Transcript IAAP Survey: What I Heard You Say

Project Management Basics
Every Administrative Professional
Should Know
Presentation
• Prepared by Margaret C. Mullin, PMP, CSM, MBA on
behalf of the PMI Puget Sound Chapter for the
Washington-Alaska Division of the International
Association of Administrative Professionals for their
annual meeting and education forum, 5/13/2011
• All rights reserved 2011
Project Management Basics
Today’s Presentation
• IAAP Survey – What I Heard You Say
• How can Project Management help you?
• What is a Project? What is Project Management?
• What is the Project Management Life Cycle?
• What is the Work Breakdown Structure?
• The Work Breakdown Structure Team Project
• Putting it all Together
• Questions
Project Management Basics
IAAP Survey:
What I Heard You Say
• What you consider Project Management
• Your role on projects
• Your competing responsibilities
• Your challenges managing projects
WIIIFM?
• Better understanding of projects and project
management
• Tools to help with project management
• Hands on experience
• Resources to learn more about project
management
What is the Project
Management Institute (PMI)?
• One of the largest not-for-profit professional associations in the
world
• Global Standards
• The premier standard, A Guide to the Project Management
Body of Knowledge (PMBOK® Guide )
• Globally Recognized Credentials
• Credentials recognized by business, government, and NGOs
worldwide; 390,000 credential holders globally
• Global Organization
Project Management Basics
About Puget Sound PMI Chapter
• PMI Puget Sound - non-profit, tax exempt corporation founded in
1986, and facilitates professional growth through education and
volunteerism
• Creating opportunities for development and learning in project
management
• Providing programs and services to the Project Management
community
• Promoting project management certification, PMI®, and project
management professionalism to the community.
Project Management Basics
What is a Project?
• A temporary endeavor undertaken to create a
unique product, service or result.
• A project has a clearly defined beginning and
end.
• Projects can vary in duration, size and
complexity.
Project Management Basics
What is Project Management?
• The application of knowledge, skills, tools and
techniques to project activities to meet the project
requirements.
• Accomplished through the use of project management
process groups, such as Initiating, Planning,
Executing, Monitoring, and Controlling and Closing.
• An iterative process because of the progressive
elaboration that takes place throughout the duration of
the project.
Project Management Basics
The Five Project Management
Process Groups
Project Management Basics
The Project Management Lifecycle
No matter how large or small, simple or complex, all
projects can be mapped to the following life cycle
structure:
1. Starting the project (Initiating)
2. Organizing and preparing the project (Planning)
3. Carrying out the project work, and (Executing and
Monitoring & Controlling)
4. Closing the project (Closing)
Creating a Work Breakdown Structure
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The Project Management Life Cycle
Project Management Basics
Where Do I Start?
Start with the
Scope
Project Management Basics
Create:
The WBS
Develop:
The
Project
Schedule
Break It Down!
Start with the
Scope
Highest level of what has to be
done – what must be created and
delivered
Create: The WBS
A description of the work required
to achieve the mission.
Adding resource assignments,
Develop: The
Project Schedule
task work efforts and duration
estimates, and dependencies to
all tasks in the WBS.
Project Management Basics
What is a Work Breakdown
Structure?
The WBS:
• Provides an approach for “decomposing” the work into
measurable units.
• Allows breakdown of work into deliverables, activities, and tasks
that can be assigned to an owner.
• Helps ensure that the scope is completely defined and the team
has not forgotten any work.
Project Management Basics
Estimating Project Activities
You need to define and estimate the work activities that will
need to be done to successfully complete your project
– Identify specific actions needed to produce your project deliverables
– Identify actions at the lowest level possible – the work packages
[For example, if building a house, identify the “frame,” and within that:
“frame,”
“walls,”
“windows,”
“doors” and “floor” work packages]
Creating a Work Breakdown Structure
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The WBS: From the Top Down
First identify the major components
of work to be accomplished.
Identify the next level of work under
each major component and list
them under their top-level groups.
Continue to break down the
work under each Level 2 item.
Project Management Basics
The WBS Process: Example
Level
1
Level
2
Level
3
Project Management Basics
WBS Structure: How Much
Detail is Enough?
When working on a WBS it is important to
remember:
• Only one owner per task
• Set clear measurable deliverables with
measurements specified
• Task durations should be small enough for
tracking
Project Management Basics
WBS Structure: Team Project
Break into teams and build a WBS for the following project scope:
High Level
Scope
Statement:
Plan and carry out a weekend leadership off-site event for
your C-Level executives, including educational and teambuilding activities.
Requirements: 1. Location must be within continental U.S. and not more
than 2 hours travel time one way.
2. All attendees must be able to stay the entire weekend
Assumptions:
1. Travel expenses for each executive is covered by their
departmental budgets.
2. Spouses and guests are not invited.
3. You will be assisted by Human Resources and
executives’ administrative assistants.
Exclusions:
1. Travel arrangements will be made by corporate travel
2. Any arrangements outside of planned activities.
Project Management Basics
Discuss the Results
Project Management Basics
Project Schedule
After you have:
– Defined and sequenced your project activities
– Estimated needed resources and durations
You are ready to put your project schedule together!
When you develop your schedule, keep in mind;
– You may need to revise your estimates
– Once your schedule is complete, it becomes your benchmark
[an unchanged version you measure project progress against]
– Your schedule can change, but keep a copy of the original so
you can always measure against your original plan
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Sample Project Plan Template
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Questions?
Project Management Basics
Resources
• Project Management Institute (PMI) – http://www.pmi.org
• PMI Puget Sound Chapter –
http://www.pugetsoundpmi.org
• Project Management Essentials –
http://projectmanagementessentials.wordpress.com
• Gantthead – http://www.gantthead.com
Margaret C. Mullin, PMP, CSM, MBA
[email protected]
http://www.linkedin.com/in/margaretmullinpmpcsmmba
http://projectmanagementessentials.wordpress.com
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