Business 101: Project Management For Beginners | Chris Benjamin | Skillshare

Business 101: Project Management For Beginners

Chris Benjamin, Instructor, MBA and CFO

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58 Lessons (2h 9m)
    • 1. Course Introduction

    • 2. Instructor Introduction

    • 3. What Makes a Good Project and Manager

    • 4. 07The Project Manager Role

    • 5. Understanding The Project Audience

    • 6. Developing Your Audience List

    • 7. Drivers, Supporters, Observers

    • 8. Audience List

    • 9. Audience Authority Levels

    • 10. Scope Statement

    • 11. The Big Picture

    • 12. Project Constraints

    • 13. Facing Unknowns

    • 14. Project Breakdown

    • 15. Displaying a Project Breakdown

    • 16. Identifying Risks

    • 17. Documentation

    • 18. Timelines and Network Plans

    • 19. Working with Timelines

    • 20. Developing Timelines

    • 21. Estimaing Durations

    • 22. Displaying The Schedule

    • 23. Match People to Tasks

    • 24. Estimating Your Needs Commitment

    • 25. Ensuring Team Members Can Meet Commitments

    • 26. Budgeting Costs

    • 27. Defining Risk and Risk Management

    • 28. Focusing On Risk

    • 29. Assessing Risks

    • 30. Managing Risks

    • 31. Preparing a Risk Management Plan

    • 32. Defining the 3 Organizational Function Maps

    • 33. Working Under a Matrix Functionality

    • 34. Outlining Key Roles

    • 35. Making Project Assignments

    • 36. Depicting Roles and Responsibilities

    • 37. Dealing With Micro Management

    • 38. Finalizing Your Project Participants

    • 39. Developing Your Team

    • 40. Developing The Groundwork

    • 41. Announcing Your Project

    • 42. Post Project Evaluation

    • 43. Project Control

    • 44. Project Management Systems

    • 45. Change Management

    • 46. Successful Communications Basics

    • 47. Choosing the Communication Medium

    • 48. Written Communications

    • 49. Verbal Communication and Meetings

    • 50. Managers and Leaders Qualities

    • 51. Team Member Motivation

    • 52. 074PROJM Section 16a Wrapping Up The Project

    • 53. 074PROJM Section 16b The Project Team Transition

    • 54. 074PROJM Section 16c Post Project Evaluation

    • 55. 074PROJM Section 17a Using Project Management Software

    • 56. 074PROJM Section 17b Social Media and Other Tools

    • 57. 074PROJM Section 18a Top 10 Project Manager Skills Takeaway

    • 58. Course Conclusion


About This Class

Are You A Business Student Wanting To Know How Project Management Works In The Real World?

Are You A Department Head or Manager Who Will Be Leading A Project, Such As A Software Implementation?

Do You Want To Learn Practical Skills To Be a More Efficient Project Manager?

Do You Want To Stand Out Amongst Your Peers With Your Improved Skills?

If You Answered "Yes" To Any Of The Above, Look No Further.  This Is The Course For You!

*** Updated June 2019 with new content! ***

Enroll today and join the 100,000+ successful students I have taught as a Top Rated instructor!

Three reasons to TAKE THIS COURSE right now:

  1. You get lifetime access to lectures, including all new lectures, assignments, quizzes and downloads

  2. You can ask me questions and see me respond to every single one of them thoroughly! 

  3. You will are being taught by a professional with a proven track record of success!

  4. Bonus reason: Udemy has a 30 day 100% money back guarantee if for some reason you don't enjoy the course!

Recent Review:

John M. says "Fantastic course about project management.  Taught with real world experience, I feel like I could fully run a large scale project for my corporation after this course.  Really, it cuts through all the nonsense and gets to all the practical skills and techniques needed to run an effective project. Highly recommended!"

Why You Should Take This Course With Me:

Proper Project Management is an important skill set to have whether you are personally a project manager, or you are working in any situation where you want to implement the best practices of project management.  In this course we are going to learn all of the best practices when it comes to the discipline of project management, including scheduling, budgeting, resource management, leadership, and much more!  By the end of this course you'll be a project management pro!

What We Learn In The Course:

  • How to get started in project management

  • Time Planning

  • Team Planning

  • Managing the Project

  • Tracking Progress

  • Use of Technology to Manage Your Project

  • Encouraging Performance

  • Leadership Skills

  • And Much More!!! Those are just the highlights

At any point if you have a question, please feel free to ask through the course forum, I'd be happy to answer any and all questions.  


About The Instructor

Chris Benjamin, MBA & CFO is a seasoned professional with over 20 years experience in accounting, finance, financial reporting, small business and project management.  Having spent the first 10 years of my career in corporate settings with both large and small companies, I learned a lot about the accounting process, managing accounting departments, financial reporting, external reporting to board of directors and the Securities and Exchange Commission, and working with external auditors.  

The following 10+ years I decided to go into CFO Consulting, working with growing companies and bringing CFO level experience to companies.  I help implement proper best business practices in accounting and finance, consult on implementation of accounting systems, implementing accounting procedures, while also still fulfilling the CFO roll for many of my clients which includes financial reporting, auditing, working with investors, financial analysis and much more.  

Thank you for signing up for this course. I look forward to being your instructor for this course and many more!

