocopying
News Letter 60 @ £0.05 / copy
Business Sponsorship & Raffle Prize Letter 40 @ £0.05 / copy
£3
£2
News letter will be created by Bob on his PC
Sundry (Telephone/Post) £20
Southwark MC Funding £100 To be paid back to committee
Ticket Income
60 @ £5 per ticket
£300 Breakeven at 25 tickets
Raffle ticket
750 tickets @ £1 for 5 tickets
£150
Totals £112 £550
Cost Of Kit £450 Funds To Be Generated £438
Planning: Statement of Work > Identify Stakeholders > Communication Plan > Create a Schedule > Manage Risks > Create a Budget
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Sample Project Budget ReviewBudget Item Expense Income Comment
Hall Booking – Deposit
Hall Booking – Balance
£10
£30
Deposit due 4 weeks before event
Raffle Tickets
10 books of 100 @ £2.00 / book
£20 Buy from Macro
Quiz Night Tickets
100 Tickets Fixed Fee
£27 Fixed cost, minimum 50 tickets up to 200
Photocopying
News Letter 60 @ £0.05 / copy
Business Sponsorship & Raffle Prize Letter 40 @ £0.05 / copy
£3
£2
News letter will be created by Bob on his PC
Sundry (Telephone/Post) £20
Southwark MC Funding £50 £100 £50 To be paid back to committee
Ticket Income
60 @ £5 per ticket
£300 Breakeven at 25 tickets
Raffle ticket
750 tickets @ £1 for 5 tickets
£150
Totals £162 £550
Cost Of Kit £450 £450 Funds To Be Generated £438
Totals £612 £550 £62 Shortfall + risks/assumptionsPlanning: Statement of Work > Identify Stakeholders > Communication Plan > Create a Schedule > Manage Risks > Create a Budget
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Exercise 7 - Now estimate your project budget, use your WBS, keep at a high level view
Budget Item Expense Income Comment
Planning: Statement of Work > Identify Stakeholders > Communication Plan > Create a Schedule > Manage Risks > Create a Budget
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Project Control Book – What is it and why do need it?
• A Project Control Book or PCB is a tool for storing, A Project Control Book or PCB is a tool for storing, accessing, and managing project management work accessing, and managing project management work products.products.
Project Managers Use the PCB to effectively Project Managers Use the PCB to effectively manage their project documentation and as a manage their project documentation and as a communication vehicle for the teamcommunication vehicle for the team
Typically every project will have it’s own PCB. A Typically every project will have it’s own PCB. A PCB is essential in a well organised and PCB is essential in a well organised and controlled project.controlled project.
The PCB is an invaluable source of reference The PCB is an invaluable source of reference for the Project Manager and the Project Teamfor the Project Manager and the Project Team
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Example Project Control Book
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Example Project Control Book
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Agenda
Defining a Project Planning a Project Managing a Project Closing a Project
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3. Managing a project – now let’s get on with the hard work
Forming and Managing a Team
Managing change during the Project – it’s inevitable
Tracking Project Status
Communicating Project Status
Managing: Managing a Team > Change > Tracking Status > Communicating Status
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Forming and Managing a Team
People make the difference
– Skilled Project Managers are a major factor in determining the success of a project but a skilled team is the key to delivering the “work” of the project
– Aim is for the team to achieve more as a group then they would on their own
– This happens when there is a cohesive and effective team, capitalising on each other's skills, experience and strengths
– Teams need clear Roles and Responsibilities defined at the start
– Teams need a healthy environment in which to work
Managing: Managing a Team > Change > Tracking Status > Communicating Status
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Five Stages of Team Development
– Forming - High dependence on leader for guidance and direction. Leader ready to answer lots of questions about purpose, objectives and external relationships
– Storming - Decisions don't come easily, team members vie for position and establish themselves within the group. Leader, who might receive challenges from team members
– Norming - Agreement and consensus is largely formed among team, facilitated by leader. Roles and responsibilities are clear, big decisions are made / accepted by group. Leader is supporting by facilitation
– Performing - Team is strategically aware & knows clearly it’s objectives and has a shared vision. Little or no participation from the leader needed. Team focus is on over-achieving
– Adjourning - When a team's work is finished, members may feel a sense of loss or disillusionment that affects their ability to be effective in their next assignment
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Team Communications
– Sounds simple but failure to communicate is a common problem
– Remember it’s not the message that’s sent it’s the message that’s received
– Communication takes effort, empathy, understanding, listening, openness, honesty, integrity, and trust
– Open communication begins on a foundation of trust. Team must know and trust one another to feel comfortable expressing their opinions and give input.
Managing: Managing a Team > Change > Tracking Status > Communicating Status
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Managing change during the project
Managing change is vital to project success
– Anything that is not in the Statement of Work is out of scope and therefore a Change
– A small change can have a big impact on many things e.g. a small change in the work to be done could impact the Costs, the Schedule, the Resources, other projects etc
– Changes go through a formal approval process by some or all of the Stakeholders
– Changes must be documented
Managing: Managing a Team > Change > Tracking Status > Communicating Status
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Sample change request
Change Reason For Change Impact Of Change
(Cost, Time, Scope)
Comments
Request an additional advance of £100 to pay as a deposit for the new kit.
