The six step guide to practical project management
If you think managing projects is too difficult, think again.
We’ve stripped back project management processes to the
basics – to make it quicker and easier, without sacrificing
the vital ingredients for success.
“If you’re looking for some real-world guidance, then The Six Step Guide to Practical Project Management will help.”
Dr Andrew Makar, Tactical Project Management
The product roadmap is a plan of action that outlines of tactical steps to execute the product strategy pushing the product ahead in the trajectory of planned direction in alignment with the product vision while accomplishing short-term and long-term product objectives
This document provides an introduction to product roadmaps and discusses best practices for planning and communicating a product roadmap. It covers defining the key role of product managers, tying a roadmap to product strategy and goals, and planning and prioritizing initiatives for the roadmap. The document emphasizes establishing a clear product vision and goals before beginning the roadmap and treating the roadmap as a living document.
Product Roadmaps - Tips on how to create and manage roadmapsMarc Abraham
The document discusses best practices for creating and managing product roadmaps. It emphasizes starting with a clear product vision and goals focused on solving user problems rather than features. When creating a roadmap, it is important to consider dependencies, risks, and flexibility for changes. Managing stakeholders and updating the roadmap based on feedback and learning are also discussed as critical aspects of effective roadmapping.
Pitching Ideas: How to sell your ideas to othersJeroen van Geel
Learn how to convince others of your UX ideas by understanding them.
We are good in designing usable and engaging products and services. We understand the user's needs and have a toolkit with dozens of deliverables. But for some reason it remains difficult to sell an idea or concept to team members, managers or clients. After this session that problem will be solved!
Selling your ideas and convincing others is one of the most undervalued assets in our field. This ranges from convincing a colleague to use a certain design pattern to selling research to your boss and convincing a client to go for your concept. You can come up with the best ideas in the world, but if it is presented in the wrong way these ideas will die a lonely dead. This is sad, because everybody can learn how to bring a message across. The main thing is that you know what to pay attention to.
In this session I will take you on a journey through the world of presenting ideas. We will move through the heads of clients and your colleagues, learn what their thoughts and needs are. We will move to the core of your idea and into the world of psychology.
Focus On What Matters - From Product Vision to Product RoadmapOneUp Vitamins
Focus on what matters when going from product vision to product roadmap. Held at the Agile Product Delivery meetups and one of the favourites for our Lunch & Learn sessions..
https://www.wrike.com/blog - We surveyed creative teams to discover their biggest challenges and bottlenecks, from conception to completion. And what we discovered was: creative teams have to organize requests, listen to feedback, and seek approvals, all while trying to incorporate their own creative vision, making it difficult to prioritize and meet deadlines. Check out the details in our Slideshare.
The product roadmap is a plan of action that outlines of tactical steps to execute the product strategy pushing the product ahead in the trajectory of planned direction in alignment with the product vision while accomplishing short-term and long-term product objectives
This document provides an introduction to product roadmaps and discusses best practices for planning and communicating a product roadmap. It covers defining the key role of product managers, tying a roadmap to product strategy and goals, and planning and prioritizing initiatives for the roadmap. The document emphasizes establishing a clear product vision and goals before beginning the roadmap and treating the roadmap as a living document.
Product Roadmaps - Tips on how to create and manage roadmapsMarc Abraham
The document discusses best practices for creating and managing product roadmaps. It emphasizes starting with a clear product vision and goals focused on solving user problems rather than features. When creating a roadmap, it is important to consider dependencies, risks, and flexibility for changes. Managing stakeholders and updating the roadmap based on feedback and learning are also discussed as critical aspects of effective roadmapping.
Pitching Ideas: How to sell your ideas to othersJeroen van Geel
Learn how to convince others of your UX ideas by understanding them.
We are good in designing usable and engaging products and services. We understand the user's needs and have a toolkit with dozens of deliverables. But for some reason it remains difficult to sell an idea or concept to team members, managers or clients. After this session that problem will be solved!
Selling your ideas and convincing others is one of the most undervalued assets in our field. This ranges from convincing a colleague to use a certain design pattern to selling research to your boss and convincing a client to go for your concept. You can come up with the best ideas in the world, but if it is presented in the wrong way these ideas will die a lonely dead. This is sad, because everybody can learn how to bring a message across. The main thing is that you know what to pay attention to.
In this session I will take you on a journey through the world of presenting ideas. We will move through the heads of clients and your colleagues, learn what their thoughts and needs are. We will move to the core of your idea and into the world of psychology.
Focus On What Matters - From Product Vision to Product RoadmapOneUp Vitamins
Focus on what matters when going from product vision to product roadmap. Held at the Agile Product Delivery meetups and one of the favourites for our Lunch & Learn sessions..
https://www.wrike.com/blog - We surveyed creative teams to discover their biggest challenges and bottlenecks, from conception to completion. And what we discovered was: creative teams have to organize requests, listen to feedback, and seek approvals, all while trying to incorporate their own creative vision, making it difficult to prioritize and meet deadlines. Check out the details in our Slideshare.
The document provides guidance for product managers on developing effective product roadmaps. It discusses the key role of product managers and the importance of tying a product roadmap to overall company strategy. The document outlines a process for planning and communicating a roadmap, including setting strategic goals and product visions, gathering initiatives, prioritizing initiatives, and stakeholder engagement. It emphasizes that roadmaps should be living documents that are regularly updated based on new information and priorities.
This is the first SlideShare adaption of Timothy E. Johansson's 100 Growth Hacks in 100 Days. The growth hacks that's included in the slide are 1 to 10. Timothy is the front-end developer at UserApp (www.userapp.io).
Discover The Top 10 Types Of Colleagues Around YouAnkur Tandon
The best part being with different colleagues is we learn a lot from them. Good or bad, sooner or later, better or best, we learn something unique from the different personalities working with and around us at our workplace. Read more interesting content, at www.thecareermuse.co.in - We intend to inform and inspire recruiters, job seekers and anyone with an interest in the workplace and HR technology.
Hope you enjoyed reading the Infographic.
Feel free to share your feedback with us at @CareerBuilderIn
Practical Product Management for new Product ManagersAmarpreet Kalkat
This presentation provides tips and tools for a professional who is new to Product Management function (in software).
