Enviar búsqueda
Cargar
Starting a project
•
1 recomendación
•
704 vistas
Maven
Seguir
Empresariales
Tecnología
Denunciar
Compartir
Denunciar
Compartir
1 de 16
Descargar ahora
Descargar para leer sin conexión
Recomendados
Project Management Foundations Series Course 102 - Project Management Processes
Project Management Foundations Series Course 102 - Project Management Processes
Think For A Change
Pm deep dive the framework
Pm deep dive the framework
Niraj Agarwal
PMI-ACP Domain VII - Continuous Improvement v1.0
PMI-ACP Domain VII - Continuous Improvement v1.0
PhuocNT (Fresher.VN)
Ibm projectmgmt-1
Ibm projectmgmt-1
Prithwiraj Saha
Strategic Management of Multiple Projects (aka Project Whispering)
Strategic Management of Multiple Projects (aka Project Whispering)
Treehouse Agency
Why do projects fail - the project execution maturity model - basic collabor...
Why do projects fail - the project execution maturity model - basic collabor...
Pinnacle Strategies
Top 10 Microsoft Project Problems
Top 10 Microsoft Project Problems
Mark Corker
Project Management Office (PMO)
Project Management Office (PMO)
Anand Subramaniam
Recomendados
Project Management Foundations Series Course 102 - Project Management Processes
Project Management Foundations Series Course 102 - Project Management Processes
Think For A Change
Pm deep dive the framework
Pm deep dive the framework
Niraj Agarwal
PMI-ACP Domain VII - Continuous Improvement v1.0
PMI-ACP Domain VII - Continuous Improvement v1.0
PhuocNT (Fresher.VN)
Ibm projectmgmt-1
Ibm projectmgmt-1
Prithwiraj Saha
Strategic Management of Multiple Projects (aka Project Whispering)
Strategic Management of Multiple Projects (aka Project Whispering)
Treehouse Agency
Why do projects fail - the project execution maturity model - basic collabor...
Why do projects fail - the project execution maturity model - basic collabor...
Pinnacle Strategies
Top 10 Microsoft Project Problems
Top 10 Microsoft Project Problems
Mark Corker
Project Management Office (PMO)
Project Management Office (PMO)
Anand Subramaniam
A guide for the rolling out of a software delivery project
A guide for the rolling out of a software delivery project
Project Management Solutions
PMI-ACP Domain V: Adaptive Planning v1.0
PMI-ACP Domain V: Adaptive Planning v1.0
PhuocNT (Fresher.VN)
Project Management Foundations Course 101 - Project Management Concepts
Project Management Foundations Course 101 - Project Management Concepts
Think For A Change
Project assurance - make sure your projects delivers as expected
Project assurance - make sure your projects delivers as expected
Terje Sæbø
Project management pocket skills
Project management pocket skills
rdlteam
Pm deep dive integration management
Pm deep dive integration management
Niraj Agarwal
Project governance
Project governance
suraj arvapally
Project Management Pocket Skills Guide
Project Management Pocket Skills Guide
Emily Robinson
Innovation Foundations Course 104 - Project Portfolio Mgmt for Innovation
Innovation Foundations Course 104 - Project Portfolio Mgmt for Innovation
Think For A Change
PMI-ACP: Domain II - Value Driven Delivery v1.0
PMI-ACP: Domain II - Value Driven Delivery v1.0
PhuocNT (Fresher.VN)
Program Management Dashboards
Program Management Dashboards
Bob Prieto
Program Management Office (PMO)
Program Management Office (PMO)
Saravanan Veeraiyan
Art of Project Management - Make Things Done On Time
Art of Project Management - Make Things Done On Time
calvinbiz0514
Project management 101
Project management 101
Sujatha TS
Introduction of software project management
Introduction of software project management
REHMAT ULLAH
Agile Project Management
Agile Project Management
Pablo Gonzalez Garcia
