Introduction To Project Management Megat

1. Project Management Day 1 / S1 2. INTRODUCTION TO PROJECT MANAGEMENT MODULE 1 by: DREAMSOFT (M)SDN BHD [email_address] 3. table of contents…
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  • 1. Project Management Day 1 / S1
  • 3. table of contents <ul><li>What is Project </li></ul><ul><li>Projects vs. Operational Work </li></ul><ul><li>What is Project Management </li></ul><ul><li>Story: Why project fail? </li></ul><ul><li>Understanding Project Life Cycle </li></ul><ul><li>Understanding Project Stakeholders </li></ul><ul><li>21st Project Management [Triple Constraint] </li></ul><ul><ul><li>Technique: Creative Thinking </li></ul></ul><ul><ul><ul><li>Creativity </li></ul></ul></ul><ul><ul><ul><li>Three Components of Creativity </li></ul></ul></ul><ul><ul><ul><li>The Paradoxical Characteristics of Creative Groups </li></ul></ul></ul><ul><ul><ul><li>Tools for Defining Problems and Creating New Ideas </li></ul></ul></ul><ul><ul><ul><li>Creating a Creative Climate </li></ul></ul></ul><ul><li>Project Initiation </li></ul>
  • 4. What is Project <ul><li>Project Characteristics </li></ul><ul><li>Temporary: means that every project has a definite beginning and a definite end. </li></ul><ul><li>Unique Products, Services or Results: A projects creates unique output, which are products, services or results. </li></ul><ul><li>Progressive Elaboration : means developing in stages and continuing by increments. </li></ul>
  • 5. Projects vs. Operational Work <ul><li>Projects and operations differ primarily in that operations are ongoing and repetitive, while projects are temporary and unique </li></ul>
  • 6. What is Project Management <ul><li>Project Management is the application of: </li></ul><ul><ul><li>Knowledge, </li></ul></ul><ul><ul><li>skills, </li></ul></ul><ul><ul><li>tools and technique </li></ul></ul><ul><li>to perform project activities . </li></ul>
  • 7. What is Project Management..+ <ul><li>Project activities is a process of : </li></ul><ul><li>Initiation, </li></ul><ul><li>Planning, </li></ul><ul><li>Executing, </li></ul><ul><li>Monitoring and controlling and </li></ul><ul><li>Closing. </li></ul>
  • 8. exercise 1 <ul><li>wedding planner </li></ul><ul><li>rules (30 minutes) </li></ul><ul><li>prepare the wedding plan from start to end. </li></ul><ul><li>Write down the detail programme </li></ul>
  • 9. Project Life Cycle <ul><li>Project Life Cycle defines the phases that connect the beginning of a project to its end. </li></ul><ul><li>PLC inputs: </li></ul><ul><ul><li>what technical work to do in each phase </li></ul></ul><ul><ul><li>when the output are to be generated in each phase </li></ul></ul><ul><ul><li>who is involved in each phases </li></ul></ul><ul><ul><li>how to control and approve each phases </li></ul></ul>
  • 10. Understanding Project Life Cycle Project Initiation Project Execution Project Planning Project Closing Project Definition Project Review Monitoring & Control Detailed Planning
  • 11. Level of Activity and Overlap of Process Groups Over Time
  • 12. Understanding Project Stakeholders <ul><li>Stakeholders are the people involved in or affected by project activities. </li></ul><ul><li>include: </li></ul><ul><ul><li>Project sponsor </li></ul></ul><ul><ul><li>Project manager </li></ul></ul><ul><ul><li>Project team </li></ul></ul><ul><ul><li>Support staff </li></ul></ul><ul><ul><li>Customers </li></ul></ul><ul><ul><li>Users </li></ul></ul><ul><ul><li>Suppliers </li></ul></ul>
  • 13. A stakeholder analysis helps identify: <ul><li>Which individuals or organizations to include in your project </li></ul><ul><li>What roles they should play and when </li></ul><ul><li>What the stakeholders need from the project </li></ul><ul><li>What the project needs from the stakeholders </li></ul><ul><li>Who to build and nurture relationships with </li></ul><ul><li>Who to inform and consult about the project </li></ul>
  • 14. How to do stakeholders analysis <ul><li>brainstorm to identify stakeholders </li></ul><ul><li>prioritize the stakeholders </li></ul><ul><li>determine the needs of the stakeholders </li></ul><ul><li>document the needs of the stakeholders in a stakeholders analysis planning document </li></ul>
  • 15. Influence / Interest Grid high low INFLUENCE INTEREST low high KEEP SATISFIED MANAGE CLOSELY MONITOR Minimum effort KEEP INFORMED
  • 16. The Triple Constrain <ul><li>Every project is constrained in different ways by its: </li></ul><ul><li>Scope goal: What work will be done? </li></ul><ul><li>Time goals: How long should it take to complete? </li></ul><ul><li>Cost goals: how much should it cost? </li></ul>
  • 17. 21st Project Management [Triple Constraint] scope cost time
  • 18. Thinking Skills - Creative
  • 19. Contents <ul><li>Creativity </li></ul><ul><li>Three Components of Creativity </li></ul><ul><li>The Paradoxical Characteristics of Creative Groups </li></ul><ul><li>Tools for Defining Problems and Creating New Ideas </li></ul><ul><li>Creating a Creative Climate </li></ul>
  • 20. Creativity
