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HRB Guide to Project Management, Phase 3: IMPLEMENTATION, Phase 2: BUILD…
HRB Guide to Project Management
Overview
The Four Phases of Project Management
The Cast of Characters
Phase 1: PLANNING
A Written Charter
Dealing with a Project’s “Fuzzy Front End”
Performing a Project Premortem
Will Project Creep Cost You—or Create Value?
Phase 2: BUILD-UP
Setting Priorities Before Starting Your Project
Boost Productivity with Time-Boxing
Scheduling the Work
HBR Case Study: A Rush to Failure?
Getting Your Project Off on the Right Foot
The Discipline of Teams
Phase 3: IMPLEMENTATION
Effective Project Meetings
The Adaptive Approach to Project Management
Why Good Projects Fail Anyway
Monitoring and Controlling Your Project
Managing People Problems on Your Team
The Tools of Cooperation and Change
Don’t Throw Good Money (or Time) After Bad
Phase 4: CLOSEOUT
Handing off Authority and Control
Capturing Lessons Learned
Phase 3: IMPLEMENTATION
Chapter 13: Effective Project Meetings
Chapter 14: The Adaptive Approach to Project Management
Chapter 15: Why Good Projects Fail Anyway
Chapter 16: Monitoring & controlling your budget
Chapter 17: Managing people problems on your team
Chapter 18: The tools of cooperation & change
Chapter 19: Don't throw good money (or time) after bad
Phase 2: BUILD-UP
Chapter 7: Setting Priorities before Starting Your Project
Step 1. Clarify the assignment
Step 2. Organize your troops
Step 3. Pull your project plan together
Chapter 8. Boost Productivity with Time-Boxing
Step 2
Step 3
Step 1
Chapter 9: Scheduling the Work
Step 2. Creating a Draft Schedule
Step 3. Optimizing the Schedule
Step 1. Examining the relationships between tasksa
Chapter 10: HBR Case Study: a Rush to Failure
Chapter 11: Getting Your Project Off on the Right Foot
Chapter 12: The Discipline of Teams
Phase 1: PLANNING
Chapter 3: A Written Chapter
Objectives
Time frame
Scope
Charter Layout
Chapter 4: Dealing with a Project's "Fuzzy Front End
Build your community early
Work backward
Be the voice of reason
Chapter 5: Performing a Project Pre-mortem
Background
Definition
Process
Chapter 6: Will Project Creep Cost You - or Create Value?
The Planning Phase
Plan in the aggregate
Set the rules
Differentiate scope from purpose
The Execution Phase
Should This Add-on Be Approved?
Overview
Chapter 2: The Cast of Characters
A breakdown of who does what
3. Team Leader
(in small projects, the PM wears both hats)
Initiator
Model
Negotiator
Listener
Coach
Working member
4. Team Members
Criteria for membership
Problem-solving skills
Interpersonal skills
Technical skills
Organizational skills
Contributions & benefits
Free riders (team
Alignment
THE PROJECT STEERING COMMITTTEE
2. Project Manager
1. Sponsor
Chapter 1: The 4 phases of
project management
Phase 2: Build-up:
How to get the project going
Create the schedule
Hold a kick-off meeting
Plan assignments
Develop a budget
Assemble your team
Phase 3: Implementation:
How to execute the project
Report progress
Hold weekly team meetings
Monitor & control process & budget
Manage problems
Phase 1: Planning:
How to map out a project
Define project objectives
Determine scope, resources, and major tasks
Identify the stakeholders
Prepare for trade-offs
Determine the real problem to solve
Phase 4: Close-out:
How to handle end matters
Close the project
Steps to wrap things up will depend on whether your team assumes ownership of its own deliverables, hands tthem off to others in org, or must terminate the project.
3 types of closeouts.
Debrief with the team
Schedule post-evaluation -> time to debrief & document the process -> share full benefits of lessons learned.
Evaluate project performance
Compare your progress with the scope everyone agreed on at the beginning
Discuss your findings w/ stakeholders, make sure you reach consensus w/ them on how "finished" the project is
Meet goals/ determine w/ key stakeholders that those goals no longer apply
Develop a post-evaluation report
Status of ongoing critical tasks
Current state of ongoing tasks w/ technical risk/ being performed by vendors?
Risk assessment
Any risk could cause financial loss + project failures + other liabilities?
Future status
What will happen to project when completed?
Part of a larger project/ self-contained entity that completed its goal?
Limitations of the audits
Any info missing/ suspect?
Anyone in the group resist providing details?
Any reasons to question post-evaluation's validity?
Insights from team
Lessons identified during the debrief should be applied going fwd?
Phase 4: CLOSEOUT
Chapter 20: Handing off authority & control
Stakeholders care: realize biz benefits -> adhere to plan's critical path -> present deliverables to them
3 methods to closeout
Team terminates project
Happen when project has problems (e.g. massive overrun) but due to forces outside team's control
Straighforward but emo difficult (ppl lose jobs w/o warning)
All activities come to a halt, org releases/redeploys resources
Team integrates project
Team hands off the project to itself: team members become primary users & maintainers of deliverables
SUCCESS = achieving goals in charter & scope statement - not necessarily finishing all tasks on Gantt chart
Goal: relase product, adopt new system, open facility, improve a process
Closeout: validate those goals have been reached
Tools/ techniques to manage expectations as projects near completion
Stakeholder handshake
Scope creep parking lot
Punchlist
Focus the group on closure -> good fit to terminate a project -> team have a hard time letting go
How
Use mainly in construction projects
Close out
Celebrate team's achievements
Hold off on discussing improvements in a separate lessons-learnt session
Chapter 21: Capturing lessons learned
Approach to long-term projects
4-step process of lessons-learned sessions
Evaluate project plan
Evaluate project management methodology
Evaluate business case
Evaluate individuals' performance
Capture learning while it's fresh
Wo/ PMP
W/ PMO
Template: Post-evaluation Report