Project Management Skills for Trainers. William H. Dannenmaier

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1 Project Management Skills for Trainers William H. Dannenmaier

2 Instructor Bill William H. (Bill) Dannenmaier MA, MBA, PMP Experience Former US Navy Officer 30 years project management 15 years Telecom/IT 9 years Oil & Gas 4 years outside U.S. 7 years teaching worldwide Live in Galveston, TX +1 (202) Skype wdannenmaier The Company Established 2009, based in Texas Broad domestic and international engagement experience Registered Education Provider (REP) with the Project Management Institute (PMI ) Our Training Project Management Project Tools Contracting PMP Is a registered mark of the Project Management Institute, Inc. 2

3 PM Skills for Trainers This session will: Combine two topics Training Project Management (PM) Provide a quick overview of what has happened lately in project management This session will take a couple steps into scope

4 PM and Training Treating each training event or material development assignment as a project gives the Trainer access to useful PM tools Project Definition A temporary endeavor undertaken to create a unique product, service, or result. (PMBOK Guide 553)

5 Training Lifecycles Training Development Analyze Design Develop Implement Evaluate Classroom Training Delivery Schedule Class Prepare customizations Travel to Site Teach Test Return Travel Feedback Temporary, Unique?

6 Basic PMI Metrics The Project Management Professional (PMP ) certification has grown strongly in popularity over the last decade as organizations have tried to increase their project management skills in response to customer demand. From PMI Today Apr

7 Good to Excellent in PM The organization creates a central repository and requires PMs to report metrics The organization trains its staff in the processes and requires compliance Good Establish Processes Follow Processes Collect Metrics The organization takes the time to seek or build project management processes and artifacts Excellent Optimizing Continuous Improvement The work gets done, but often at the last minute by heroes who know how things work

8 PMI s 10 Knowledge Areas Integration Performing project work Coordinating the project with other projects, O&M, etc. Scope What we are doing The defined work Time Cost The Schedule The Budget Quality Establishing metrics Assuring compliance Resources Managing people, places, things Communications Information flow Risk Uncertain events that have a probability of occurrence and an impact on the project Procurement Buying or acquiring products or services for the project Stakeholder Management Determine who is affected by a project Managing expectations 8

9 The 6 Project Constraints The Triple Constraints contain the three elements of project planning Scope Time Cost Three constraints are added to make up the six Project Constraints Risk Quality Resources The Project Manager establishes the Project Constraints in planning and then balances them during the project Scope 9

10 Scope Management Processes used to identify all the work required to successfully complete the project Initiation Scope Planning Scope Definition Scope Verification Scope Change Control Tools Project Charter Requirements Tracing Matrix Work Breakdown Structure Change Control Request Change Control Board Change Control List 10

11 Topics: Scope Development Wants & Needs In the Organization Objectives Set By Management The Whats Functional Requirements Drawn from Business The Hows Technical Requirements Created By Project Team Deliverable Deliverable Deliverable Requirements Tracing Matrix Kept by Project Manager 11

12 Exercise: Training Project Scope Task 1 Client Overall Requirements Please see Big System and Supporting Function Training and Procedures document attached in the 9.0 DOCUMENTATION section. Task 2 Recorded Webinars Create customized Big System reusable and recorded training Webinar(s). Facilitate webinar training session(s) that will train users on how to use and navigate the Big System Application, and Supporting Function SharePoint Document Repository, and other necessary functions identified during the Discovery sessions with the Seller. The Seller shall manage the level of effort for this task within the 80 total hour limit to: Meet with the Supporting Function team which will include contractor and government personnel. Review list of components provided by the Supporting Function team. Create the necessary training tools being requested, along with training the necessary groups identified herein.

13 Simplified RTM

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