  • 21. What is Creativity? Creativity Bringing into existence an idea that is new to you Innovation The practical application of creative ideas Creative Thinking An innate talent that you were born with and a set of skills that can be learned, developed, and utilized in daily problem solving
  • 22. What is Creativity? Creative solutions are more than ideas - they must work in the real world. A creative solution has three attributes: <ul><li>It is new (otherwise it would not be creative). </li></ul><ul><li>It is useful , in that it solves the problem (otherwise it would not be a solution). </li></ul><ul><li>It is feasible , given the messy real world constraints like money and time. </li></ul>
  • 23. Types of Innovation <ul><li>Business Model Innovation involves changing the way business is done in terms of capturing value e.g. HP vs. Dell, hub and spoke airlines vs. Southwest </li></ul><ul><li>Process Innovation involves the implementation of a new or significantly improved production or delivery method. </li></ul>
  • 24. Types of Innovation <ul><li>Product Innovation , involves the introduction of a new good or service that is new or substantially improved. This might include improvements in functional characteristics, technical abilities, ease of use, or any other dimension. </li></ul><ul><li>Service Innovation , is similar to product innovation except that the innovation relates to services rather than to products </li></ul>
  • 25. Three Components of Creativity
  • 26. Three Components of Creativity Expertise Motivation Creative Thinking Skills Creativity
  • 27. Three Components of Creativity Expertise Motivation Expertise is, in a word, knowledge – technical, procedural, and intellectual Not all motivation is created equal. An inner passion to solve the problem at hand leads to solutions far more creative than do external rewards, such as money.
  • 28. Three Components of Creativity Creative Thinking Skills Creative thinking skills determine how flexible and imaginatively people approach problems.
  • 29. The Paradoxical Characteristics of Creative Groups Beginner’s Mind Freedom Play Improvisation Experience Discipline Professionalism Planning
  • 30. Myths about Creativity <ul><li>The smarter you are, the more creative you are </li></ul>2. The young are more creative than the old 3. Creativity is reserved for the few – the flamboyant risk takers 4. Creativity is a solitary act 5. You can’t manage creativity
  • 31. Tools for Creating New Ideas
  • 32. Tools for Creating New Ideas Attribute Listing Brainstorming Visioning Tools for Creating New Ideas
  • 33. Attribute Listing Attribute Listing <ul><li>Use Attribute Listing when you have a situation that can be decomposed into attributes - which itself can be a usefully creative activity. </li></ul><ul><li>Particularly useful with physical objects. You can use it elsewhere, too. </li></ul><ul><li>Highly rational style. Suitable for people who prefer analytic approaches. Good for engineering-type situations. </li></ul>
  • 34. Attribute Listing <ul><li>For the object or thing in question, list as many attributes as you can. </li></ul><ul><li>It can also be useful to first break the object down into constituent parts and look at the attributes of each part in question. </li></ul>Attribute Listing
  • 35. Attribute Listing <ul><li>For each attribute, ask 'what does this give'? Seek the real value of each attribute. It is also possible that attributes have 'negative value' -- i.e.. they detract from the overall value of the object. </li></ul><ul><li>Finally look for ways in which you can modify the attributes in some way. Thus you can increase value, decrease negative value or create new value. </li></ul>Attribute Listing
  • 36. Attribute Listing <ul><li>Attribute Listing works as a decompositional approach, breaking the problem down into smaller parts that can be examined individually. </li></ul><ul><li>All things have attributes which are sometimes overlooked. By deliberately focusing on these, you can find new ways to be creative. </li></ul>Attribute Listing
  • 37. Brainstorming Brain-storming <ul><li>Brainstorming is probably the best-known creative tool. </li></ul><ul><li>It can be used in most groups, although you will probably have to remind them of the rules. </li></ul><ul><li>It is best done using an independent facilitator who manages the process (so the group can focus on the creative task). </li></ul><ul><li>Typically takes around 30 minutes to an hour. </li></ul>
  • 38. Brain-storming <ul><li>Brainstorming Rules : </li></ul><ul><ul><li>No criticism or debate </li></ul></ul><ul><ul><li>Quantity over quality </li></ul></ul><ul><ul><li>Freewheel </li></ul></ul><ul><ul><li>Combine and improve </li></ul></ul>Brainstorming
  • 39. Brain-storming <ul><li>Brainstorming works when people use each other's ideas to trigger their own thinking. Our minds are highly associative, and one thought easily triggers another. </li></ul><ul><li>If we use the thoughts of others, then these will stop us getting trapped by our own thinking structures. </li></ul>Brainstorming