Chris Benjamin, Instructor, CFO & MBA


1. Course Introduction: welcome everybody to the course. Thanks so much for signing up. My name is Chris Benjamin. I will be your instructor now, In the next lecture, I'm gonna give you a little bit more background about myself. And where I come from this introductory lesson, though I mainly wanted to first welcome you to the course and then 2nd 1 of just give you a bit of a road map as to where we're going. So essentially, we're going to be covering project management from A to Z. What does it take to be an effective project management? We're gonna talk about first defining the project. Your best practices when doing so Pulling resource is figuring out who do you need to? Who do you need involved in this project? What other resource is do you need? Whether it's money, locations, software, lots of resource is that you potentially need. Then comes the scheduling, scheduling out the project, setting milestones. One of the best practices there. We'll talk about sort of status updates and sort of basically keeping a temperature gauge on your project and how well it's running, making adjustments when things maybe start to go off track or start to go a different way and also being flexible and making changes along the way that will make the project run even more efficient. And then lastly, once we get to the end of the project, will talk about wrapping up the project, the best policies there and then learning from our from our experiences, you know, what do we learn from this project that we can apply now to the next one to make things run even better in the future? So cover quite a bit of information in this course. I'm glad you've signed up s Oh, sit back. Enjoy. Take everything in. Definitely download the worksheet if you want, you can take notes on it. If during the course you have any questions, definitely send me a semi message for the course website, happy to answer any questions. And hey, maybe someone else could learn from the same questions that you have as well. I like it to be interactive, and that said, Let's go ahead and get started on the course 2. Instructor Introduction: Hi, everyone. Welcome back. So again, my name is Chris Benjamin. I'll be your structure. I wanted to give you a brief introduction to myself. Actually have 20 plus years in accounting and finance. The 1st 10 years I spent in the corporate environment exclusively kind of worked my way up through the ranks. And then the last 10 plus years I've spent in consulting, I've basically been a CFO, chief financial officer and a consultant. Now, you might be wondering, How does that relate to project management? Well, through my career, both when I worked in the corporate environment and now in consulting as well, I worked on several different projects where we had to run whatever it was we were doing as a full on project management type of exercise. So things like implementing large scales accounting software? No, that's a project that takes multiple months and really needs to be effectively managed. So often times I would be put in charge as the CFO of running the project. So all my backgrounds, primarily accounting and finance, I definitely have been involved in project management, making sure things run effectively then as well. In my consulting career, almost even more so because I'm often brought in to help companies grow and implement the best policies and procedures. And part of that will be things like implementing accounting software packages, reporting tools, you know, working with systems upgrades. Oftentimes your I T department and your county department worked very closely hand in hand . So things that come with the accounting upgrades also go hand in hand with the I T department. So project management sort of goes beyond just the department that you work at Oftentimes that can expand and sort of touched on several different departments. Now, your company, depending on your situation, might have an exclusive project management, and you're get involved in all of the specific projects for your company, regardless of the departments. Or maybe you're more like myself and you work within a department. But you really are tasked with being sort of the project manager for that department. So we're gonna be covering all the bases to make you an effective project manager, regardless of what your specific situation is in this course. So that's a little bit about me. Let's go ahead, get started learning all about project management 3. What Makes a Good Project and Manager: So let's just start off with some generalities. What exactly makes for a project what defines what a project is that we then need to go on and learn about project management. So let's talk about that and excuse me in this Lexan and also any less in the future. If I look down on my notes, I want to make sure I give you all the right information. So first of all, a project could be defined by three things. First, it needs to have a specific scope. It's something very define herbal, you know, as what is the deliver verbal, etcetera, Set schedule. You know, if the projects just kind of open ended, is it really a project, or is it just something you're working on? And the third it needs to have required Resource is so again, resource is refers to things like a set budget human resource is those were the two main resource is, I think when I think of resource is maybe computer resource is you know, I t power etcetera. So those would be sort of the three requirements that need to be in place in order for a project to essentially be a project. So let's talk about a few things about sort of defining project management now. And what's involved in that? There's actually five things I would touch on. So first you have to think about the different processes and how they flow. So first there's the initiation process figuring out, you know, why do you need the project? Is that you know you're doing a software implementation, and that might be an example that I tend to use throughout the course. Just select, you know, just cause that was a lot of what I was involved in when I sort of put on my project manager Hat was implementing either Big big accounting software packages are often referred to his Air P, which is enterprise resource planning packages or just third party software, accounting and finance reporting software. That would sort of sit on top of our accounting software, and you could do cool things with cool, obviously being relative, but nonetheless, so a lot of examples will relate. Teoh software implementations, although project management conspire, man, you know, putting together a dinner party that's a project, right? You have a set schedule that you need to follow. There's gonna be a budget etcetera resource is that you need to use so putting the other dinner party is as much a project as implementing an AARP system. So first there's the initiation, you know, why do you need the project? What is it that needs to be done? The planning process than a second? No planning out and we'll obviously get very much in depth into the planning process. But planning out your resource is planning out the timing of the entire project and then those kind of steps that where you check in and make sure everything is happening on time. Then there's the execution phase where we actually start doing what we plan, and that's where we'll be doing. A lot of are evaluated to making sure things are moving along right? That is actually step number four. Really, It's sort of monitoring those those checkpoints and making sure things are moving along. Things are working trick thickly. You know, if you've ever been involved in any project of any sort of magnitude even planning a dinner party, things go wrong, right? You know, maybe the story doesn't have, you know, some type of food that you're gonna have you go on the day of and they're out. So now you need to change your project. Those types of things happen all the time. They happen in big projects and small. And then, lastly is the closing process. You know, finishing up, considering the project. A success or not a success, but hopefully a success. You've gotten there. And what can you learn from the process? That's really the key takeaways from closing out the project on top of now, like in the software example you know, having this brand new software that's now available for everybody to use. We're having the dinner party. No, All your guests came. They they had a good time. And now they've left Project complete. Now let's evaluate what went good and what didn't go good 4. 07The Project Manager Role: So next let's talk about yourself as a project manager and what sort of defines you as a project manager and what sort of skills and qualities should you really be demonstrating to be an effective project manager? Eso several points here. So first you should really want to seek out information because you need it. So you have this desire to, you know, make things happen. Essentially, you kind of need to have a little bit of that go getter attitude. You can't be really past it when it comes to being a project management and just wait for things to come your way. You're really gonna be in charge of driving quite a few things. So definitely kind of have that go getter eight type out attitude personality. You definitely have to be good at Flor following plants. So besides creating the plans, we're gonna have to follow, you kinda have that attention to detail and be willing to follow the plan and sort of submit to the process. You need to know how to sort of resource management in terms of people need to be a people person, but really just know effectively how to manage people and get the most out of them. Make sure they're completing tasks on time. That's a trip. I need to be able to really sort of be able to take a step back, identify a situation and evaluate it. Evaluate what the risk might be. Come up with potential solutions if there's no opportunity for risk or if something has happened. Analyze the situation and come up with alternatives. So be able to really be a planner and run things. In that sense, I need to be also a good communicator. Need to be able to share information with others. You know, Good communicator people personal those things planning, that's all great. But if you don't actually get out there and run the show, basically talk to the people. Make sure people are doing what they need to do a proper motivating for them, etcetera. That's an essential task and sort of skill set as well. You need to be able to start take feedback as well. You need be able to listen to people hear from them what's going well, what's not going well, you know, as a project manager, often times we are, you know, we're directing people to do things that are outside of our baby knowledge base. So you can imagine the project manager who is works for the company as in charge of all project management but doesn't necessarily know specifics about accounting or i t. You know, they know how to run a project. They don't necessarily know all the ins and outs of, Say, I t or accounting. So you have to be open to listen to department saying, Well, this is why this doesn't work, and part of resource planning to is making sure you have good people that are sex specific and experts in those areas. So when they communicate with you, they're able to do so in an effective way of themselves as well. On then, lastly has had to be very committed. You have tow project management. It's definitely full of ups and downs. You know, there's those days when you're ahead. Things were going great. Everybody's doing a terrific job. There are days when things everything seems to be going wrong. You know the project. You know the software's crashing, the reports aren't happening. You need extra the budgets over budget, whatever the case might be. So you definitely have to be committed to the project. I'd be OK with the ups and downs as well, so there's some qualities and skill sets you should definitely have as a project manager. 5. Understanding The Project Audience: So next let's talk about your project and its audience. So these are people who will will talk about each specifically. And there's basically three groups that need to some different levels of information as you work away through the project. So first of all is a list of stakeholders. So these are people who have a direct vested interest in your project. So to use a good example now, these aren't necessarily people who are directly involved in the project. They just have an interest in the overall project. So example of the accounting system implementation or the reporting software tool implementation. So obviously the accounting manager, the assistant controller, these air stakeholders, they have a direct interest in this project. Having it go well, you know, they will be users of the software once it's done, but they aren't necessarily involved directly the project there just stakeholders. So stakeholders have a direct sort of vested interest in the project going well. They're necessarily doing the day to day in the project, and they're also not people who just have sort of a general interest, you know? So someone say in the payroll department might have an interest in how the software works. Maybe it's, you know it will help out the county department, which will in turn help them help the payroll department. But the peril permit directly won't be using the software. They're not involved in the project. So those air not stakeholders. It's really that, you know, like it's in the example a department or a group of people who are directly sort of impacted and will use the results of the project. The second is a distribution list, so this is kind of even a higher level. So this would be one where it's just anyone who holds a general interest in the project. They would they would, and they should be informed about the status updates again, aren't involved in the direct day to day. Um, actually, Shen said, some of these people will be, but as a whole, it's just people who are interested. So these are things like maybe your CEO. Maybe this is a big project and involved a huge capital outlay again, he's not even someone who's gonna be directly using the software, but he wants to see that things were going well and it's running well, or your payroll person you know they want to be updated, their curious as to how the project's going. So when it's complete, they know they can go talk to the Count Department. Maybe there's other reports accounting could run for them, etcetera. So they have a vested interest in it, going well, but aren't directly impacted now. On your distribution list, though, would also be those stakeholders. So the people from previous the first example who are directly involved So whether they're involved on the project directly involved in project or just kind of overseeing and have a vested interest, so distribution list is kind of the highest level. Then you have the stakeholders. Then lastly, you have the people directly involved in the project. Now, that's not to say so. Someone directly involved in the project may not be a stakeholder when you think about it. So, for example, you might have resource is from the I T. Department involved in the project, very much so. They have to make sure you know, the proper processing power is there and the service is configured correctly, but maybe outside of the project, they're not gonna be involved whatsoever in the accounting software and its usage. So those are people who are, you know, definitely on the distribution list there. Definitely involved. But they're not stakeholders. They don't have a vested interest. So you could see how somebody could fall into different buckets. Maybe two, maybe all three, but nonetheless so and then, obviously, the third group is the team members ceases everybody who is directly involved in the project. So accounting, software implementation, it was those people in accounting involved in the system, you know, writing the reports, testing the data, giving feedback involved in the core group of the project. Uh, most of those people are probably also stake holders, and they would also all be on the distribution list. They're kind of the three areas when it comes to communicating and sort of the level of involvement. 6. Developing Your Audience List: So next we want to talk about creating basically an audience list. So we kind of talked about the different levels involvement parties would have. It's great to sort of put this in a succinct list were, basically organize it. So essentially, the way I envisioned this happening is you would sort of start with different columns. Column one would be sort of level one, the very top umbrella. Whether internal external, break it down into those two groups is a great start. So internally, who has a vested interest than externally who has a vested interest. So you create sort of those two categories. Then, under those two categories, you can they break down the level to which would be things like upper management, the project team, the people that requests that the project groups that are involved. So if there's other departments involvement and maybe externally, you have things like vendors, contractors, customers, you know, really figure out again. It's gonna be very specific to the project that you have. And I don't want a railroad, everybody with every example being the accounting software, Um, you know, when that's maybe not the best example for this, I'd rather this be more of a generalized example, if you will level three. So now one level down from their list out the specifics. So within upper management. Who? The CEO CFO etcetera. What departments finance I t payroll HR. Whatever the departments are, list those out. So you have them physically listed out. Same thing externally. You know, vendors, contractors if it's specific vendors or contractors or if it's everybody as a whole and then on level four, maybe even break it down even further, So you don't necessarily so CEO CFO. I mean, you're kind of at the end of the road there, but when it comes to maybe breaking down, you know who's involved, what Team members. Okay, it's gonna be these specific people by name. You know, these five people from accounting are going to be involved in the project, so you have almost a flow from from the top level internal external all the way down to specific name people that are gonna be involved. And you still have insight along the way as to who all the different parties are that have some level interest or might be influenced or, you know, utilize the project. Whatever it might be 7. Drivers, Supporters, Observers: So next we're gonna talk about sort of three other ways that you could classify. You know, all these people, all this audience. How do you classify them so we can obviously break them into groups such as, you know, like Executive Internal Extra All that. But here's a different take on it, if you will. So there's three categories. One would be drivers. So these are people who are really driving the project. They're the ones who are enacting the reason that there is a project. So, you know, for example, let's go back to our accounting software upgrade. Maybe the accounting department. Then it's this the county manager of the consisting controller and controller who really said, You know what? We need New accounting software. It's just outdated. It slow were not able to do everything we need those people who really drove the project. Then you have the supporters. So these are people who yes, you know, they believe in the project. That's gonna maybe help them directly as well, or they also, you know, can see the benefit in it. So someone like your CEO might also be a supporter. Say yes. You know what we need to give the accounting team the best software possible. Make it happen. Well, that's a supporter of the project, not a driver. He didn't initiate it, but he's supporting the project as a whole. And then, lastly, is observers. These are people who know, Maybe this will help. They didn't initiate it. They aren't big, you know. They were behind it supporting it. But they're like, This is great. You know, we'll get some benefit out of this. So maybe it's people within the accounting department, you know? So now it's the accounting clerk accounts payable clerks. Who says, Yeah, you know what? It's gonna be great. That's really gonna help. That's a supporter story. That's an observer of the project. They have a vested interest in it, going well, but didn't really kick it off. And, you know, aren't throughout the high level to really be on the supporter level. So just three other categorizations to really think about the people involved and how to sort of categorize them, And that really helps you sort out as well then, where people fall and who should be on the different audience list as well 8. Audience List: so going back to audience list just briefly. Another consideration for your audience list is really once you've compiled it, you kind of put people in the right categories, make it available. Make it available for people in the project. Essentially, you know, especially the bigger the project, the more people that will be involved. And it's often times easy to forget. Or maybe you just don't know someone that should be on the list again We're talking about, you know, maybe you're a project manager. You know you don't have the civic accounting knowledge or I t knowledge. You know enough to run the project, and your job is to really make sure be the project manager. But you don't know that. You know John and accounting should also be on the distribution list because he has some small interest in itself. Once you compile your audience lists, really making available are presented in one of those initial kickoff meetings and say, Well, here's everybody that you know on the various list. Is there anyone else that should be on here? And people can suggest other people. I've seen this happen all the time, so there's almost always somebody else who should be included in one of the categories. Their feedback would be useful, etcetera, so definitely consider making your audience list sort of public and ask for feedback on it . 