CompTIA Project+ PK0-003

Pre-Project Setup

by Steve Caseley

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What is Project Management

Project+ and how to prepare for the exam

Pre-Project Setup

00:00:00 - Okay, with those introductory nuggets behind us let's focus on
00:00:04 - Project Plus exam preparation and to do that we're going to refer
00:00:08 - to this road map throughout the remaining nuggets in this series
00:00:12 - and this is simply a road map to guide us through which element
00:00:15 - of the Project Plus preparation we're working on, sections 1
00:00:19 - through 5, we've discussed already the relative weight, and in
00:00:24 - this nugget and the nugget immediately afterwards we're going
00:00:27 - to focus on pre-project setup and initiation so we have two nuggets
00:00:33 - focused on 20% of your total Project Plus Certification exam
00:00:39 - on pre-project setup and initiating. Continuing
00:00:43 - on that concept of a road map we're going to break pre-project
00:00:47 - setup and initiating down again into six more subsets 1.1 requirements
00:00:53 - for pre-project setup, 1.2 project characteristics, 1.3 project
00:00:59 - validation, 1.4 project charter, 1.5 project life cycle, and
00:01:04 - 1.6 project organizations. We're going to split it right down
00:01:07 - the middle. This nugget
00:01:11 - is going to focus on the first three elements of project setup
00:01:14 - and initiating and the next nugget
00:01:18 - will focus on the remaining three. And
00:01:22 - finally the meat that you're looking for requirements for pre-project
00:01:25 - setup. What do we need to have in place? What do you as a project
00:01:30 - manager want to have handed to you or what do we as project managers
00:01:35 - need to go out and get as part of pre-project setup?
00:01:40 - Well number one we need to have the project identified.
00:01:46 - You may say "Well that's pretty obvious, Steve. I'm a project
00:01:50 - manager and I've been assigned the responsibility for project
00:01:55 - managing a project, the project has already been identified." Yes,
00:01:59 - but it's important for us to understand the source of the project
00:02:02 - because understanding the source or the identity of the project
00:02:06 - will give us a lot of insight into the characteristics of the
00:02:09 - project we're going to manage and we'll drill into that in just
00:02:12 - a few minutes. The next key step is validating the project.
00:02:16 - Does this project make sense?
00:02:21 - And again in just a few minutes we'll drill in and spend a little
00:02:25 - bit more time about validating or making sure that we're investing
00:02:29 - our corporate dollars in the right projects and the dream projects,
00:02:34 - the pie in the sky projects are canned before we spend too much
00:02:39 - of our hard earned corporate dollars on them.
00:02:43 - Key to pre-project setup is preparing that all-important project
00:02:48 - charter and we'll talk at great length about the project charter
00:02:53 - because that sets the foundation
00:02:59 - on which the rest of the project is going to be built. And
00:03:03 - I believe very important and you're going to hear me go on about
00:03:06 - the importance of approval throughout this nugget series obtain
00:03:10 - approval and I'm going to say obtain formal approval.
00:03:17 - Your organization may not be prone to providing formal written
00:03:22 - approval and when I say formal written approval that may be an
00:03:25 - email but the email doesn't say "Steve, go do this" the email
00:03:32 - says "I authorized
00:03:35 - person approve
00:03:38 - this project."
00:03:44 - Why do I believe obtaining approval and why do I believe obtaining
00:03:48 - formal approval is so important? Because by getting formal approval
00:03:53 - we are securing
00:04:01 - commitment from often the business
00:04:07 - person who wants the project done and by forwarding, by working
00:04:14 - through that approval process you're also getting formal approval
00:04:18 - from your boss
00:04:21 - that this project is something they want you to work on. So
00:04:26 - let's scroll down and look at a little more details in identifying
00:04:29 - the project.
00:04:30 - Is a project manager assigned the responsibility to deliver a
00:04:35 - project? I believe it's important that we take the time to identify
00:04:40 - the project or probably more appropriately worded to identify
00:04:43 - the sources of the project or to identify the source of our specific
00:04:49 - project. Did this project get initiated because it was part of