It does not cover the full lifecycle of a product and primarily focuses on the product development/product building phase. As such, it is more usable for professionals working on existing products than for those in the process of building new products from scratch.
How do the people you admire the most choose to communicate? Words are powerful. Learn how to use them wisely with our latest SlideShare.
www.getsmarter.co.za
This is a minimal concept you should consider for your PowerPoint slides in order to make them more engaging and exciting.
I work as a presentation designer and help speakers and marketers with their pitches. If you need help with any of these concepts, drop me an email and I will be happy to help.
The document discusses product roadmaps in an agile context. It defines a product roadmap as a plan showing how a product will evolve over coming months or versions. Roadmaps provide continuity, alignment, and communicate strategy. Goal-oriented rather than feature-based roadmaps are recommended. The roadmap sits within the wider product strategy and helps focus the product backlog. Regular reviews ensure the roadmap stays dynamic and aligned with goals.
Would you like to be able to increase the adoption rate of your product? In this session, we will introduce you to cutting edge concepts and techniques to shift your product development process from output to outcome driven. We will combine elements of Lean Startup, Product Discovery, and Experiment Driven Development to accelerate learning to quickly build products customer love.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms for those who already suffer from conditions like depression and anxiety.
How NOT to Run Your Company – Lessons LearnedWeekdone.com
The Internet is full of articles on „How to succeed“ and „How to build a great company“ But while following those guidelines we often forget that there's a lot you just can't do.
Learning from your own mistakes is good, but it's even better when you can learn from the mistakes of others.
Everyone's favorite billionaire and Republican presidential hopeful Donald Trump has said “Watch, listen, and learn. You can’t know it all yourself. Anyone who thinks they do is destined for mediocrity.”
Enjoy the slides and a sense of humor is advised.
Karlyn Borysenko and I discuss the elements of putting together an impactful presentation and how to submit them to conferences.
Originally presented at Penn State Web - updated and reshared at HighEdWeb 2016 in Memphis Tennessee.
You'll learn:
- How to create a roadmap for current, near-term, and future projects
- How to communicate priorities clearly with your team
- How to present your roadmap to executives
7 Ways Soft-Skills Power Organizational PerformanceBambooHR
Succeeding in today's increasingly competitive global landscape calls for our organizations to leverage everything they can, and increasingly, that leverage is coming down to your employees' soft skills.
But while it's easy (well, easier) to measure and hire for hard-skills competency, it's very difficult to recognize and hire for soft skills. And once hired, it becomes even more of a task to build these soft skills in our employees.
In this slideshare we'll take a hard look at the soft skills that really enable organizations to succeed. From recruiting to learning and development and performance management to the exit interview, we'll show how soft-skills focus can dramatically impact your company's bottom line.
In this slideshare, you will learn:
• Soft skills: What are they anyway?
• Soft skills and recruiting: The secret to successful hires
• What the bottomline results are for soft skills
• How to teach, measure, and mentor soft skills
10 Insightful Quotes On Designing A Better Customer ExperienceYuan Wang
In an ever-changing landscape of one digital disruption after another, companies and organisations are looking for new ways to understand their target markets and engage them better. Increasingly they invest in user experience (UX) and customer experience design (CX) capabilities by working with a specialist UX agency or developing their own UX lab. Some UX practitioners are touting leaner and faster ways of developing customer-centric products and services, via methodologies such as guerilla research, rapid prototyping and Agile UX. Others seek innovation and fulfilment by spending more time in research, being more inclusive, and designing for social goods.
Experience is more than just an interface. It is a relationship, as well as a series of touch points between your brand and your customer. Here are our top 10 highlights and takeaways from the recent UX Australia conference to help you transform your customer experience design.
For full article, continue reading at https://yump.com.au/10-ways-supercharge-customer-experience-design/
Agile Transformation is a consulting firm that specializes in organizational transformation using Agile, Lean, and other methods. They help clients transform their processes, teams, and culture to improve performance. Their services include assessing needs, developing custom roadmaps, coaching teams in Agile practices, and training leaders in skills like servant leadership and collaboration. Clients praise how Agile Transformation helped them successfully transform their culture, empower teams, and bridge gaps between departments.
Let's talk about the job of a product manager and how to do it really well. Based off of this post: https://medium.com/@joshelman/a-product-managers-job-63c09a43d0ec#.v0kdyf816
When building a product roadmap, a number of strategic business and design concepts need to be considered in order to maintain a product that responds to both the user and business' objectives. This presentation outlines some of the key concepts and an example of a product planning process
The Project Management Process - Week 1Craig Brown
This document provides an overview of project management concepts. It discusses that projects have a definite beginning and end, and defines a project. It also outlines the five process groups that projects typically go through. Additionally, it explains the triple constraint of time, cost and scope that projects aim to balance, and introduces the nine knowledge areas of the project management framework. Finally, it emphasizes the importance of an integrated approach to managing all aspects of a project.
The document provides guidance for product managers on developing effective product roadmaps. It discusses the key role of product managers and the importance of tying a product roadmap to overall company strategy. The document outlines a process for planning and communicating a roadmap, including setting strategic goals and product visions, gathering initiatives, prioritizing initiatives, and stakeholder engagement. It emphasizes that roadmaps should be living documents that are regularly updated based on new information and priorities.
This is the first SlideShare adaption of Timothy E. Johansson's 100 Growth Hacks in 100 Days. The growth hacks that's included in the slide are 1 to 10. Timothy is the front-end developer at UserApp (www.userapp.io).
Discover The Top 10 Types Of Colleagues Around YouAnkur Tandon
The best part being with different colleagues is we learn a lot from them. Good or bad, sooner or later, better or best, we learn something unique from the different personalities working with and around us at our workplace. Read more interesting content, at www.thecareermuse.co.in - We intend to inform and inspire recruiters, job seekers and anyone with an interest in the workplace and HR technology.
Hope you enjoyed reading the Infographic.
Feel free to share your feedback with us at @CareerBuilderIn
Practical Product Management for new Product ManagersAmarpreet Kalkat
This presentation provides tips and tools for a professional who is new to Product Management function (in software).