PMI - ACP: Domain 6 - Problem Detection and resolution-v2.2_lite_4_60_pages
PMI - ACP: Domain 6 - Problem Detection and resolution-v2.2_lite_4_60_pages
PhuocNT (Fresher.VN)
Presentation how a traditional project manager transforms to scrum - final
Presentation how a traditional project manager transforms to scrum - final
Sadaf Saad
PMO Overview June 2009
PMO Overview June 2009
Chevy Marchosky
5 Key Chart Project Management (TM) Methodology
5 Key Chart Project Management (TM) Methodology
jmcmahon89
Agile quick guide 1.1
Agile quick guide 1.1
Maven
Legacy lawsuit seminar
Legacy lawsuit seminar
Louisiana Oil & Gas Association
Más contenido relacionado
La actualidad más candente
A guide for the rolling out of a software delivery project
A guide for the rolling out of a software delivery project
Project Management Solutions
PMI-ACP Domain V: Adaptive Planning v1.0
PMI-ACP Domain V: Adaptive Planning v1.0
PhuocNT (Fresher.VN)
Project Management Foundations Course 101 - Project Management Concepts
Project Management Foundations Course 101 - Project Management Concepts
Think For A Change
Project assurance - make sure your projects delivers as expected
Project assurance - make sure your projects delivers as expected
Terje Sæbø
Project management pocket skills
Project management pocket skills
rdlteam
Pm deep dive integration management
Pm deep dive integration management
Niraj Agarwal
Project governance
Project governance
suraj arvapally
Project Management Pocket Skills Guide
Project Management Pocket Skills Guide
Emily Robinson
Innovation Foundations Course 104 - Project Portfolio Mgmt for Innovation
Innovation Foundations Course 104 - Project Portfolio Mgmt for Innovation
Think For A Change
PMI-ACP: Domain II - Value Driven Delivery v1.0
PMI-ACP: Domain II - Value Driven Delivery v1.0
PhuocNT (Fresher.VN)
Program Management Dashboards
Program Management Dashboards
Bob Prieto
Program Management Office (PMO)
Program Management Office (PMO)
Saravanan Veeraiyan
Art of Project Management - Make Things Done On Time
Art of Project Management - Make Things Done On Time
calvinbiz0514
Project management 101
Project management 101
Sujatha TS
Introduction of software project management
Introduction of software project management
REHMAT ULLAH
Agile Project Management
Agile Project Management
Pablo Gonzalez Garcia
PMI - ACP: Domain 6 - Problem Detection and resolution-v2.2_lite_4_60_pages
PMI - ACP: Domain 6 - Problem Detection and resolution-v2.2_lite_4_60_pages
PhuocNT (Fresher.VN)
Presentation how a traditional project manager transforms to scrum - final
Presentation how a traditional project manager transforms to scrum - final
Sadaf Saad
PMO Overview June 2009
PMO Overview June 2009
Chevy Marchosky
5 Key Chart Project Management (TM) Methodology
5 Key Chart Project Management (TM) Methodology
jmcmahon89
La actualidad más candente
(20)
A guide for the rolling out of a software delivery project
A guide for the rolling out of a software delivery project
PMI-ACP Domain V: Adaptive Planning v1.0
PMI-ACP Domain V: Adaptive Planning v1.0
Project Management Foundations Course 101 - Project Management Concepts
Project Management Foundations Course 101 - Project Management Concepts
Project assurance - make sure your projects delivers as expected
Project assurance - make sure your projects delivers as expected
Project management pocket skills
Project management pocket skills
Pm deep dive integration management
Pm deep dive integration management
Project governance
Project governance
Project Management Pocket Skills Guide
Project Management Pocket Skills Guide
Innovation Foundations Course 104 - Project Portfolio Mgmt for Innovation