9. Audience Authority Levels: as well. When it comes to your audience list, you really want to confirm different people's level of authority. So, for example, let's say that you know the general accounting, it's gonna be involved in this software upgrade and you know, they're going to be doing a lot of maybe report writing and testing the data and data validation and they find something wrong. They say, You know what? I really want to change this report toe look this different way we'll use the project manager. You need to make sure they have the authority to do so. You know, the report might be written a certain way for a specific reason. And you don't want to give someone authority to make changes to or suggest changes, to, say, a different report the way some things done if they don't have that proper authority. So again, besides getting suggestions, you really kind of want to go down the hierarchy and make sure that you're clear on who was allowed to do what front under each sort of different category of people involved on the audience list. So double check that both up front I would get a sense, really get to know the key players that are involved in what level of authority they have 10. Scope Statement: So next let's talk about the project. Let's talk about the scope statement. So basically a statement that summarizes a lot of the key important information about your project. It really helped set the tone for the project as well. So the first thing that should include is just justification. You know, what is the purpose of this project? What are we looking to accomplish with this project? A swell. It should complain, contained in the actual scope description. You know, what is what is involved in this project? What falls outside of this project but focus more on what is actually included and involved in the project, For example, using the software. You know, if the project is to implement the software and create standard financial reports than great creating additional ad hoc reports, you know, bundling in some other add on features those are outside the scope of this project. This project this specifically implement the AARP E R P system and the standard financial reports, for example, Um, understand what criteria need to be met before the project can start. So you know, what are the criteria? You know, if it needs to be approved by you know upper management if it needs to follow certain budget constraints. Whatever criteria are involved in the project deliverables big one when it comes to projects. I mean, really, you know, important aspect of any project. What are the deliverables? You know, you have your end deliverable. What wonders? Kind of those milestones. Deliverables as well. What does the project excludes? So getting kind of somewhat similar with scope, but as well, What does it actually physically exclude? If you know the project is to implement the base software and nothing else that excludes all the supplementary adults, Maybe they're going to be handled in the different project. Maybe that's a secondary project, and that's fine as well. Um, any constraints? Restrictions that you're already aware of when it comes to the project Budget constraints. One always comes to mind, maybe human resource constraints. You know, you, for example, the big one of the big software implementations I went through. We really have had a limited staff, so staff could only devote X amount of hours a week or a month to the project. So that definitely helped set the tone to the project as well. And then part of the Project Managers job is no figuring out the schedule based on knowing the restraint when it came to employees availability and then any assumptions that you're making as well when it comes to the project so that you know you don't want too many assumptions and definitely don't want to liberal of assumptions things where you're going to start to get in trouble because you've made such great assumptions about things. Maybe you made an assumption about somebody's. You're assuming everybody's available 40 hours a week. Well, they truly earned, so that would definitely be an area. Don't want assumption. 11. The Big Picture: So next we need to take a look at the big picture. So starting off any project again, it's project manager coming into this. You know, you don't know the specifics. You're not completely familiar with accounting finance. I t whatever again, creating a dinner party, whatever your project is, right. So getting the big picture is the first step. So your best step is to go to sort of the project initiator and have a discussion with them . So in this discussion, you're looking to get information on lots of different areas. So first of all, what is the general purpose of the project? You want to figure out what is, you know, implemented, kind of stopped for Okay, Well, what? You know why I like Why do we need to go down this road? Why are we including new accounting software? Not just what we need to do. So get the wise really get an understanding of what the project is about and what's going to accomplish then as well. From them, you can get ideas like resource is well, how much you know? Do you have a general idea on budget now? You're certainly this gonna be very depend a lot on your given situation. Maybe they earned in charge of the budget. Maybe they are. They can at least maybe provide some color on how much it might cost. Roughly a swell that can help you with resource is well or within our department. At least I know I have. These resource is available and I can devote them 50% of time or whatever the case might be . I mean, they will tell you that's what we're really after. You're looking also at just things like timing, you know? Is there a deadline for this? Does it have to be in place by a certain point? Maybe it's a project where it's a new, um legal, like a laws been passing. Something has to be implemented by December 31st and that's just the law. Well, now you have a very hard and fast deadline that you need to adhere to. Or is it just the general probably is something like software. Upgrade it. As long as it's done within six months. That would be okay. I need to know those types of situations then as well, you know, obviously, yeah, Any other department, any few back they could give if there's other departments they think should be involved in the people they think should be involved. If there's resource is, they know would be more helpful or less helpful to use the project management definitely letting you know that essentially, you're picking their brain. You're really trying to get, you know, the starting, the basics of framing everything related to the project put together so that you can have a successful start. 12. Project Constraints: So next let's talk about project constraints and just getting those so again in that initial meeting are just in general, you're gonna have to come up with the project constraints and typically they fall into one of three categories. So, first of all, budget constraints, just money. How much can you spend on this? You know, maybe as part of the project, you're also going to be involved in selecting that software that's going to be implemented . Well, you know what? Your constraints can you get the best of the best or no, you have a $50,000 budget, and that includes any outside consultants or extras that you need to include. So definitely need to know the budget that you're working with personnel constraints again , who could be involved in the project. But really, how much time can they commit? Not everybody. And problem definitely. Probably not everybody can compete. Commit 40 hours a week to this. I know big projects I was involved in. It would be maybe 10 hours a week out of my schedule because I still had a full time job to do. And then third is just other resource is and constraints related to them. You know, maybe you need there's a certain testing area in your company, but there's a lot there simultaneous projects running, and you can only have access to it two days out of the week. Well, maybe that's a constraint on you as well. So any constraints related to physical like locations, things like that. Computer availability maybe only have so many computers available for testing, and like I said, there's a few different projects going on, so you're gonna have other people using those as well. So I put together a list of all your constraints, and then that will help frame as well your schedule as well as your budget. 13. Facing Unknowns: So how do we handle some unknowns when it comes to those initial phases and planning on our project? Certainly. You know, those early stages when you're really trying to get things together? It is a bit, you know, complex. Because you're really trying to put together all the things like, what are your resource is available? What are time availabilities? Who do need to involve? What's your budget? You're really trying to get your arms around everything. So So what happens if you kind of have it figured out? You know who you need to involve? What the software will be, but maybe the budget hasn't been approved yet. It's not gonna be approved for two weeks. But, you know, your job is Project Manager is once it's approved, you hit the ground running. Well, you just have to make assumptions. So that would be one of your assumptions that you make is OK assuming the budget is approved and we believe it will be approved for $50,000. Go ahead and plan out your project accordingly, knowing that maybe you'll have to change something and that's okay. But planet as if you're okay with you know what it is that is still pending and might not be approved. Same thing with timing, you know, assuming you want to start the project the first of the month the next month. And you know you haven't received final feedback that yes, like the software will be ready to to go at that point or whatever. There's something that you're not quite sure on. There's an uncertainty out there that's okay. Go ahead and plan as if everything is in place that you need just knowing full well that you might have to adjust a few things now, typically, when it comes to project management and project planning and timelines, those are things that are easily adjustable. Really, a lot of the work is in determining what they are, who needs to be involved. You know what, What tasks rely on other tasks? It's a lot of that can be done because it doesn't matter if that's, you know, June or July or August. I mean it will matter in the end when you're actually doing the actual project. But in terms of just planning your really figuring out kind of those relationships and you know what relies on what how long different things take. So then, when it comes to specific scheduling, you can do that later, but you've already got 90% of the work done. 14. Project Breakdown: All right, guys, the next we're gonna talk about taking a project as a whole high level project and breaking it down into very manageable pieces, and we take a very sort of systematic Matic approach to that. So, first of all, thinking of your project as a big square, if you will, it's a puzzle. So the big square, the entire puzzle, is the entire project. Now each of you know the product. The puzzle, if you will, can be broken down in the sections. Maybe quadrants have four quadrants, and you work on one quadrant at a time. So level one would be the big project. Level two would be. Those four quadrants were soon just for but, you know, bigger sort of smaller chunks. But still that contain many steps. Many deliverables, etcetera. Level three would then be taking that quadrant and then breaking that down into maybe even smaller quadrants. So maybe you take the four quadrants and break those down in each of four quadrants. And again, I'm using a sort of a visual idea of a puzzle. But think of it in terms of a project taking the project as a whole. Well, maybe there's four large sort of steps, if you will, to the project. Or maybe there's four different teams that need to be involved. Each of those could be their own quadrant, if you will, then taking each of those on breaking them down into even more subsets. You know what? What are natural and logical subsets to break those down into and then the last part is breaking things down into, basically packages very specific deliverables. So however many times you need to break things down further and further until you get to a point where there's basically specific tasks that need to be done. And those air considered packages packages were almost like the pieces of the puzzle, the individual pieces that come together, and as you do them, you get somewhere. Now, when you think about a puzzle as well, what's one of the first things you usually do with the puzzle? I know for myself unusual when I see people do puzzles is they put together the frame first , right? They put their of the outside because that kind of sets the constraint mints of the puzzle , you know, trying to figure out two random pieces and how they go together is very difficult. But if you at least have the outline, then you know you're working within those borders and it makes it a little bit easier to start putting things together. And then what do you do? You start putting pieces together based on the color. You know that, too. You know, brown pieces probably are part of someone's jacket sets or whatever it might be. Two blue ones air part of the sky. So you put those up towards the top, start compartmentalizing things. That's exactly what we're doing when it comes to our project management. So break things down and encourage you to document this as well. A lot of documentation will do its project managers, so create almost a chart where at the top you have the project they knew break it down into the four pieces. Then those air broken out further in the pieces and it just streams down. So that way you have a very visual representation of how the project will all come together . 15. Displaying a Project Breakdown: So next we'll talk about basically demonstrating, displaying all of these segments of the project as a whole. So ah, lot of benefits to that again when you have meetings with the everybody, all the stakeholders, people that are involved in the project really demonstrates through those charts. So I kind of suggested doing the breakdown. We start at the top of the breaking into four on, then further down the line. It's a visual representation of where you're at in the project. At any given point, you'd be able to, maybe somehow visually represent that. So say you had listed out specific tasks or what they're, and you could gray them out as they get completed. There's sort of a visual representation of where you're at, what things were done and what's left to be done as well. Now, on that chart as well, you can kind of take different approaches. You could break it down by department, and what and then what tasks that are responsible for and gray those out. You could break it down based on maybe specific delivery will. So maybe three different departments are involved in whatever the report writing part. But so the report ran in part becomes a you know, one of the boxes on your charts so you can have multiple charts that all add up to the same project but their different views on how it's being constructive. And it wouldn't be that difficult to have, you know, several of them and obviously in product manager software, its rate somewhat simple to do so. Even if you were to mainly do so, it wouldn't be that difficult and really provides a nice visual cue to people's toe. Wear the project of that as well as for yourself and making sure that things air tying together correctly. It also provides, you know, a visual representation case. Something does go wrong, and you need to sort of re evaluate how things are done. Well, having it visually in front of you makes it sometimes a little bit easier to sort of step through and figure out what alternatives you have 16. Identifying Risks: So let's talk a little bit about some risks as you're managing the project as a whole. So the risk and kind of fall into two categories. So 1st 1 is the known unknown. So you know that you are missing some information, but you know that it is out there and possibly even know who has that information. So in those situations, that's fairly straightforward. You just have to go through the proper channels to get that information s so that you can successfully move on. Now, the more dangerous risk is obviously the unknown unknowns. You don't know what you don't know. So something might blindside you. Something might come up that you just had no idea existed. It was an issue. Information was missing, whatever it might be some constraint that you were unaware of and nobody else brought to central, whatever it might be. So in those situations, the best thing is to try to plan for those first of all sides, part of your contingency planning and just identifying risk. So trying to figure out what those unknown unknowns are in advance if you don't do so and they happen to sneak in on you than your best alternative is to just be sort of on the fly contingency plans. Then, at that point, you come up with alternatives and work your way around or through whatever issue comes up. 17. Documentation: so next. I'm kind of our overall planning phases to take what we talked about earlier in this section. Kind of those packages, you know, bite sized pieces. If you will take each of those and really examine each of them now, what we need to do for each of those that define a few things, first of all, who needs to be involved? How much time is it going to take as a whole? What timeline like? Where in the timeline? Would it would? It fit, you know, is that one of the first things that needs to be done is that relying on other information , can it be done at any point is all done by the end. That's part of the definition as well and obviously, who's involved in the share price of that? But who's involved? What's involved? What activities need to take place to create that package, that one little deliverable timeline in terms of overall time to do it. And it's while where it fits in the master timeline as well. If there's any special resource is you need to include any other special notes. So if you define those for each of the packages to the bite sized pieces by the end of defining all those. Now we have very clear definitions of what needs to be done on the minute level, and then those will all roll up to the complete A project. 