  • 40. Visioning Visioning <ul><li>A vision is a 'motivating view of the future'. It creates pull. It gives direction. </li></ul><ul><li>Imagine brilliant and innovative future. Think about what you are trying to achieve. </li></ul><ul><li>Go out into the future. Look around and see what is there. </li></ul>
  • 41. Visioning Visioning <ul><li>Use dynamic and emotive words to paint motivating pictures. Use words like 'sharp', 'now' and 'value'. </li></ul><ul><li>Phrase it in the present tense to make it more immediate. Use 'is' rather than 'will'. </li></ul><ul><li>Use active verbs that talk about what is happening. </li></ul><ul><li>Test it with others to ensure it works for them too. </li></ul>
  • 42. Visioning Visioning <ul><li>Visioning works because we are an imaginative species and are motivated by what we perceive as a possible or desired future. </li></ul>
  • 43. Creating a Creative Climate
  • 44. Organizational Characteristics that Support Creativity and Innovation Risk taking is acceptable to management New ideas and new ways of doing things are welcomed Information is free flowing Employees have access to knowledge sources Good ideas are supported by executive patrons Innovators are rewarded
  • 45. Creating a Creative Climate Motivation Challenge Empowerment Fun Freedom Time Support
  • 46. Creating a Creative Climate Dynamism Energy Openness Debate and Dialog Experimentation Trust Risk
  • 47. <ul><li>Project Initiation </li></ul>
  • 48. Project Initiation <ul><li>1st phase in the Project Management Life Cycle </li></ul>
  • 49. start a new project <ul><li>by defining its: </li></ul><ul><li>objectives, </li></ul><ul><li>scope </li></ul><ul><li>purpose and </li></ul><ul><li>deliverables to be produced. </li></ul><ul><li>**You’ll also hire your project team, setup the Project Office and review the project, to gain approval to begin the next phase. </li></ul>
  • 50. 5 steps to project initiation <ul><li>business case </li></ul><ul><li>feasibility study </li></ul><ul><li>project charter </li></ul><ul><li>job description </li></ul><ul><li>project office checklist </li></ul><ul><ul><li>phase review form (initiation) </li></ul></ul>
  • 51. 5 steps to project initiation <ul><li>1. business case </li></ul><ul><li>business problem or opportunity, </li></ul><ul><li>listing the alternative solutions, </li></ul><ul><li>undertaking a cost / benefit analysis and </li></ul><ul><li>selecting the preferred solution to be delivered by a Project. </li></ul>
  • 52. 5 steps to project initiation <ul><li>2. feasibility study </li></ul><ul><li>determine whether the alternative solutions you have identified are likely to satisfy the requirements of the customer . </li></ul>
  • 53. 5 steps to project initiation <ul><li>3. project charter </li></ul><ul><li>Objectives </li></ul><ul><li>Scope </li></ul><ul><li>Deliverables </li></ul><ul><li>Stakeholders Roles & Responsibilities </li></ul><ul><li>Implementation Plans. </li></ul>
  • 54. 5 steps to project initiation <ul><li>4. job description </li></ul><ul><li>Create a detailed Job Description for a Project Manager. [Who do What] </li></ul>
  • 55. 5 steps to project initiation <ul><li>5. project office checklist </li></ul><ul><li>This comprehensive checklist takes you through all of the steps needed to establish and operate a complete Project Office. </li></ul><ul><li>[Advance Level] </li></ul>
  • 56. Story: Why project fail? <ul><li>__________________________________ </li></ul><ul><li>__________________________________ </li></ul><ul><li>__________________________________ </li></ul><ul><li>__________________________________ </li></ul><ul><li>__________________________________ </li></ul><ul><li>__________________________________ </li></ul><ul><li>__________________________________ </li></ul><ul><li>__________________________________ </li></ul><ul><li>__________________________________ </li></ul><ul><li>__________________________________ </li></ul><ul><li>__________________________________ </li></ul><ul><li>__________________________________ </li></ul><ul><li>__________________________________ </li></ul><ul><li>__________________________________ </li></ul><ul><li>__________________________________ </li></ul><ul><li>__________________________________ </li></ul><ul><li>__________________________________ </li></ul><ul><li>__________________________________ </li></ul><ul><li>__________________________________ </li></ul><ul><li>__________________________________ </li></ul><ul><li>__________________________________ </li></ul><ul><li>__________________________________ </li></ul><ul><li>__________________________________ </li></ul><ul><li>__________________________________ </li></ul><ul><li>__________________________________ </li></ul><ul><li>__________________________________ </li></ul><ul><li>__________________________________ </li></ul><ul><li>__________________________________ </li></ul><ul><li>__________________________________ </li></ul><ul><li>__________________________________ </li></ul>
  • 57. exercise / lesson learned <ul><li>________________________________
  • USBR1020

    Jul 23, 2017
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