Innovation Foundations Course 104 - Project Portfolio Mgmt for Innovation
PMI-ACP: Domain II - Value Driven Delivery v1.0
PMI-ACP: Domain II - Value Driven Delivery v1.0
Program Management Dashboards
Program Management Dashboards
Program Management Office (PMO)
Program Management Office (PMO)
Art of Project Management - Make Things Done On Time
Art of Project Management - Make Things Done On Time
Project management 101
Project management 101
Introduction of software project management
Introduction of software project management
Agile Project Management
Agile Project Management
PMI - ACP: Domain 6 - Problem Detection and resolution-v2.2_lite_4_60_pages
PMI - ACP: Domain 6 - Problem Detection and resolution-v2.2_lite_4_60_pages
Presentation how a traditional project manager transforms to scrum - final
Presentation how a traditional project manager transforms to scrum - final
PMO Overview June 2009
PMO Overview June 2009
5 Key Chart Project Management (TM) Methodology
5 Key Chart Project Management (TM) Methodology
Destacado
Agile quick guide 1.1
Agile quick guide 1.1
Maven
Legacy lawsuit seminar
Legacy lawsuit seminar
Louisiana Oil & Gas Association
Horse Back Riding Brochure Reading aAssessment
Horse Back Riding Brochure Reading aAssessment
JANA CIOBANU
STC PMC Newsletter 2011-12
STC PMC Newsletter 2011-12
STC-Philadelphia Metro Chapter
STC PMC Newsletter 2006-08
STC PMC Newsletter 2006-08
STC-Philadelphia Metro Chapter
Grecia2ªparte
Grecia2ªparte
Manuel Orteu Berrocal
Tameer friday special april 9th 2015
Tameer friday special april 9th 2015
Khurram Ahmad
Letras galegas caricaturas pak
Letras galegas caricaturas pak
Endl Félix Muriel
IEM-2014-Talk-On-Free-and-Open-Source-Software-FOSS-v2
IEM-2014-Talk-On-Free-and-Open-Source-Software-FOSS-v2
Ir. Dr. R.Badlishah Ahmad
6 Months PHP internship in Noida
6 Months PHP internship in Noida
Tech Mentro
STC-PMC October 2016 Presentation-That's What You Think!
STC-PMC October 2016 Presentation-That's What You Think!
STC-Philadelphia Metro Chapter
2013 RMIT Guest Lecture in Integrated Transport Accessibility: GIS Tools for ...
2013 RMIT Guest Lecture in Integrated Transport Accessibility: GIS Tools for ...
Patrick Sunter
STC PMC Newsletter 2003-10
STC PMC Newsletter 2003-10
STC-Philadelphia Metro Chapter
Psalm 145 – Praising the Lord in truth
Psalm 145 – Praising the Lord in truth
Jon Juane
Speaking in Several Tongues, Metro 10/25/2012
Speaking in Several Tongues, Metro 10/25/2012
JANA CIOBANU
Engaging J-Students With News-Inspired Playlists (?)
Engaging J-Students With News-Inspired Playlists (?)
Jake Batsell
Arboretum w korniku 2011 1
Arboretum w korniku 2011 1
Piotr Cichowski
Tele2 Россия: итоги 9 месяцев 2013 года
Tele2 Россия: итоги 9 месяцев 2013 года
Tele2Russia
Powerrománico
Powerrománico
Manuel Orteu Berrocal
Proposals - What to Say, How to Say It, and How Much to Charge
Proposals - What to Say, How to Say It, and How Much to Charge
STC-Philadelphia Metro Chapter
Destacado
(20)
Agile quick guide 1.1
Agile quick guide 1.1
Legacy lawsuit seminar
Legacy lawsuit seminar
Horse Back Riding Brochure Reading aAssessment
Horse Back Riding Brochure Reading aAssessment
STC PMC Newsletter 2011-12
STC PMC Newsletter 2011-12
STC PMC Newsletter 2006-08
STC PMC Newsletter 2006-08
Grecia2ªparte
Grecia2ªparte
Tameer friday special april 9th 2015
Tameer friday special april 9th 2015
Letras galegas caricaturas pak
Letras galegas caricaturas pak
IEM-2014-Talk-On-Free-and-Open-Source-Software-FOSS-v2
IEM-2014-Talk-On-Free-and-Open-Source-Software-FOSS-v2
6 Months PHP internship in Noida
6 Months PHP internship in Noida
STC-PMC October 2016 Presentation-That's What You Think!
STC-PMC October 2016 Presentation-That's What You Think!
