Lynda.com Project Management Fundamentals

Overview
"'Author Bonnie Biafore lays out a set of principles for efficiently managing projects. The course examines the concepts of project management, from defining the problem, establishing project objectives, and building a project plan to meeting deadlines, managing team resources, and closing the project. The course also provides tips for reporting on project performance, keeping a project on track, and gaining customer acceptance.'"
 * - Lynda.com

Problem Statement

 * Problem Statement documents help define the problem or opportunity.
 * Projects are started to solve a problem or take advantage of an opportunity.
 * Keep the problem definition simple.
 * Do not start talking about solutions until the problem is clearly defined.
 * Ask why until the problem is clearly defined.

Project Goal

 * Project Goals are high-level targets that state the end result of the project.
 * Easy to understand.
 * Create objectives that define the goal. Objectives should be:
 * Specific
 * Measurable
 * Realistic
 * Time-Related

Strategy

 * There is often more than one strategy for achieving a specific goal.
 * Brainstorm possible strategies with a team based on the problem statement, goal, and objectives.
 * Evaluate the brainstorming ideas using a Strategy Matrix.
 * Ask: Is this strategy feasible?
 * Ask: Are the risks of this strategy acceptable?
 * Ask: Does this strategy fit the culture of the organization?

Requirements

 * Requirements provide the details of what the outcomes must look like.
 * Don't include requirements that aren't necessary.
 * Make sure you have all the necessary requirements.
 * Techniques for gathering requirements:
 * Reuse existing requirements - if this project is like a past one.
 * Build a prototype - test the idea and evaluate it.
 * Hold requirements meetings. (marcin)
 * Observe end-users interacting with the product.
 * Conduct interviews.
 * With your goal in mind, document your requirements by writing detailed statements of what must be accomplished by the project to satisfy the objectives.

Deliverables

 * Deliverables are the products or services that are delivered.
 * Can be tangible (products) or more abstract (services).
 * They help you measure progress.
 * Process:
 * Start by defining end deliverables.
 * Next, define intermediate deliverables.
 * Next, define success criteria so you know your progress is on track.
 * Deliverables should be able to be completed in between status reports.
 * How do you know the deliverables you receive are what you need?
 * Success criteria help you determine that your deliverables are what you need.
 * Success criteria should be clear and quantifiable.

Assumptions

 * Assumptions are things that are believed to be true but are not confirmed.
 * Get assumptions out in the open to make sure everyone is on the same page.
 * Ask questions about what people expect, what they envision when they think about the project, don't be afraid to ask multiple times to make sure the story doesn't change.
 * Ask people to describe project success.

Risks

 * Risks are situations or events that might negatively affect your project.
 * Identify risks early in a project so the management team can make a decision to move forward with a project.
 * Document risks at the start of the project.

Scope Statement

 * Scope Statements define the boundaries of what is included and what isn't included in the project.
 * Can also include an out of scope statement that clarifies assumptions about what is outside the boundaries of what the project is.
 * Change management processes control the small requests that come into a project.
 * Sometimes team members expand the scope without management knowing it. When assembling the team, make sure they understand the scope statement.

Stakeholders

 * Stakeholders are people who have a stake in the outcome of a project.
 * Major stakeholder roles:
 * Project Customer
 * Project Sponsors
 * Functional Managers
 * Team Members
 * How do you work effectively with your stakeholders?
 * Make a stakeholder analysis:
 * Identify what motivates your stakeholders?
 * Identify who your stakeholders listen to.
 * Identify the objectives that the stakeholders care about and their priorities.
 * Document the stakeholder's contribution to the project.
 * Stakeholders are crucial to the success of your project.

Approval

 * Get approval from project stakeholders.
 * Do not mail or email the project summary to your stakeholders and have them sign on the dotted line. They might not read the packet and fully committ.
 * A face to face sign-off meeting is more effective.
 * Review the project summary to make sure the project stakeholders agree with it.
 * Obtain signatures.
 * It’s important that the stakeholders understand what the project is about and buy into it.

Project Charter

 * Project Charters are formal announcements of the initiation of the project and the delegation of authority to the Project Manager.
 * Includes:
 * Name of the Project
 * Purpose
 * Name of the Project Manager
 * Responsibilities
 * Authority specifics
 * A formal declaration of authority by the project sponsor.
 * When the project is ready to go, the project sponsor distributes the project charter to the team members.