Due to the lead time for a new kit (40 days) and to make sure the kit is available for the start of the new season we would like to order the kit early.
Cost £100 To be repaid on top of £50
Managing: Managing a Team > Change > Tracking Status > Communicating Status
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Exercise 8 - Create a change request for your project
Change Reason For Change
Impact Of Change
(Cost, Time, Scope)
Comments
Managing: Managing a Team > Change > Tracking Status > Communicating Status
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Tracking project status – using Project Status reports Status of scope/deliverables
Work completed
Work remaining
Changes to the scope of work
Status of cost/budget
Cost of work completed
Estimated cost of remaining work
Changes to the cost and projected estimate (are we over or under budget?)
Status of schedule/milestones
Time to do work completed to date
Estimated time required to do work remaining
Changes to the schedule (are we behind/ahead of schedule?)
Status of Issues and Risks
Are there any issues being managed and what are the next steps?
Have any of the Risks passed ?
Are there new Risks to be considered ?
Managing: Managing a Team > Change > Tracking Status > Communicating Status
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Communicating project status
Status meetings
Topics to Cover
– Status of Scope, Budget, Schedule, Changes, Risks, Issues and Concerns
– Accomplishments since last reporting period
– What needs to be accomplished in the next 30 days
Audience for status review
– Project team members
– Stakeholders
Customer or end user satisfaction
– Outcomes
Managing: Managing a Team > Change > Tracking Status > Communicating Status
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Agenda
Defining a Project Planning a Project Managing a Project Closing a Project
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4. Closing the project – phew it’s over
All the approved work has been completed and the acceptance criteria has been met and agreed by the stakeholders
Lessons Learned are documented
Project team members are “released” from this project
Project funding is closed out
Celebrate !
Closing: Acceptance > Lessons Learned > Celebrate
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References
Project Management Institutewww.pmi.org/info/default.asp
The Fast Forward MBA in Project Management by Eric Verzuh
Incredibly Easy Project Management by Norman Willoughby
Project Management for Dummies by Stanley Portny
Complete Idiots Guide to Project Management by Sunny Baker
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Feedback
Did we meet your objectives ?
Please complete a feedback form
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Thank You !
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BACK UP SLIDES
© 2009 IBM Corporation
Project ManagementFor Volunteer & Charity Organisations
Project Management Fundamentals
THE END
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Statement of work (scope statement) Introduction
Technical Services Agreement between Company A and
Company B
This Statement of Work ("SOW") # number adopts and
incorporates by reference the terms and conditions of
Technical Services Agreement # number ("Agreement")
between company A and company B. Transactions
performed under this SOW will be conducted in accordance
with and be subject to the terms and conditions of this SOW
Planning: Statement of Work > Identify Stakeholders > Communication Plan > Create a Schedule > Manage Risks > Create a Budget
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Statement of work (scope statement) SCOPE OF WORK
Phase 1
Migration Planning
Phase 2
Define Education Requirements
Phase 3
Provide advice on Systems Testing procedures
DEFINITIONS
Buyer
Supplier
Customer
Planning: Statement of Work > Identify Stakeholders > Communication Plan > Create a Schedule > Manage Risks > Create a Budget
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Statement of work (scope statement)
DESCRIPTION OF DEVELOPED WORKS AND RELATED DELIVERABLES AND SERVICES
Phase 1
Supplier will attend all workshops and meetings by
Phase 2
Supplier will document education requirements
Phase 3
Supplier will advice on Systems testing and User testing
Planning: Statement of Work > Identify Stakeholders > Communication Plan > Create a Schedule > Manage Risks > Create a Budget
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Statement of work (scope statement)
SCHEDULE
Start Date: 01/12/2011
End Date: 31/12/2012
PAYMENTS
Type, Method and Interval (fixed price, Invoice and quarterly)
Completion Criteria (the project is complete when ….)
Taxes, Duties and Fees
Invoices will include applicable taxes
Planning: Statement of Work > Identify Stakeholders > Communication Plan > Create a Schedule > Manage Risks > Create a Budget
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Statement of work (scope statement) COMMUNICATIONS
Carried out through the following designated coordinators
Buyer: Name, Title, Address, email, phone
Supplier: Name, Title, Address, email, phone
Customer: Name, Title, Address, email, phone
Supplier Personnel On Premises
Compliance
Access to Premises
General Business Activity Restrictions
Safety and Security
Asset Control
Planning: Statement of Work > Identify Stakeholders > Communication Plan > Create a Schedule > Manage Risks > Create a Budget
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Pitfalls…
Insufficient Support for the project
Not aligned to business
Undefined/poor governance
Poor Project Definition
Imprecise goals
Undefined limits to scope
Unbalance levels of ambition
Poor Planning
Level is uniform
Unwieldy tools
Not inclusive : no buy-in
Over optimistic (estimates & skills)
Omits activities
Organisation
Unclear responsibilities
Key resources not available
Key resources not motivated
Poor communication
Obtaining resource (recruitment rate
too high - unsustainable)
Poor Control
Plan and reporting not linked
Responsibility without authority
Lack of formalised communication
Poor Project Execution
Complexity in co-ordinating variety of organisations and resources
Uncontrolled changes to scope and the plan
Failure to complete and document stages before progressing
Time, Cost, & Quality are out of balance
Manage Stakeholders
Deliver Business Benefits
Predictable Work and Schedule
Manage Scope
Build Team
Mitigate Risks
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Why do projects fail… (just a few reasons !)