2013 RMIT Guest Lecture in Integrated Transport Accessibility: GIS Tools for ...
2013 RMIT Guest Lecture in Integrated Transport Accessibility: GIS Tools for ...
STC PMC Newsletter 2003-10
STC PMC Newsletter 2003-10
Psalm 145 – Praising the Lord in truth
Psalm 145 – Praising the Lord in truth
Speaking in Several Tongues, Metro 10/25/2012
Speaking in Several Tongues, Metro 10/25/2012
Engaging J-Students With News-Inspired Playlists (?)
Engaging J-Students With News-Inspired Playlists (?)
Arboretum w korniku 2011 1
Arboretum w korniku 2011 1
Tele2 Россия: итоги 9 месяцев 2013 года
Tele2 Россия: итоги 9 месяцев 2013 года
Powerrománico
Powerrománico
Proposals - What to Say, How to Say It, and How Much to Charge
Proposals - What to Say, How to Say It, and How Much to Charge
Similar a Starting a project
How to get started - managing a project
How to get started - managing a project
Maven
Starting a portfolio Quick Guide
Starting a portfolio Quick Guide
Maven
Starting a portfolio
Starting a portfolio
Maven
SPM Unit 1.pptx
SPM Unit 1.pptx
HarshitBisen4
MSP quick guide
MSP quick guide
Maven
Business transformation quick guide
Business transformation quick guide
Maven
Forming a Project Team
Forming a Project Team
Maven
MoP quick guide
MoP quick guide
Maven
An introduction to project management
An introduction to project management
Siva Teja Boddeti
Ch01
Ch01
farahabuzannad
Change management quick guide
Change management quick guide
Maven
1. into. to project and project management (1)
1. into. to project and project management (1)
tehreem fatima
041006-Program Management PMI NB - PMI Logo
041006-Program Management PMI NB - PMI Logo
David Whelbourn, MBA, PMP, PRINCE2, MSP
Project management and Success Criteria
Project management and Success Criteria
ujjwal Mania
Project Management Policy
Project Management Policy
Demand Metric
MODULE II - M.ARCH.pptx
MODULE II - M.ARCH.pptx
MdAliMujawar1
Projects2016_Franks_Top10ReasonsProjectsFail
Projects2016_Franks_Top10ReasonsProjectsFail
Barbara Franks
7 Processes of Prince2
7 Processes of Prince2
Barry Hodge
Starting a change initiative
Starting a change initiative
Maven
Project Management Goals.pptx
Project Management Goals.pptx
HussainUllah4
Similar a Starting a project
(20)
How to get started - managing a project
How to get started - managing a project
Starting a portfolio Quick Guide
Starting a portfolio Quick Guide
Starting a portfolio
Starting a portfolio
SPM Unit 1.pptx
SPM Unit 1.pptx
MSP quick guide
MSP quick guide
Business transformation quick guide
Business transformation quick guide
Forming a Project Team
Forming a Project Team
MoP quick guide
MoP quick guide
An introduction to project management
An introduction to project management
Ch01
Ch01
Change management quick guide
Change management quick guide
1. into. to project and project management (1)
1. into. to project and project management (1)
041006-Program Management PMI NB - PMI Logo
041006-Program Management PMI NB - PMI Logo
Project management and Success Criteria
Project management and Success Criteria
Project Management Policy
Project Management Policy
MODULE II - M.ARCH.pptx
MODULE II - M.ARCH.pptx
Projects2016_Franks_Top10ReasonsProjectsFail
Projects2016_Franks_Top10ReasonsProjectsFail
7 Processes of Prince2
7 Processes of Prince2
Starting a change initiative
Starting a change initiative
Project Management Goals.pptx
Project Management Goals.pptx
Más de Maven
Bpug conference november 2012
Bpug conference november 2012
Maven
Hr professionals guide to business transformation
Hr professionals guide to business transformation
Maven
Why is Change Management important?
Why is Change Management important?
