Lynda.com Project Management Fundamentals - Revision history

Aaron Makaruk: /* Lynda.com Project Management Fundamentals */

2012-02-19T05:57:56Z

Lynda.com Project Management Fundamentals

← Older revision		Revision as of 05:57, 19 February 2012
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	==~~Lynda.com Project Management Fundamentals~~==		==Overview==
	<blockquote>"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."</blockquote>		<blockquote>"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."</blockquote>
	::- [http://www.lynda.com/Business-Project-Management-tutorials/Project-Management-Fundamentals/80780-2.html?srchtrk=index%3A1%0Alinktypeid%3A2%0Aq%3Aproject%20management%0Apage%3A1%0As%3Arelevance%0Asa%3Atrue%0Aproducttypeid%3A2 Lynda.com]		::- [http://www.lynda.com/Business-Project-Management-tutorials/Project-Management-Fundamentals/80780-2.html?srchtrk=index%3A1%0Alinktypeid%3A2%0Aq%3Aproject%20management%0Apage%3A1%0As%3Arelevance%0Asa%3Atrue%0Aproducttypeid%3A2 Lynda.com]

Aaron Makaruk: /* Lynda.com Project Management Fundamentals */

2012-02-19T05:52:26Z

Lynda.com Project Management Fundamentals

← Older revision		Revision as of 05:52, 19 February 2012
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	<blockquote>"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."</blockquote>		<blockquote>"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."</blockquote>
	::- [http://www.lynda.com/Business-Project-Management-tutorials/Project-Management-Fundamentals/80780-2.html?srchtrk=index%3A1%0Alinktypeid%3A2%0Aq%3Aproject%20management%0Apage%3A1%0As%3Arelevance%0Asa%3Atrue%0Aproducttypeid%3A2 Lynda.com]		::- [http://www.lynda.com/Business-Project-Management-tutorials/Project-Management-Fundamentals/80780-2.html?srchtrk=index%3A1%0Alinktypeid%3A2%0Aq%3Aproject%20management%0Apage%3A1%0As%3Arelevance%0Asa%3Atrue%0Aproducttypeid%3A2 Lynda.com]


	===Initiating===		===Initiating===

Aaron Makaruk: /* Lynda.com Project Management Fundamentals */

2012-02-19T05:51:51Z

Lynda.com Project Management Fundamentals

← Older revision		Revision as of 05:51, 19 February 2012
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	==Lynda.com Project Management Fundamentals==		==Lynda.com Project Management Fundamentals==
	<blockquote>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.</blockquote>		<blockquote>"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."</blockquote>
			::- [http://www.lynda.com/Business-Project-Management-tutorials/Project-Management-Fundamentals/80780-2.html?srchtrk=index%3A1%0Alinktypeid%3A2%0Aq%3Aproject%20management%0Apage%3A1%0As%3Arelevance%0Asa%3Atrue%0Aproducttypeid%3A2 Lynda.com]


	===Initiating===		===Initiating===
	----		----

Aaron Makaruk: /* Lynda.com Project Management Fundamentals */

2012-02-19T05:50:44Z

Lynda.com Project Management Fundamentals

← Older revision		Revision as of 05:50, 19 February 2012
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	==Lynda.com Project Management Fundamentals==		==Lynda.com Project Management Fundamentals==
			<blockquote>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.</blockquote>
	===Initiating===		===Initiating===
	----		----

Aaron Makaruk at 05:47, 19 February 2012

2012-02-19T05:47:50Z

← Older revision		Revision as of 05:47, 19 February 2012
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	===Initiating===		===Initiating===
			----
	====Problem Statement====		====Problem Statement====
	:*''Problem Statement'' documents help define the problem or opportunity.		:*''Problem Statement'' documents help define the problem or opportunity.

