Save Money and Increase Efficiency with Project Management

Transcription

1 Save Money and Increase Efficiency with Project Management

2 Session Description MEETING TITLE AND Are you utilizing project management at your sign shop? If not, this session MEETING will give an overview SUBJECT of what project management is, why you should be using project management and DATE if you are 21, already 2013 using it, why you need to be automating the process. The biggest risk to a sign shop is when project managers use self-guided tools. Management needs visibility into the project, but often cannot see what is going on. By using software that is easy for the project manager to use, while, while giving visibility to management, your business will save money, increase efficiency and better manage customer expectations.

3 Learning Objectives MEETING TITLE AND Learn the definition of project management MEETING SUBJECT Understand why projects fail DATE 21, 2013 Learn about the project management triangle Learn how your business can save money and increase efficiency by using project management software

4 What is a project? Temporary in nature Defined start and end dates Use of limited resources Defined set of goals Usually has a budget

5 What Project Management Isn t Of all the things I ve done, the most vital is coordinating the talents of those who work for us and pointing them towards a certain goal. Walt Disney

6 Project management should be scalable No matter how simple or complex, good project management techniques are scalable.

7 A sign project might include: Site surveying Permitting Manufacture and fabrication Installation Ongoing maintenance

8 Benefits of Project Management Sets the path know where you are going Identifies the work load/requirements Focuses efforts Ensures everyone knows where you are at Establishes good communication practices Ensures consistency Prevents the fire drill mentality

9 Key members of a project Stakeholders Project manager Project team

10 Stakeholders List all of the stakeholders identified so far in the project Customers Vendors Property owners/landlords City government/municipalities Detail the roles of each stakeholder in this section Understand the Organizational Culture!

11 Project Manager Responsible for accomplishing the objectives of the project. Establishes priorities and resolves conflicts Establishes project plan Manages to the project plan Takes corrective action if necessary Works directly with key stakeholders to ensure project goals are met

12 Traits of Successful Project Managers Prepared Cheerleader Leader Connected Vigilant and aware

13 Project Team Cross functional Experts Represents all facets of project Helps to manage to the outcome

14 Project Constraints Model Quality Costs Project management is like juggling three balls time, cost and quality. Program management is like a troupe of circus performers standing in a circle, each juggling-three balls and swapping balls from time to time. G. Reiss

15 Project Management Lifecycle Three Phases to a Project Singh, Manjeet. ProjectMind's Quick Guide to Project Management

16 Initiation Stage Establish team Establish relationship with the customer Establish the project initiation plan Establish project management procedures Collect and organize tools to manage project

17 Planning Stage Describe project scope and feasibility Divide project into manageable tasks Estimate resource and create resource plan Develop preliminary schedule Develop communication plan Identify and assess risks Create budget

18 Achieve Balance between Planning and Flexibility The project plan needs to be clear and firm in order to avoid ambiguity but flexible enough to accommodate changes and unanticipated events.

19 Risk Management Identify risks and potential obstacles to the project that: could significantly impact on its completion are reasonably likely to occur Incorporate steps in plan to mitigate risk and avoid obstacles Monitor the risks you've identified and watch for new risks that may arise

20 Execution Stage Execute against baseline project plan Monitor progress Manage changes and scope creep Maintain project records Communicate project status

21 Managing change Change management boils down to a few steps: Recording change requests Evaluating cost, schedule, and quality impact for change requests Deciding the fate of change requests (accepting, rejecting, requesting modifications) Accepting change requests or deferring requests to a future stage and updating project documents to reflect the change

22 Watch out for creepers! Without a clear description of the project s scope, change control is impossible and scope creep is practically guaranteed. Some potential changes may have to be recorded and deferred to later enhancement or adjustment process after the project is complete.

23 Completion/Closing Stage Notify all parties involved Finalize documentation Conduct post-project reviews Close out customer contract

24 Communication is Key

25 Communication is Key

26 Project Planning Tools Post it notes on wall 3 x 5 cards in colors for each task Chalk board Project management software Document everything!!

27 Purpose of project management tools Visualize all project elements in sequence Milestones Actions Start and end dates Relationship among activities Types of timelines: text tables/spreadsheets, GANTT charts, Critical paths, PERT charts, etc.

28 GANTT Chart Visual scheduling tool Graphical representation of information Show dependencies between tasks, personnel, and other resources allocations Track progress towards completion

29 Sample GANTT Chart

30 Pert Chart Used for defining and controlling the tasks necessary to complete a project PERT charts and Critical Path Method (CPM) charts used interchangeably Only difference is how task times are computed

31 Pert planning steps Determine specific tasks and milestones Determine sequence of activities Construct network diagram Estimate time required Optimistic time Most likely time Pessimistic time Determine critical path

32 Pert Chart

33 Project Management Software Software assists in planning, monitoring project s progress and identifying problems more efficiently. Project management software types: desktop, webbased; stand alone or collaborative; commercial or opensource. General, collaborative tools It is important to realize that the software is simply a tool and cannot compensate for poor planning!

34 Good Software Criteria Ease of Use: all software has a learning curve, but overall should be easy to use otherwise no one will use it Collaboration: collaboration should be inherent and easy Resource Management: able to manage all types of resources human and equipment Project Management: provides the greatest value and contribution to the strategic interest of your company. Help/Support: should offer a comprehensive user guide and help system.

35 Criticism of Software Learning curve to use proficiently Offers complicated features to meet the needs of project management professionals. Not suitable for all kind of projects For a single small project, management software often incurs a larger time-overhead than is worthwhile Software focused on scheduling can lead reduced focus on overall planning process

36 Session Summary Know what you are trying to accomplish Keep focused on the milestones/outcomes Communicate, communicate, communicate React early to issues Use appropriate tools to systematize routine so you can humanize the exception Use every project as a learning opportunity

37 Brought to you by the International Sign Academy To see more information about other ISA seminars and webinars throughout the year, visit