Maven
Storytelling for corporate change
Storytelling for corporate change
Maven
Managing Business Transformation explained
Managing Business Transformation explained
Maven
Major themes in change management
Major themes in change management
Maven
HR professionals guide to business transformation white paper
HR professionals guide to business transformation white paper
Maven
Project maturity assessment
Project maturity assessment
Maven
Project and programme methodology
Project and programme methodology
Maven
Prioritising and planning the work
Prioritising and planning the work
Maven
Learning and development
Learning and development
Maven
Learning and development
Learning and development
Maven
Copy of business change lifecycle
Copy of business change lifecycle
Maven
Communications and stakeholder engagement
Communications and stakeholder engagement
Maven
Change experience checklist
Change experience checklist
Maven
Benefits realisation
Benefits realisation
Maven
Project and programme methodology
Project and programme methodology
Maven
Prince2 quick guide
Prince2 quick guide
Maven
PMI quick guide
PMI quick guide
Maven
P3O quick guide
P3O quick guide
Maven
Más de Maven
(20)
Bpug conference november 2012
Bpug conference november 2012
Hr professionals guide to business transformation
Hr professionals guide to business transformation
Why is Change Management important?
Why is Change Management important?
Storytelling for corporate change
Storytelling for corporate change
Managing Business Transformation explained
Managing Business Transformation explained
Major themes in change management
Major themes in change management
HR professionals guide to business transformation white paper
HR professionals guide to business transformation white paper
Project maturity assessment
Project maturity assessment
Project and programme methodology
Project and programme methodology
Prioritising and planning the work
Prioritising and planning the work
Learning and development
Learning and development
Learning and development
Learning and development
Copy of business change lifecycle
Copy of business change lifecycle
Communications and stakeholder engagement
Communications and stakeholder engagement
Change experience checklist
Change experience checklist
Benefits realisation
Benefits realisation
Project and programme methodology
Project and programme methodology
Prince2 quick guide
Prince2 quick guide
PMI quick guide
PMI quick guide
P3O quick guide
P3O quick guide
Último
👉Chandigarh Call Girls 👉9878799926👉Just Call👉Chandigarh Call Girl In Chandiga...
👉Chandigarh Call Girls 👉9878799926👉Just Call👉Chandigarh Call Girl In Chandiga...
rajveerescorts2022
Monte Carlo simulation : Simulation using MCSM
Monte Carlo simulation : Simulation using MCSM
Ravindra Nath Shukla
VVVIP Call Girls In Greater Kailash ➡️ Delhi ➡️ 9999965857 🚀 No Advance 24HRS...
VVVIP Call Girls In Greater Kailash ➡️ Delhi ➡️ 9999965857 🚀 No Advance 24HRS...
Call Girls In Delhi Whatsup 9873940964 Enjoy Unlimited Pleasure
M.C Lodges -- Guest House in Jhang.
M.C Lodges -- Guest House in Jhang.
Aaiza Hassan
Cracking the Cultural Competence Code.pptx
Cracking the Cultural Competence Code.pptx
Workforce Group
Mifty kit IN Salmiya (+918133066128) Abortion pills IN Salmiyah Cytotec pills
Mifty kit IN Salmiya (+918133066128) Abortion pills IN Salmiyah Cytotec pills
Abortion pills in Kuwait Cytotec pills in Kuwait
John Halpern sued for sexual assault.pdf
John Halpern sued for sexual assault.pdf
AmzadHosen3
HONOR Veterans Event Keynote by Michael Hawkins
HONOR Veterans Event Keynote by Michael Hawkins
Michael W. Hawkins
MONA 98765-12871 CALL GIRLS IN LUDHIANA LUDHIANA CALL GIRL
MONA 98765-12871 CALL GIRLS IN LUDHIANA LUDHIANA CALL GIRL
Seo
Forklift Operations: Safety through Cartoons
Forklift Operations: Safety through Cartoons
Forklift Trucks in Minnesota
Boost the utilization of your HCL environment by reevaluating use cases and f...
Boost the utilization of your HCL environment by reevaluating use cases and f...
Roland Driesen
Value Proposition canvas- Customer needs and pains
Value Proposition canvas- Customer needs and pains
P&CO
Ensure the security of your HCL environment by applying the Zero Trust princi...
Ensure the security of your HCL environment by applying the Zero Trust princi...
Roland Driesen
Pharma Works Profile of Karan Communications
Pharma Works Profile of Karan Communications
karancommunications
The Path to Product Excellence: Avoiding Common Pitfalls and Enhancing Commun...