Aaron Makaruk: moved Project Management Methods to Lynda.com Project Management Fundamentals

2012-02-19T05:47:22Z

moved Project Management Methods to Lynda.com Project Management Fundamentals

← Older revision	Revision as of 05:47, 19 February 2012
(No difference)

Aaron Makaruk at 05:46, 19 February 2012

2012-02-19T05:46:09Z

← Older revision		Revision as of 05:46, 19 February 2012
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	====Problem Statement====		====Problem Statement====
	:''Problem Statement'' documents help define the problem or opportunity.		:*''Problem Statement'' documents help define the problem or opportunity.
	:Projects are started to solve a problem or take advantage of an opportunity.		:*Projects are started to solve a problem or take advantage of an opportunity.
	:Keep the problem definition simple.		:*Keep the problem definition simple.
	:Do not start talking about solutions until the problem is clearly defined.		:*Do not start talking about solutions until the problem is clearly defined.
	:Ask ''why'' until the problem is clearly defined.		:*Ask ''why'' until the problem is clearly defined.

	====Project Goal====		====Project Goal====
	:''Project Goals'' are high-level targets that state the end result of the project.		:*''Project Goals'' are high-level targets that state the end result of the project.
	:Easy to understand.		:*Easy to understand.
	:Create ''objectives'' that define the goal. Objectives should be:		:*Create ''objectives'' that define the goal. Objectives should be:
	::*Specific		::*Specific
	::*Measurable		::*Measurable
Line 20:		Line 20:

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

	====Requirements====		====Requirements====
	:''Requirements'' provide the details of what the outcomes must look like.		:*''Requirements'' provide the details of what the outcomes must look like.
	:Don't include requirements that aren't necessary.		:*Don't include requirements that aren't necessary.
	:Make sure you have all the necessary requirements.		:*Make sure you have all the necessary requirements.
	:Techniques for gathering requirements:		:*Techniques for gathering requirements:
	::*Reuse existing requirements - if this project is like a past one.		::*Reuse existing requirements - if this project is like a past one.
	::*Build a prototype - test the idea and evaluate it.		::*Build a prototype - test the idea and evaluate it.
Line 37:		Line 37:
	::*Observe end-users interacting with the product.		::*Observe end-users interacting with the product.
	::*Conduct interviews.		::*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.		:*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====
	:''Deliverables'' are the products or services that are delivered.		:*''Deliverables'' are the products or services that are delivered.
	:Can be tangible (products) or more abstract (services).		:*Can be tangible (products) or more abstract (services).
	:They help you measure progress.		:*They help you measure progress.
	:Process:		:*Process:
	::*Start by defining end deliverables.		::*Start by defining end deliverables.
	::*Next, define intermediate deliverables.		::*Next, define intermediate deliverables.
	::*Next, define success criteria so you know your progress is on track.		::*Next, define success criteria so you know your progress is on track.
	:Deliverables should be able to be completed in between status reports.		:*Deliverables should be able to be completed in between status reports.
	:How do you know the deliverables you receive are what you need?		:*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'' help you determine that your deliverables are what you need.
	::*Success criteria should be clear and quantifiable.		::*Success criteria should be clear and quantifiable.

	====Assumptions====		====Assumptions====
	:''Assumptions'' are things that are believed to be true but are not confirmed.		:*''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.		:*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 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.		:*Ask people to describe project success.

	====Risks====		====Risks====
	:''Risks'' are situations or events that might negatively affect your project.		:*''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.		:*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.		:*Document risks at the start of the project.

	====Scope Statement====		====Scope Statement====
	:''Scope Statements'' define the boundaries of what is included and what isn't included in the project.		:*''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.		:*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.		:*''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.		:*Sometimes team members expand the scope without management knowing it. When assembling the team, make sure they understand the scope statement.

