PROJECT MANAGEMENT
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Table of Contents • • • • • • •
Objective……………………………………………………………………………………….3 What is Project Management?...................................................................4 Project Management’s Phase…………………………………………………………5 Project Life Cycle…………………………………………………………………………..6 How to do Project Planning?......................................................................9 AIESEC Impact Model………………………………………………………………....16 Business Model Canvas………………………………………………………………..23
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Objective Understanding project management Analyzing current project management bottom up idea for improvement
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Project Management is . . . creating an environment and condition in which a defined goal or objective can be achieved in a controlled manner by team of people
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Phase
Project initiation
Planning
Execution
Closing
Controlling
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Project Life Cycle 1. Project Initiation
2. Project Planning
• Define Scope • Document project risks, assumptions & constrains • Develop project charter
• Define & record requirements, constrains, and assumptions • Identify project team and define roles & responsibilities • Create breakdown structure • Identify risk & define risk strategies • Obtain plan removal
3. Project Execution
4. Project Closure
• Execute tasks defined in project plan • Implement the procurement of project resources • Manage resource allocation • Implement approved changes • Measure project performance • Verify and manage the change to the project • Ensure project deliverables conform to quality standards • Monitor all risks
• Obtain final acceptance for the project • Obtain financial, legal, and administration closure • Release project resource • Identify document and communicate lessons learned • Create and distribute final project report • Achieve and retain project records • Measure customer satisfaction
Monitor and Control Project Management and Knowledge Transfer TALENT DEVELOPMENT 15 16 in BANDUNG 6
SMART PLANNING
Specific
• Is your goal well-defined? • Be precise about what you expect to achieve
Measurable
• Using numbers, dates and times is one way to represent measured objectives
Attainable
• Setting yourself impossible goals will only end in disappointment. • Make your goals challenging, but realistic
Relevance
• Consider how relevant each objective is to the overall organization picture.
Time bound
• Set a time scale for completion of each goal. Even if you have to review this as you progress, it will help to keep you motivated.
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Knowledge Knowledge that you should know
Procurement management Integration management
Time management Scope management
Human Resources
Quality management Cost management Risk management
Communication management
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AIESEC Essence
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How to do project planning? 1. Social impact model
5. How to define responsibility
4. Action step
2. Budgeting
3. Timeline
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Social Impact Model
Social Problem Definition
Data
Social impact strategies
Social and Economic Impact Indicator
Mission Operating Model
Organization and program performance indicator
Vision of Success
Feedback Loop TALENT DEVELOPMENT 15 16 in BANDUNG 10
Budgeting Budgeting is the most important element of project management and not just a tool of financial management
Budget planning
Review by OCP and VP Finance
Feedback
Project budget
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Project Timeline November 2014 – Children Project
Day 3 Go to
Day 1 Opening Project
Day 2 IPS
Day 4 Batik Class
Day 5 Teach in School
Day 6
Day 7
Day 8
Day 9
Day 10
Day 11
Day 12
Day 13
Day 14
Day 15 Weekend
Day 16 Weekend
Day 17
Day 18
Day 19 Day 20 Main Event , etc.
Orphanage
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Action Step Children Project Week 1 Division
Action Step-Result
Week 2 Next to do
Action StepResult
Next to do
Program and Marketing
Finance and Logistic
Corporate Relation
Selection and Learning Reception
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Each of these positions should understand about JOB DESCRIPTION and MOS OCP
Program Marketing
Finance Logistic
Reception
Selection Learning
Corporate Relation
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Backward Planning is . . . First identifying your goal and then choosing the actions that are most likely to help you to arrive efficiently at your goal.
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AIESEC
Impact Model
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Pestle Analysis Organization needs to identify external factor within their environment that could occur Pastel analysis is the popular factor to identify these external factors such as political, economic, social, technology, legal, and environmental issues
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Brainstorm issues
Pestle Analysis Process
Identify issues
Rate importance
Assess likelihood
Consider implication
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A process you are likely to adopt when using the PESTLE technique is a relatively simple one 1. Brainstorm and list key issues and that are outside the organization’s control 2. Broadly identify the implications of each issues 3. Rate is relatively importance to the organization (e.g. critical, extensive, important, significant, moderate or insignificant) 4. Rate and the likelihood of it occur (e.g. certainty, extremely likely, likely, potential, remote possibility, or will not transpire) 5. Briefly consider the implications if the issue did occur
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Data
Social Problem Definition
Social impact strategies
Social and Economic Impact Indicator
Mission Operating Model
Organization and program performance indicator
Vision of Success
Feedback Loop TALENT DEVELOPMENT 15 16 in BANDUNG 20
Social Problem Definition
How do you plan to get bigger impact?
How do you measure the long-term impact?
Social impact strategies
Social and Economic Impact Indicator
Mission Operating Model
How do I define the social problem I need to tackle?
How you reach the vision?
How will the business ultimately work?
Organization and program performance indicator
What will we do in our term about it?
Vision of Success
How would the community be without this issues?
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The Project Management Triangle Faster time
High quality
More expensive
Faster time
Less expensive
Lower quality
High quality
Less expensive
Slower time
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BUSINESS MODEL CANVAS A strategic management and lean startup template for developing new or documenting existing business model.
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What kind of value do you want to deliver?
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What kind of value do you want to deliver? To whom you want to deliver the value?
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What kind of value do you want to deliver? To whom you want to deliver the value? What do you need to make it happen?
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What kind of value do you want to deliver? To whom you want to deliver the value? What do you need to make it happen? How do you do it?
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What kind of value do you want to deliver? To whom you want to deliver the value? What do you need to make it happen? How do you do it? What will it cost?
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What kind of value do you want to deliver? To whom you want to deliver the value? What do you need to make it happen? How do you do it? What will it cost? Who will help you?
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What kind of value do you want to deliver? To whom you want to deliver the value? What do you need to make it happen? How do you do it? What will it cost? Who will help you? How do you reach them?
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What kind of value do you want to deliver? To whom you want to deliver the value? What do you need to make it happen? How do you do it? What will it cost? Who will help you? How do you reach them? How do you interact? TALENT DEVELOPMENT 15 16 in BANDUNG 31
What kind of value do you want to deliver? To whom you want to deliver the value? What do you need to make it happen? How do you do it? What will it cost? Who will help you? How do you reach them? How do you interact? How much will you make? TALENT DEVELOPMENT 15 16 in BANDUNG 32
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“ having a project without project management is like trying to play a football game without a game plan”
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