The Path to Product Excellence: Avoiding Common Pitfalls and Enhancing Commun...
Aggregage
Enhancing and Restoring Safety & Quality Cultures - Dave Litwiller - May 2024...
Enhancing and Restoring Safety & Quality Cultures - Dave Litwiller - May 2024...
Dave Litwiller
Famous Olympic Siblings from the 21st Century
Famous Olympic Siblings from the 21st Century
rwgiffor
Monthly Social Media Update April 2024 pptx.pptx
Monthly Social Media Update April 2024 pptx.pptx
Andy Lambert
Grateful 7 speech thanking everyone that has helped.pdf
Grateful 7 speech thanking everyone that has helped.pdf
Paul Menig
RSA Conference Exhibitor List 2024 - Exhibitors Data
RSA Conference Exhibitor List 2024 - Exhibitors Data
Exhibitors Data
Último
(20)
👉Chandigarh Call Girls 👉9878799926👉Just Call👉Chandigarh Call Girl In Chandiga...
👉Chandigarh Call Girls 👉9878799926👉Just Call👉Chandigarh Call Girl In Chandiga...
Monte Carlo simulation : Simulation using MCSM
Monte Carlo simulation : Simulation using MCSM
VVVIP Call Girls In Greater Kailash ➡️ Delhi ➡️ 9999965857 🚀 No Advance 24HRS...
VVVIP Call Girls In Greater Kailash ➡️ Delhi ➡️ 9999965857 🚀 No Advance 24HRS...
M.C Lodges -- Guest House in Jhang.
M.C Lodges -- Guest House in Jhang.
Cracking the Cultural Competence Code.pptx
Cracking the Cultural Competence Code.pptx
Mifty kit IN Salmiya (+918133066128) Abortion pills IN Salmiyah Cytotec pills
Mifty kit IN Salmiya (+918133066128) Abortion pills IN Salmiyah Cytotec pills
John Halpern sued for sexual assault.pdf
John Halpern sued for sexual assault.pdf
HONOR Veterans Event Keynote by Michael Hawkins
HONOR Veterans Event Keynote by Michael Hawkins
MONA 98765-12871 CALL GIRLS IN LUDHIANA LUDHIANA CALL GIRL
MONA 98765-12871 CALL GIRLS IN LUDHIANA LUDHIANA CALL GIRL
Forklift Operations: Safety through Cartoons
Forklift Operations: Safety through Cartoons
Boost the utilization of your HCL environment by reevaluating use cases and f...
Boost the utilization of your HCL environment by reevaluating use cases and f...
Value Proposition canvas- Customer needs and pains
Value Proposition canvas- Customer needs and pains
Ensure the security of your HCL environment by applying the Zero Trust princi...
Ensure the security of your HCL environment by applying the Zero Trust princi...
Pharma Works Profile of Karan Communications
Pharma Works Profile of Karan Communications
The Path to Product Excellence: Avoiding Common Pitfalls and Enhancing Commun...
The Path to Product Excellence: Avoiding Common Pitfalls and Enhancing Commun...
Enhancing and Restoring Safety & Quality Cultures - Dave Litwiller - May 2024...
Enhancing and Restoring Safety & Quality Cultures - Dave Litwiller - May 2024...
Famous Olympic Siblings from the 21st Century
Famous Olympic Siblings from the 21st Century
Monthly Social Media Update April 2024 pptx.pptx
Monthly Social Media Update April 2024 pptx.pptx
Grateful 7 speech thanking everyone that has helped.pdf
Grateful 7 speech thanking everyone that has helped.pdf
RSA Conference Exhibitor List 2024 - Exhibitors Data
RSA Conference Exhibitor List 2024 - Exhibitors Data
Starting a project
1.
How to get
started – managing a project www.maventraining.co.uk І 020 7089 6161
2.