00:04:53 - a strategic business plan, i.e. it's part
00:04:58 - of a well thought out
00:05:04 - long term
00:05:08 - strategy? There are two key components to the fact that the project
00:05:15 - source may come from a business plan. One is that it's part of
00:05:19 - a well thought of long term strategy so there is business
00:05:26 - support and most likely business need for the project because
00:05:31 - it is part of the well thought of long term strategy. The other
00:05:35 - key component we need to realize if it's coming from a business
00:05:38 - plan is there is probably a reasonable level
00:05:44 - of definition.
00:05:49 - As part of the business plan the project is going to get some
00:05:52 - degree of definition so again you're not starting from zero,
00:05:56 - you're starting from a well thought of strategy and it probably
00:05:59 - has a reasonable level of definition. As we move down through
00:06:03 - the list often the distinction that I'm making for projects that
00:06:08 - come from a business plan get less and less clear.
00:06:12 - Other projects may come from legislative requirements or health
00:06:16 - and safety requirements or various other you must
00:06:25 - do or close the doors
00:06:29 - and that may be a little extreme but often legislative projects
00:06:33 - have a very critical
00:06:39 - aspect to them, we're taken on this project because we've been
00:06:43 - told we have to and there's probably a good solid reason why
00:06:47 - we have to do it but it has that critical aspect so that raises
00:06:51 - the focus and raises the pressure on you to be successful,
00:06:55 - probably has an average
00:06:59 - level of definition
00:07:05 - because the government legislation or the need for the project
00:07:08 - itself is going to have some definition to it. But
00:07:13 - besides the fact that the project has to happen or we're going
00:07:17 - to close the door it has limited
00:07:20 - business support.
00:07:24 - Now how can I say it has limited business support if we don't
00:07:27 - do the project, we're shutting the doors down? Yes, but that's
00:07:30 - kind of a begrudging. We have to do this or else I would much
00:07:34 - rather have Steve working on three other key projects for me
00:07:39 - as opposed to this stupid project that we have to do to support
00:07:42 - government legislation. So you're going to get limited business
00:07:45 - support because it's got that mandated approach.
00:07:49 - Other sources for projects may come from competitive forces.
00:07:54 - Our competitors are doing this so we have to.
00:08:01 - If we don't do this not quite the same as we have to shut the
00:08:05 - doors and go out of business but if we don't do this we're going
00:08:07 - to loose customers, we're going to loose margin, we're going
00:08:10 - to loose so again there is a critical aspect to these competitive
00:08:14 - forces, there is again probably an average level of definition
00:08:20 - simply because we've gone out and done enough market intelligence
00:08:24 - to understand what our competitors are doing so we're trying
00:08:27 - to mimic that or do them one better and there is again a limited
00:08:34 - business support.
00:08:39 - There's going to be still some of that begrudging well we have
00:08:41 - to do this project or we're going to loose margin but there's
00:08:44 - also some degree of I'm going to say excitement from the business
00:08:48 - that says when we do this project and we are improving our competitor
00:08:54 - strategy it makes our business better, it makes our business
00:08:59 - more exciting. Now
00:09:02 - opposite to those is my last two sources of projects is the breakthrough
00:09:07 - strategies and the dreams.
00:09:09 - These have no definition,
00:09:16 - these are often what I refer to as the Eureka moments in the
00:09:20 - shower or the Eureka moments while sitting in traffic waiting
00:09:24 - to get to the office. You have time to dream, you have time to
00:09:27 - worry or the business has time to dream and the business has
00:09:30 - time to worry and they come up with "If we could do this we could
00:09:34 - knock the socks off our competitors" that's the breakthrough
00:09:38 - strategy or "Wouldn't it be really cool if we could do this?"
00:09:43 - so their dreams, there's very little definition which means what
00:09:48 - it is the project is supposed to undertake is very unclear,
00:09:55 - it has I'm going to say no business support
00:10:00 - and I'm going to put that in quotation marks because obviously