It does not cover the full lifecycle of a product and primarily focuses on the product development/product building phase. As such, it is more usable for professionals working on existing products than for those in the process of building new products from scratch.
How do the people you admire the most choose to communicate? Words are powerful. Learn how to use them wisely with our latest SlideShare.
www.getsmarter.co.za
This is a minimal concept you should consider for your PowerPoint slides in order to make them more engaging and exciting.
I work as a presentation designer and help speakers and marketers with their pitches. If you need help with any of these concepts, drop me an email and I will be happy to help.
The document discusses product roadmaps in an agile context. It defines a product roadmap as a plan showing how a product will evolve over coming months or versions. Roadmaps provide continuity, alignment, and communicate strategy. Goal-oriented rather than feature-based roadmaps are recommended. The roadmap sits within the wider product strategy and helps focus the product backlog. Regular reviews ensure the roadmap stays dynamic and aligned with goals.
Would you like to be able to increase the adoption rate of your product? In this session, we will introduce you to cutting edge concepts and techniques to shift your product development process from output to outcome driven. We will combine elements of Lean Startup, Product Discovery, and Experiment Driven Development to accelerate learning to quickly build products customer love.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms for those who already suffer from conditions like depression and anxiety.
How NOT to Run Your Company – Lessons LearnedWeekdone.com
The Internet is full of articles on „How to succeed“ and „How to build a great company“ But while following those guidelines we often forget that there's a lot you just can't do.
Learning from your own mistakes is good, but it's even better when you can learn from the mistakes of others.
Everyone's favorite billionaire and Republican presidential hopeful Donald Trump has said “Watch, listen, and learn. You can’t know it all yourself. Anyone who thinks they do is destined for mediocrity.”
Enjoy the slides and a sense of humor is advised.
Karlyn Borysenko and I discuss the elements of putting together an impactful presentation and how to submit them to conferences.
Originally presented at Penn State Web - updated and reshared at HighEdWeb 2016 in Memphis Tennessee.
You'll learn:
- How to create a roadmap for current, near-term, and future projects
- How to communicate priorities clearly with your team
- How to present your roadmap to executives
7 Ways Soft-Skills Power Organizational PerformanceBambooHR
Succeeding in today's increasingly competitive global landscape calls for our organizations to leverage everything they can, and increasingly, that leverage is coming down to your employees' soft skills.
But while it's easy (well, easier) to measure and hire for hard-skills competency, it's very difficult to recognize and hire for soft skills. And once hired, it becomes even more of a task to build these soft skills in our employees.
In this slideshare we'll take a hard look at the soft skills that really enable organizations to succeed. From recruiting to learning and development and performance management to the exit interview, we'll show how soft-skills focus can dramatically impact your company's bottom line.
In this slideshare, you will learn:
• Soft skills: What are they anyway?
• Soft skills and recruiting: The secret to successful hires
• What the bottomline results are for soft skills
• How to teach, measure, and mentor soft skills
10 Insightful Quotes On Designing A Better Customer ExperienceYuan Wang
In an ever-changing landscape of one digital disruption after another, companies and organisations are looking for new ways to understand their target markets and engage them better. Increasingly they invest in user experience (UX) and customer experience design (CX) capabilities by working with a specialist UX agency or developing their own UX lab. Some UX practitioners are touting leaner and faster ways of developing customer-centric products and services, via methodologies such as guerilla research, rapid prototyping and Agile UX. Others seek innovation and fulfilment by spending more time in research, being more inclusive, and designing for social goods.
Experience is more than just an interface. It is a relationship, as well as a series of touch points between your brand and your customer. Here are our top 10 highlights and takeaways from the recent UX Australia conference to help you transform your customer experience design.
For full article, continue reading at https://yump.com.au/10-ways-supercharge-customer-experience-design/
Agile Transformation is a consulting firm that specializes in organizational transformation using Agile, Lean, and other methods. They help clients transform their processes, teams, and culture to improve performance. Their services include assessing needs, developing custom roadmaps, coaching teams in Agile practices, and training leaders in skills like servant leadership and collaboration. Clients praise how Agile Transformation helped them successfully transform their culture, empower teams, and bridge gaps between departments.
Let's talk about the job of a product manager and how to do it really well. Based off of this post: https://medium.com/@joshelman/a-product-managers-job-63c09a43d0ec#.v0kdyf816
When building a product roadmap, a number of strategic business and design concepts need to be considered in order to maintain a product that responds to both the user and business' objectives. This presentation outlines some of the key concepts and an example of a product planning process
The Project Management Process - Week 1Craig Brown
This document provides an overview of project management concepts. It discusses that projects have a definite beginning and end, and defines a project. It also outlines the five process groups that projects typically go through. Additionally, it explains the triple constraint of time, cost and scope that projects aim to balance, and introduces the nine knowledge areas of the project management framework. Finally, it emphasizes the importance of an integrated approach to managing all aspects of a project.
PM-PROMPT - Training on practical project management issuesBalaji Rajendrababu
PM PROMPT is a two day workshop designed to develop first time project managers to understand concepts and realize practicalities of managing software projects.
PM PROMPT content have been developed based on our practical and direct experience in consulting and executing projects for large fortune 500 companies across the globe and also on extensive research into industry wide best practices and trends.
We believe in the potential of first time project managers and are passionate in our efforts in enabling them to succeed. Our programs are always customized to suit client needs and pain points. We do not provide ‘off the shelf’ training.Our trainings are filled with practical real life scenarios and not just project management class lectures.
We highlight the importance of key concepts and fundamentals behind project management techniques. Once the participants understand and appreciate the importance, they can be applied effectively in any environment.
Real life case studies, scenarios, exercises and role plays provide opportunities to the participants to practice the concepts and make learning effective.
PM PROMPT helps project managers
a. in dramatically reducing their steep learning curve
b. to be more productive
c. to be more confident during customer interaction
d. to manage issues and risks effectively
e. deliver successful project outcomes
This presentations gives a high level overview of the project management methodology PRINCE 2 , and highlights the benefits which make it attractive (SEXY)
Project management - a practical overview Sue GreenerSue Greener
This document provides an overview of project management concepts and best practices. It discusses the realistic project life cycle which includes initiation, planning, execution, and closure phases. Key steps in planning a project are defining objectives and scope, structuring the project, scheduling tasks, analyzing risks, and establishing controls. The document emphasizes clear communication, tracking progress, allowing flexibility, and evaluating outcomes for continual learning and improvement on projects.
