Mapa mental

Project Management for Success

Martita K Inglés

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Logical Framework Matrix
- 1.  helps pull together the various pieces of the project design or plan, and formats them in one place in a logical sequence 2. It captures the connections between the day-to-day work of the project and the broader changes we hope to contribute to     
- Origin
  - 1. Planning was too avgue 2. Management responsibilities were unclear 3. Evaluation was an adversary process --> US Military, NASA, USAID
- What?
  - Approach
    - It is an approach to project/program design and development     
  - Tool
    - It is a tool to assist in ALL phases of a project - planning, managing/monitoring, and evaluating     
- - 1. Progressive hierarcy 2. Vertical Logic 3. Horizontal Logic
  - 8 Steps to develop a Logframe
    - Step 1: Define project goal Step 2: Identify objectives that contribute to goal Step 3: Select relevant activities which have outputs to achieve the objectives Step 4: Assumptions hold at each level (context, approach, people) Step 5: Risks at each level Step 6: Adjust goal, objectives, outputs and activities according to assumptions and risks Step 7: Develop indicators (in consensus) Step 8: Identify means of verification e.f. survey, interviews etc
- Benefit
  - THE GREAT WHY 1. provides a clear, concise and meaningful (logical) description of the bigger picture of your work e.g. set performance indicators  2. How you and others work together to achieve a common goal e.g. stake holders consensues
- Tips
  - 1. Concise; not more than two pages.   2. Comprehensible to everyone (no acronyms)  3. Participatory; iinvolvement of beneficiaries 4. Regular review and amended whenever the project changes course     
- Weaknesses
  - 1. Oversimplification 2. Ridgit/ Inflexible --> hinders creativity 3. Needs to be updates constansly 
Written Communication
- Agenda
  - 1. Remember to add an objective to your agenda for the meeting.   2. Alocate time per item on the agenda.   3. Is the item for sharing information, seeking input for a decision or to make a decision. Try to distinguish. •Propose a process for addressing each agenda item. •Identify who is responsible for leading each topic. •Address what people need to prepare before a session     
- Minutes
  - 1.  Listen before writing 2.  Capture at least the decisions made, the next steps planned and identification and tracking of action items. Also iinclude role owners for the action items. 3. Write/finalize the minutes as soon as the meeting is done. 4. Be objective and avoid using peoples names (except as role owners or for voting matters). Also do NOT quote. 5. When referring to other documents, include them as attachments.
- Professional e-mail
  - 1. Always fill in the subject line with a topic that means somth. to the reader 2. Put your main point in the opening sentence 3. Be specfic, but brief and poilte 4. No abbreviations or textspeak 5. Remeber to say please and thank you 6. Add a signature block with appropriate contact information /. Edit and proof read BEFORE pressing send
Agile (Adaptive)
- Nature of Projects - no predictability  - Project team discover how to build it - complex, dynamic circumtances - client changes/ discovers wishes, chnaging circumtances ---> Agile & Value Based Project Management
- Iceber
- Manifesto
  - 1.  Individual and interactions over process and tools   2.  Working software over comprehensive documentation  3. Customer collaboration over contract negotiation  4. Responding to change over following a plan     
- Methods
Norma Project Management (Predictive)
- Underlying assumption - Customer knows what he wants - Engineer/ Project team knows how to built it - Nothing changes along the way --> fail
Visual Management
- Communication by using visual signals instead of texts or other written instructions. --> Post-its --> White board and marker -->  Information radiators o   Graphs o   Tables     
- Time-boxed activities
- Tangible deberables
  - No big design and planning upfront BUT FEEDBACK
- Continuous learning
  - Learn from mistakes 
- Collaboration
  - Everyone feels responsible
- Empowered Teams
- Focus on customer & end-user
  - hearing the voice of the customer
- Prioritization more important than time planning
- Communication
- Servant leader
  - 1. Develop temselves to serving the need of the organization members. 2. Focus on meeting the needs of those they lead 3. Develop employees to bring out the best in them 4. Coach other and encourage their self expression 5. Facilitate perosnal growth in all who work with them 6. Listen and build a sense of community
- Scrum
  - 3 Roles
    - Prodcut Owner
      - - ideas - defining the features that are needed in the product
    - Scrum Master
      - - servent leader to team
    - Project Team
      - get prodcut done
  - 3 Artefats
    - Product Backlog
      - - User stories: Prioristised listed of features by product owners --> Evolves, changes with every sprint
    - User Stories
      - As a (User) I need (Something) so that (Reason). --> most important put into sprint backlog; commited to in next sprint
    - Burndown Charts
      - show the progress of the sprint of the completion of task of the sprint backlog --> should approach 0 points as work is being completed
  - 3 Cermonies
    - Sprint Planning
      - Product Owner, Peoject Master and Team meet to discuss the user stories and estimate their priorities and sizes
      - Daily Scrum
        Brief stand-up meeting where the team what they have completed since the previous meeting, what they are working on, were they are blocked or need help
      - Sprint Review
        - occures at the end of the sprint - Team demonstaretes completed product to product owner - they discuss the process to go forward
    - Retrospective meeting
      - team meets to discuss how they could improve the process
Giving (peer) feedback
- Right Focus
  - Task feedback
    - - Have we/I understood what needs to be done? - Have we/ I properly executed what needed to be done? - How well were the TASKS executed? - not personal, task focus
  - Process feedback
    - - What was my/ your role in the process? - How effective/ ineffective was this process? - What could have been done better? - team , individual 
  - Behaviour feedback
    - - how has positive behaviour helped task or procedure - has negative behaviour hindered the task or procedure - has the person's behaviour positively or negativiely affected the team/ working together?
  - Personal feedback
    - - You cannot change someones's personality - very difficult to influence someone's habits - focus on POSITIVE - build on STRENGTHS -synergy - use each others strengths to build strong team