00:10:04 - the business person who had the breakthrough strategy is excited
00:10:08 - about it, they think this is going to change the game
00:10:12 - so they have fantastic support for the project but generally
00:10:17 - speaking these projects are coming out of the blue and the rest
00:10:21 - of the business although may come on board and may very quickly
00:10:26 - come to support these breakthrough strategies and these dreams
00:10:28 - there's an element of selling
00:10:32 - the project to get these breakthrough, these dream projects approved.
00:10:39 - Why do I think it's important that you understand your project
00:10:41 - sources? Because it's going to change the playing field if you're
00:10:47 - working on a well thought out strategic project
00:10:52 - you know what it is the project is going to achieve, you have
00:10:57 - support from the business, everybody's on board, and you're going
00:11:00 - to get fantastic support.
00:11:03 - Your planning is I'm going to say half done for you, not quite
00:11:07 - half done, but you're planning is well on the way as you move
00:11:10 - down the government legislation, yes we have a pretty good idea
00:11:14 - what we want to do because we have to support the new government
00:11:17 - legislation but there's less excitement. Competitive
00:11:21 - forces, and maybe I should have had these in slightly the opposite
00:11:24 - order, probably a little less definition, probably a little more
00:11:28 - business support but again it's one of these, we have to do it,
00:11:32 - there are things I'd rather be doing down through these guys
00:11:35 - and when you're assigned a breakthrough strategy, a dream project
00:11:40 - I would suggest you need to spend double to triple the amount
00:11:44 - of time in project initiation to make sure that this project
00:11:49 - makes sense which is really the next aspect that we talk about,
00:11:52 - is the validation
00:11:56 - and we're going to talk about validation a little later in this
00:11:59 - nugget but these projects,
00:12:02 - the business plans, they're already validated. As we move down
00:12:07 - government legislation it's validated, we have to do it or we
00:12:10 - go out of business, but there's going to be pressure
00:12:15 - to reduce the cost
00:12:19 - because we want to do the very minimum we have to do to support
00:12:23 - the government legislation
00:12:25 - so again there's going to be a degree of validation to make sure
00:12:28 - that we are doing this in the most cost effective manner possible
00:12:30 - and when we come down to the breakthrough strategies and the
00:12:33 - dreams obviously we need to do significant validation because
00:12:36 - we literally need to make sure that the projects we're undertaking
00:12:41 - are in fact the projects that we need to do.
00:12:47 - The next step is to prepare the project charter. We will discuss
00:12:51 - the project charter in detail in the next target. Continuing
00:12:59 - through our project initiation road map our next step is project
00:13:03 - characteristics. Now a lot of the project characteristics we've
00:13:06 - already covered and I'm not going to spend a lot of time on those
00:13:10 - a project is temporary, it's unique, it's constrained by time,
00:13:14 - we use the term start and end dates in our introduction, it requires
00:13:20 - resources, and it has a very specific quality requirement. I've
00:13:25 - already touched on all of those, I'm not going to bore you through
00:13:28 - that again, if you would like to refresh those simply go back
00:13:31 - to the introductory nugget and you will get the full definition
00:13:33 - of these project characteristics as defined by the PMBOK guide.
00:13:39 - I wanted to expand on that and make a few specific characterizations
00:13:44 - of project characteristics if I can use those terms together.
00:13:48 - A project is not ongoing operations
00:13:52 - and that I think is self evident from our PMBOK definition of
00:13:56 - a project and that it's temporary where ongoing operations is
00:13:59 - the day to day
00:14:03 - ops of our business.
00:14:08 - Whatever that is we may make widgets so operations is the manufacturer
00:14:13 - of widgets,
00:14:16 - we may run a camp ground, we may provide human resources, we
00:14:20 - may whatever it is our business does we have ongoing operations
00:14:24 - and we have many
00:14:27 - staff focused on ongoing operations.
00:14:32 - A project is not ongoing operations, a project is unique, it's
00:14:36 - temporary, it's constrained by time, it has resources, and it
00:14:39 - has quality