18. Timelines and Network Plans: So this next section we're talking about all about timelines. Another big part of project management, of course. So on along with that, in this first section, we talk about sort of a, um a network diagram and deliverables. So on any given network diagram, we're basically gonna map out the flow of activities and what those checkpoints are are different deliver, verbal. So obviously, the end result is the kind of the major deliverable, whatever the goal the project is. But we're gonna have several deliverables along the way. So network diagram is fairly straightforward and concept where you map out the different delivery, Bols, where your start what it's gonna take so timelines as well. So I need to visually represent. You know, this is gonna take two days versus this will take a week. They tend to be proportional. So something it takes two days might only take, You know, this much space versus some takes a week. Is this much space on your diagram? Because then you'll have multiple levels if you will. So somebody's working on this milestone, and it's gonna take five days, and then they should be there. Someone else is gonna work on this one and then a 2nd 1 They work on two to day project. So, um, it should serve visually, represent the flow of the project over time on, then you integrate those milestones. So really, uh, this chart will essentially have milestones, timelines, and then as well. That's another tool you can use to present to your team to visually show where things are at and as well. If you were to run into any situation where those unknown unknowns come up, you might have a visual representation where everything else is a swell If there's dependencies, something else was relying on what ever was being worked on. There's no longer gonna work. You're able to see that's terrible to make corrective actions for those as well. 19. Working with Timelines: so next related to our charts. We need to incorporate sometimes as well. Now I kind of mentioned, you know, visually, it should represent, you know, what's the timeline and how long any given task is is going to take now. We know, though, as project managers, sometimes things happen quicker than expected. Things really go our way. Other times they take a little bit longer. So we need to incorporate into our document a few other things. So first of all, we definitely need those dependencies. What tasks are related to other tasks that way, if something is scheduled to be started on Day six, but it's relying on a task that was going to be done on Day five but isn't done yet. We know that, and somebody else doesn't start something now, Um, you know, oftentimes we think while the person naturally wouldn't start the next task until the first part is done, But they might not always know, For example, somebody in charge of testing the data and they're supposed to start on Monday and they just plan to commit Monday and start testing data. But little did they know that the parties who are loading the test data didn't finish. They weren't finished on Friday, so there's no sense of them starting their testing. So there needs to be level communication. But that also needs to be mapped out that testing data is reliant on test data being input into a system, for example. So when diagramming that out you a diagram that one milestone on one task is related or is dependent, I should say on another one, being completed as well. You want to put in your timelines if they're certain timelines that have a buffer, if you will. So, for example, maybe you have a task that has been budgeted for three days, but really, uh, you know nobody's gonna be using, So maybe it's loading the test data, but it turns out that nobody is going to be able to test for an additional week anyway. Maybe the resource is aren't available. Maybe there's other things happening with the project so realistically, even if loading the test stated and happen on time, the other, the part that depends on them, might still be able to start on time just because there was a big sort of empty block of time where nothing was happening. So you need to work those into your schedule as well, so that people are aware of, you know, if they are waiting for other things to happen or if there's been a delay, if it's gonna be OK or if it's more crucial and critical to the project now, that certainly doesn't give them license to take their time and maybe spend an extra week in putting data just cause they know nobody's going to use it. But at the same time, you want to have those, uh, calculations in place so that people are very aware of any given point where they're out, like with one look they can see on a chart where things stand and you know if they need to wait or not. In the news Project manager, consort of direct traffic as well, and tell people what they're allowed to start on, what they need to wait on 20. Developing Timelines: So let's use a very simplified example when it comes to sort of, ah, network diagram and how it might look, cause I know we've been talking a lot about sort of corporate type, implementing, you know, accounting software, etcetera. Let's take it back. Let's talk about going on a picnic with your friend so you and your friends are going to go on a picnic. You want to plan this out, though? Because you are a project manager and you want to put those skills to test. So you want to dry out a diagram? It's what toe happen. So first things first, you need to start with and you decide we're going to go on a picnic. So who's involved in the task while you and your friend Okay, how much time is budgeted for that? Maybe 30 minutes. Maybe you're gonna do a bit of research. Look at some areas that you haven't been before. So what's next? So once you decide. So let's say you're doing this all in one day, so you wake up at eight. AM So from 8 to 8 30 you and your friend decide where you're going to go now. You know you want to be at your picnic by noon. Let's say I don't like, so you only have four hours to work with. So you budget 30 minutes to decide where to go on. Then you decide to sort of triage and each take different parts to get ready. So your friend now, once it's decided your friend has to go get the car and go fill it up with gas and then come back to your house. Where you gonna leave from now? While they're doing that, you have to pack a picnic, lunches and maybe get the towels ready. Um, and, you know, gather everything that you might need. Anything else you need for the pig? Maybe your camera, etcetera. Sunscreen, etcetera. So from the deciding points from the milestone of you've decided where you're going to go now, you can move on. What's your next test? Now each of you are on your own independent tasks. Now, after you both complete those tasks, your next step is to load the car. And then it would be to drive to your picnic spot Well, loading the car. You can't start to load the car until they come back with it full of gas. Right? So you loading the car is dependent upon them coming back with the car. And likewise, they can't go for the lake unless they come back. The car gets loaded and they have a picnic lunches. So you can envision this in a diagram where it kind of has decide where to go. Then there's two offshoots. One person's getting the careful of gas and bringing it back. The other person is getting everything ready. Then when they get to this point, they can then load the car, maybe budget 15 minutes for loading the car, and then you have 30 minutes to drive to where you're going, whatever the timelines worked out, so some of those tasks were dependent on other things being completed. You can't load the car until the car is back. It could have been even more complicated. Maybe you couldn't make picnic lunches and because your friend was gonna get gas and get groceries and then come back, and then you were going to make picnic lunches, and then while you made lunches, he was gonna load the car with everything else so you could see how it could quickly become even more evolved. And now more things, depending on other things and as well. There's timing constraints. Take something like that and put it on a much larger scale of implementing accounting software, whatever the case may be. So that essentially, though, where diagram really helps unable to see it any given point, where people are what they have to wait for, what contingencies they have, what's relies on something else being completed first. How much time has been budgeted, etcetera, So use the diagrams definitely useful when planning out a big project. 21. Estimaing Durations: So when it comes to estimating the amount of time for each activity and putting together your diagram, you really gonna have to get feedback from other people as well. So I mean, you as a project manager, might have a good idea. You've started to get an idea of what task to be done before other tastic and map out the milestones and kind of flow. But how you know it's something going to take one day? Is it gonna take three days? That's where you really need feedback from us, anyone who can provide useful feedback but as well the key people that are involved. So, for example, it goes back to scheduling and those restraints on people's time. Now, if someone from the accounting department can only devote four hours a day to testing, and they could only do it Monday Tuesday Wednesday. But testing takes 20 hours in testing is gonna have to run at least two weeks or a week and 1/2 etcetera, unless there's some way to juggle or schedule in that time frame, etcetera. That's where you're really looking for information on how you can best handle it. It's a situation where you know, testing being done is holding up a lot of other activities happening then certainly you could make a case for trying to figure out a way to make testing happen as quickly as possible. But if testing is running at the same time as some other you know other parts of the project or running, then you know what, Maybe the testing. It's OK if it spreads over two weeks. So getting that timing down is really crucial, figuring out who would be the best judge of how much time things will take. Eyes this, well, important. And then if you need to negotiate with him at all because of its a time restraint that can be flexible, you need to work that out as well. 22. Displaying The Schedule: So lastly, in the section about timelines essentially wanted, display it. So we talked about building up this chart with the timelines on the milestones. You really wanna have this on display? So if you have sort of a war room, if you will, or if there's a centralized digital, you know, work group that everybody is involved in somewhere where people can actually see it. Maybe it's a dashboard that people can load up and see where the project is going. Of what may be tasks are scheduled for that day or that week. Those types of things, they're really useful. We'll talk later in the course about kind of using that kind of digital way of managing a project to really make it efficient. But nonetheless, you want sometimes digital Reppert visual representation of the project and where things are again. You might have a weekly meeting, a monthly meeting, probably more weekly that you would then be able to show this and newest project manager would be in charge of running that meeting. And you know, it sounds now like we have a few different charts, but that's OK. Everything kind of visually comes together and shows people where things stand really like the idea as well of having. I mean, if you can have a digital dashboard that shows people or the entire team who's responsible for what, what's up coming in the next week in the next month, etcetera, so keep people motivated and involved as well. 23. Match People to Tasks: So next we're gonna talk about matching people with specific tasks. So, you know, the larger the project, the more people that will be involved in everybody brings different skill sets, right? Even in our example of going on a picnic, it was you and your friend. Well, maybe your friend drives faster, so it makes sense that they're the ones that goes and gets gas and comes back. And maybe you like cooking. And you like preparing sandwiches more than the other person. So it makes sense that you are the one who is left back to make sandwiches while they go get gas. It kind of works out. So essentially, that's what managing resource is is all about. When it comes to people and project management, you really need to pair people who have the best skill sets with the task that they will be able to accomplish the best more efficiently and effectively and on time. All of those things Now, where we run into problems is that the bigger the project, the more tasks that need to be done, and there might be tradeoffs. There might be somebody who is an A player, and they would just do every task better, But the problem is they don't have enough time to do every test. So then you really have to decide, You know, is Bob, who is an A player? Could do all 10 tasks for the accounting department, terrifically but really healing. It's time to do five. So which five shot Bobby doing and what? Five should be split amongst the other people. Or maybe there's just one other person. So that's where it really comes to you and evaluating somebody, strengths and weaknesses and how you can best allocate those tasks as well. There's timing constraints, right? So maybe there's two tasks that need to be done simultaneously, so on. And it falls under that accounting umbrella again, just the same example. So Bob could only work on one of the to see after determined Well, what one would Bob boast be most effective and best app? And how can we involved? You know, Jim, who's maybe not quite as good as Bob but is obviously fairly, you know, he's adapt. He can handle the project. He's just not as high of calibers, Bob. You know which of the two tax should he be involved in, and so scheduling and matching employees with specific tasks. Eyes also now your next big step when it comes to project management, and you might need to get a lot of feedback from, you know, their managers to figure out where they excel. What's their key strengths? So, another example. Somebody might be really terrific when it comes to technology. You know, Bob should be in charge of writing every report beacon. He can put them together quickly. They make sense, whereas Jim is much more better with the testing is very thorough. He likes taking his time. He really likes to dig in. So now you have a sense of where people are best place. So keep that in mind, learned everybody strengths the weaknesses, determined where their best fit it in your entire project plan and then start matching employees on you know, anyone involved with specific tasks 24. Estimating Your Needs Commitment: So the second part of matching people with specific tasks is also that will somewhat play into the amount of time we budget for a task. So, for example, if we have a new employee who's highly efficient, and maybe they could do a specific task in six hours. But you know that if you pair the other employees so say, you know, Bob is highly efficient, he could do it in six. Jim could do just as good a job, but it's gonna take him eight hours and then you look at the schedule and, you know, unfortunately, you just you have to use Jim to do this task. Well, that's gonna influence now the amount of time you have budgeted for any given task. And if there's, you know, people waiting on now, Jim, to be finished with the task, you have to determine what's the right situation there. But sometimes it's not just a matter of skill sets and who is better at it? It might just be who's faster at it, who is not faster at it and where their best fit it. If you know the person who operates fast can do three tasks in the same time, it takes the second person to do one task, and that works out better than having the faster person do. The one tasked and slower personally gets one or two of the other. Task done. You have have to. Jugular resource is so definitely work in not just who they are, where their best fit it, but then how that impacts your project timeline in the long run. 25. Ensuring Team Members Can Meet Commitments: and lastly, when it comes to you know, committing certain specific human resource is two different tasks to the project. You really want to make sure that they do have the time commitment Now. Obviously, we've talked a lot about in the past about just getting that buying for the project, seeing how much time they have available. You know, Bob only has four hours, three days a week to work on the project. You want to make sure, though that's realistic. You know, it's easier for people to say, Oh, I have that But then it turns out, well, really. Bob just has the mornings like the afternoons. He really needs to work on something else. And it turns out Bob typically doesn't show up till 9 a.m. and goes the lunch at noon. So four hours quickly became three hours a day that he can commit to the project. So you need to definitely be sure that you're managing people's time and that we haven't honest and fair representation of how much time they can devote to the project as well. A good skill to our good tactic to take is to put in sort of budgets for extra. So the person who says they have four hours well, maybe only count on getting three good hours of work out of them, and when you're completing your project timelines work that into your schedule. It doesn't need to be known to the person. You just give them four hours. Here's what needs to be completed, etcetera. But you want to make sure that your budget incorrectly because if you're assuming that they're going to be able to complete every single task on time based on the budget that gave you and then something goes wrong now it can really throw a monkey wrench into your projects, especially over the long run. Now, you know, we talk a lot about dealing with risks and unknowns, etcetera. But anything you can do up front to mitigate any issues, that's what you want to do. So definitely get by and make sure that you have sort of adequate and fair representation of how much time people can devote. And that is, well, if there's any other special needs when it comes to scheduling, you know, the persons on vacation for two weeks and nobody told you starting in June and your project goes from State May to July. Well, that's something you need to know. So definitely factor in all of those things as well. 26. Budgeting Costs: So next we're gonna talk about budgeting in terms of dollars for a project. So not so much the time resource is the actual physical dollars. So, first of all, you have to consider what are all the cost that might be involved. So in our software implementation, big costs will be the software itself. That's an expensive part of this of this puzzle. So that then you also need to look at what else is there. So things like an additional server has to be bought to host the new software on, um, you know, people are going to need faster computers in order to run the software efficiency a swell that you need to look to cost that aren't sort of directly sort of interface. So things like the people's time. So even though you're so your employees, for example, you're not necessarily paying them, um, you know any differently whether they work on their normal job or they work on the special project. But it's something you want to consider that at this time they're pulling away from their job. Direct cost. Oh, might be outside consultants a lot of time. On bigger project, you need to bring in experts on any specific area that will help make things happen quicker , more efficiently and correctly, etcetera. So budging for outside consultants then as well, Just other things you know, if they're special, resource is, you need to bring in. Maybe there's travel involved. So maybe this, you know, use the project manager, maybe a company at several locations, and you need to travel there once a week for the weekly meeting and to make sure everything's going okay. Well, that's part of the cost directly related to the project that will be attributable to it. So budget for your travel costs or anyone else who asked to travel any other types of transportation, even things down as far as sort of meals. You know, if there's maybe meal provided at the weekly meeting, so be it. That needs to be something that's also included in the budget. So I need to come up with a total cost. Now there's two methods of sort of coming up of budgeting, if you will, in assigning costs of specific levels. So what we kind of talked about was more what they would call bottom up. You take individual specific activities that happens, things that have to be bought, like meals or software servers, and you compile all those costs. So you started the bottom, all the aspects, and then start adding up the cost to come up to a top total dollar. And that's what your budget is for the project. The second approach would be where you are assigned just a a total number. You have $50,000 to make this project work. Now, you started the top with 50,000. You started signing it. You still need to figure out what those bottom steps are. But now you have a set amount and you can only allocate in so many ways. So you need to figure out if maybe the meal at the weekly meeting doesn't happen anymore. Oh, are maybe of a budget access, maybe didn't need that big of a budget. Or maybe you can't travel to once a week, have to go every other week to the location, So that would be top down. Budgeting, both very popular. It really just depends on the nature, your company and how they approach a project 27. Defining Risk and Risk Management: all right in this next section, we're talking a little bit more about dealing with risk. There's always risk when it comes to your projects. There's different types of risks that we were talking about all that. First of all, let's just sort of define what is risk and going to read it here for U. S. A risk is the possibility that you may not achieve your product, your schedule, your other targets because something unexpected occurs that wasn't planned for no. All projects have some degree of risk. And then, however, project risk can also be greater, depending on the next two points. The longer the project is, the more time it's gonna take. There's just mawr things that could go wrong, right? I think that's fairly intuitive. The more time you have between the preparation and when the actual project starts, we put a lot of work into the prep, your planning things out. You're working out schedules and then say there's a one month delay well, and somebody gets let go that you would plan on a key player, maybe, or the budget changes. Lots of, you know, computer system goes down. Whatever. There's lots of things that could go wrong. So any types of delays are also prone to a risk for your project experience level. So the less experienced people have that are involved in the project, the more prone it is to risk and just risk. You know, things happening that you didn't want to happen and as well, the new hours, kind of the whatever it is you're working on. So, for example, the one that example I've been using where we're implementing a new accounting system. Well, it's new to everybody. You know, you're kind of learning as you're going. I'm sure you have consultants there and you do all the research and all the planning, but you're still implementing a system which is relatively new. And you have people, you know, doing data testing on a system that's new and writing reports on a system that's new. There's a bit of ramp up there in a learning curve, if you will, whereas if your project was simply something along, lines up planning the dinner party. We also use that as an example. Maybe you planned a dinner party 100 times in advance