project management
DESCRIPTION
Introduction to Project ManagementTRANSCRIPT
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Planpower Pty Ltd Commercial in Confidence, 2005 1
Project Management
Jim Hughes
ACPM Lead Consultant (NSW)
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What is ACPM?What is ACPM?
The Australian College of Project Management is a business division of Planpower
ACPM is the largest project management RTO in Australasia, delivering training and accreditation to all vocational levels
www.projectmanagement.edu.au
Planpower is the pre-eminent provider of project management products and services in Australia
Planpower provides project management consultancy, and other Business Services training
www.planpower.com.au
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Session 1
Understanding PMBoK
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Session 1: Understanding PMBoKSession 1: Understanding PMBoK
The challenging role of project management
What is PMBoK, and where did it come from?
What is it used for?
Project management knowledge areas
Training and accreditation pathways
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The challenging role of project The challenging role of project managementmanagement
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What is PMBoK, and where did it What is PMBoK, and where did it come from?come from?
PMBoK is an acronym, which stands for the Project Management Body of Knowledge
It is the global reference point for project management, across all industries
It is authored by the Project Management Institute
www.pmi.org
www.aipm.com.au
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What is it used for? What is it used for?
Basis for the National Competency Standards for Project Management
Basis of all Award training in Australia, Asia and America
Provides a project management methodology for companies and individuals
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Scope
Time Cost
Quality
Risk
HR Communications
Contracts/Procurement
INTEGRATION
Project management knowledge Project management knowledge areas areas
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Training and accreditationTraining and accreditation
QPP RPM MPD
PMP(40 PDUs)
PMP(80 PDUs)
PMP(150 PDUs)
Best Practice in Project
Management
Certificate IV in Project
Management
Diploma of Project
Management
Advanced Diploma of
Project Management
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Session 1: SummarySession 1: Summary
The Project Management Body of Knowledge (PMBoK) is the global reference point for managing projects
PMBoK addresses the nine knowledge areas of project management
PMBoK is the basis for all Award courses in Australia and America
Award courses and industry recognition
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Session 2
Understanding Human Aspects of Project Management
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Session 2: Understanding Human Session 2: Understanding Human Aspects of Project ManagementAspects of Project Management
The challenge of organising and managing project teams
Alternative styles of people management
Problems and pitfalls that need to be monitored
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The challenge of organising and The challenge of organising and managing project teams 1/2managing project teams 1/2
Typical projects
Document production: Annual Report, Tender response
Event management: Conference, management off-site
Internal communication: Change in policy / procedure / compliance, strategic initiative
Organisational: Training / induction programs, staff relocation, etc
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The challenge of organising and The challenge of organising and managing project teams 2/2managing project teams 2/2
Typical Human Resource challenges
Being equipped to succeed
Your workload
Team member engagement
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Overcome these challengesOvercome these challenges
Being equipped to succeed
Appropriate project structure
Your workload
Communications management
Team member engagement
Stakeholder management
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Exercise 1Exercise 1
Pick a project. Examples include:
Document production: Annual Report, Tender response
Event management: Conference, management off-site
Internal communication: Change in policy / procedure / compliance, strategic initiative
Organisational: Training/induction programs, staff relocation, etc
What do you need to equip you to succeed?
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Communications Mgt 1/2Communications Mgt 1/2
Stakeholder A
Stakeholder B
Stakeholder E
Stakeholder C Stakeholder D
1 Input
2 Informed
3 Inconse- quential
4 Block
Exec PA
Stakeholder 1
Stakeholder 2
Stakeholder 3
Stakeholder 7
Stakeholder 6
Stakeholder 5
Stakeholder 4Stakeholder 8
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Exercise 2Exercise 2
Bubble diagram to establish communications streams (both perceived and real needs)
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Communications Mgt 2/2Communications Mgt 2/2
COMMUNICATIONS MANAGEMENT MATRIX Legend: P = Prime responsibility R = Receives Minutes/Report M = Prepares Meeting Minutes A = Approval required C = To be consulted prior to Meeting or Report development
Group:
WBS Individual: Task
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Communications Mgt 2/2Communications Mgt 2/2
COMMUNICATIONS MANAGEMENT MATRIX Legend: P = Prime responsibility R = Receives Minutes/Report M = Prepares Meeting Minutes A = Approval required C = To be consulted prior to Meeting or Report development
Group: Management Business Unit A Business Unit B
WBS Individual: Task
1 2 3 3 PA 1 2 3 4 1 2 3 4
Weekly Report P C C A A C C
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Exercise 3Exercise 3
Communications matrix
Addressing communications needs
Ratio of 1 communications mechanism to three needs
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Stakeholder Mgt 1/2Stakeholder Mgt 1/2
Identifying Stakeholders
Category or Name Effected BY the Project: L/M/H
Effect ON the Project: L/M/H/C
Interest
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Stakeholder Mgt 1/2Stakeholder Mgt 1/2
Identifying Stakeholders
Category or Name Effected BY the Project: L/M/H
Effect ON the Project: L/M/H/C
Interest
CEO C Project Sponsor
BU Managers H Implement new policy
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Stakeholder Mgt 2/2Stakeholder Mgt 2/2
© Copyright ACPM/Planpower 2005-v1.0 Page 1 of 3
Initiation Planning Execution Closure
Critical
High
Medium
Low
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Exercise 4Exercise 4
Stakeholder analysis
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Alternative styles of people Alternative styles of people management 1/3management 1/3
Qualities approach
John Maxwell
Position: I have no choice, you’re the boss
Permission: I like you, so I’ll pitch in and help
Production: You’ve sold me the vision, I want to be a part of it
People development: I respect you and want to learn from you
Personhood: You are an icon, everyone knows what a fabulous person you are to work with
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Alternative styles of people Alternative styles of people management 2/3management 2/3
Situational approach
Your style of management is largely dependent upon the maturity and motivation of the team members
From macro to micro managing
Functional approach addressing the needs of the
Task: What, when, to what standard
Individual: WIIFM, enablement, frustration
Group: Cohesiveness, interdependence, recognition
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Problems and pitfallsProblems and pitfalls
Information validation
Bubble diagram
Yes means No
Stakeholder management
Lack of ownership
Publish the Communications Matrix
Produce a white elephant
Ensure every communications mechanism has an Approval
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Session 2: SummarySession 2: Summary
The challenge of organising and managing project teams
Appropriate team structure, Communications management, Stakeholder management
Alternative styles of people management
Qualities, Situational, Functional
Common pitfalls
Information validation: Bubble diagram
Yes means No: Stakeholder management
Lack of ownership: Communications matrix
White elephant: Approval points
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More InformationMore Information
Australian College of Project Management
www.projectmanagement.edu.au
Planpower
www.planpower.com.au
Jim Hughes
Lead Consultant (NSW)
0412 086 196