M Economic Bis

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Managing projects
Organization
• Planning organizing leading and controlling different human. Material and resources to achieve
specific purpose
Project
• Planning organizing leading and controlling different human. Material and resources to achieve
specific purpose within specific time
WHEN PROJECT ends it turns into organization and continue as an organization
Identifying Project’s Key Stakeholders

Stakeholders
• people that have something to gain or lose or have an interest in your project.
• person, group or organization that has direct or indirect stake in an organization because it can
affect or be affected by the organization's actions
Inside stakeholders: managers employees workers
Outside stakeholders: customer supplier gov union
Stockholders: are owners of the organization
Shareholders: are the stockholders and bondholders
Documenting Key Stakeholders
• Identifying and documenting key stakeholders is one of your first roles as a project manager
• As the project manager, you are also a key stakeholder.

Your number one responsibility for the project is communication
Project strategy
• First step in any project is STRATEGY

1. VISION
• the reason behind your existence (Short statement one or 2 lines)
• (google : making info availbe and accessible for everyone)

2. Mission:
• detailed description of the vision
3. GOALS
• EVERY LINE IN THE MISSION is written into goals.
• Goals are related to the structure of the org (Increase sales by 30% during the year)
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4. Values
• Are essential for the success of the strategy. (Related to the culture of the org )
(Creating a nice workplace atmosphere)
Creating the Project Charter
• formally authorizes the project to begin

• describes the goal of the project and provides a high-level overview of the product or service that
will be produced
Project Charter Elements
1. Project goal
Goals aren’t much more than wishes if you don’t write them down
Goals Are desired outcomes & must be SMART
S. specific M. measurable A. attainable R. realistic T. time framed
2. Business need or justification
• the reasons for undertaking the project
• what the organization stands to gain from it.
3. Project description
• describes the project itself, or what it is you hope to produce at the end of the project
• describe the product here in as much detail as you know at this point.
4. High-level deliverables
• measurable outcomes or results that must be produced to consider the project complete
5. Schedule milestones
• include initial due dates for the deliverables
6. Budget
7. Project manager
• The project manager is named in the project charter
• include the level of authority the project manager
8. Involvement of other departments
• Once the charter is complete, you’ll want to publish it in draft form for a period of time and allow
the stakeholders to read it and comment on it
Creating the Project Scope Statement
• is the first document we’ll create in the Planning process

• document the goals and deliverables of the project along with constraints, assumptions,
acceptance criteria, and other key elements
• the project scope statement becomes the baseline for future project decisions

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Creating Reporting Templates
• there are two ways to gather this information: formally and informally
1. The informal method
• can be the most valuable. If you’ve established a high level of trust and good working relationships
with your team
• Walk around during the day and ask your team members how things are going
2. Formal method
• require a formal project status report from your team members
• The stakeholder status report is the most widely distributed status report
Team Member Recruitment

elements to consider when building the project team:
1. Good Team
*Skills * Knowledge *Availability *Experience
2. Very good Team
• Personality fit with the other team • Ability to learn new things
members
• Ability to adapt to change
• Ability to work well with others
3. Excellent team
• High levels of trust for each other and for • Enhanced communication
the project manager
• High levels of job satisfaction
• Enthusiastic commitment to the project
• shared accountability and rewards
• Creative problem solving
• Joint decision making
stages of team development
1. Forming
• team members are introduced to each other and begin working together
• To help with the forming stage use a Skills Assessment (Skill Inventory)
Skills Assessment (Skill Inventory)
• designed to record the types of skills, training, education, and special talents team members have

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2. Storming
• people are more uncomfortable with each other and will challenge one another for position and
status within the team.
• to reduce this stage use Roles and Responsibilities chart
Roles and Responsibilities chart
• look at a high-level description of the responsibility of each team member

3. Norming
• team settles in and performs the work of the project.
• Team members know their place on the team and what their own role is
4. Performing
• teams function in the most productive and effective ways possible
• They support one another, they monitor themselves, and they achieve great things in this stage
RACI chart
R = Responsible for performing the work
A = Accountable, the person or group who is responsible for approving or signing off on the work
C = Consult, someone who has input into the work or decisions
I = Inform, someone who must be informed of decisions
Project sponsor
• An executive in the organization who oversees the project. Advises the project manager, resolves
issues, serves as a tie breaker
Project manager
• Manages the project, creates project plans, measures and monitors project performance
Team members Complete the work of the project.
Identifying Risks
• Risk by definition is uncertainty

• not possible to have a project without having risk.
1. Historical Information
• reviewing historical documentation. Past projects of similar size and scope
2. Brainstorming
• Everyone has equal opportunity to express ideas
• no idea is a bad idea. As one person’s idea may produce another idea from someone else that leads
to another and so on
3. Nominal Group Technique
• what is the absolute worst thing that could happen during the project?
• Then gather ideas from the group
4. Interviews
• question-and-answer sessions with subject matter experts
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5. Industry Checklists
• Don’t forget to do some research into your own industry, including associations or special groups
supporting your industry
Performing Risk Assessment
• analyzing each risk you’ve identified to determine what probability the risk has of occurring and
what impact it will have if it does occur
probability is the likelihood a risk event will occur
Impact is the amount of pain a negative risk event may cause
Risk Probability and Impact Chart
Risk Response Techniques

1. Accepting
• team determines to accept the consequences of the risk event should it occur
2. Transferring
• assigning the risk and its consequences to a third party.
• Insurance is a classic example of risk transference.
3. Avoiding
• Is the main strategy when responding to risks
• eliminating the cause of the risk or changing the project plan to protect the project from the
consequences of the risk
4. Mitigating
• reducing the probability of its occurrence and reducing its impacts to an acceptable level
5. Contingency Planning
• developing alternatives to deal with the risk should it occur
6. Workarounds
• unplanned responses to unknown risks or they are responses to risks that were previously accepted

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Program evaluation and review technique (PERT)
• method to analyse the involved tasks in completing a given project
Critical path : Are activities with zero slack time
Slack time : the amount of time a task can be delayed before the project finish date is delayed
Activity A B C D E F G H I J k
Predecessor None A A B D C E&F G G H&I j
Duration 4 6 3 6 14 5 2 2 3 4 2

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Identifying Project’s Key Stakeholders

Documenting Key Stakeholders

• As the project manager, you are also a key stakeholder.

• First step in any project is STRATEGY

• the reason behind your existence (Short statement one or 2 lines)

• (google : making info availbe and accessible for everyone)

• EVERY LINE IN THE MISSION is written into goals.

Center Falcon --- facebook.com/CenterFalcon---- 01551661833

Creating the Project Charter

• formally authorizes the project to begin

Creating the Project Scope Statement

• is the first document we’ll create in the Planning process

Center Falcon --- facebook.com/CenterFalcon---- 01551661833

Creating Reporting Templates

Team Member Recruitment

Center Falcon --- facebook.com/CenterFalcon---- 01551661833

• look at a high-level description of the responsibility of each team member

• Risk by definition is uncertainty

Performing Risk Assessment

Risk Response Techniques

Center Falcon --- facebook.com/CenterFalcon---- 01551661833

Program evaluation and review technique (PERT)

• method to analyse the involved tasks in completing a given project

Critical path : Are activities with zero slack time

Predecessor None A A B D C E&F G G H&I j

Center Falcon --- facebook.com/CenterFalcon---- 01551661833

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