before I should say not in advance you planned 100 dinner parties, they were always successful. Well, you still go through the planning phase, but you've done it so many times. It's a familiar act, so a lot less risk there that something would go wrong. So that's essentially what, uh could lead to different risks and different levels of risk. 28. Focusing On Risk: So we talked earlier in the course about one of the best ways to handle risk is to do your best to plan for them. Just, you know, have kind of contingency plans in place. What would happen if X Y or Z didn't happen, So we can kind of categorize wrist in the three categories. So our first, our first step, if you will, is to identify all the wrists and properly categorized. And then we'll move on and talk about ways to mitigate those risks So the first type of risk would be related to the product. So assuming it's, you know something like lose their software example, something is just wrong with the software. It's, uh you know it. You know you need more service based on new thought, or it's more complex than you realised. Those types of things air product related risks that directly are impacted by the product yourself. There's also scheduling risk. So those are things like we talked about. Somebody gets sick and in a lot available. You know, it's near year end, and maybe the projects run a little bit longer, and now people are running into scheduling issues even more So those are all scheduling risk they have to do with your human resource is that you're that you're working with and then, thirdly is your other resource is risk. So things like the budgets running out, maybe things were starting to cost more than they should have. Maybe the software you realized he needed some special add on software or in need extra server space. Those are all resource is set. Besides, the human resource is air, kind of all the other resource is that possible risk towards? So what, you should do its first. Just lay out. So once you've planned your project, start looking at all the risk. Identify those and write them out on. You have to be honest with yourself because worth last thing you want to do is take make the effort to write out risk but kind of softball it not really try hard. And then that's something actually does come up that you didn't plan for, so really spend the time up front. It's It's kind of like an insurance policy, right? You're spending all this time and hopefully won't even need your risk kind of assessment. But if you do, you're gonna be really glad you have it 29. Assessing Risks: So once you have a list of the potential risks, all those different under the different categories once you have that list, next step is to kind of evaluate how hazardous they are to your project. So whether you takes the form of a ranking scheme from 1 to 51 not being that detrimental five being it would completely derail the project If something happened, Um or, you know, you just kind of verbally stated, like it's mild risk, you know, moderate risk, heavy risk, etcetera. Whatever. However, you want to categorize those. But the key is to create that list of risk categorized and then determine how much of an impact that has, and part of how much of an impact that has is also related to what other tasks rely on it. So if there's a risk related to a task that could, you know whether it gets done early in the project or late in the project isn't a big deal , and nothing else is relying on that specific piece of the puzzle. As we talked about the past, Um, then that serve a low risk, right? You know, it's something that if it if something happens, you've still got time to recover, and it's not stopping anything else versus, you know, a big risk. You know something like the software ends up not functioning on the servers and you have to replace the servers. And there's the four months wait for new servers that would accommodate the software. That's a big risk, right? That's going completely slow down the projects up assigned. Those risks are assigned the level of risk to the risk, and then we'll use that in our next step. 30. Managing Risks: So now that we have a list of our wrists, how severe the different levels are for each of them, it's time to come up with a plan of what would we do and how do we tackle that? So, first of all, you have to really decide toe. What level do you want to take? Take this to essentially. So while I would say those big risks that are definitely showstoppers, you definitely need a plan of action for those the risk that don't really derail anything and could be handled sort of in stride. You might not need to worry about those. It really depends on how much band with you have. Good practice would be at least kind of half or you know the top. You know, if you have 10 risks identified, do the top five things like that. So you have a few plants. So when it comes to planning for what you're gonna do with these risks, one is avoidance. What can you do to eliminate any risk that this happens if there's some again? This is all situational, so it really depends on what the risk is. But if there's a way to mitigate it, then that should be. It's to say a risk is that one of the staff in accounting gets sick, and you really need that person. Well, have a backup person have somebody else who's ready to jump in right away and have buying on that. So that you know that if this person is out, even if it's just for a day, they can step in and kind of continue with the project so easily mitigated. So avoiding avoidance, type of situations, transferring the wrist. So if there's a way to say okay, if this was toe happen, we could just jump over here and continue on whether it's, you know, uh, you know, that also could be using somebody else. That's kind of ah, way of transfer, if you will. Or maybe it's something else. Maybe it's Hey, you know what? What if this software comes in at just too high of a quote? Well, you know, maybe your plan B is well, we have a backup software ready to go that were just as interested in. It doesn't quite do everything we want, but it would work, and we would definitely be happy to use that as well. So we will just jump over to that train track and go with the and the third is just a mitigate. Put things in place to mitigate the chance of the risk. You can't completely avoid it. But you have some options in place so that if it was toe happen now, you at least have them documented. Okay? We planned on this, or we didn't say plan on it happening, but we planned for it happening. What can we, uh you know, what are our options? You've already thought them through. You've already come up with plans. You've got the appropriate approvals and buy it. So those are the main ways to sort of plan for and to mitigate when the risks happened that you have some options. 31. Preparing a Risk Management Plan: so to kind of summarize and put it all together what you really should be doing. So we kind of walked through the individual steps, but you really should then have this fully documented. So you need to identify what the different categories of wrists are. What those risks are the fallen or each of those categories where the, you know, product or human capital, resource or human resource. Identify the wrist under each of those assigned. Sort of a weight to it, if you will, or how you know how severe of an impact would be on the project. A swell if you want one thing we didn't time. I could have signed almost away to it, in sense of how likely is that this might happen. You know if it's a really unlikely thing, but it would have a huge impact versus It's a very likely thing, but it would have a moderate impact. Then you can kind of decide which ones you should be focusing on, and then once you have all those, then you figure out what are your plans? Can it be completely avoided? It's Do you have plans to avoid these risks? Can be mitigated if it was toe happen, those types of things. So list all those out. So you have a go to document If something was to come up, and as we know, when it comes to project management, things will always come up. So if it's something you've already thought through, you won't slow down the project because of your time. It takes to sort of ramp up and figure out some alternatives. You've already got them figured out. 32. Defining the 3 Organizational Function Maps: All right. So in the next few sections, we're going to start talking about the team, you know, starting put it together. Got a project plan. Gotta risks assessed. Time to start putting together our team. No, when it comes to putting together our team and thinking of kind of the roles and responsibilities and how they roll up, there's different ways to structure this and we're gonna be talking about three different ways. Essentially, there's two main ways of the third kind of a hybrid of the two. Now, as a download to the section, I'm going to include kind of a document. Could I think visually it makes a lot more sense and rather than me to sit here and try to point to and what not avoid it are included as a downloads. Feel free to download that and look at it as I'm giving a lecture if you haven't already, so it should be attached to this lecture or depending on sort of what platform were actually taking the course through. It might just be available as a download, you know, with the course, but it would be a sort of a definition of the three types of organizational structures in the project's first type is a functional structure. Toe functional structure is kind of how we think of organization charts. To start with, we have the CEO, then under him, we might have CFO chief operating officer, you know, chief marketing officer, then under, say, the CFO, it might have, you know, you know, controller, assistant controller, maybe a couple of counting managers. So it's a chart. It's almost the flow down chart, Correct. So that would be a very functional structure to our project on how we want to think about different hierarchies. So, um, second type of structure, which would be a completely different way of kind of turning this almost 90 degrees, if you will. It's kind of called the project structure. So instead of thinking off, you know the traditional organization chart. Now we're organise a by product or project, I should say so we have the project manager. It's gonna be us that we have individual projects that we've broken our you know, our project up into different project teams. You know, we have the accounting team, so maybe it still seems very accounting me. But you know, the project team A. Let's just give him that title instead of the accounting team, but they're going to be responsible for all report writing data testing, you know, And then maybe Project Team B is really like your i t people they're in charge of, you know, setting up servers and making sure the software is installed correctly setting up users. And then maybe you have a project. See, whoever those people are, maybe they're QC. Maybe they come in after the fact really qc the whole project. Or maybe they're outside consultants. They come in and help on more of a general basis. So how are you set it up? You kind of breaking into separate project pieces and then have your positions under there and what's happening now? The third structure is called a matrix structure, so matrix structure typically starts and looks like a organization chart. Or the 1st 1 the functional chart that we talked about so have, like your CEO, you know, then CFO CEO, that type of situation, but then off to the right and again on the chart. This will make a lot more sense when you look at it and then has the different project managers and kind of lines basically drawn. So if you think of a typical organization, chart has lines, right? You know, line from CEO down and at branches out. See CFO CEO, etcetera. So the others lines downwards and there's lines across. So project A. Who does that connect to? Maybe it connects to, you know, this person for my tea and you know this person from accounting, etcetera. So whatever that might be. So that's that's typically the favorite way of structuring these because you really get to see both. You know, typically, projects tend to fall in categories that somewhat reflect your organization structures. Like I said, you know, you're testing team in your report writing team. Well, those people are probably all gonna be in accounting when it comes to an accounting software implementation. You know, the server side and setting that up and say abusers, that's probably primarily in I t function, so it's gonna fall under that I t kind of category. So having the projects on the side, the kind of functions along the top allows you to kind of cross reference them. So take a look at that download as well 33. Working Under a Matrix Functionality: So next in the section we'll talk about sort of working effectively in this sort of matrix structure that we talked about, which is kind of a hybrid now. So a few things first so thinking of each. You know, now you have kind of, ah, matchup of both functionality and as well, you know, project positions as well. So really want to make sure there's a you know, consider consists concise adherence to kind of like the project on what people's roles responsibilities are. So few things kind of use Project Manager could do to set the tone because project teams tend to take on their own the identity, if you will. So you know when you have a group, it's almost like any type of team. You know, when you have a group of, say, five people on their working schools, literally on whatever it is report writing, Let's say for this new project, you know, they kind of take on their own team. They start to gel, they start to bounce ideas off of each other, and they almost come become anonymous, autonomous from the other projects as well. So you, as a project manager, I need to make sure that, you know, while they might be working away on their own, you know, project, if you will like, their project in their mind, is just right report. But it's really part of a bigger project. So your job is to make sure that they're all still aligned with the bigger purpose. So, um, a few things. So with each individual kind of many project, if you will make sure their vision is clear and they're working, relationships are functioning well, So there's good, you know, teamwork within, uh, define any sort of pre procedures. And also authorities, you know, what are they allowed to do, you know, Is there sort of pre defined reports they need to be working on or is there task to actually come up with ideas for new reports? So depending on what their actual tasks assigned, our that will kind of determine what their level of authority is to make different changes ? Um, you know, try to 10 different team meetings, team meetings, their project team meetings, if you will. So if your report ranked team is having a meeting every Monday in ADM, try to tend that just to get a sense of what's happening and what you might even want to sort of regulate. That yourself is project manager. So have it. The individual groups meet of specific times that don't conflict with each other so that you can attend the mall and then you have a real good sense of where things were going individually. You know, again, the bigger projects get, the more people that are involved, the more it is for you to manage. And your job is to be the project manager. So envision a project that has 30 people involved, you know, and maybe there's 10 different projects going on at the same time. That all sort of roll up to the main project, you know, it could easily sort of get out of hand if not everybody is working towards the same goal. Um, and then with each team, you want to reinforce how their piece fits into the bigger project. Don't let them forget that they really are working as part of a bigger team. So while they might have great ideas on a better way to do something or they want to offshoot and do something different, remind them well, you know, maybe we can't do that right now because when we have a budget to their time constraints there three there's other people like waiting on you guys finishing by a specified date. And really, this was the scope of the project was for you to do X, y and Z. So making sure all those things they're clear and really making sure they stay on task is your role as the master sort of project manager. 34. Outlining Key Roles: so moving on with teams, we're gonna talk about teams further for actually for the next several sections, since they are a big part of your project and it working efficiently and effectively. So next we're gonna be talking about distinguishing authority, responsibility and accountability. Now you have to kind of do this for each person involved on the project because it's easier for people to get confused or just maybe not understanding what level they are at it in a given situation again. Think of the bigger the project, the more apt it is for something to go wrong. Somebody doesn't understand quite where they're at or where how they fit in the project, those types of things. So he was a project manager. Have to make sure that this is happening on the global level. So first, you know, what level of authority does each person have within, you know, the the project authority, you know, ability to make decisions, you know? So we talked about the report writing team in the previous lecture. You know, maybe there's five people on that team and only one person really gets to decide. You know what 10 reports they make the other four people are really in charge of just making the reports. They can't go off on their own and start creating other reports. It's not their job to, you know, pitch other reports, etcetera. So their level of authority as to who can decide what actually happens that is project related, um, responsibility. So, you know, while those those four other people might not have any authority to decide on reports, they do have responsibility to create the reports that they're assigned to. So they have responsibilities to the project. So and then accountability. Who's accountable as a whole for this? So accountability would typically fall so fall on the person who has has a bit of authority . So I'm thinking of kind, that many project team, that five people, one person's kind of the lead there, probably accountable for their entire team. Now, certainly everybody is accountable for their own work, and they might be accountable on different levels, you know. So the project of the Mindy Project of five the lead has the authority and is also accountable for that team as a whole. But then, within that team, each of the four other people who is accountable for their own reports. You know, they're signed specific reports. They have to design its nobody else's responsibility there. They are accountable for making sure that and use your accountable for specific things. You know that they're done on time, that they're functioning. Maybe that had been tested, whatever the scope is. So you have to define those levels of accountability, responsibility and authority for every given sort of miniature team, if you will, and then as well, the teams as a whole. The project is a whole so quite a bit involved in project management. I'm sure you're, uh, appreciating that quite a bit by now. In the course up. Just keep that in mind again. It might sound like a lot of work to do this, and believe me it is. But it really sets you up for success when it comes to managing the project. 35. Making Project Assignments: So the next test just to really start assigning people to specific, you know, things that they're responsible for or specific task now, essentially delegating. Now you're at the point where things are being delegated or you're asking no those kind of sub level project managers, if you will, to delegate themselves and come up with a plan. So, you know, we might have talked about delegation a little bit earlier, but essentially, you know what? So how do you delegate? So you have forced a team members and you're in charge of writing reports Now, not everybody is going to be on the same level. You might have to people that work really fast. They're accurate. They really get things done. The other two, you know, they're definitely there. They produce, but they're just not as fast as the other two. Maybe they they're prone. A little few more and mistakes, whatever the case might be. Or maybe it's a mix. Maybe the person that works really fast gets a lot done, but they tend to make a few mistakes, and their work really needs to be reviewed carefully. So you really have to assign and choose or you're gonna have to instill this in your sort of project managers. So, you know, how do you assign that? So you're given a set amount of test now, While you know, as a manager, I can speak from way back in the past when I used to manage entire teams, You know, sometimes you realize that you know people just really good, and you want them to do all the work. The reality is that that's not good. Delegation. You really need to spread out the workload amongst your entire team. So think about what's the best way to allocate your resource is which is your people and their time. And their skill sets to the task that need to be done. Um, it may or may not be the most efficient method. You know. The most efficient method would be to maybe have the person that works really fast, do all the reports and then have the other people, you know, go do their day to day job. But that's not the situation you're in. You have four people. You have to use them for this project. How do you delegate the work in that situation? 