Introduction
• This is a guide to managing a project, aimed at those who are new to project management • It is based on PRINCE2 best practice guidance • It provides an overview of the whole project lifecycle, outlining: — Step by step guide to actions and decisions — Outline of the documents needed to manage the project • Identifies the key activities for starting the project • Gives advice on the most common mistakes and how to overcome them • To access a related white paper on project management: http://www.maventraining.co.uk/whitepapers/ 2 © Maven Training 2011 www.maventraining.co.uk І 020 7089 6161
3.
What is project
management? • Project management is the process by which projects are defined, planned, monitored, controlled and delivered such that the agreed benefits are realised. Projects are unique, transient endeavours undertaken to achieve a desired outcome. Projects bring about change and project management is recognised as the most efficient way of managing such change. APM Body of Knowledge 5th edition • Project management is a broad term used to describe the processes, organisational structure and decision making needed for the successful implementation of change. It requires a unique mix of technical ability (planning, risk analysis, change control) and people skills (listening, questioning, motivating, inspiring) • For more information: http://www.maventraining.co.uk/project-management- explained/ 3 © Maven Training 2011 www.maventraining.co.uk І 020 7089 6161
4.
Do I have
a project? Yes, if… • I am introducing change by creating something new or altering an existing product. My project might include processes, procedures, systems, information and reports or roles and responsibilities • I have been given a fixed start and end date • There is an agreed budget or set of resources that come from an external source (e.g. a grant) or have been assigned from the budget for my department • I need to identify and agree quality criteria for the new process, product, system, reporting line etc before work begins. • Whatever is agreed is subject to change as more becomes known about the products being created by the project, so I will need a mechanism for defining and agreeing changes to my work • I need to define what work to do, when to do it and how long it will take • There is uncertainty about the work because it has not been done before so I will have to identify and analyse the risks • My project will involve working with people from different units or departments 4 © Maven Training 2011 www.maventraining.co.uk І 020 7089 6161
5.
It is not
a project if… • My work is regularly performed, and is the main part of my job and Activities are undertaken to maintain the business at the current level. • My work does include alterations or enhancements to day to day activities, but these alterations are not so significant that they need to be separately organised, funded or reported upon • I am assigned to this work for an indefinite period • Funding is ongoing, will be internal and will be from departmental/operational budgets • There are regular activities that happen throughout the year, but I do not have to create a separate plan for my work • Whilst I have colleagues in other areas of the organisation, my work involves a well defined group of individuals, the majority of whom are in the same department or unit • Whilst small problems occur from time to time, I do not need to create a separate process for managing them • I do not have to define any quality criteria for my work as this is already defined in the company quality manual or ‘how to’ guides that already exist for my department 5 © Maven Training 2011 www.maventraining.co.uk І 020 7089 6161
6.
Project lifecycle
Concept Getting Started Definition Development Managing the Project Delivery Closing Handover and the Project close 6 © Maven Training 2011 www.maventraining.co.uk І 020 7089 6161
7.
Project management activities
– getting started • Identify the scope or breadth of the project – range of customers, types of products or services impacted, geographic scope, systems involved, job titles involved etc • Create a business case that identifies the benefits of doing the project and sets them against the costs of the project and the risks that the project will fail to deliver what is expected • Establish the organisation structure – who is involved in the project, what are their responsibilities, who do they report to, what level of authority do they have for making decisions etc • Create a high level project plan that clearly shows the key milestones and the points at which decisions about the continuation of the project should be made • Establish the approach to managing the project – how will issues, changes and risks be dealt with, how will quality be assessed, how will information be stored and accessed and how will benefits be managed 7 © Maven Training 2011 www.maventraining.co.uk І 020 7089 6161
8.
Project management activities
– managing the project • Create a detailed plan for each stage of the project, identifying activities, resources and outputs • Delegate work packages to those named in each section of the detailed project plan and define how you would like them to report progress to you • Deal with issues, changes and risks as they occur and re-plan where necessary • Test the quality of each deliverable before agreeing that it is complete • Create progress reports for senior management and communicate successes, issues and risks to all stakeholders 8 © Maven Training 2011 www.maventraining.co.uk І 020 7089 6161
9.