Simple & Practical Project Management for Digital Marketing TeamsDigitangle
An introduction and overview of project management methodologies, and some quick tips to help manage your own time, improve communication and get things done in a digital marketing team.
Discover the right tools for your Project Management Office (PMO)Hussain Bandukwala
No matter what the domain, having the right tools at our disposal can make a significant difference.
In relevance to the PMO, it dictates the shift in our focus from management to administration.
Project/Program Managers often find themselves scrambling around to collect pertinent and accurate information to update their statuses, while Resource Managers may have to connect with several people to determine if they efficiently staffed their resources and have sufficient bench to staff upcoming initiatives.
These are some of the reasons to compel PMOs to surround themselves with the right tools. But what are the right tools? How did we end up with the not-so-right-tools? Why are the right tools so important?
Learn all this (and more) in "Discover the right tools for your Project Management Office (PMO)"
This report summarizes an internship at the Rehabilitation of Labugama and Kalatuwawa Water Treatment Plant Project in Sri Lanka. As an intern, the author was a Junior Engineer responsible for assisting with construction tasks and project management duties. The project involved upgrading aging infrastructure at two essential water treatment plants to improve water quality and capacity.
Technical training in project management does not prepare you for dealing with day-to-day, micro level crises that pop up now and then. As a project management professional, you’re a change agent working with teams that are made up of complex individuals in many different roles. Somehow you’re supposed to be a leader, and know how to read body language, negotiate, and be a master at myriad other skills. How do you do it all? Here is my short list of nine must-have skills for project managers that will help you get there.
Candy - Construction Estimating & Valuations - rev 2.01Jerico Awat
This document provides a table of contents for a course on construction estimating and valuations. The document outlines 12 chapters that will be covered in the course, including importing a bill of quantities, pricing bill items, using subcontractors, adding markups, and post-tender control. Key topics that will be addressed include downloading software, setting up new projects, importing Excel spreadsheets, defining trades, using worksheets to price items, analyzing resources, and using masters for pricing.
The Project Management Process - Week 9 Performance ManagementCraig Brown
The document discusses project performance management and monitoring. It describes establishing a project baseline and monitoring system to track performance against the baseline over time. Key aspects covered include defining data collection, analysis and reporting processes, using tools like Gantt charts and control charts to monitor schedule and cost performance, and integrating scope, time and cost using earned value management.
The document provides details about the one month industrial training undergone by Reshmi R at Doordarshan Kendra and All India Radio in Thiruvananthapuram. It includes an abstract summarizing the key activities and learnings from the training. The training covered the technical operations of Doordarshan Kendra, including studios, production control room, video storage, master switching room, digital earth station, outside broadcasting and terrestrial transmitters. It also covered the technical aspects of radio broadcasting at All India Radio including studios, control room and different types of transmitters used for medium wave, short wave and FM transmissions.
1. The document outlines the steps to install Oracle database software and create a database using the Oracle Database Configuration Assistant. It describes installing the Oracle software, configuring the listener, and the 10 steps to create a new database using the assistant.
2. Key steps include choosing an installation type of "Single Instance", selecting the Enterprise Edition, accepting default path names, and choosing the "Data Warehouse" template to create a database named "ACMEDW".
3. Configuring the listener involves adding a default listener named "LISTENER" using the TCP protocol on port 1521 before creating the database.
Summer training report in civil engineeringalok0025
This document provides a report on a summer training completed by Alok Kumar Singh from May 5th to July 4th, 2015 at a construction site for the Panchsheel Apartments project. The report details the construction process, materials used, safety procedures, and Alok's contributions during his training. It includes sections on site layout, excavation, foundation work, concrete mixing and pouring, wall and slab construction, quality control measures, and photos from the construction site. The training provided Alok with valuable practical experience in civil engineering and construction project management.
The document discusses the human factors involved in successful project management. It provides insights from research showing that only 16.2% of software projects finish on time and on budget, while 31.1% are canceled. User involvement, executive support, clear requirements, and proper planning are cited as key success factors. Project failures are often due to limited upfront planning and weak methodologies. The seminar will explore how to improve communications, requirements, and project results by considering human motivations beyond just tools and processes.
The document summarizes the key aspects of the waterfall model for software development and conventional software management. It discusses the phases of the waterfall model including preliminary investigation, system analysis, software design, coding, and testing. The preliminary investigation phase involves problem identification, feasibility study, and expected benefits. System analysis aims to understand the system components and relationships. Software design develops the system based on analysis. Coding implements the design into a programming language. Testing verifies that the code meets requirements.
What is Negotiation?
Features of Negotiation
Why Negotiate ?
Types of Negotiation
Distributive Vs Integrative Negotiation
Negotiation Process
BATNA
Bargaining Zone Model of Negotiation
Negotiating Behavior
Issues in Negotiation
Third party Negotiations
How to achieve an Effective Negotiation
Negotiation Tips
Project Management Case Studies by Terry HallTerry Hall, PMP
The document describes three case studies of project management at different companies. It discusses the situation, solution, and results for projects at Company 1, Company 2, and Company 3. It also provides information about the Capability Maturity Model Integration (CMMI) levels and their focus on different project management processes.
A Practical Guide to the Construction (Design and Management) Regulations 2015Francis Ho
The Construction (Design and Management) Regulations 2015 came into effect in April 2015 and introduced several significant changes from the 2007 regulations. Key changes include:
- Replacing the CDM Coordinator role with a new 'Principal Designer' role to have more influence over design.
- Requiring written construction phase plans for all projects, not just notifiable ones.
- Applying the regulations to domestic clients who can delegate duties to contractors.
- Introducing transitional provisions for projects that began before April 2015.
- Awaiting new, shorter guidance from the HSE to replace the abolished Approved Code of Practice.
The document discusses the need for project management skills in today's changing environment where unpredictability is common. It argues that project management is not difficult and describes Ian Seath's practical approach, which focuses on giving people skills through working on real projects. The benefits seen by clients include improved ability to define objectives, set plans, and achieve results through a structured yet flexible methodology.