36. Depicting Roles and Responsibilities: So how do we keep track? You know, we've decided who were delegating, which you know, assignments to How do we know? How do we keep track and think of the big term projects, you know, ones where there's 30 people involved. Well, we're going to use another matrix. We like matrix. So we're gonna basically have either are many projects or ourselves create matrix. So down the right hand side. Or if you're looking out at the left hand side of the Matrix, you would list out the different deliver Bols, if you will. You know, maybe it's the different reports that have to be written for the carrying out the same example across the top. You'd write the people that are involved in this who's responsible, then within all those those cells, if you will, where they cross reference, you put who is primarily responsible for doing it and maybe whose secondarily responsible say there's two people working on it. You know, maybe it's one of the bigger reports, but you have to have a primary person. It's responsible. I'm gonna make a sample download for you of this as well. So you can kind of visually see what I'm talking about, So be sure to download that as well. But basically just a simple matrix. So then it's easy cross reference to look and see who is responsible for the support. So down the road, when something's not working, something's not right. Something got for gotten. It's easy to go back and research and see who was responsible for it. And now you know, why didn't it get done? Or why wasn't it, you know, checked whatever the case might be. So anyways, that's creating a responsibilities matrix, simple tool, but very effective. 37. Dealing With Micro Management: So let's talk a little bit about micro managers. So you know you're in the project. You're one of those people designing report and you know, your manager is just all over you. You know, we've all dealt with micro managers before, so the first thing I would encourage you to do is kind of figure out why it is that they are micromanager. There's several reasons people kind of do that so kind of understanding a bit better, why they're micromanager. It will help you then figure out the best approach to sort of calming them down essentially and sort of making them less of a micromanager. So several reasons that people tend to be micro managers. One they just their really interesting. The whatever it is you're specifically working on there, just really interested in it in themselves, like they wish they were doing it themselves. But that's not their role. So it's just a general interest. They really want to be involved. Second is, they feel they can do a better job. I mean, that's often the case with micro managers. They have maybe more technical knowledge than yourself. Maybe they have more experience, you know, maybe They're 20 years older, and they've been doing this longer. They've evolved into sort of a management role, but they really wish that they were still just doing it, or they feel like they're better at it. So we're gonna talk about how toe deal with these situations in a second. But first, let's talk about why someone might micromanage. They might feel like they didn't explain it clearly. Maybe, you know, there was something that didn't work out. So great wave yesterday or last week. So now they feel the need like they really they just feel like they have to explain every little thing and constantly be checking on you. Uh, they might just be looking for a way to be involved. Maybe they feel like they are kind of losing, you know, they're touched. They're not, You know, they're just overseeing everybody, but they're not actually involved in specific tests. And they want to be, uh, they might feel threatened. Maybe it's the opposite. You actually have more technical knowledge than they do. Maybe more experience. And that's their way for kind of showing that, you know, they air Justus intelligent as you about the thing even though maybe they aren't so. Ah, they might just not have a clear understanding themselves of what they're Brolin. Responsibility is Maybe they feel like they're supposed to be overseeing every little detail when really they're not. They're supposed to be letting you and your team, your fellow team members, work on the project. So, um, maybe they feel like lastly point. They need to stay up on every single detail so that they can then inform higher ups. Maybe inform the project manager whoever it might be, you know, their boss day to day. You know what is happening with the project, and then they they look intelligent when they know exactly where everything is that versus they don't want to get caught off guard and ask the question. They don't quite know. Maybe where you're at in the projects, those that kind of reasons why people would micro manage. Now, how do we deal with those micro managers? They have a few tools that we can use at our disposal. So first of all, don't get overly defensive If somebody starts to micromanage you. I know it can be frustrating. You feel like they're second guessing you. It's maybe just annoying. You feel like you're spent. You're wasting your time, you know, talking to them and deal with them then when you could just to work on the project. But try not to get defensive. Just be open to recognize it for what it is and know that you're gonna do your best to resolve this. Ah, First get, you know, um, gain their trust when it comes to everything. You know, the technical side of it, How much time your spending what it is that you're doing, just really demonstrate to them. Well, here's what I'm doing. This is my approach. And here's my plan and, you know, having a very set sort of plan of actions in place and showing them what you've accomplished, you know, kind of doesn't give them much to work with. And right, there's no real reason for them to be micromanaging you if you're doing a good job already again, like even if you have to write out your approach, Hopefully you don't have to go to to fire with this. But if you need a document, where your approaches so they really buy into it, and then lastly, just sort of I want to say in a nice way. You know, let them know that you know, you really you're invested in this. It's demanding a lot of time and you know your best. You feel like the best result Kind of propose something to them would be if maybe rather than updating them five times a day would maybe we just have a meeting at the end of the day, so kind of give them something, you know? Say, hey. Yeah, I'll meet with you at the end of the day and tell you where a map. But I really function better when I'm heads down. I just work on this all day and when you know, I'm kind of interrupted, it kind of breaks my cycle, and I'm getting a lot less done. Just cause one. I'm spending time not working. And two, it really kind of takes me out of project. I have to get back into it. I think we can all appreciate that. So, you know, trying to come work with them, if you will to come to a compromise, maybe where you can kind of back them off the micromanagement is your best bet 38. Finalizing Your Project Participants: So now it's time to start the project. You know, we've gone through a lot of planning. We figured out who's gonna be involved, what their responsibilities are going to be delegating, etcetera. We kind of ventured into, You know, when you're actually running a project on things like dealing with my commanders, etcetera. Let's take a step back now to where? You know, we've got all of our resource. It planned out. It's time to start the project they want terrific. Or maybe just before day one, maybe minus one s o. First thing when it comes to your people, resource is, is reassure that everybody is still involved again. Maybe there was a month delay between with the project initially kicked off in terms of planning, what not? And now it's time to start people you know, people who weren't involved in the details might have kind of forgotten or they're just They made other plans because they didn't hear anything. So you want to make sure you go to every single team member reconfirm, you know, one that they're thereby. Yes, they're involved in the project and get their managers by and as well to what their responsibilities are gonna be. Make sure they're very clear. Three Looking at schedule. Here's when you know we anticipate needing you to do whatever it is that you do. You know, three mornings a week every week, or maybe you do some work up front, then you have two weeks away from the project, and then you come back in and do something else, whatever the case may be. So you just really want to be clear. You want to get that, buy in from everybody and just make sure and it's for your own cause, right? This is part of risk management. You don't need somebody, you know, just not showing up and doing what they're supposed to be doing. And you start off on the wrong foot right away from the beginning of the project. So that's your first step when it comes time to really kick off the project, 39. Developing Your Team: so the next consideration now that we've kind of gone to each interval individual person and got their body. And yes, they're still gonna be involved. The project they know individually what they're responsible for next is the kind of start creating that team jelling with teams together. So maybe having individual team meetings wherever, however, you have your project sort of segmented, bring those segments together. Those pieces of the puzzle have a team meeting and same kind of concept. Really? Get the buy in, understand? Make sure that people understand their roles and responsibilities or levels of authority all the things that you planned out for. Now we need to reaffirm that with everybody. Make sure that they understand. Make sure they're crystal clear on deadlines as well. Just processes. Where did they go to look at the deadlines If they forget, you know, is there centralized data warehouse A where you have files or maybe have a war room? We have, you know, big printouts on the walls where you you have the schedule and you have them shaded in as to where things stand, whatever the case might be, you want to get that entire team buying as well. So you're kind of working your way up now. Got the individuals. Let's get the team's altogether and make sure they're crystal clear and they're just ready to go and setting clear expectations for them. 40. Developing The Groundwork: so next is really making sure everything is scheduled properly in whatever project management software you're going to use, making sure that everybody has access to it on the appropriate levels they have and all things that encompass things. They're just set up and ready to go Now, later in the course, we'll talk more about the specific systems you could choose. For now, let's just I assume you have a system that you use, you know, just making sure things are set up like the project is set up. I mean, I'm sure it already is from your scheduling and all your pre planning, you know, making sure those things like like I mentioned, people have Loggins. They could get into the system. If there are people involved in a project to really need to assign their time to different projects, make sure there's that it's tied into sort of your labor tracking so that they can, you know, basically segment their time and say, Well, I worked for four hours on this project. Whatever your project is on, then they win. Did something else for the other four hours in their day. So basically make sure everybody set up. Ready to go. The systems ready to go. Reports are ready to go. Things like tracking the time, the progress, all of that. So make sure your entire systems ready and set up to start on day one. 41. Announcing Your Project: So it's time to start your project. We're finally that right. We're halfway through the course, and now we're just starting a project. So you can appreciate that being a project manager involves a lot of planning. I mean, that's essentially what your job is. I mean, lots of hats. Actually, that you wear planning is definitely a big one of those. So time to kick off your project. How do you do? So, I mean a couple of ways. One have a big kickoff meeting that's typically pretty standard. All the parties involved, you know, almost like, you know, celebration will get people excited to start on the project. You know, again, maybe you're covering high level things. But you've gotten into so many details with individual people or individual teams that you don't need to sort of sit everybody down for four hours and kind of go over everything again. People are ready, you know their prime. And you know, they're all set up and ready to get started. So it's more of, ah, you know, sort of build up the excitement and really kicked things off on the right foot. If you don't have that time, luxury maybe people are in lots of locations, Whatever the case might be, you know, it started off, you know, email. Obviously. So email to the all the people that are involved, all the stakeholders and people that just want to be kept up to date on what's happening with the project. Now it's same kind of similar idea. Kick it off, Get people excited. Hey, we're ready to start this project. Really Looking forward to working with everybody. Um, etcetera, You know, you'll have to tell her that for yourself. So that have some sort of formal kickoff where it's official. This project starts today. It starts tomorrow. Typically, you'd probably do it the day before, you know, But whatever the case may be, kick off your project, right? Get everybody started on the right foot. 42. Post Project Evaluation: so thinking ahead. We haven't even worked on our project yet, But think about the end of the project and a kind of post project review. So how do we make that effective? Well, we make it effective by learning a lot of lessons from the project itself. The best way to accomplish that is to encourage people to keep things like, you know, notes during the project issues they ran into ideas they have for how to better or effectively efficiently run the project, whatever the case might be. So definitely set the tone up front and let people know that Hey, when this is over, yeah, we're gonna evaluate everything and really so that the next time we only get better and better each time we run a project. So set that tone as well, because you yourself can't you know, you won't know everything that's happening today. Maybe someone had a problem has an issue, and they solve it themselves. Unless they tell you about that, you're not going to know and just consume. Everything went smoothly, But maybe it was like a big obstacle. So definitely courage, people. Andi have a formal process for them to document in the issues that they're running into and whether it's directly with the product itself. Maybe the software you bought if it's with other people on the project, if it's with the timelines there to stand us, whatever the issue is, make sure they're documenting those so you can have in the effective post project wrap up. 43. Project Control: So now we're gonna talk a little bit about Project Control, and project management itself actually managed the project while it's happening. Now, eso first things first, as the project is going, you Shan. It should anticipate no checking in with people and had kind of have checkpoints where things needed to be accomplished. Now, certainly you have specific deliverables that had to be done and other things rely on those deliverables. But you really part of project management is getting the feedback in the then as well. So meeting with people and saying OK, you know what milestones were reached, you know, how many hours did you spend? You know, what's the time frame? You know, anything good, anything bad happened, etcetera. So rather than just wait for the end of the project to figure out it out, have checkpoints along the way, it will really help you because maybe you can change something mid project that will really help out make things run more efficiently. You know, people have great ideas sometimes. So a swell. You want to be able to get a sense of who is really performing who's not performing, um and again make those corrective actions for issues that come up along the way. So don't sort of sit back now and let the project run itself. You really have to be involved. I make that part of your project management, you know, kind of what you are responsible for. It is having those those check ins and really evaluating people's performance midway not just midway, but sort of at intermediary steps, not just at the end. 44. Project Management Systems: so again you as a project manager overseeing the entire sort of global macro, if you will. Now, while you did dive into the micro a little bit and setting teams up and, you know, saying, making sure all the roles, responsibilities there, cited century riel role is that that macro level, you're almost the CEO of this project. So one thing you'll be doing is checking in through your project management software and seeing how people are doing. So. One thing we will be monitoring is time, right? So people be logging their time where the rat will be entering status updates so you'll be able to run reports and because you already have a budget amount. So you know that some projects are many. Project, if you will, should take three days, and you you see that somebody spent four days on it or they're already up to three days, and they put their progress at 50%. Well, it's a bit of an issue, so that's gonna give you a lot of heads up in advance and give you the ability to go and manage that kind of sub project. If you will, a little bit more and pay attention to detail there. And also this gives you insight as well in tow where everything stands of the whole. Maybe there's some things that are being done quicker, and people are ready to go and move on to the next step. So definitely want to be running reports, checking times against budget of times, looking for issues and correcting. From now, the same thing goes for actual costs. Dollar amount spent. People are going to be entering, You know, the amount of money that they're spending or even just sort of the active entering their time. Some costs is being associated to the project. Further hourly rate, most likely. So someone who's taking twice as long to do something is also besides, putting the project behind is also racking up more costs for that cost centre. So you definitely want to keep a key, and I threw your project management software on budgets, actuals, variances and where you need to make some revisions 45. Change Management: So let's talk a little bit about what happens when people start making requests for changes . So you had your project all plan. You know exactly what the delivery bles are on now through whatever means there's changes, requests. So whether it's the end users or adding on things they think would be great people, you know in the trenches were working on the project say, Hey, we could also do this or that or we have to change how this is handled. We have to do in a different way, you know, when adding on a lot of things that's often referred to a scope creep, basically other things air creeping in and on the scope and making it a bigger project than it was originally intended to be. So how do we handle that as project managers? Well, we really have to assess, you know, case by case situation. You know, you can't have a hard and fast rule that no additional changes. Air allowed no scope creep, etcetera because maybe there are some really great ideas. Or maybe people do run into situations where you know, some things just can't be done. It does have to be done a different way, and maybe it takes a little bit longer. So whatever the case might be, so evaluate each situation individually. Figure out why they're requesting the change, you know, and that could be part of the process as well. You know, somebody submits a change request. They have to say why? You know what their responsibility. Involvement is all those things, but decide. You know, what's the impact on the overall project as well? Does it mean more time doesn't mean more money doesn't have impacts on other processes that are happening in parts of the project? Um, is it for the good? You know, will people actually benefit from what's being proposed? And then you have to decide? You know what's allowed and what's not. The best way to prevent sort of general scope creep where people start just adding on additional things that might be great might be terrific for the project is to clearly define from the starts. That's why we spent so much time up front. Working on our project is that we want a clearly defined what it is that we're doing and the task etcetera when they're kind of clearly defined people tend to stay on that path. Where is it? Was a more generalized, you know, project. So imagine a project where instead of handling it like we have, then we just said, Well, we need a implement, this new software, and it's gonna bring together a bunch of people that seem smart. And let's do it, you'd be all over the place, right? People be tryingto do different things. Some people would be invested, other people would. The people that are would be trying to add on to make it sort of works the best for them. So it's kind of the opposite of that. We want a very controlled environment where we mitigate any risk we have. The right resource is, and we are also minimizing any project scope, creep. 