Project Management: Strategies and Tactics Details

 

Learning Outcomes: Participants will...

 

Fully understand the key elements of project success Be able to create a detailed project definition
Effectively deal with typical project conflict situations Understand how and why to control “scope creep”
Improve “up-front” planning Be able to develop effective team charters and ground rules
Learn key elements of project success Learn and practice four planning and two scheduling tools
Be able to develop and defend a sound project scope Learn and practice two risk assessment techniques
Use phase-gate life cycle designs to control projects Understand project control tools and tracking methods
Understand the relationship between planning and success Be able to analyze and overcome implementation problems
Create sound project definitions Creatively use project responsibility charts
Be able to monitor, diagnose and maximize team performance Understand Milestone and Earned Value progress tracking
Learn how to evaluate scope trade-offs  Will understand be able to do resource loading and leveling
Understand project productivity and limiting factors (Optional) Effectively deal with personality differences

 

A Typical Three-Day Outline, Annotated

 


This section stresses the critical importance of effective planning.  It also develops the case for fast, “up front”, planning and the critical importance of broad involvement in planning.

 

Planning, standard setting and after action reviews are reviewed and applied to real project situations.


I.

The Project Management Process


Understanding Project Management

      Project Management Effectiveness
      Success Elements

 

Project Management Challenge Exercise

        

Teamwork Ground Rules
      
After Action Review

       Effective Teamwork Assessment

 

Projects: A Life-cycle View
      
Phase-gate Models
      
Planning Processes Overview

 

Planning: Investing in Success
       Project Organization Models (1)

 

Participants review basic PM tools such as work breakdown structures (using six to eight planning tools), bar charts, CPM methods, and responsibility charts.  Most tools are practiced in exercises.

 

Effective use and standardization of tools is analyzed in the client organization.

II. Project Planning Tools

Project Definition and Charter
       Project Charter and Team “Kick-Off”
       Gaining Commitment

Planning: Introduction

 

Work Breakdown Structures
      Multiple Pass Planning: WBS Tools
      Project Management Tasks
      Mitigating Risk
      Estimating Task Duration and Costs

 

Scheduling
     Bar Charts
     Network Methods
     Milestones

 

Resource Loading and Leveling

Planning: Multiple Time Horizons

Responsibility Charts/Matrices

 

Group decision-making and teamwork are addressed in an exercise stressing application to participants' own experience.
III. Managing Project Teamwork Group Decisions: When? Why? How?
 
     Project Team Exercise
      Teamwork

 
    

We focus mainly on the organization's current implementation problems here.  We usually address issues of stakeholder commitment.  A team exercise addresses the planning/implementation interface.

 

Selection and standardization of project metrics for control is analyzed in the context of participants' own organizations practices.

 

This section also covers project portfolios and project system effectiveness.  Concepts are applied to the organization's current and ideal portfolios.

IV. Implementing

Implementing: PDCA
     Implementation Problems
     Implementation Exercise
     Managing Changes and “Scope  Creep”
     Evaluating Scope Tradeoffs

 

Project Tracking and Controlling
     Before-the-Fact Control
     T & C: What?
     T & C: Metrics
     T & C: Monitoring
     Earned Value Analysis
     Problem Solving and Corrective Action

Project Productivity (Throughput)
     Productivity: Organization Level View
     Productivity: Task Level View
     Project Organization Models (2)

 

Project transitioning to client/users and project closing practices and issues are addressed.
V. Closing the Project Transferring the Project
Implementation Problems
Closing the Project
We use a "hands-on" construction project as a capstone exercise.  Its tangible nature makes it suitable for any group. VI. Project Simulation Applying All the Tools
Action Planning
  VII. Appendices & Bibliography

 Appendix One: Project Conflict
Appendix Two: Project Relationships
Bibliography

 

Available in two and three day in-house versions. Tailoring and customizing is available.

 

Go to PM: Tools and Tactics Back to Project Management  Home Page