Lynda.com Project Management Fundamentals

Lynda.com Project Management Fundamentals

Initiating

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 target that states the end result of the project. - Easy to understand. - Create objectives that define the goal: o Specific o Measurable o Realistic o 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: o Reuse existing requirements - if this project is like a past one. o Build a prototype - test the idea and evaluate it. o Hold requirements meetings. (marcin) o Observe end-users o 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

- Definition: the products or services that are delivered. - Can be tangible (products) or more abstract (services). - They help you measure progress. - Process: o Start by defining end deliverables. o Next, define intermediate deliverables. o 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. o Success criteria should be clear and quantifiable.

Assumptions

- Definition: something that is believed to be true but 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

- Definition: a situation or event 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

- Definition: defines 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

- Definition: someone who has a stake in the outcome of a project. - Major stakeholder Roles o Project Customer o Project Sponsors o Functional Managers o Team Members - How do you work effectively with your stakeholders? o 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. o Review the project summary to make sure the project stakeholders agree with it. o Obtain signatures. o It’s important that the stakeholders understand what the project is about and buy into it.

Project Charter

- Definition: the project sponsor formally announces the project to the team members and delegates authority. o Includes:  Name of the Project  Purpose  Name of the Project Manager  Responsibilities  Authority specifics  A formal declaration of authority by the project sponsor. o When the project is ready to go, the project sponsor distributes the project charter to the team members.