46. Successful Communications Basics: so next during the Guan and in this section, talk a little bit about communicating as a project manager. You know, you wear a lot of different hats, as I mentioned, and one, you know, we did a lot of planning, you know, sending things out. Weird else did a lot of budgeting, being a team leader, all those things, but also a big part of it is communicating. You know, we've already discussed lots of, you know, ways are sort of situations where you have to be involved. You have to make sure people are clear on the roles and responsibilities have to make sure people are up to date on what's happening with the project. You know, you have high people hire the new that are interested, and then you also have people that are below you that you have to keep involved and interested as well. I'm in getting updates from them, so you really are sort of juggling a lot of different hats as being a project manager. But part of what makes being a project manager so great, so getting back to communications. So let's first of all, just think about communicating something we probably you know, we all do it. You know, we do written communication with verbal communication like this. We communicate with our actions, you know, using my hands. So what is communicating? What? At its core, how do we define communications? And it's kind of interesting to think of it broken down this way. So, um, first of all, what is the message? What is the message that needs to be forget for me? To you, for example. Second. So who is the center? Well, we just kind of said that I'm the sender. You are the receiver, and I'm assuming you know, you the audience, you know, even think about this course. You know, I have a message messages, the contents of this course, this lecture. I'm the center. I'm the one ascending and you're receiving it. Uh, how my getting it to you? Am I sending you an email That I write your memo and mail it or am I doing it? No. Recording video. Essentially right? I'm not doing it live. So there is that distinction to between. You know, this recorded video lecture, if you will, versus if I was doing a live weapon are so exact medium that I'm using to get the message to you. Is there any noises there? Any distractions? Now, on my end, I feel like I have a pretty good you know. I'm getting it to you. Fairly straightforward now. I don't know what's happening on your end. Maybe you live in a busy city and you're sitting in a Starbucks with your headphones in. Well, there's probably some distractions there versus you're sitting at home. There's nobody else home. It's quiet. The TV's off. There's no music. You're just paying 100% attention to me. Then there's no noise. First says lots of outside noise. Or maybe you are at home. But you know, your dogs running around barking. Your kids are asking you to play. That's noises. Well, it's distracting you from getting the full message now. There's not much I could do to control that right from my side, at least in this specific situation. So, um, that's one of the things to just to touch on. It briefly is that if you are in a situation where it say it was a really important message , so let's get away from this example. Let's say it's in your project and you have a very important message. You need to make clear to say a specific person you want to make sure you set the environment correctly so that you can really that message in the proper way where you mitigate any noise you can essentially take control of it. You also you know, you request the face to face meeting, maybe in a conference room and you block it out that way, you know, 100% that you're kind of controlling the environment, you have the receipt receiver there, you have the sender yourself. You know what messages to get to cross and it'll get across 100%. So I definitely think of communication in that sense on when it's really important, you want to set the tone in and set yourself up for success. 47. Choosing the Communication Medium: so thinking about communication as well. We really need to classify it into two types of communications from a different perspective . So not just the medium that we're using, but what kind of the level of importance, in a way. So there's basically formal and informal with how I would categorize it so informal, you know, quick communication. I need to just verify that you've got an email that I sent. Or, you know, I have a quick question for you. You have a quick question for me. That'd be a very informal communication, right? I'm not going to send you a memo and asked you if you, you know, got the email that I say, You know, that would be inappropriate kind of out of context. But on the flip side, let's say you give a weekly status report to the CEO. That's probably something you do do in a very formal method. You probably do send a memo or you write a formal email that you send by five oclock on Friday every week. It's not something where you just pop into the CEO's office and say, Hey, everything's going great and give him a thumbs up and walk away, but I mean, that might sound a little bit funny, but that's true. I mean, it really distinguishes between what's a formal communication and what's more of an informal communication. So again, as you're making your communications, think about, you know, kind of the venue and the purpose and how it should be if it should be formal or informal. 48. Written Communications: So let's talk about written communications a little bit. We kind of touched on the previous lecture. You know, the formal memo to the CEO on the project status, but there's lots of situations right where we use a written communication. So even outside you can apply this outside of project management. This is just good written communication skills and things to think about. So when it comes to written communications, there's obviously pros and cons like anything in life. So the pro is that you can vary. You can spend time, make sure that everything the entire message you want to communicate is verily, clearly written. Everything's included. It's well structured in terms of each paragraph is a new thought. I'm a big fan of probably if you're gonna use written communication, do it properly. At least you know it's addressed correctly all of those things, so you can make sure so when you're ready to send your written communication. Now, whether it's an email or memo, it's a message like the Project Management Message Board. Whatever the case might be, you could make sure that your message is verily, clearly written and says exactly the message you as the senator wants to send right now, What you can't control is on the receiver side, so one, it's a It's a message. It's an email message to tender for people. They're going to get the email, but you can't make sure that they got it and they read it. Now you can do things like have it set up for red receipts. Eso you can email back when somebody opens it. You know there's tools to help you, but at the same time you can. 100% guarantee somebody could open it and then get distracted and and send. And they might send the read receipt in this close that whatever the case might be, you don't 100% have control over them actually receiving the message as well to they might . They don't have the opportunity in that situation, like at the moment they're reading it to ask questions or they might have questions. But because now they have to write back. They just okay, you know what? I'll I'll figure that out next week at the next meeting. A last question? Yeah, they might be less inclined to clarify any points that they want to clarify just because it was written and just kind of sort of given to them, if you will as well. Tone is something after very careful of when it comes to written communications, we've all received the email or the memo or even the text message that you know where the tone was completely misunderstood just because of the nature of it, right? It's hard to incorporate the tone of voice speed, you know, kind of all those sort of inflections of voice. It's completely lost a rig written communications. So you have to be very careful that it comes across the way that you intended to come across. So you don't want a very serious email to come across this kind of, you know, lackluster, kind of jokey, not that important. Likewise, you don't need something that's not super important to come across Stern just because of the terminology used or what? Or maybe it's brief, whatever the case may be, so definitely be very careful with the written communications, but a very effective way to make sure that everything you need to say is written out and it's a bonus. It's also documentation men, right? So if you ever needed to sort of circle back to something, and you could say yes. You know what? I sent you an email on May 5th to talk about this on. You didn't respond things like that. So definitely rate communication has its benefits. 49. Verbal Communication and Meetings: so the other side of that would be verbal communications on having sort of verbal meetings and whatnot. So verbal communication takes a lot of forms when it comes specifically project management . So we talked a lot about having maybe a weekly meeting where everybody involved is included . So now you do get to convey things like tone of voice and how fast you're speaking and maybe a sense of urgency. Maybe something is really important. You need toe conveyed a people, and you can do that better in person than through written communication. Well, it's a good way again. Now what? You can't. So you do have people's attention. You can be verifiably set there, there, so you, the sender and the receiver of the message are all in the same room. That's not to say that their ears air open, you know, he's kind of playing, you know, they might not be listening. They might be daydreaming, thinking about what they have to do after work. Think about the project itself, whatever the case might be. So we need to make sure you really have people's attention when it comes to verbal communications. So besides, larger sort of team meetings. You can certainly hold things like ad hoc little meetings. Maybe you just grab everybody on a particular part of the team, have a little meeting if there's something has to be discussed. So maybe that memo that we sent out to 10 people. Instead, we just round up. Those 10 people haven't in face meeting, if it's kind of dictates it. So you have to really determine what's the message that you want to send the importance and what's the most effective way of sending that message. And if it's verbally, then by all means, that is definitely theocracy in to go. Then you want to always take the best route to make sure that your message is conveyed, its received and whatever your goal is for what needs to come out of that is going to happen. So it's something different they need to do. If it's something additional, they have to do something. We need to stop doing whatever the case may be. 50. Managers and Leaders Qualities: So next we're gonna talk more about sort of running the project and more of the human side of it and talk about leadership and motivation and management, all those sort of tools that you need to have a swell. So we have quite a few tools in our tool bag, if you will. You know, we really need to have a lot of project planning skills. Need to have a lot of people skills communicating skills, time management skills and that we need to have leadership and management skills as well. So being project Manager is definitely on involved position. So first of all, let's talk about the difference between leadership and versus management. So what is leadership? When I think of leadership, I think of you know, you're encouraging people. You're sharing visions, your sort of inspiring them to do a good job. Management is much more about sort of the technical nature, making sure things get done. You know, running reports, you know, creating variance, analysis, those types of things. Let's talk about some specific examples on what the leadership side of it is and what the management side. It's not to say once more or less important than the other. You really need both, right? So But it is interesting to think of both sides of it. So first of all, just starting a project, you know, What does the leader do? Well, the leader, you know, creates visions, shares the vision, talked about strategies, gets people excited to be involved in kind of what path you're gonna be taking. The manager does much more of things like conduct. A cost benefit analysis figures out if it's feasible or not, that would be more of a management function when starting that project. Secondly, so the organization in the planning stages you know, the leader. You're getting that commitment from the different players We talked about that going to people, making sure they're going to be available, getting them involved in the project. That's really a leadership skill that we were demonstrating there. Management is much more about setting the specific budgets, setting schedules. That is a very much more management function of the starting A project. So talking about the project itself going about every doing the work, what is the leader? Duke is more of a motivator. He's making sure everybody's on board. There still excited. They know the big picture. You keep them going and keep him motivated. Keep that energy high. What is the manager do? It's more monitoring, monitoring reports like the functions. Like we said, Where your checking, you know, the project management software, Making sure the time budgets, you know, versus what actually is being spent, you know, was in line. That's much more of the management side of this. Where is the leadership size getting out, Getting people excited and keeping them motivated? And then, lastly, when it comes to closing the project, you know, recognition, reckon ization of jobs. Well done. Giving rewards, kudos, all those types of things. Leadership qualities, right management, doing the post project review. That's very much the management side of it. So you can appreciate that you really need both right, and they both are very much important. Now we like to think of leadership is made more of the fun side right? That's where you really sort of rob rock, getting people excited, keeping them excited, sharing strategies, You know, that's the fun person. The manager's doing more of the nitty gritty of work, but you really need to be both people when it comes to project management now. I also wanted to talk about just some skills that you would really see in a leader's Let's start with the leader. So you probably figured few these out on yourself. But I understand integrity is one right away in the very honest person. If you're being dishonest with people talking behind their back, things like that word gets around and people won't respect you that as a leader. So tenacity, persistence, you're really you want to make sure things get done and when, or someone else might say, Oh, that's too difficult. I don't know how it handled that. The leader is the one that says, Well, let's figure it out. We're gonna figure out a way to do it. We're gonna make it happen. That's tenacity. High energy, kind of like how I am sometimes, you know, just excited, like really genuine, enthusiastic, you know, energy towards the project, deliverable whatever it might be, um, it through the ASM as well. So high energy enthusiasm. I kind of think of them is the same. They really are different. You could be high energy, but not really into it. You could be really enthusiastic, but maybe not as high energy, but bring both. Bring both your games to be enthusiastic about what it is and positive. You're really excited to get these things done on self confidence as well, really have to be self confident, you know? Yeah, And that comes across that very much. Does in your message when you're a self confident leader who is really promoting. So, um, I think management on the flip side. Well, kind of no management skills, right? You have to sort of detail oriented. You have to have a drive to, um and kind of that so attention to detail. You need to have the technical knowledge to be able to do things like comparing budgets, actual etcetera. You do need to have people still still, you have to be a person that goes to someone and says, You know, why did you spend 20 more hours on this project? And you needed to need to be kind of a problem solver to write, and they be able to take that information and solve problems with what you're given. So it's well, you still need to be, you know, it's good to be have some of the leadership cause. Be positive person, be self confident, be a people person. You know you don't want to be negative towards. People seem to think of managing your resource is as a manager so that they're kind of that differences between a leader and a manager, and you get to be both of them as a project manager. 51. Team Member Motivation: So let's talk about probably a little bit more on the leadership side. But how do you really keep people engaged and excited for the project? Now we can bring all the energy we want to it. But how do we make that translate well to the team members? So ah, few tips on that front. So first of all, just remind them of several things. You know, if you feel like people are starting Teoh Wayne, they're not as excited by the project. Maybe now they feel like it's more of a burden on their schedule. You do these few things, so just remind them of, you know, what the end goal is again, you know? And maybe if they're going to be a direct results, kind of like user. So, like the accounting systems upgrade to go back to that if they're gonna be one of the end users, remind them Hey, when this is all that, we're doing a lot of hard work. But when this is all done, you're gonna have an amazing counting systems Could make your job so much easier. You're gonna love it. That will remind them, um, you know, if they're in sales. Maybe it's some type of made it to CRM system you're implementing. Remind the salespeople Hey, that's gonna give you a lot more tools, A lot more insight in your customers. You're gonna increase your productivity and your sales, you know, probably double no appeal to sales people kind of desired. Always sell more improved productivity. Who doesn't like war productivity's? So, regardless of your position, Hey, you're gonna be able to do things faster, more accurate. No, it'll make your job just so much better. Your life for better in the long run, uh, better work environment. You know, everybody will be less stress. You know, maybe you work in a stressful work environment. Hey, Well, this is done. I know we're in kind of in the weeds right now are really in the middle of a project. But when everything is done, hey, everybody's gonna be better for it. I think this workplace gonna change for the better quite a bit, because everybody be less stress will have more time to spend on other projects, whatever the whatever the situation might be. So I just basically remind them of all the benefits that come with doing their project as well. Other things you can remind them. I mean, if it came to it, remind them of things like you're adding to your own skill set. So like speaking for myself when I would be pulled into accounting project and say, installing that new accounting software, you know, the first time doing it, that was my first time. And, sure, it might be overwhelming and everything else but no being reminded. Hey, where you're adding to your skill set. Now you've gone through, you know, managing a project on the accounting side. So it early adds to your depth kind of your career opportunities down the line, to be honest, so really appeal to their sense of sort of self growth and being, you know, better. Remarkable is employees. Um, that is, it might feel have to say about that. Yep, let's leave it at that guy's for. For that topic 52. 