Visual project management simplifying project execution to deliver on time an...ssuser52fa40
This document discusses why projects are often late and over budget, despite best efforts. It finds that while training improves control factors like scope and quality, there is an inverse relationship between training and schedule/budget performance. This is because training focuses on planning and control, not execution. Execution accounts for under 5% of the Project Management Body of Knowledge (PMBOK) guide content. The document argues successful project execution is an art, not a science, and that improving execution can boost financial returns by 65% for "best executors." Focusing on on-time and on-budget performance yields more financial gains than other initiatives.
This document provides guidance for students on completing a project as part of their coursework. It discusses the importance of projects for developing skills and experience. It outlines the key steps and procedures for conducting a project, including:
1) Preparing a project proposal which identifies the topic, target group, objectives, approaches and strategies.
2) Planning and conducting the project which involves developing tools and techniques, carrying out activities over multiple stages, and working with community members and leaders.
3) Analyzing observations and conclusions and writing a project report to document the process and findings.
The role of the project counselor and field guide is also emphasized as resources to help students with various stages of their project from topic
This document provides guidance for students on completing a project as part of their coursework. It discusses the importance of projects for developing skills and experience. It outlines the key steps and procedures for project work, including:
1) Preparing a project proposal by selecting a theme, target group, location, and approach. The proposal should be approved by a project counselor.
2) Planning and conducting the project by developing a detailed work plan, using appropriate tools and techniques, and getting input from community members and leaders.
3) Analyzing observations and results and writing a project report to summarize the work.
4) The roles of the project counselor and field guide are to provide guidance and help at
Managing your projects effectively in a shared resource environmentStephen Hightower
Stephen Hightower discusses how using checklists can help project managers deliver projects on time. Checklists provide a structured and repeatable process to manage complexity and ensure critical tasks are completed. Dr. Atul Gawande's book "The Checklist Manifesto" explains how checklists have been successfully used in industries like aviation and construction. Hightower argues that utilizing checklists in the first 30 days of a project is especially important for setting up success, as that initial period often determines the ultimate outcome of the project.
This document outlines an eight-step process for defining a tech project vision:
1. Identify internal stakeholders and form a working group.
2. Determine organizational goals for the project, such as increased efficiency.
3. Identify key audiences and their goals for the project.
4. Consider constraints like budget, timeframe, and existing technology.
5. Get buy-in on the vision from all stakeholders. Then the project can move forward with a shared understanding and a plan.
Leveraging Cloud Technologies to Boost Your Start UpBrian Pichman
The document provides an overview of leveraging cloud technologies and startup methods to boost a startup or library. It discusses using startup business practices and tools to help eliminate costs and operate like a lean startup. Specific tools and strategies are presented for areas like project management, communication, email, hosting, monitoring, ticketing systems, and funding resources. The overall aim is to help libraries and startups lower costs and scale efficiently using cloud and lean startup approaches.
1. The document outlines 10 things that make a good project manager great, including following a process, asking for a mentor, surrounding oneself with tools, using templates to save time, planning, communicating the plan with stakeholders, managing and tracking the project, managing issues and risks, creating progress reports, and delivering the final product.
2. Key aspects include following an established project management process, seeking a mentor for advice and guidance, using software and templates to efficiently plan and manage projects, creating detailed plans and getting stakeholder approval, regularly tracking progress and addressing any issues, providing updates through concise reports, and ensuring projects are completed on time and on budget.
3. Effective project managers plan thoroughly, communicate well with stakeholders
1. The document outlines 10 things that make a good project manager great, including following a process, asking for a mentor, surrounding oneself with tools, using templates to save time, planning, communicating the plan with stakeholders, managing and tracking the project, managing issues and risks, creating progress reports, and delivering the final product.
2. Key aspects include following an established project management process, seeking a mentor for advice and guidance, using software and templates to efficiently plan and manage projects, creating detailed plans and getting stakeholder approval, regularly tracking progress and addressing any issues, providing updates on status, and completing the project deliverables.
3. Effective project managers plan thoroughly, communicate well with stakeholders, monitor progress closely and solve
Nine keys to successful delegation in Project Managementmrinalsingh385
The document discusses the benefits of using an IT methodology for project management. It states that an IT methodology provides:
1) A repeatable organizational process for developing and supporting products and applications consistently and on time/budget.
2) Consistency in delivering applications through established roles, responsibilities, plans, and deliverables.
3) Optimized communication across project stakeholders, business users, and IT teams through clear understanding of the project methodology.
4) Mechanisms for senior management to govern IT resources and prioritize applications based on business needs.
This document provides a project manual template for managing projects. It includes sections on communications, scope, scheduling, cost management, quality control, risk management, and other areas. The goal is to simplify project management processes for novice users. The manual explains key concepts and provides templates for documents like a project charter, work breakdown structure, schedule, and performance reports.
A project manager supervises the planning and implementation of various activities in a business setting a project manager usually leads a team of employees and assists with setting goals, time limits and developing work flow charts and project plans. An individual in this arrangement should have both management and people skills as well as superior written and verbal communication skills.
1. The document provides 10 tips for effective project management. It discusses the importance of time management, identifying project requirements, providing regular updates to stakeholders, communicating with the project team, defining critical milestones, evaluating the project, keeping skills up to date, tapping team strengths and weaknesses, using project management tools, and managing potential risks.
2. Key aspects highlighted include planning each day, identifying roles and tasks for team members, informing stakeholders of updates and addressing any delays or problems, reviewing all aspects of a project for future learning, and identifying risks that could threaten the project's progress.
3. Effective project managers organize their time, communicate clearly with stakeholders and their team, evaluate both successes and areas for improvement, and
Project management and Success Criteria ujjwal Mania
This document discusses key concepts in project management. It defines a project as a temporary effort to create a unique product or service. It notes that projects have definite start and end times. It then discusses various aspects of defining, planning, executing, monitoring and closing projects. Some key points made include that projects require resources, have a sponsor, involve uncertainty and use progressive elaboration. It also discusses why projects fail, including due to a lack of visibility, unclear objectives and communication gaps. Recovering failing projects involves identifying issues, discussing solutions, implementing changes and monitoring progress.