00:14:40 - and again this may be a self evident definition,
00:14:44 - it's key to understand, it's not part of ongoing operations because
00:14:48 - it needs different
00:14:51 - management approaches
00:14:59 - and that's the reason I call it the distinction, it's not going
00:15:01 - on operations. You can take a topnotch operations manager who
00:15:07 - keeps that manufacturing floor humming day in day out
00:15:12 - because it is repetitive.
00:15:17 - The same principles, the same management style that's required
00:15:21 - and I'm not trying to belittle repetitive management styles because
00:15:25 - there are some very special characteristics of that but it's
00:15:28 - the same style day in day out for the entire life of the operations
00:15:33 - where Project Management requires a very different management
00:15:36 - approach and we'll discuss many of those management approaches
00:15:39 - later in this nugget series. Another
00:15:43 - characteristic of projects that I want to talk about is this
00:15:46 - thing called the triple constraint. There's a relationship between
00:15:49 - time, cost, and scope that we will explore in just a moment and
00:15:57 - talking about the different management approaches we'll spend
00:16:00 - a few more minutes talking about this very specific role of the
00:16:03 - project manager and what some of the management approaches and
00:16:07 - Project Management characteristics we need to have to be a successful
00:16:11 - project manager which as I say is considerably different and
00:16:16 - I would almost say quite different than an operations manager. And
00:16:21 - here is that triple constraint the scope, the cost, and the time
00:16:27 - required to deliver a project has a and I'm going to say fixed
00:16:32 - area drawing on grade 10 or grade 11 mathematics
00:16:39 - trigonometry in that in order to deliver a project of this scope
00:16:46 - at this cost
00:16:48 - for this amount of time there is a fixed area or I'm going to
00:16:53 - say fixed work
00:16:57 - or fixed resources
00:17:01 - or pick any other fixed word that you want to put in there but
00:17:05 - the area of that triangle is solid. And again that may seem like
00:17:11 - a very self evident statement and it is and I think you have
00:17:15 - no problems as a project manager expressing that statement at
00:17:20 - project initiation. Where you're going to have the problems with
00:17:24 - this triple constraint is when we get into delivery and the customer
00:17:30 - says "Well you know what? I need to change
00:17:35 - the scope.
00:17:37 - I need to add functionality"
00:17:43 - which basically means scope is going to go up to here.
00:17:50 - And you say "Okay fine, if you want to change the scope, if you
00:17:53 - want to add functionality I need to change the cost for the project.
00:17:58 - It's going to take you more and/or I need to take more time to
00:18:02 - deliver the project" and my experience is the business says "Oh
00:18:05 - no, no, you don't need to do that, it's just a minor change.
00:18:09 - You can do me a favor, just slip it into the cracks, your team
00:18:13 - can do this in their spare time. I'm sure there's some slack
00:18:16 - in your schedule, just do me a favor and do it. Just
00:18:23 - do it." Wrong attitude if you're going to change the scope
00:18:30 - you're going to make the area bigger
00:18:33 - and therefore you need to add more resources,
00:18:40 - you may need to add more time,
00:18:45 - or you need to do both
00:18:49 - or conversely the scope remains the same and the business comes
00:18:54 - back to you and says "You know what? There's been some budget
00:18:57 - cutbacks, Steve, you need to do this more cost effectively.
00:19:03 - I need you to move the cost in while keeping the scope and maybe
00:19:08 - the time consistent." Again, it's a fixed area, if you need to
00:19:13 - change the cost you probably need to change the scope in as well
00:19:19 - and this is the principle of the triple constraint and we'll
00:19:22 - explore this again when we get into delivery but I felt it was
00:19:25 - important to lay out during project initiation this relationship.
00:19:30 - During project initiation
00:19:33 - the relationship of the fixed are for scope, cost, and time is
00:19:38 - typically well understood, it says we get into delivery that
00:19:42 - is not as well understood and we are always asked for these favors.
00:19:47 - I bring it to your attention here in project initiation because
00:19:50 - we need to define
00:19:53 - the scope
00:19:55 - well so that when they ask for a change we can defend that it's