074PROJM Section 16a Wrapping Up The Project: so going through the actual project itself is actually probably the you know, the easiest part of our jobs, if you will, if you want to sort of rank it between the sort of the beginning the planning, the actual project and then the closing. So doing The project itself is really just about project management in terms of keeping the team on task running reports being a true things are updated properly. Tracking your budget, tracking your time, uh, getting past any hurdle. So we've talked about all those skill sets as well. So now let's think a little bit ahead and fast forward to the end. So what happens towards the end of a project? So a few things one people tend to start to check out. It's almost like when somebody is moving on to new job. You know, they've given their two weeks notice. They start to put in a little bit less effort, right those last two weeks, it's similar with a project, right? People know things they're wrapping up. They don't have many. Maybe it's much to do towards the end, you know, they know that, you know, in two weeks we'll be doing something completely different. I'm saying that I really do start to check out a little bit. So your job is project Manager is to make sure that I know that people are either fully engaged or there at least held accountable for their minimum sort of responsibilities during the the project, right up until the project is closed. So on top of that, you should consider these other things as well. So the project is literally coming too close. Maybe it's in a week. You know, Obviously you need to check. Make sure every single task is done. It's been completed. A swell. It's all been signed off on everything has been approved. You know, in the report, writing example, the reports that were written or approved, that data's been back tested. You know, the system is ready to push the button so that they switch over and start using the new system. Uh, definitely make sure that any sort of administrative task getting you know things close down. If maybe there was a large project work order that needs to be closed down, used as well people on your project teams if they need. If they need to be reassigned to other projects. So, you know, we kind of use the example where you were pulling Resource is from different departments, so they're probably just going to go back to their respective departments, right? But a lot of times you might have maybe you had sub project managers. Maybe you're the kind of the main project manager. And you had other project managers. Will they now be assigned to their next project? So you need to think about that so they can start. You know, As things wind down, start ramping up their new projects, start working all the time lines and everything else again. Right? Um, and then making sure that the final deliverable is everything it needs to be. So any all documentation is prepared. Software's up and running there. No, there's literally no loose ends left when the project is considered done. You know you want every project is a reflection on yourself. And what kind of job you do is a project manager. So if you let things kind of stray or Oh, don't worry about that, will fix that later. You really don't want those and that those come up, they come up all the time and it might not just be you and it's the people you know who are working for. You think so? We can fix that later. Really, Everything needs to be complete. The project needs to be whole. So that's pretty much how you effectively wrap up the project. Make sure everybody's reassign things ready to go. 53. 074PROJM Section 16b The Project Team Transition: So let's just talk a little bit more about the project team. Everybody involved in what happens now at the end. So, you know, we kind of mentioned everybody. You know, we'll move on. So if they were pulled from a department, maybe they just go back to their normal 9 to 5 job. What? They were doing the company before him or if they were. Maybe their job is, as you know, project managers team leads etcetera. They need to be reassigned so they can start working and planning on their next projects. I definitely encourage you to make sure that, you know, you don't want the project to just kind of come to an end and just move on to the next thing. You really want to have a proper wrap up. Make sure that people understand you really appreciate all their hard work, remind them of all their contributions and kind of, you know what? What it all added up to, you know? Hey, we started it with nothing. We put all these cool people together. We got this great software. We worked through all the issues. And now here we are, three months later. Six months later, whatever the case is, and now we have this fully function great tool that if everybody is responsible for helping pitch in and making this work, so I definitely want to acknowledge people, give them, you know, proper kudos. It makes people feel motivated that will carry forward to the next project they have to work on right if they feel appreciate it. And you really do want to make sure that people feel appreciate it both at the end of the project. And it's a situation where maybe, you know, you have a company quarterly meeting, our annual meeting. You know, what were the big achievements of the company this year? Oh, we implemented this new accounting software and I just want to, you know, take time to recognize you know, if it's possible, you know, by name, who is involved. And there's too many people, you know, the people in the county, whatever give us some type of recognition so that they really recognize that they were truly, truly appreciated, and the hard work really paid off. 54. 074PROJM Section 16c Post Project Evaluation: So once the project's done completely closed down, you really we talked about sort of a post project evaluation. We really want to learn from our lessons that we that we've learned through the process of doing this project. So how do we go about that? It could take several different forms. I mean, obviously. So we encourage people to keep a log of any problems that came up problems they resolved. If it wasn't something that had to be brought to our attention during the project. You know, at least now it's the time to let us know about those. So it might be a fort. Maybe it's a formal. It's a one on one meeting with people and you say, Hey, bring your notes and let me know. I'm gonna ask you questions about you Want to find out things like How was the schedule didn't work for you? If you have any recommendations on scheduling, you know how the task that we do did we assign you the appropriate task? How was your team? The other people you worked with, what were the pros and cons there? So you're really drilling in and getting information kind of Intel from every single person that was involved in the project. Now, if that's too much, maybe it's just too big. Maybe there's 100 people involved in the project. Maybe you do it kind of at the higher level of, you know, the kind of sub project leads. Well, it could take a different form. Maybe it's a survey online that you email and maybe even tell people. You know what? It's anonymous, although you somewhat want to know specifics. Maybe there's one specific area we could do a better job. But if you feel like you get a better response rate by making anonymous, allowing people to really speak their mind saying what really work Great. What didn't work great with the project rank different things ranked the team as a whole. Raby rank yourself a swell the project matter. How effective were they providing, you know, on offer, different, providing guidance, keeping people on schedule whatever the case might be. So whatever method you take, you definitely want to make sure you leverage the fact that you just went through a huge project minus much information out of that situation as possible, because now you're gonna be able to apply that information to your next project. 55. 074PROJM Section 17a Using Project Management Software: So next let's talk about project management software. You know, we've alluded to the fact that we're using it through the course. Let's just talk a little bit about it. S o. First of all, obviously, you have choices. I mean, there are free options out there all the way to, you know, tens of thousands of dollars. Very high end project management software. The choice is yours. Now, I'm not gonna recommend a specific software, but it really depends on your situation. So you have to evaluate things like, you know, what functionality do you need out of it? First of all, what's your budget? That's going to be a big sort of dictate what you what you're looking at or what sort of range of software solutions you have. And then also, yeah, what are your needs now? Obviously, I could make recommendations in terms of, you know, I've always been a fan of software that's hosted online. That way people can access it anywhere they are, makes things a little bit easier versus or hard software were not hard software software that's installed locally on your machines. Um, obviously you want the ability to have enough users that accommodates your entire team size . I need to think about as well. You know your future use as well. If you think your team sizes are only going to grow and you don't have the ability to easily add on users at that given time, you might need toe. Make sure that it can accommodate 30 your maximum number of users at any given point. Uh, we also need to consider is sort of the reporting functionality of it. Different software as different, different functionality, or even if it has the same functionality across different systems. How does it look? Is there one that you just favor that does a better job? I need to look at things like, Do you have the ability to create all these? So we talked about creating the users. Can they, though long their time, can they assign it to different sub projects, or Cantlie? Not so. There's lots of different considerations when it comes to software, so definitely encourage you to take your time. And that is something that you want that will sort of, um, you'll be using over and over, obviously, especially if your company does a lot of projects so definitely take the approach that you're looking for. Long term solutions that will accommodate your needs even as you grow has all the functionality, all the reporting that you need and go from there. And you should be able to nail down exactly what type of software used now. Side note to that as well. There's probably a bit of a learning curve for your users. So we talked about in this course we could use this accounting software implementation as an example. Well, you probably have to trade in the accounting software or the accounting staff. I mean on how to use the software, right? It's gonna be a new software to them. It might. As intuitive as any software is, you really need to make sure people are using it correctly. Last thing you need is somebody not realizing they needed to log in and logged their time on the working on the project. They thought they just longed in tow. Look at reports or something. So it's little things like that that, you know, people just don't realize what it is you know they're supposed to be doing or how they're supposed to be doing it. in the system, so definitely hold training sessions, and that's part of your pre planning is getting everybody up to speed on the software. 56. 074PROJM Section 17b Social Media and Other Tools: So, aside from the sort of the official software that you're using for project management, I want to talk a little bit about sort of, you know, technology and tools you might want to consider when it comes to your projects. Now depends on how far you want to take things, what you feel is most efficient and works best for you and your company. So, uh, a few different things, though. One, if there's I mean it. Maybe some of these maybe incorporate with your project management software depends, so if they're included, definitely use them. If they're not, you have other avenues to use sort of external tools. So first things first would be some type of form, if you will, you know, wall if you think of it in that terms, were basically everybody involved in the project. Eyes able to go to a central location. Ask questions that may be relevant to several people use. Project manager can moderate it. Make sure answers that being given, you know, our flag, people who could provide the answers, etcetera and so managed communications through there sort of a very visual, very public public. But within the group way of handling questions and answers very much so as well. You could use that exact exact same tool, forgiving status updates. So maybe if it's more of the informal nature. So I definitely always encouraged, you know, the use of email and obviously those meetings with people in person. But if there's maybe updates that lend themselves to just sort of putting it on there, Or maybe it is just a weekly update that you can post their for everybody so that they know how the project is running as well. Chat group. So having a chat group, different websites, there's plenty of websites out there. I mean, it could even be through Google. And then there's lots of other third party Softwares as well, where you just have a group set up for everybody involved in the project. And they can answer, ask questions. It creates a sense of community as well, right? So everybody involved feels like they're part of this group. They can talk amongst themselves. Maybe they can set up subgroups for their own like, specific team that they're working with eso those air. A few ideas, training. If there's anything else, um, don't be the main things you could go so far as the right, like almost like a block post. Keep things update. It depends on how far you want to go. Another option two is to tie in some type of dashboard so that on who gets to see that is up to you, whether it's everybody. Or maybe that's just for upper management, where you really show, you know, here's how we're progressing. So maybe somewhere summarized version. You know you can pull 20 million different types of reports off here Project management software as the status updates, etcetera. But maybe have a nice dashboard that somehow linked to that that management can log into and see how the project is progressing. Or maybe just your boss. Maybe the manager of the project managers is a little log in and see that so things to consider and using further technology beyond just your project management software. 57. 074PROJM Section 18a Top 10 Project Manager Skills Takeaway: Alright, guys, we're getting close to the end of the course. I really appreciate you sticking with me and I was a little bit long, but I feel like we've covered so many different things. Now before we get to the course conclusion, which is the next lecture for it's all just want to give you a list. It just 10 takeaways, if you will, on how you can be the best project manager that you can be. So we've learned a lot about skill sets. How to run a project plan a project, how to conclude a project tools you can use these 10 take away is just kind of a large umbrella, if you will, things to think about to leave you with. So, first of all you as a project manager, b a y person ask questions. You should always be curious. Being curious will get you very far in life, so this doesn't even apply to being a project manager alone applies to project manager but applies to life in general. So always be curious and ask questions. And don't be shy about asking questions. You know, the person that asked questions gets answered. So you're gonna do yourself a big service in life. By doing so, you'll find out things that you didn't know. Uh, also be basically a can do person, be the person, Don't be negative, you know, figure out solutions. You want to be the person that is a problem solver, the solution finder. So that needs to be you. As a project manager, you need to think about the big picture. So if you don't want to be the micromanager, you don't want to be stuck down trying to dig through the weeds, trying to figure out spinning your wheels. Really take a step back. That will really help you clarify on a lot of different problems that come up. Just take that step back and think about things from the big, big picture, the top level. How does something fit in and maybe realise that a problem that came up really isn't a serious as that may be, you think? Or maybe some of the staff thinks that's involved in the project. So be the person that's able to view things at both the macro and the micro level. Uh, definitely you also So, speaking of macro and micro so When you take that step back and think in the big picture, you also need to be able to drive right down to the detail level. So say you take that step back. You look at a problem. You come up with a solution, you need to be able to see that solution all the way through and really give the details. Like, Okay, this is what we need to do. A, B and c doing these three things will fix the problem. And we take another step back. Yes, Problem solved. So you really need to be able to think and sort of zoom in and zoom out whatever sort of analogy you want to use. So be be able to stare. Be fluid on those when you make assumptions, be very cautious. So a big part of the planning phase, especially, was making assumptions right? We had toe, you know, assume that people would be available in the project start. We had to assume that the budget would be approved. So make all those assumptions, but make very realistic assumptions the best you can and be ready to change with those, um, always look at people whether they're your team, whether they're your coach, just co workers, where its upper management as adversaries not and are sorry. Look at them as allies, not adversaries, used the wrong term there. The that will go a long way again in project management and in life, working together as a team and finding ways to work together versus pushing people away, saying, Oh, that person's no good at their job. I'll just do it Whatever the case may be, your much better served by treating everybody as an ally and seeing how they can help you, and you can help them as well. Really, it's about the team work. So keep that in mind. Always be truthful in what you say, and you mean what you say. So you know, even if it's the hard truth, if you will, you know it's a dose of reality for somebody. You need to mean it, and you really need to always believe in what you say. Don't say something you know, as, for example, is a project manager. You're gonna be asked a lot of questions, and it will be things like Why don't we do it this way? Are you know I can't work on this today. Does that matter? You need to be honest with people and you're gonna have to be, you know, have conversations that you probably don't want to have or that or uncomfortable at times. And that's just part of being the project managers. So keep that in mind. Always be honest. People will respect that as well. Respect other people. So if someone gives you feedback, you need to have an open mind. You know, sometimes people are just being mean. They're being harsh. Maybe there're Italian because they didn't like something you said to them But us as project managers and kind of being able to keep that global macro look, um, are able to tell, you know, who are those people and who is actually giving us feedback like legitimately and being be open to learning. You should always be learning. You know, there's people can provide us valuable, valuable feedback the same that you can provide them with feedback just cause you're in one position and they're in another doesn't make their opinion or you know their advice any less. Necessarily important. I always acknowledged good performance, praise people, motivate them all those leadership skills we talked about, right? You want to be the driver. You want to be the enthusiastic, energetic, positive person that everybody wants to be around. People want to be on that team, right? They want to be with that person. So be that person and definitely incorporate other people. So don't just be positive too drastic. Share that with people and praise them and pull them in and, you know, make them excited as well. And then, lastly, where those two hats of manager and leader. So you need to be the positive, excited You know the visionary, but you need to do the managerial side as well. It's very easy to sort of fall into one category or another, that people tend to sort of have a natural tendency to be one or the other. So whichever one it is that you are natural towards, definitely leverage your skills there, and the one that is less natural work on it really sort of relish. This is an opportunity to be a better leader or be a better manager and sort of round out your skill sets. You'll find that these air skills that once you do them a few times, they all come naturally. 58. Course Conclusion: Congratulations, everybody. You made it all the way through the course, so we covered quite a bit of information in this course. You know, I definitely don't want to sort of summarize every single point that we made, but definitely I hope you feel like having gone through this course. You really have a well rounded knowledge now, what it takes to be a project manager, and you really can apply a lot of these skill sets now. So whether you are new on the project management seen and you're going to be in charge of a project soon, maybe you're thinking about going into studying project management for maybe your current project manager. And you just want to sort of refresher skill set. Hopefully, I gave something of value to all of you and everyone else is Well, who took the course so few final points. Make sure you download. I mean, several times through the course and lectures. I mentioned different downloadable that I provide. Definitely check those out if you have an interest. This resource is that kind of help explain different topics. I was talking about a swell love your feedback. So if you can leave me feedback on the course through the review system. Definitely appreciate that. It really helps me out when I get people's feedback. Kind of like running a project right here in your feedback helps me know what I'm doing. Great. And when I need, maybe need to work on, uh, then last, they had also encourage you to check out my profile. Look at my other courses. I'm mitt. Multiple other courses on lots of different topics. Um, accounting, finance, entrepreneurship, building cool things in excel leadership management, lots of different topics. So definitely encourage you to check those out as well. If you've enjoyed this course, I think you'll love some of those other courses as well. That said, I've had a blast teaching this course. I really enjoyed it. Thank you again for staying with me. I wish you all the best of luck in your project management careers.