Failure to set and
manage customer
expectations
Failure to reach common
understanding of
requirements
Failure to plan for
risk containment
Inaccurate project
estimatesConcessions during
negotiations with no price
increaseFailure of change
management process
Ineffectiv
e
communications
Long or Unrealistic
Time Scales
Stakeholder conflict
Lack of organizational
support
Lack of user input Poorly managed
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Inspiring a shared vision • Envisioning the future• Enlisting others by appealing to
their values
Enabling others to act• Fostering teamwork with common goals • Strengthening people by giving power away
Modeling the way • Setting the example by behaving
consistently• Achieving small wins to promote
progress
Encouraging the heart • Recognising individual contribution • Celebrating team accomplishments
Challenging the process• Searching for change, growth, innovation.• Experimenting, taking risks, and learning
Source: J. Kouzes, B. Posner: Leadership Practices Inventory.
Behaviours of Project Managers
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Build memorable relationship with client Celebrate the team achievementsReward performance of the team
Include client team in project team's lifeSeek opportunities for skills transferMake sure client has complete ownership
Challenging the process
Inspiring a shared vision
Enabling others to act
Modeling the way
Encouraging the heart
Challenge client assumptionsMove them out of comfort zonesBe fast, accurate, creative
Cause client to see dangers and opportunitiesBe clear and openCommunicate common goal to client & team
Deliver what you say you will, when you said you would Take time for the little but important touchesSet high behavioural standards on client site
‘How Should a Top Project Manager Behave?’
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Published views on improving On-Time Delivery Solve the Requirements Paradoxes
– Requirements must be stable for reliable results; however, the requirements always change.
– We don’t want requirements to change; however, because requirements change now is a known risk, we try to provoke requirements change as early as possible.
Very short cycles or regular delivery milestones
– Few people take planned dates seriously. As long as the end date of a project is far in the future, we don't feel any pressure and work leisurely.
How many days before your last exam did you really start working...?
Rapid and frequent feedback
– At the start of any development there
are many uncertainties we have to
explore and change into certainties.
– Weekly review of estimation,
planning, and tracking in order to
better predict the future
– Frequent review with stakeholders to optimise requirements and check assumptions
1
23
4
ACTWhat canwe learn
CHECKAnalyse theeffect
DOCarry out
the plan
PLANWhat do we
want to knowor to do
Shewart cycle
Demming cycle
PDCA cycle
1
23
4
ACTWhat canwe learn
CHECKAnalyse theeffect
DOCarry out
the plan
PLANWhat do we
want to knowor to do1
23
4 1
23
4
ACTWhat canwe learn
CHECKAnalyse theeffect
DOCarry out
the plan
PLANWhat do we
want to knowor to do
Shewart cycle
Demming cycle
PDCA cycle
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PM should ask these questions; if the
deliverer hesitates then help to adjust and gain full commitment
Published views on improving On-Time Delivery
Time Boxing
If the resources and time are fixed, the features are variable.
Estimation, planning and tracking
If you don’t estimate, you cannot plan and there is nothing to track
If you don’t plan, then estimation and tracking are useless
If you don’t track then why should you estimate or plan?
Difference between effort and lead-time
Effort, the time needed to do the work
Lead-time, the time until the work is done
Commitment
Do you still agree that these tasks are the highest priority?
Do you still agree that you should do it?
Do you still agree with the estimates?
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Magic Words Focus
People are easily distracted by many important or interesting things. Some things may even be important, however, not at this moment.
Priority
Defining priorities and only working on the highest priorities so we do the most important things first.
Synchronise
Every project interfaces to a world outside the project. Active synchronisation is needed to make sure that planned dates can be met.
Why
Forces us to define the reason why we should do something, allowing us to check whether it is the right thing to do. It helps us to keep focus.
Dates
Dates are not fluid, dates are sacred and that means if a date is agreed we stick to it. Or tell well in advance that we cannot keep our word.
Done
To make estimation, planning, and tracking possible, we must finish tasks completely. Not 100% done is not done.
Bug, debug
Not unavoidable, by actively learning from mistakes, we can avoid many of them.
Discipline
Not imposed discipline but rather that you, yourself, know what is best to do. If nobody watches us, it is quite human to cut corners, or do something else, even if we know this is wrong.