00:20:00 - a change and therefore the area changed. We need to define the
00:20:04 - cost with accuracy
00:20:10 - so that when they want us to reduce the cost they say "Oh you've
00:20:13 - got lots of fudge factors in there, I know you're charging me
00:20:17 - for this project" I say "No I'm not. I did my cost with integrity
00:20:23 - and this is what it's going to take to deliver the project" and
00:20:25 - the same goes for time. So we need to define
00:20:30 - a realistic schedule
00:20:37 - and that is our Project Management triple constraint. I'm
00:20:42 - going to spend just a few minutes on the role of the project
00:20:45 - manager versus the role
00:20:48 - of the ops manager.
00:20:52 - A project manager will be a coach, will be a mentor, will be
00:20:56 - a cheerleader come on team, let's fold together, let's get this
00:20:59 - done. Sometimes the project manager is the tough guy you promised
00:21:06 - to do it
00:21:11 - in three days
00:21:13 - I need it done in three days, do it in three days.
00:21:19 - And maybe you need to put in overtime,
00:21:22 - overtime is a dreaded word in the project manager's vocabulary
00:21:26 - and we'll discuss strategies for overtime a little later. You
00:21:29 - need to be a communicator, you need to be a time keeper, you
00:21:33 - need to wear
00:21:35 - many, many hats.
00:21:41 - And when we get into the nugget on Project Management during
00:21:47 - the delivery of the project we'll spend a lot more time talking
00:21:51 - about the role of the project manager but it's important to understand
00:21:54 - at the initiation stage that as a project manager you're going
00:21:58 - to have to fill many roles and you're going to have to fill many
00:22:01 - roles on a daily basis. Now some may argue that the operations
00:22:06 - manager does all of the above but there's more routine. And I
00:22:10 - don't want to say this in a negative sense but to me there is
00:22:13 - more routine in the role of the operations manager and there's
00:22:16 - more variability in
00:22:19 - the role of the PM take that into account during your planning
00:22:26 - work, don't underestimate the time it takes to be a good PM. And
00:22:34 - the last step in our road map for this nugget is 1.3 project
00:22:37 - validation. It consists of two steps validating the business
00:22:41 - case, primarily doing a cost benefit analysis
00:22:45 - to determine whether or not this project is a sound investment,
00:22:50 - whether this is where the organization should be investing their
00:22:53 - scarce resources,
00:22:55 - dollars, and identifying and analyzing the key stakeholders of
00:23:00 - the project who cares about the project, why do they care,
00:23:06 - and what do we need to do
00:23:11 - to keep them happy.
00:23:14 - So let's delve in and look at these last two features in this
00:23:17 - nugget. As discussed we need to validate the project, we need
00:23:22 - to develop that cost benefit analysis to show management
00:23:28 - that this is a good investment,
00:23:33 - that investing in this project
00:23:37 - is better than putting money in the bank and collecting bank
00:23:40 - interest. The cost will come directly from your planning activities,
00:23:46 - the benefit is the harder part of determining what the cost benefit
00:23:50 - model is how do we determine benefits?
00:23:55 - Sometimes benefits can be determined through hard dollars, one
00:23:59 - I mentioned is customer retention,
00:24:04 - we determine that the cost of growing, adding,
00:24:09 - developing a new customer is X dollars. If we can improve retention
00:24:14 - by 15%
00:24:16 - and we have Y customers then it's pretty easy to come up with
00:24:21 - a true benefit statement in terms of dollars, $100,000
00:24:27 - benefit from a 15% retention in customers is very easy to come
00:24:32 - up with. Sometimes benefits will be cost reduction.
00:24:39 - If we implement this project we will improve our inventory
00:24:45 - management reducing our inventory cost by 15% and I seem to be
00:24:51 - stuck in that 15% number tonight and if our inventor cost is
00:24:56 - $1.5 million 15% of that again very easy to come up with true
00:25:02 - benefit statements. Often it's much harder to come up with what
00:25:07 - I would call as tangible
00:25:11 - benefits and sometimes we need to develop intangible.
00:25:19 - I just know it will be better.
00:25:25 - And I worked on a strategic plan for an organization once they
00:25:29 - ran a series of marine operations, vessels that ply through certain