The document discusses conducting a post-mortem analysis after a project to learn lessons. It provides context on the benefits of leveraging past project experiences. It then discusses the key aspects of performing a post-mortem analysis including collecting data, facilitating discussions, focusing on issues not people, being factual and brief. An example post-mortem meeting for the Microsoft Word 6 development project is then summarized, noting scheduling was unrealistic, milestones were too long, and proposed features' problems were not obvious until development started.
1. The document defines a project as a temporary endeavor undertaken to create a unique product or service, with defined start and end points. It is contrasted with ongoing operations.
2. Project management is defined as planning, organizing, securing, and managing resources to successfully complete a project's goals and objectives while honoring constraints of scope, time, and budget.
3. There are four key areas of responsibility for project managers: identifying requirements, establishing achievable objectives, balancing scope, time and cost, and satisfying stakeholders' needs. Neglecting any of these increases the risk of project failure.
A LEADER IN ME Webinar A Project Management Final OutputJustin Knight
The document summarizes a project management class submission. It includes a foreword describing the student's experience in the graduate program and course. It then acknowledges the support provided by the professor and others. The main chapters discuss the project cycle and management process, including initiation, planning, execution, control, and closure. It also describes the specific project, which was a webinar, providing details on objectives, content, budget, and evaluation.
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This document provides tips for onboarding new team members onto a project. It discusses identifying stakeholders, explaining the importance and goals of the project, setting expectations, introducing new members to the team, and using checklists to create a repeatable onboarding process. The goal is to get new members engaged and contributing quickly by providing structure and establishing common understanding from the beginning.
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The six step guide to practical project management
1. THE SIX STEP GUIDE TO
PRACTICAL
PROJECT
MANAGEMENT
“If you’re looking for some real-world
guidance, then The Six Step Guide to
Practical Project Management will help.”
Dr Andrew Makar, Tactical Project Management
3
4
56
2
2. PROJECT MANAGEMENT
FOR EVERYONE
If you think managing projects is too difficult, think again.
We’ve stripped back project management processes to the
basics – to make it quicker and easier, without sacrificing
the vital ingredients for success.
Every day, people are handed
projects to deliver. Those people
may not have been given much, if
any, project management training,
and have to juggle lots of other work
from their day job. They may end up
cutting corners.
Is that you? Or are you a manager
who is trying to get your team of
non-project managers to adopt
consistent processes?
Either way, this guide will help.
We’ve stripped back professional
project management processes to
the absolute basics. We’ve made the
process simpler and quicker, without
sacrificing the vital ingredients for
a successful project – to hit your
deadlines, stay in cost and deliver
big benefits to your organisation
(and career).
In fact, we’ve gone one further.
Often, people think they need to
use an overly complex project
management tool that requires
lots of training. Or they end up
using something that may be
close to hand (such as a spreadsheet
or a word processor) but just isn’t
up to the job.
As well as giving you a simple
process, we’ll also give you a chance
to go ahead and apply what you’ve
learned in practice with templates
and guides using our simple project
management tool – MindGenius.
So, when it comes to getting the
job done quickly and easily, there’s
nothing stopping you.
- Share guide -
3. GO AHEAD AND DO IT
Once you’ve read about the
steps, you can go ahead and
run a project. You can try out
MindGenius for all these steps.
Download a free trial and
templates to help you run a
project from start to finish.
The rest of this guide will
go into more depth on each
of the six steps, but here is
a quick summary of what's
coming up.
1 Understand why your project exists (its purpose) and its objectives. This
will guide your decisions throughout the project.
DISCOVER WHAT YOUR PROJECT NEEDS TO ACHIEVE
2 Identify your stakeholders and gather their requirements. Benefit from
the collective knowledge of the team.
FIND OUT WHO IS INVOLVED AND WHAT THEY WANT
3 Create your scope document and present it to your stakeholders in a
meeting. Get everyone on the same page and collect vital feedback.
DECIDE ON WHAT YOU NEED TO DELIVER
4 List your tasks, find out how long they will take, assign them to people
and get a realistic finish time. Visualise your timeline with a Gantt chart.
SCHEDULE THE TASKS
5 Monitor progress, report on the status and deal with any changes. Keep
on top of everything and keep stakeholders in the loop.
MANAGE THE WORK AND COMPLETE THE PROJECT
6 Run a retrospective meeting to learn lessons from the project. It's a
valuable opportunity to identify improvements.
LEARN LESSONS
- Share guide -
Download the trial and templates
4. PROJECT MANAGEMENT DOESN'T HAVE
TO BE COMPLEX OR INTIMIDATING
Dr Andrew Makar of Tactical Project Management, who has
15 years of experience as a PMP-certified project manager
and of leading non-project managers, says people today
don't have time for overly complex processes
Many people are entrusted with
the mantle of ‘project manager’,
often regardless of whether they
are interested in the role. There
is an entire industry aimed at the
project management profession
with hundreds of thousands of
certified project management
professionals, yet projects get
delivered every day, with and
without certified project managers.
Don’t get me wrong, I’m Project
Management Professional (PMP)
certified and actually enjoy a
healthy discussion on proper
project management processes.
However, project management
doesn’t have to be overly complex
or intimidating, as described in
project management textbooks.
One of the best executives I ever met
prided himself on not having PMP
certification, yet he was responsible
for his organisation’s enterprise
programmes and projects.
He acknowledged that project
management processes, tools and
techniques were important, but just
as vital are communication and
common sense. He trusted his team
to pick the right tool for the job and
adjust the processes to meet the
project needs.
People don’t have time today for
overly complex processes producing
reams of documentation and
checklists. They need to deliver
projects, not paperwork.
The project management
industry provides processes and
techniques to improve project
quality. However, these need to
be adjusted to fit your project.
If you’ve inherited the mantle of
‘project manager’ and are looking
for some real-world guidance, then
the The Six Step Guide to Simple
Project Management will help you
get started. After all, you’ve got
projects to deliver.
- Share guide -
6. SUMMIT
When you’ve been given a new project to manage, there are
some essential pieces of top-level information you’ll need at
the very start of the process.
