Project Management Booklet

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PROJECT MANAGEMENT

POWERED BY TALENT DEVELOPMENT 15 16 in BANDUNG

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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

in BANDUNG 8


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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