00:25:36 - geographies and they did not have a good fuel management system
00:25:42 - for their on board fuel but they knew that they were carrying
00:25:45 - far more fuel than they should be and as a result they're carrying
00:25:49 - more fuel in addition to the extra cost for buying that fuel,
00:25:54 - having the extra fuel on boar made the ships heavier
00:25:58 - which sunk them into the water more, more displacement which
00:26:02 - required more consumption of fuel and so on and so on and so
00:26:05 - on as we tried to work through the numbers to try to quantify
00:26:09 - what the benefit of improved fuel management for onboard fuel
00:26:14 - is going to be, we kept bugging down Well it depends on whether
00:26:18 - it's summer and winter and it depends on. And we've got too many
00:26:21 - of the depends on that basically we ended up with a statement
00:26:25 - from every manager involved with that project that says "I solemnly
00:26:30 - swear that if we implement a new inventory management system
00:26:34 - our fuel costs will be lower."
00:26:39 - None of them would say that it's going to be 5%, 10%, 15% but
00:26:42 - all of them "I solemnly swear that this system will allow me
00:26:48 - to be more efficient with my access of, my usage of, my storage
00:26:51 - of, and my floating around the ocean of fuel." It wasn't a very
00:26:57 - positive benefit statement
00:27:00 - but we took that benefit statement to senior management and senior
00:27:04 - management agreed that yes, it would be very hard to come up
00:27:07 - with a tangible
00:27:09 - savings for fuel and yes senior management also agreed that it
00:27:14 - will be better so we were able to get approval for that project
00:27:17 - based on pure intangible justification.
00:27:21 - Sometimes it's going to be a hard sell to get buy off for intangibles
00:27:28 - so try to come up with tangible benefits as much as possible
00:27:32 - but recognizing that there may be instances where you can't go
00:27:35 - there. Once you have the cost identified from planning, once
00:27:38 - you have the benefits identified from your quantitative analysis
00:27:43 - then you need to do some form of financial validation,
00:27:47 - a payback model, a discounted cash flow. How does finance
00:27:55 - manage the dollars in your organization?
00:28:01 - I'm not going to get into the mechanics of doing a net present
00:28:05 - value or a future value or discounted cash flow or a discounted
00:28:10 - cash flow, etc. etc. My suggestion is you work with your finance
00:28:13 - manager to understand what the financial model your organization
00:28:18 - uses and typically your financial manager would be more than
00:28:21 - happy given the cost and the benefits to do the fiscal analysis
00:28:25 - for you to help justify the project. Other validations for the
00:28:29 - project will come from things like business priorities. This
00:28:32 - is job number 1,
00:28:36 - yes it's cost benefit payback may be a little less than some
00:28:41 - other projects but this is required because it's going to allow
00:28:45 - us to breakthrough,
00:28:48 - it's going to allow us to achieve
00:28:52 - our corporate objectives,
00:28:55 - and so on. So often business priorities will get in the way of
00:29:00 - the hard financial models but typically not very much in the
00:29:04 - way of because the all key dollar will drive many projects and
00:29:11 - sometimes, as my expression of the inventory or the fuel management
00:29:15 - system, it's just a pure gut feel it will be better.
00:29:20 - As much as possible make it tangible,
00:29:24 - base it on real life business priorities, try to avoid the gut
00:29:28 - feel as much as possible, but recognizing there will be some
00:29:32 - times where validating the project is going to come down to that
00:29:35 - pure gut feel. And
00:29:38 - to complete this nugget we're going to talk just a little bit
00:29:41 - more about identifying the stakeholders.
00:29:43 - I already spent enough time talking about the sponsor and acceptor
00:29:47 - they have the pain, they have the need, and they need to have
00:29:53 - the authority
00:29:56 - and the power
00:29:59 - to make decisions
00:30:04 - for the project. You may have a business sponsor who has pain
00:30:09 - or need
00:30:11 - but without the authority and the power to make the decisions
00:30:14 - they are not a good acceptor so you need the person that has
00:30:17 - the need and you need the acceptor to have the authority. We
00:30:21 - talked already about having senior management involved to help
00:30:27 - when help is needed.