	====Stakeholders====		====Stakeholders====
	:''Stakeholders'' are people who have a stake in the outcome of a project.		:*''Stakeholders'' are people who have a stake in the outcome of a project.
	:Major ''stakeholder roles'':		:*Major ''stakeholder roles'':
	::*Project Customer		::*Project Customer
	::*Project Sponsors		::*Project Sponsors
	::*Functional Managers		::*Functional Managers
	::*Team Members		::*Team Members
	:How do you work effectively with your stakeholders?		:*How do you work effectively with your stakeholders?
	::*Make a ''stakeholder analysis'':		::*Make a ''stakeholder analysis'':
	:::*Identify what motivates your stakeholders?		:::*Identify what motivates your stakeholders?
Line 82:		Line 82:
	:::*Identify the objectives that the stakeholders care about and their priorities.		:::*Identify the objectives that the stakeholders care about and their priorities.
	:::*Document the stakeholder's contribution to the project.		:::*Document the stakeholder's contribution to the project.
	:Stakeholders are crucial to the success of your project.		:*Stakeholders are crucial to the success of your project.

	====Approval====		====Approval====
	:Get approval from project stakeholders.		:*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.		:*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.		:*A face to face sign-off meeting is more effective.
	::*Review the project summary to make sure the project stakeholders agree with it.		::*Review the project summary to make sure the project stakeholders agree with it.
	::*Obtain signatures.		::*Obtain signatures.
Line 93:		Line 93:

	====Project Charter====		====Project Charter====
	:''Project Charters'' are formal announcements of the initiation of the project and the delegation of authority to the ''Project Manager''.		:*''Project Charters'' are formal announcements of the initiation of the project and the delegation of authority to the ''Project Manager''.
	::*Includes:		::*Includes:
	:::*Name of the Project		:::*Name of the Project

Aaron Makaruk at 05:44, 19 February 2012

2012-02-19T05:44:42Z

← Older revision		Revision as of 05:44, 19 February 2012
Line 4:		Line 4:

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

	====Project Goal====		====Project Goal====
	:*''Project Goals'' are high-level targets that state the end result of the project.		:''Project Goals'' are high-level targets that state the end result of the project.
	:*Easy to understand.		:Easy to understand.
	:*Create ''objectives'' that define the goal. Objectives should be:		:Create ''objectives'' that define the goal. Objectives should be:
	::*Specific		::*Specific
	::*Measurable		::*Measurable
Line 20:		Line 20:

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

	====Requirements====		====Requirements====
	:*''Requirements'' provide the details of what the outcomes must look like.		:''Requirements'' provide the details of what the outcomes must look like.
	:*Don't include requirements that aren't necessary.		:Don't include requirements that aren't necessary.
	:*Make sure you have all the necessary requirements.		:Make sure you have all the necessary requirements.
	:*Techniques for gathering requirements:		:Techniques for gathering requirements:
	::*Reuse existing requirements - if this project is like a past one.		::*Reuse existing requirements - if this project is like a past one.
	::*Build a prototype - test the idea and evaluate it.		::*Build a prototype - test the idea and evaluate it.
Line 37:		Line 37:
	::*Observe end-users interacting with the product.		::*Observe end-users interacting with the product.
	::*Conduct interviews.		::*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.		: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====
	:*''Deliverables'' are the products or services that are delivered.		:''Deliverables'' are the products or services that are delivered.
	:*Can be tangible (products) or more abstract (services).		:Can be tangible (products) or more abstract (services).
	:*They help you measure progress.		:They help you measure progress.
	:*Process:		:Process:
	::*Start by defining end deliverables.		::*Start by defining end deliverables.
	::*Next, define intermediate deliverables.		::*Next, define intermediate deliverables.
	::*Next, define success criteria so you know your progress is on track.		::*Next, define success criteria so you know your progress is on track.
	:*Deliverables should be able to be completed in between status reports.		:Deliverables should be able to be completed in between status reports.
	:*How do you know the deliverables you receive are what you need?		: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'' help you determine that your deliverables are what you need.
	::*Success criteria should be clear and quantifiable.		::*Success criteria should be clear and quantifiable.