STEP ONE: DISCOVER WHAT YOUR PROJECT NEEDS TO ACHIEVE
This information will:
• Ensure you understand what is
expected of you
• Help you make the right decisions
throughout the project
• Explain the project to
stakeholders and set their
expectations
You’ll need to define the following:
Purpose
You need to understand the reason
for the project, such as the problem
it aims to solve or the benefits it
will bring, as well as what you will
deliver to achieve this.
Objectives
You will need to list the project’s
outcomes – what you want the
project to have achieved after
it is delivered.
Key requirements
You’ll need to identify the
top-level requirements under
the three headings:
• Scope: What should the
project deliver?
• Time: Is there a date this
needs to be delivered by?
• Cost (or resources): What’s the
budget? What personnel are
available?
You should also find out which
are flexible: can either the scope,
timeline or cost be changed? Or is
there one which should be fixed?
Your purpose and objectives will act
as your ‘guiding light’ throughout
the project. You’ll need to refer to it
regularly to make sure you’re making
the right decisions, so you should make
sure that they clear and specific.
- Share guide -
7. Major milestones
As well as recording the start date,
you should also record the end date
you should aim for, only if you know
it at this stage, as well as any other
key deadlines.
Project team
You should find out at this stage
who is available to help out with
the tasks that will be needed to
deliver the project.
STEP ONE: DISCOVER WHAT YOUR PROJECT NEEDS TO ACHIEVE
I remember working on one
project where the running joke
was that the project had launched, yet
the project charter [as project start-
up documents are often called] was
“almost ready to be signed”. It consisted
of a 45-page Word document that no
one would ever read in great detail or
even sign off. The project still delivered
on time and was successful. This
example begs the question – was all
that process really needed?
Dr Andrew Makar, Tactical
Project Management
- Share guide -
8. Discover what the project
needs to achieve (and
more)
You’ve learned all about the first
step of project management:
finding out what the project needs
to achieve. Now you can go ahead
and do it in real life.
We’ve provided you with a free
template to allow you to document
the information you need.
It’s part of the package of templates
that accompany this guide, which
will help you put what you learn
into practice.
Download the trial and templates
STEP ONE: NOW DO IT (FREE TEMPLATES)
- Share guide -
10. The success of your project is not just about following the
right process, it’s also about involving the right people in
the process.
STEP TWO: FIND OUT WHO IS INVOLVED AND WHAT THEY WANT
These people are your stakeholders
and they have valuable input –
information, insights, views and a
fresh perspective. In other words,
they can play a vital role in making
sure you don’t miss anything
important.
It’s also important that you keep
them on side, so they support your
project rather than block progress.
Identify your stakeholders
You need to find out who is affected
by your project or has the power to
make the project succeed or fail.
Sometimes the list will be very short,
and other times it may be longer.
And sometimes it may take you
a few minutes of thinking alone
to make the list, and other times
you may need to brainstorm with
colleagues. But it’s vital that you do
it. Leaving someone out could be
seriously damaging to your project.
- Share guide -
11. Find out what they need
Once you’ve identified your
stakeholders, you need to talk
to them, to find out what they
need from the project (their
requirements).
Each stakeholder may need the
project to do different things
and will be able to offer different
expert insights.
There are many ways you can get
their input. The most valuable is
the meeting – where you get all the
stakeholders together in the one
room to brainstorm. It’s a chance
to benefit from the collective
knowledge of your organisation in
the one session.
Failing that, you can also conduct
interviews. This gives you a
good depth of information, but it
takes more time. You may want
to prioritise the most important
decision makers and subject
experts for this.
The least engaging method of
all is email – only to be used as
a last resort or for low-priority
stakeholders.
It’s crucial that you are as
comprehensive at this stage as
possible. Anything you miss here
may derail the project later on.
By recording information in
sessions using the right software, you'll
save time and energy from retyping (and
making sense of hastily written notes),
compared with using whiteboards or
post-it notes. You can use MindGenius
for this – it’s easy to capture information
quickly. By using a projector or big
screen, everyone can see the information
you capture, and you can even start to
group and analyse the information in
collaboration with stakeholders, saving
you even more time.
STEP TWO: FIND OUT WHO IS INVOLVED AND WHAT THEY WANT
- Share guide -
12. Download the trial and templates
Find out who is involved and
what they want (and more)
You’ve found out that it is critical to
find out who your stakeholders are,
so you can ask them about their
requirements.
We have a template for you that
will allow you to do just that. In
fact, we have a range of templates
that accompany this guide, which
you can use with a free trial of
MindGenius.
Download a free trial of the
software, as well as all the
templates that accompany this
guide.
STEP TWO: NOW DO IT (FREE TEMPLATES)
- Share guide -
14. One big reason projects fail is due to the fact that what
the project will deliver has been poorly defined and not
effectively communicated to stakeholders.
STEP THREE: DECIDE ON WHAT YOU NEED TO DELIVER
You need a crystal clear idea of
this, so you know what you need
to achieve, you can measure your
progress and your stakeholders
know what to expect.
Create your scope
Once you’ve gathered all your
requirements, you need to then
translate these into what your
project will deliver (the deliverables)
to meet those requirements.
The list of deliverables is typically
called a scope – which sets out the
boundaries of your project.
Make sure your deliverables
are clear, to avoid stakeholders
being disappointed that their
interpretation of the deliverables
doesn’t match the reality.
Get agreement on the scope
You should get your stakeholders
together in a meeting, to ensure
they all understand and agree.
Make sure nothing is hidden –
which can happen if you just hand
someone a document (people
can miss things). Your goal is
absolute clarity, and to get valuable
feedback.
Present the scope visually and talk
through each part (MindGenius
is great for this – feel free to give
it a try). It gives stakeholders the
opportunity to spot gaps and to
allow you to ensure that they don’t
miss or misunderstand anything.
41%
OF PROJECTS FAIL DUE TO CHANGE(S)
IN SCOPE MID-PROJECT
Source: PWC PPM Survey 2014
- Share guide -
15. Decide on what you’ll
deliver (and more)
You’ve read about the need for
creating a scope, which outlines
what the project will deliver.
Now, you can go ahead and create
your own scope document using
MindGenius and a helpful template
(just one in the pack of templates
that accompany this guide).
Download a free trial of the
software, as well as all the
templates that accompany
this guide.