- Timing
- With whom?
- Relevant context
- Effective communication
Monitoring and Control
- Phasing
  - Phasing is a way of managing uncertainty
  - Advanatges
    - - well-organised chunks  - schedule only what reasonably can be kept track of - clear decision points / budget release - scope/ quality can be left variable (provides flexible results)
  - Methods
    - 1. Waterfall method - result is delivered in one go 2. Iterative/ cyclical phasing - design, build, test 3. Agile - sprints, shippable products; specific form of cyclic staging 4. Versions - final result is delivered after a number of earlier versions 5. Management phasing - corresponds with annual/ quarterly cycle of an organisation
- Tracking
  - compare actual situation to the plan
  - Reactive
    - we are running three months overtime
  - Proactive
    - - forcasting, anticipating unwanted events, taking actions at right time --> Monitor progress against baseline (time, cost, quality) - how --> Report actions taken and progress - when?
  - How?
    - 1. Project meetings – weekly or daily stand-ups 2. Individual catch-up with team   3. Collaborative collaboration to risk register 4. Timely completion of timesheets 5. Timely updates on tasks 6. Weekly status reports     
    - Status meeting
      - what? - review schedule & budget variance - focus on shortterm milestones adress issues -assgin actions - strategy changes when?  - as often as needed --> each meeting should be documented and meeting minutes distributed in a timely manner (usually within 48 hours of the meeting).      
      - PCFW
- Change Request
  - Can relate to
    -     ·       The project result ·       The budgeted costs ·       The agreed progress ·       The chosen management approach ·       A concern someone expresses ·       A deviation from a plan     
  - Sorces
    -     ·       The sponsors ·       The users ·       The suppliers (internal; external) ·       The project management team itself ·       The project context     
  - Policy
    -   ·       The procedures that has to be followed for changes ·       Who can submit changes ·       Who gives approval ·        Which forms have to be used ·       How the team report on the progress ·       How changes have to be dealt with in cases of emergency     
    - Time tolerance
      - amount of time by which the project completion can be later or earlier than the planned date.     
    - Cost Tolerance
      - the percentage, or a cash amount, by which the project can be over or under the planned budget.    
    - Scope Tolerance
      - is measured as an agreed variation from the product description, and any potential variation should be documented in the product breakdown structure.       is measured as an agreed variation from the product description, and any potential variation should be documented in the product breakdown structure.     
    - Risk tolerance
      -   provide a benchmark for which risks you should be escalating to the Project Board.     
  - Procedure
    -         1. Identify changes 2. Determine the impact 3. Obtain a decision 4. Implement the decision  5. Report and communicat     
- Documentation
  - Distribute
  - Produce
    - Project Status reports
    - Timesheet
    - Portfolio
    - Dashbord
      - presents current state of project    
  - File Management
- Risk/ Opportunity management
  - Avoid
  - Transfer
  - Mitigate
  - Accept
Event Management
- Sucessful events change behaviour and are designed for multiple stakeholders.     
- Canvas Concept
  - Event canvaas
    - Change: how stakholders enter and exit event Frame: Boundry area, focus Design: 2 was of learning; experincing and instruction --> how event will look and feel
  - Empathy Map
- Process
  -     1.    Identify stakeholders  2.    Choose (hieracy)  3.    Empathy maps –pre and post  4.    Canvas (one per stakeholder)  5.    One canvas  6.    Buildings blocks  7.    Event narrative  8.    Prototype  9.    Set everything in motion     
- Communication
  - - as early as possible - often; don't overwhelm
  - Communication table
  - Scipt
    - 4 main elements
      -   –      Contact information of all parties involved + responsibilities and necessities. –      The construction script –     The script for the actual event –      Dismantlement scripts     
    - Structure
      - –     Introduction about event –     Contact info (also own) –     List of what you get of stakeholders  –     The needs of different stakeholders  –     Set up of rooms  –     Planning     
Troubled Projects and recovery
- S curve
  -     summary of the budget in relation to its use during the project life cycle and is an important tool for budget control. It is a graphical representation of all of the resources that are consumed as a function of time     
  - Inputs required
    - - Project approval document: total project budget - WBS: scop of work - Schedule: duration estimates & sequences of project activities - Financial information from organization: historical info about different projects
  - Steps
    - o1. complete project cost estimation (Budget) 2. determine the cost as a function of units of time e.g. months 3. Distribute the total cost of the project based on resources utilization 4. Analysis planned cost vs actual cost and evalute project performance  --> if variations: justify, propose, negotiate impact and significance solution
- Earned value method
  - planned Value
    - Budget cost of worked schedule; What are the planned cost for work which should have been finished at a relevant point in time?
  - Earned value
    - Budget cost of work performed; What are the planned cost of the work actually finished at the point in time
  - Actual Cost
    - Actual cost of work performed; What are the actual cost of work carried out up to the point in time of the measurement?
  - Cost Variance
    - measure whether the project has spent more or less than the budget by a certain date
  - Schedule Varaince
    - determines whether the project is delayed or ahead of shedule
  - Cost Performance Index
    - Cost effiency: How good is our performance (costs)
    - Estimated cost at completion
      - EAC= BAC/ CPI
  - Schedule Performance Index
    - Schedule efficiency
    - Estimated time at completion
      - EAT= duration/ SPI

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Descripción: Mapa Mental sobre Project Management for Success, creado por Martita K el 08/04/2018.
Creado por: Martita K
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Project Management for Success

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