1. Project Management Masterclass
Mark Curran
Year in Industry Mentor
Welcome to the Session!

2. Importance of perspective in
Projects

3. According to the Project Management Institute
(PMI):
“A project is a temporary endeavour undertaken to create a
unique product, service, or result.”
What is Project Management?

4. • Lack of support for the project;
• Lack of project scope definition;
• Continual change requests to scope; and
• Reluctance to discuss/deal with bad news.
Common issues that arise in
PM

5. • Control and predictability of project outcomes;
• Stakeholder confidence and support;
• Provides reference or roadmap for future similar
projects; and
• Provide you with basic tools to manage future projects.
Benefits of good PM

6. Topics covered today:
• Stakeholder Analysis;
• Defining the project scope;
• How to create a Work Breakdown Structure;
• How to create the project schedule;
• Managing Project Quality;
• Managing Project Communications; and
• Managing Project Risk.
Creating a Project Management
Plan

7. • Identify all parties that will be impacted by the project i.e.
the stakeholders;
• Identify stakeholder interest, involvement and impact on
the project;
• Collect project requirements (from identified
stakeholders plus any other relevant source); and
• Create stakeholder register.
Stakeholder Analysis

8. Stakeholder Register
Stakeholders Stakeholder Interest
Operations Director
(Sponsor)
Keen to improve access time to documentation
(business efficiency). Very keen to expand
warehousing area.
Departmental Managers
Keen to improve access time to documentation.
Maybe reluctant to release personnel for project
due to business commitments.
Departmental Personnel Will be interested but may be indifferent to detail.
Warehouse Manager
Concerns over short term disruption. Need to
keep on side by mitigating issues faced where
possible.
External contractor
Have no direct interest in the project but
interested in the end date so they commence the
warehouse expansion.

9. Stakeholder Analysis
“Power/Interest” matrix:
Keep Satisfied Manage Closely
Monitor Keep Informed
Interest HighLow
Low
Power
High
Their lack of interest/power means
they are most likely to accept was
is communicated and follow
instructions .
If communicated and presented
in a logical way, will generally
provide support and often ignore
dissenters.
Need to keep satisfied enough to
avoid them getting too interested
and unnecessarily involved.
Reassuring them of outcomes
usually achieves this.
Major supporter (or dissenters).
Potentially major driver of change.
Need to provide regular updates
and provide reassurance of
outcomes.

10. Create stakeholder
“power/interest” matrix:
Keep Satisfied Manage Closely
Monitor Keep Informed
Interest HighLow
Low
Power
High
External contractor
Departmental Personnel
Warehouse Manager Operations Director (Sponsor)
Assigned project personnel

11. • Define project scope description/characteristics:
• Digitise/destroy docs held in records area;
• Register of all docs and status must be provided;
• Must be converted to .pdf;
• Create a map of where digitised docs to be stored;
• Access to digitised docs must be assigned; and
• Storage area to be completely cleared for contractor.
Define scope:

12. • Define product acceptance criteria:
• All docs on register to be digitised/destroyed;
• All digitised docs uploaded as per directory map;
• User access to digitised docs correctly assigned;
• Storage area completely empty for contractors;
• Assigned personnel have digital access to specified
records; and
• Specified area allocated for warehouse expansion.
Define scope:

13. • Project exclusions:
• Only paper records in storage area to be
digitised/destroyed.
• Project constraints:
• Project cannot start before; and
• Project must complete by.
Define scope:

14. • Scope freeze:
• This effectively sets the project baseline across all areas;
• Further request for change will be reviewed
accepted/rejected and then documented; and
• Accepted changes may well affect the schedule, cost,
the deliverable and quality etc.
Define scope:

15. Cost/risk implications of change orders:
£
Time
Risk Cost
Define scope:

16. How to create a WBS (Work
Breakdown Structure):
Create high-level WBS:
Identify
docs by
dept
Scan docs
Shred or
destroy
docs
Digitised
doc
register
Clear
storage
area
Digitise docs
and clear
store area

17. How to create a WBS (Work
Breakdown Structure):
Identify Activities:
Identify
docs by
dept
Scan
docs
Shred or
destroy
docs
Digitise
doc
register
Clear
storage
area
Digitise docs
and clear
store area
• Create paper
doc reg
• Tag each doc
i.e. digitise or
destroy
• Sort paperwork
to be digitised
• Covert to txt
via OCR
• Covert to pdf
• Shred/
destroy
• Load pdf
docs to
network
Directory
• Assign user
access
rights
• Clear area

18. How to create a Project
Schedule:

19. Critical Path Schedule:

20. Plan Quality:
• Define quality requirements/standards (how compliance will be
demonstrated)
• Register of each doc by dept;
• Each register section to be signed of by dept manager;
• Sign off authorises doc to be digitised or destroyed; and
• Register to highlight status and date performed.
Perform Quality Assurance:
• Performing quality audit.
Perform Quality Control:
• Graphs/Charts and their use.
Managing Project Quality

21. Identify what information needs to be communicated:
• Activity Progress against schedule and plan;
• Where will project documentation be stored; and
• Revision control.
o Rev A, Rev 1, Rev A1 etc
Identify when required information needs to be
communicated:
• i.e. every Friday.
Plan Communications

22. Decide who to distribute to:
• Progress detail to all stakeholders except external
contractor; and
• Schedule progress, all stakeholders.
• Report performance/progress:
• Total docs to convert; and
• % complete by status.
Plan Communications:

23. Decide who to distribute to:
Plan Communications:
Stakeholder Schedule Doc progress reports
Operations Director Yes Yes
Departmental Managers Yes Yes
Departmental Personnel Yes Yes
Warehouse Manager Yes Yes
External contractor Yes No

24. Plan risk management:
• Start with what might happen, chances and impact; and
• Add new risks as they are discovered.
Identify and categorise risks:
• High – work with sponsor to resolve or halt project;
• Medium – try and resolve immediately; and
• Low – do nothing but monitor.
Respond to risk:
• Continually review and audit.
Risk Planning

25. Track risk:
Risk
ID
Description
Prob
H/M/L
Impact Response
Date
Logged
Owner
1
Lack of project
support/help
M
Potential
project delay,
quality of
data
Assigned
personnel to be
made available by
2 Aug 13
10 July 13 Dave M
2
All paper docs
may not be
accounted for
H
Docs could
get mis-
assigned or
even lost
Dept Mgr to review
and sign off
relevant part of doc
reg
10 July 13 Dept Mgr
3
Scanner may
break down
L
Digitising
docs will
delay
schedule
Ensure immediate
repair service
available or
replacement unit
15 July 13 PM
Risk Planning

26. Any Questions