Practical Project Management For Administrative Professionals

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1 Practical Project Management For Administrative Professionals Presented By: Rhonda Scharf, CSP Certified Speaking Professional ON THE RIGHT TRACK 1

2 PROJECT MANAGEMENT FOR ADMINISTRATIVE PROFESSIONALS What is a Project? What is Project Management? What experience do you & your team bring? 2

3 THE PLAYERS Stakeholder or Sponsor Project Manager or Leader Team Members Customer or Client 3

4 KEY SKILLS FOR THE PROJECT MANAGER Vision Direction Techniques & Team Analysis Team The Basics Approach 4

5 THE PROJECT MANAGEMENT LIFE CYCLE NOTES: 1. Define Project Scope and Outcomes 2. Define Deliverables, Activities & Schedule 3. Determine & Secure Resource Needs 4. Manage & Execute to the Plan 5. Deliver, Evaluate & Close Out ACTIONS: At Each Stage: Assess & Address Risks to Project Success Maintain Quality of the Work Plan for and Implement Communications & Change Activities 5

6 DEFINE PROJECT DELIVERABLES, ACTIVITIES & SCHEDULE Interim Deliverable #1 Final Deliverable Interim Deliverable #2 Assign Lead Team Member Agree on Description Confirm Milestone Dates Interim Deliverable #3 Description: Purpose Audience Content Format The Output(s) 6

7 WORK BREAKDOWN SCHEDULE (WBS) Involves creating a list of major activities and supporting tasks that will facilitate completion of interim and final deliverables, as well as promote effective management of the work of the project. Major activities represent segments of the work called Subprojects. Supporting tasks required to complete each activity, or Subproject, are listed in sequence from start-to-finish. Major activities, or Subprojects, typically are assigned to a single member of the project team to promote focus on, accountability for results. Activity Leads report to the Project Manager for effective integration, coordination across project activities. The Work Breakdown Structure can be project manager built or project team developed, based on the following considerations: - Does the PM have the necessary expertise to develop it? - Is sufficient time available to actively involve the team? - Is the budget sufficient to fund including the team in this activity? - Does the team have the necessary skills to help with development? The WBS typically is built during the Define Project Scope and Outcomes phase of the planning cycle. The level of sophistication or detail (i.e., number of activities and tasks included) will depend on a number of factors: - Complexity of the project outcomes - Level of risk associated with the project - Desire to cost out activities below the deliverable level - Skill and experience level of the project manager - Representation of skills and experience levels among team members 7

8 DEFINE THE DELIVERABLE, ACTIVITIES & SCHEDULE Set Major Schedule Dates and Milestone Achievements (Macro Level) Start Date Interim Deliverables End Date Project Plan Final Deliverable Define Scope Plan Project & Secure Resources Leader Selection & Team Formation Execute Project Close-Out & Evaluate Project Set period of performance for the project, using fixed start and end dates Set milestone dates for final and interim deliverable(s) Add other fixed (immovable) dates associated with key project events 8

9 Notes: Training & Consulting Inc.

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