Project management activities
– closing the project • Ensure all of the users have been trained in how to use the deliverables • Create a project closure report that summarises what was achieved and how closely the project met the project plan – was it on budget, on time and did it create deliverables of a satisfactory quality • Create a project handover report that helps those responsible for implementing the deliverables to understand what further actions are required • Define when and how the benefits of the project are to be managed 9 © Maven Training 2011 www.maventraining.co.uk І 020 7089 6161
10.
Common project management
mistakes – Deliverables Mistakes: • Not asking enough people with specialist knowledge exactly what they need the new products to be able to do • Not understanding how the products created by the project will be used i.e. what business problems they are designed to overcome or what opportunities they are expected to exploit • Not asking ‘what is good enough’ or ‘how will we know when we are finished’ Impact: • Creating products that have all the features and functions requested by the users, but which don’t actually solve the problems they were expected to • Over engineering the solution so that the products have too many features and functions, which took more time and money to create than if you had delivered something that was ‘fit for purpose’ 10 © Maven Training 2011 www.maventraining.co.uk І 020 7089 6161
11.
Project management solution
- Deliverables • Ensure that those you involve in requirements gathering/scoping of the project: — Represent a range of management grades so that you include the perspective of senior and middle management and those doing the work — Include a wide range of roles impacted by the deliverables including internal and external customers, suppliers, auditors and regulators, opinion formers including marketing and sales staff • Clearly state which business problem or opportunity the deliverables are expected to address and analyse every deliverable for its contribution, ensuring only those essential to the problem or opportunity are included in the project 11 © Maven Training 2011 www.maventraining.co.uk І 020 7089 6161
12.
Common project management
mistakes - Planning Mistakes: • Planning too early, when you don’t know enough about the project • Planning without checking that what you have assumed (about who is available, or the order in which tasks can be completed) is true • Not involving those that will carry out the activities on the plan, and who have specialist knowledge Impact: • The plan will have to be redone, taking up additional time and effort • You will need to explain the differences to those that saw the original plan which is difficult, because later versions of the plan usually cost more and take longer 12 © Maven Training 2011 www.maventraining.co.uk І 020 7089 6161
13.
Project management solution
- Planning • Plan the plan, clarifying what information will be included and the level of detail that those authorising the plan can expect: — Manage their expectations so that they do not expect a detailed plan at the very start of the project when too little information is available. — Concentrate on agreeing high level milestones and fill in the detail as more information becomes known • Do not plan until all parties involved in the requirements gathering/scoping of the project have signed off on their requirements • Create a high level plan with major milestones but only plan in detail for each section of the project • Define the end of each section of the project as a sensible point beyond which you believe it unwise to move without further senior management authorisation 13 © Maven Training 2011 www.maventraining.co.uk І 020 7089 6161
14.
Common project management
mistakes - Benefits Mistakes: • Identifying benefits that appear positive but cannot be measured e.g. happier customers, easy to use website • Defining measurable benefits but failing to measure the current situation so that at the end of the project benefits cannot be proven • Claiming benefits in reduction of costs or increases in revenue that are not attributable to only one project but are the product of multiple initiatives Impact: • The business case does not provide rigorous evidence of the viability of the project, encouraging authorisation of the ‘wrong’ projects 14 © Maven Training 2011 www.maventraining.co.uk І 020 7089 6161
15.
Project management solution
– Benefits • Find the benefits by analysing the business problem or opportunity to be addressed by the project: — If the project is solving a problem identify the current cost of the problem (time taken to deal with problem x cost of staff involved) — If the project meets an opportunity, quantify the opportunity in terms of additional customers, additional products or services to be sold, profit margin per product etc • Identify all the measures that are currently captured by the department where the benefits are to be claimed, and use improvements in these measures as the basis of the benefits of the project – do not fall into the trap of establishing new measures as this change in reporting is often a project in its own right • Clarify if the benefits of your project are shared with other projects and claim only a percentage of benefits for your project (e.g. shared across two projects, only claim 50% of the benefits) 15 © Maven Training 2011 www.maventraining.co.uk І 020 7089 6161
16.
Call today on
020 7089 6161 to discuss your requirements or visit the Maven website for more information. www.maventraining.co.uk І 020 7089 6161
Descargar ahora