Practical Project Management Skills for Everyday Career Success | Rekha Krishnamurthi | Skillshare

Practical Project Management Skills for Everyday Career Success

Rekha Krishnamurthi, Textile Artist & Creative Entrepreneur

Practical Project Management Skills for Everyday Career Success

Rekha Krishnamurthi, Textile Artist & Creative Entrepreneur

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21 Lessons (1h 15m)
    • 1. Intro Video Project Management Skills

    • 2. Lesson 1: Project Management Basics

    • 3. Lesson 2: Initiation Phase

    • 4. Project Charter Example

    • 5. Lesson 3: Planning Phase Overview

    • 6. Lesson 3.1: Project Scope / Statement of Work

    • 7. Lesson 3.2: Kick Off Meeting

    • 8. Lesson 3.3: Requirements Gathering

    • 9. Lesson 3.4: Work Breakdown Structure (WBS)

    • 10. Lesson 3.5: The Project Plan

    • 11. Project Plan Example

    • 12. Lesson 3.6: The Project Budget

    • 13. Example Project Budget

    • 14. Lesson 3.7: Communication Plan

    • 15. Lesson 3.8: Risk Management Plan

    • 16. Lesson 4: Execution Phase

    • 17. Lesson 5: Monitoring & Controlling

    • 18. Lesson 6: Closing

    • 19. Articles and Case Study

    • 20. Project Management Checklist

    • 21. Class Project & Conclusion

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About This Class

In this class you will learn the fundamentals of Project Management.  

Project Management is an essential skill for everyone.  Whether you work as a project manager for a large company or run your small business, understanding project management skills will help you to run a tighter, more productive and efficient company.

Even if you are a solopreneur, understanding project management skills will help improve the way you manage client projects which in turn will help you deliver better results. Having happy clients equates to more business and ultimately increased revenue.

It doesn’t matter what industry you’re in - whether you a creative, IT expert or finance guru -  project management skills apply to all!

In this class, here’s what you’ll learn:

  • Project Management Basics
  • What is a Project Charter
  • What is a Project Scope
  • Requirements Gathering
  • Work Breakdown Structure
  • Creating a Project Plan
  • Creating a Project Budget
  • Project Closing

Articles referenced in this class:

Meet Your Teacher

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Rekha Krishnamurthi

Textile Artist & Creative Entrepreneur


I’m a fabric artist, print and pattern designer and creative entrepreneur who loves to teach, inspire & empower others to acquire new skills, gain knowledge and engage in creative activity.

I design and handcraft product that I sell on my website,, Etsy and Amazon Handmade.  My product line includes marbled ring dish sets, hand dyed kitchen & table linens, block print wall art, silk painting kits and DIY craft kits.  I'm involved in every aspect of my business - from product design, to product packaging, digital marketing, shipping strategy, writing SEO friendly product titles/descriptions/tags and much more.   There is a lot to do when running a small business and at times it can be overwhelming! But this is what has pushed me ... See full profile