Download the trial and templates
STEP THREE: NOW DO IT (FREE TEMPLATES)
- Share guide -
17. One of the most common mistakes an inexperienced
manager of projects makes is being overly optimistic
about when the project can be delivered.
STEP FOUR: SCHEDULE THE TASKS
What may seem a reasonable
timeframe may turn out to be
wildly ambitious. You will only know
what is realistic when you create
an estimate of how long your tasks
will take with the personnel at
your disposal, to give you a more
accurate completion date.
List, estimate and
assign your tasks
Once you have approval from
your stakeholders on what your
project will deliver, then you can
start to list the tasks needed for
each deliverable.
For each task, you should estimate
how long it would take. Then,
you should assign that task to
someone – whether that’s you or
one of your team.
If you use a tool such as MindGenius, you
can create and adapt your Gantt chart
quickly and easily. By adding dates to
each of your tasks you then unlock the
ability to automatically turn your map
into a Gantt chart. It is easy to adapt, for
example, if you need to change the dates
or sequence of tasks. You can also assign
people to tasks.
- Share guide -
18. You then need to look at whether
the people who have been assigned
tasks are either under or over
allocated. For example, you may
need to move the schedule or
reallocate work if you have two
tasks for the one person at the
same time.
Because you have the durations for
each task, and those are in the right
sequence and position, this now
gives you your plan and estimated
delivery date.
Visualise your timeline
with a Gantt chart
Gantt charts are an ideal visual way
to see your project schedule clearly.
Creating your Gantt chart starts with
arranging the tasks into a logical
order and including the durations
for each. You can then link the tasks
– does one need to be completed
before another starts?
You may find that some tasks don’t
depend on others and can be done
anytime and that sets of tasks can
run in parallel with other sets. This
can shorten the project’s overall
timeline.
Try using MindGenius for your project
schedule. Download a free trial of the
software, as well as the templates that
accompany this guide.
Download the trial and templates
STEP FOUR: SCHEDULE THE TASKS
- Share guide -
19. If the project management tool you use isn’t flexible with scheduling, the project
manager can spend hours, if not days, trying to tweak the schedule to fit the project
management tool constraints. For one project, I spent more time allocating project
team resources to high-level tasks in a meaningless project schedule just so everyone
could record time. I maintained a separate schedule for all the real project tasks,
but needed to do duplicate administration in a separate system.
Project management just doesn’t have to be this hard.
Dr Andrew Makar
Tactical Project Management
- Share guide -
21. The only way it will happen is
paying close attention to
progressing each task. Then,
before you know it, you’ve delivered
what you said you would.
Monitor the progress
Make sure you are on top of your
tasks and if other people have
tasks, check with them regularly to
make sure they are on track. Pay
attention to your milestones, such
as the completion of a phase or
deliverable.
If you or other team members are
encountering problems, make
sure you address them as soon as
possible, to minimise any delays.
Everything’s planned, your stakeholders are happy, the
work is scheduled and the people are assigned to the tasks.
That can only mean one thing – that you are ready to deliver
your project.
STEP FIVE: MANAGE THE WORK AND COMPLETE THE PROJECT
Report on the status
Whether weekly or monthly, you may
need to report on progress to key
stakeholders – such as your boss.
You should only be reporting on the
highlights – the top level deliverables
or milestones. A colour-based system
can help:
• green for ‘everything is great and
we are on schedule’,
• amber as a warning (but
stakeholders don’t need to panic –
the projects team is dealing with it)
• red for ‘there is a problem and
you need help from the wider
stakeholders to resolve the issue’.
- Share guide -
22. If you follow all the steps in this
guide, then your project will do
much more than cross the finish line.
Derek Jack,
co-founder of MindGenius
Deal with any changes
With the best will in the world,
changes are inevitable. And, even
if you’ve done everything right
when planning, you may encounter
unforeseen problems or spot
opportunities – and responding
to these will have an impact on
your project.
You may need to draft in more
people to help, reduce what your
project will deliver or you may have
to accept that the project will run
late. Crucially, you should let your
key stakeholders know and get
their approval.
Complete the project
Once the last task is complete,
and you’ve delivered everything
that is expected, then the project
is complete. Remember to
congratulate yourself and the
team on the big achievement.
Derek Jack, co-founder of
MindGenius, said: “If you’ve followed
all the practical steps in this guide,
then your project will do much
more than cross the finish line. Your
organisation with see big results and
you, your team and the project will
be judged a success.”
The end of the project isn't the end
of the story though...
STEP FIVE: MANAGE THE WORK AND COMPLETE THE PROJECT
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23. Manage the work and
complete the project
(and more)
Delivering a project, as you’ve
read, is about keeping on top of
tasks, reporting status and dealing
with changes.
We have a template that will help
you with all of that. It’s part of a
pack of templates that will help you
with the other stages too. And you
can get free access to MindGenius
to use them.
Download a free trial of the
software, as well as all the templates
that accompany this guide.
Download the trial and templates
STEP FIVE: NOW DO IT (FREE TEMPLATES)
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25. When the last tasks have been completed, and the project
has been delivered, that’s often the end of the story. But
it shouldn’t be.
STEP SIX: LEARN LESSONS
Make sure you act on the information
from the retrospective, rather than let
it gather dust. At the very least share
the information with the rest of the
organisation so they can apply those
lessons to their projects.
Whether the project was a success
or not, there will always be lessons
to learn for the next time.
It’s human nature to want to move
on once something is finished, but
failing to review the project means
you will end up repeating the same
mistakes again and again, even on
very different projects.
Lessons learned sessions (or
retrospectives), to identify what
went well and what did not, can be
done at various stages throughout
the project or, at the very least, as a
final review.
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26. Learn lessons (and more)
It’s important to learn lessons from
the experience of planning and
running your project.
We have a template that will give
you the structure to do that, and you
can use it in MindGenius, which will
help you to manage and record the
retrospective meeting.
Download a free trial of the
software, as well as all the
templates that accompany
this guide.
Download the trial and templates
STEP SIX: NOW DO IT (FREE TEMPLATES)
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27. Projects made easy
MindGenius is a practical project management tool
that helps individuals, teams and organisations
plan, deliver and monitor projects more effectively.
www.mindgenius.com