	====Assumptions====		====Assumptions====
	:*''Assumptions'' are things that are believed to be true but are not confirmed.		:''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.		: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 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.		:Ask people to describe project success.

	====Risks====		====Risks====
	:*''Risks'' are situations or events that might negatively affect your project.		:''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.		: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.		:Document risks at the start of the project.

	====Scope Statement====		====Scope Statement====
	:*''Scope Statements'' define the boundaries of what is included and what isn't included in the project.		:''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.		: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.		:''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.		:Sometimes team members expand the scope without management knowing it. When assembling the team, make sure they understand the scope statement.

	====Stakeholders====		====Stakeholders====
	:*''Stakeholders'' are people who have a stake in the outcome of a project.		:''Stakeholders'' are people who have a stake in the outcome of a project.
	:*Major ''stakeholder roles'':		:Major ''stakeholder roles'':
	::*Project Customer		::*Project Customer
	::*Project Sponsors		::*Project Sponsors
	::*Functional Managers		::*Functional Managers
	::*Team Members		::*Team Members
	:*How do you work effectively with your stakeholders?		:How do you work effectively with your stakeholders?
	::*Make a ''stakeholder analysis'':		::*Make a ''stakeholder analysis'':
	:::*Identify what motivates your stakeholders?		:::*Identify what motivates your stakeholders?
Line 82:		Line 82:
	:::*Identify the objectives that the stakeholders care about and their priorities.		:::*Identify the objectives that the stakeholders care about and their priorities.
	:::*Document the stakeholder's contribution to the project.		:::*Document the stakeholder's contribution to the project.
	:*Stakeholders are crucial to the success of your project.		:Stakeholders are crucial to the success of your project.

	====Approval====		====Approval====
	:*Get approval from project stakeholders.		: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.		: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.		:A face to face sign-off meeting is more effective.
	::*Review the project summary to make sure the project stakeholders agree with it.		::*Review the project summary to make sure the project stakeholders agree with it.
	::*Obtain signatures.		::*Obtain signatures.
Line 93:		Line 93:

	====Project Charter====		====Project Charter====
	:*''Project Charters'' are formal announcements of the initiation of the project and the delegation of authority to the ''Project Manager''.		:''Project Charters'' are formal announcements of the initiation of the project and the delegation of authority to the ''Project Manager''.
	::*Includes:		::*Includes:
	:::*Name of the Project		:::*Name of the Project

Aaron Makaruk: /* Stakeholders */

2012-02-19T05:42:43Z

Stakeholders

← Older revision		Revision as of 05:42, 19 February 2012
Line 71:		Line 71:
	====Stakeholders====		====Stakeholders====
	:*''Stakeholders'' are people who have a stake in the outcome of a project.		:*''Stakeholders'' are people who have a stake in the outcome of a project.
	:*Major stakeholder ~~Roles~~		:*Major ''stakeholder roles'':
	::*Project Customer		::*Project Customer
	::*Project Sponsors		::*Project Sponsors
Line 77:		Line 77:
	::*Team Members		::*Team Members
	:*How do you work effectively with your stakeholders?		:*How do you work effectively with your stakeholders?
	::*Make a stakeholder analysis.		::*Make a ''stakeholder analysis'':
	:::*Identify what motivates your stakeholders?		:::*Identify what motivates your stakeholders?
	:::*Identify who your stakeholders listen to.		:::*Identify who your stakeholders listen to.

Aaron Makaruk: /* Scope Statement */

2012-02-19T05:41:59Z

Scope Statement

← Older revision		Revision as of 05:41, 19 February 2012
Line 66:		Line 66:
	:*''Scope Statements'' define the boundaries of what is included and what isn't included in the project.		:*''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.		:*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.		:*''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.		:*Sometimes team members expand the scope without management knowing it. When assembling the team, make sure they understand the scope statement.