00:30:33 - We talked about having the other managers,
00:30:36 - other parties in the business who are interested or involved
00:30:41 - in the project, and we need to talk about involving the interested
00:30:45 - parties. So these are the people that are going to be directly
00:30:47 - impacted, these are the people who are going to have a passing
00:30:55 - interest. Obviously we need to spend more time focused on stakeholder
00:31:04 - management for this group but we don't want to ignore these people
00:31:08 - because they can be game changers.
00:31:15 - They may have some subject matter expertise that's going to help
00:31:19 - up your project. They may come to your rescue.
00:31:26 - They may have some insight into a very critical group of stakeholders
00:31:31 - to identify the enemies. And
00:31:34 - I'm not talking about outside your organization enemies, I'm
00:31:37 - talking about inside your organizations. There may be a manager
00:31:41 - in another department
00:31:44 - who was trying to get that $500,000 approved for a project for
00:31:49 - his department but it went through cost benefit analysis and
00:31:54 - we justified the project, that manager didn't get approval, the
00:31:59 - company only had $500,000 to spend and it got spent on your project,
00:32:04 - that manager is going to be your projects' enemy. Now I don't
00:32:08 - necessarily mean that they're going to be overtly trying to sabotage
00:32:11 - your project although there are times when I've seen that happen
00:32:15 - but they may be subtlety trying to sabotage your project. They're
00:32:18 - going out and whispering in the ears of the interested parties
00:32:22 - and maybe even whispering in the ears of the involved parties
00:32:26 - and saying "Do you really think this is a good idea?" So if you
00:32:30 - have the interested parties as part of your project they may
00:32:34 - come to your rescue and give you some very interesting know about
00:32:38 - what's happening in the larger corporate organization that could
00:32:41 - impact your project success.
00:32:44 - And lastly
00:32:45 - identify your team and manage your team as key to overall success
00:32:53 - in the project. This
00:32:56 - concludes our first of two nuggets on pre-project setup and initiation.
00:33:00 - This nugget was focused on the first three elements of pre-project
00:33:03 - setup, requirements for pre-project, understanding
00:33:11 - the characteristics of your project.
00:33:16 - We need to understand what the characteristics of the project
00:33:18 - is is this a mission critical project, is this a well planned
00:33:22 - project, or is this a competitive analysis we need to focus on
00:33:27 - making sure we're doing the right projects.
00:33:33 - And we make sure we're doing the right projects through cost
00:33:37 - benefit analysis,
00:33:40 - we make sure we're doing the right projects by prioritization,
00:33:48 - we make sure we're doing the right project by meeting with senior
00:33:51 - management and getting that formal project approval.
00:33:59 - Our next nugget will focus in more detail on the project charter
00:34:03 - -we've touched on that already in this nugget, we'll talk about
00:34:06 - the project life cycle, again a little more detail than we did
00:34:09 - in the introduction, and we'll talk about organizational structures
00:34:12 - where we'll take the distinction between Project Management and
00:34:16 - operations management to another level of
00:34:21 - detail. This concludes our first nugget on project setup and
00:34:23 - initiating. I hope this module has been informative for you and
00:34:27 - thank you very much for viewing.

Project Planning

Prepare Scope Statement

Create WBS and WBS Dictionary

Define Change Management Process

Develop Project Schedule and Resources and Roles

PERT/GANTT/CPM and Schedule Compression

Communications Management Plan

Risk Management Plan

Quality Management Plan

Cost Management Plan

Procurement Management Plan

Transition and Project Management Plan

Human Resource Management

Project Governance

Project Tracking

Project Change Management

Project Risk Management

Project Quality Management

Project Delivery Management

Earned Value Management

Project Communication Management

Project Closure

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Steve Caseley

Steve Caseley

CBT Nuggets Trainer

Certifications:
PMI-PMP, PMI-ACP, PMI-SP, Project+

Area Of Expertise:
Project Management, MS Project, Development Methodologies, Agile Development


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