By Rory Ruppert, Program Director, Environmental Sustainability and Collective Business Operations, Balboa Park Cultural Partnership
Project
Management "On One Foot" described
as “learn to keep projects manageably short, in the time that one could
(metaphorically, at least) stand comfortably on one foot. Instructor: Ari
Davidow
This workshop covered project management cycles with a focus
on keeping projects manageably short an and managing several types of projects
from building exhibits (or new exhibit halls) to developing software with a
focus on the latest trends in Agile development – the idea that many types of
development work best when done in short, iterative cycles.
Workshop based on project
management basics as outlined by the Project Management Institute, so that
managers will have a working sense of the "Project Management Lifecycle.”
Book Recommendation: Effective Project Management, Traditional, Adaptive, Extreme.
By Robert K. Wysocki
Value
of professional project management :
- Avoid projects
going over budget - under-delivered
on scope - Delivered late.
Project
management provides the following:
- Tools to control
the process - Projects are
defined so that they may be planned, executed, and controlled - Problems dealt
with as they arise (no surprises) - At closing,
learn useful lessons and how to record - Understand
communication planning and risk management - Manage several
types of projects– - Many types work
best when done in short, iterative cycles
Why do projects fail?
- Lack of Realistic Goals
- Pour communication
- Not good models or examples to follow
- Not having Flexibility
- No buy-in from staff
- Big dreams without reality check
- Lack of Leadership
- Lack of support for Leadership
- Politics / Power struggle
- Lack of funds
- Lack of understanding of Goals
- Common Reasons Fail
- Scope creep
- Stakeholders issues – Stakeholder plan
- Lack of Realistic Goals
- Change in Project
- Not enough time to do everything
The following information is referenced
from the Project Management Institute
(PMI) – Project
Management Body of Knowledge (PMBOK):
Communication Strategy is
Key
- How to
communicate ? - Who will project
effect? - What is
appropriate form of communication?- Informal face to
face?
- Informal face to
What
is a project?
- Projects are
always temporary - If it is ongoing
– there should be systems and procedures established (not a project) - Budgeted time
- Projects have a
beginning , middle and end - If it is not
unique it is not a project - A project is a
sequence of unique, complex, and connected activities having one goal or
purpose and completed by a specific time - Project is
always bound with specific goals. - Part of Project
Management is questioning basic assumptions. – attached to real goals and
reasonable use of resources. i.e. Goals to keep a sponsor of Board member happy
or meet a program deliverable are acceptable goals.
Triple Constraints - Scope, Cost, and Time. Quality is trapped in the middle.
Reality is important -
communicating reality is a project manager’s responsibility
Project
Management Process Groups
Five Project Management
Processes
- Initiating
- Planning
- Executing
- Monitoring
- Closing
Enter phase – Start project - Initiate
- This is where
you take the idea and flesh it out - Create the
Project Charter - Create RFP
- Identify and
engage stakeholders - Letter intent
- Project manager
– Planning
(could be a
paid phase! What are you building?)
- There is always
something to adjust - Gather the
materials
Monitor
and Controlling Process
Plan Process
Execute Process
Close
Process
Exit Phase - End Project
Follow-up Evaluation - Lessons Learned – Document
Nine Project Management Body
of Knowledge (PMBOK) are area standards advocated by the Project Management
Institute.
- Integration
- Scope Management
- Time Management
- Cost Management—Control
Costs - Quality
Management - Human Resources
Management - Communication
Management - Risk Management
- Procurement
Management
1. Integration
- Develop Charter
- Develop Plan
- Direct and
Manage Project Execution - Monitor and
Control Project Risk (w/integrated change control)
2. Scope Management
- Sequence
activities
3. Time Management
- Estimate
Activity Duration(hard to quantify), - Develop Schedule
4. Cost Management
- Estimate
Activity Resources - Estimate Costs
- Determine Budget
5. Quality
- Plan
- Executing –
Perform Quality Assurance - Monitoring –
Perform Quality Control - Recommendation –
How to measure anything
6. Human Resources
Planning
- Acquire and
Develop Project Team - Manage Project
Team
7. Project
Communication Management
- Identify
stakeholders - Plan
communications - Distribute
information - Manage
Stakeholder expectations
8. Planning Risk
management
- Identify Risks
- Perform
Qualitative Risks - Perform Risk
Analysis - Plan Risk
Responses
Levels
of Risk management
- Crisis
Management - Fix on Failure
- Risk mitigation
- Prevention
- Elimination of
root causes
9. Procurement
Management
- Plan purchase
and acquisitions - Request seller
response - Contact
Administration - Contact Close
Agile Development
- A range of
development methodologies based on the idea that projects are divided into
short sequences – Sprints - Commonly, index
cards or similar used note feature requests, requirements. - Next sprint is
derived from which features matter most, that can be delved in the sprint
(usually defined as 1-3 months)
Goal is to put working tools
into people’s hands quickly for feedback and learning, rather than get to the
end of a two year project and discover that no longer makes sense.
- Refactoring –
Assuming you use reasonable tools – Build Ad hoc. - Do not wait
until all the answers are in. - Clue: use good
tools. - Realizable open
source product. - There is a
developer community.
Ari Davcidow teaches a project management course: http://www.brandeis.edu/gps/programscourses/programs/pjm/capstone.html
Website Recommended: www.pmi.org
Virtual Project management
sites Recommended:
- Redmine.com
- ZOHO.com
Not Recommended
- Basecamp.com
- Google Doc
- Microsoft
Project