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1. Intro Video Project Management Skills: project management is a very valuable skill to have for everyone. It doesn't matter whether you are a freelancer, whether you work for a company or whether you're an entrepreneur. Learning how to manage a project effectively will set you apart from others. That will brand you as a valuable employee in this course practical project management skills for everyday career success, you'll learn all the fundamentals to successfully manage a project. Hi, my name is Ray Cut. Not only do I designed learning experiences for corporate companies, I also managed the live training programs. Before this role, I worked as a project manager for a variety of different consulting companies. And in addition, I am a creative entrepreneur. I also managed my own online shops on Etsy, Amazon and my own website. And let me tell you, having these project management skills has helped me tremendously manage effectively these very different work streams. This course you'll learn about five phases of project management and what tasks performed days. I'll provide you with pdf templates that you can use as a guy for your own projects. I'll also share with you articles with case studies that I found interesting that show really World Project Management example. And for your class project, I want you to develop a detailed project plan for something we're currently working on at your job or in your business. Once you posted, I will be happy to critique it and provide you with additional guidance. I look forward to sharing with you all of project management skills that I have learned over the years. Are you ready? I look forward to seeing you in class. 2. Lesson 1: Project Management Basics: it wasn't one. We're gonna cover project management basics now. There are five phases and project management. This is also known as the Project Life Cycle, and the five bases are initiation planning, execution, monitoring, controlling and closing and the lessons ahead. I'll go over each of these faces in more detail. So what is project management? The official definition is project management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements. This means as a project manager, you must be organized, detail oriented, crosses oriented, be able to handle a fast paced environment and communicate effectively. Your job as project manager is to ensure that all project related activities are completed on time, accurately and within budget. Now, not every activity that you were involved in is considered a project. Let's go over what a project is. A project is new or unique. It is temporary in nature. It has a definite beginning and end date. It typically involves cross departmental participation, meaning people from different departments will be involved. It is considered successful and complete. When the project goals are achieved and the expectations of the project state holders are met now your every day. Routine work is not considered a project. A project is not explorations or research. It is not routine operational work. It does not go on indefinitely without constraints on time, cost or scope. Work that is routine and operational falls under operational management, which is different than project management. Now take a moment and think of your local community. Can you think of any projects that were recently implemented? Perhaps a new bike ling was announced, or a new Whole foods market is opening Or perhaps a new park is being created. These would all be considered projects and should be managed like one. But let's take a look at why projects or even launched. Here are a few reasons, for one thing, mandatory government regulation. This is a big one, especially for financial services. Companies. Often times financial reporting requirements must comply with government regulations, which then prompts the start of new projects when operations are running inefficiently and their bottlenecks process improvement are reasons for launching new projects. A company may decide to launch a new product, which then triggers a whole new project and market demands in order to stay competitive, companies may decide to launch a new project that helps them meet the changes in the marketplace. So who are the key players involved in a project? Well, every project will have a project sponsor. This person has the authority to create or terminated project. They provide the financial resources for the project. They are the ultimate decision maker and they work very closely with the project manager. They're not necessarily involved in today in the day to day details of the management of the project. But they're definitely aware of what is going on with the project and they should have a strong line of communication with the project manager. The project manager is the one who manages the day to day tasks of the project and manages the overall project Team and project stakeholders are anyone who has a vested interest in the outcome of the project. They are involved in the project process and the either input for project requirements. They can be internal or external and they're usually identified before the project begins. Some examples of project stakeholders include the project sponsor, the Project manager, executive managers, department managers, external vendors and suppliers, customers and the government now There are two main approaches to project management. One is known as waterfall approach, and the other is known as the agile approach. Now I'm not going to go into too much detail on these approaches in this course. But the key take away is to understand that waterfall is considered a traditional approach where each phase in project management is completed. In Sequential Warner, the waterfall approach is used when the outcome is known or predictable. Agile, on the other hand, is more iterative and the phases air completed in smaller sprints so that you can understand issues sooner and make corrections before completing the whole project and having to do things over. Most. It related projects follow an agile approach, and it is also called scrum development. Now this method is usually used when the outcome is not clear or it's not known now. At the end of this course, I will share an article that I read that explains these methodologies in more detail and also talks about a few other methodologies as well 3. Lesson 2: Initiation Phase: in this lesson to We will cover the initiation faith, which is the first phase of the project life cycle. So what happens during the initiation phase? Think of the initiation phase as the high level pre planning to the planning phase. During this phase, you want together information that will help you answer who, what, where, why, when and how you want to clearly define what the problem statement is or what the opportunity is. You want to define the project goals and objectives. You want to define the high level strategy. You want to get a commitment from the Project sponsor to start the project. You want to assign the project manager and you'll write the project Charter. This is the main document that is produced during the initiation phase, and here's some guiding questions for you to keep in mind when you are in the initiation phase and in process of pro putting a project charter together. So you want to be clear on what problem this project will solve, or what opportunity you could take advantage of. What is the project goal? Who wants it to happen? How will the project be funded? Who will manage the work. Who will perform the work and what is the high level strategy and approach? So you want to be able to clearly described what the problem is that you are attempting to solve with this project, or what the opportunity that you can take advantage of the problem statement does not have to be a lengthy paragraph. A simple sentence or two will do. You also want to be clear on what the project goals and objectives are. The project goal is the ultimate outcome that you seek, and the project objectives further defines the goal by providing additional details. Once you are clear on the problem, statement the project goal and the objectives this information 10 feed directly into the project charter. Before we get into the Project Charter, let's walk through an example of what we just talked about. Okay, so here is an example. Here are the facts of this project. A company is moving all employees from their current location on Park Avenue to their new location on Greenwich Street. Because the existing space does not have enough room to support the company expansion. The move needs to be planned during October and November and employees must be moved out of out of the Park Avenue location since the lease expires at the end of the year. So these are the facts that you know. So take a few minutes and just think about it. What would the problem statement or the opportunity statement being? What is the project goal? What are the project objectives and what is the high level strategy that you would take on to manage and implement this project? So again, just take a few minutes, think of these questions and see what you come up with, and I'm gonna go over what the best approach is and what the solution is. Okay, so let's take a look at this. The problem statement. The problem statement is that the current space is too small and cannot support employees growth and company expansion. It's a really simple statement. It's not a long paragraph. It's just one sentence. The Project Goal Transition employees from the current location to the new location with minimal disruption during the months of October and November. So this is the ultimate outcome that you want from this project and hear some project objectives in tourist smooth transition by moving employees and phases based on their department. Provide adequate communication to employees about the move schedule during the summer, prior to the actual move months. So these objectives just provide a little bit more detail and support the project goal. And now here we have eight steps that are the high level strategy. So the first step is to obtain the current employee list by department and floor at the Park Avenue location, produce a floor map and identify where each employee in department will fit in in the new location. Set up meetings with the department managers and senior management and obtain approvals on floor map of new location. Prepare a communication plan on the move and notify employees that the specific moved dates Number five. Contact employer contact movers and get an estimate of the moving costs. Number six Work with the I T staff and make sure all the network and systems and wiring all that stuff is in place. Step seven. Create a move schedule, and finally stepping would be to move employees and phases to the new location. So this is just a high level implementation approach that will help you not only implement this project, but manage it now. When we get into the planning phase, this high level strategy will be broken down into much more detail in the form of a project plan. Okay, so now let's talk about the Project charter. This is a very important document in project management. A project charter authorizes a project and makes it official without a project charter. You don't have the authorization to start, and the project sponsor must approve and sign off on the project charter to make this official. So what should you include in a Project Chartered's When I write a project charter, these are the elements that I include in my project charter, the project, name, the problem statement or opportunity statement, the project goal, the project objectives and the high level strategy. And, as you would note from, we just did this example where we went through the problem statement project gold project objectives and high level strategy. So that work that suggested to now be directly into the project charter. You also want to identify the methodology your approach waterfall er agile. The project start date the Project End date project milestones, which are check points to help you track progress. What are the key deliverables? Who are the project stakeholders? You want a list? Who they are the project manager. The name of the project manager. The overall project budget is just a high level number. It does not break it down into detail at this point. And then the project sponsor acceptance, which is basically a signature line that just has the project sponsors sign up and shows that they've approved this project charter. So just a couple of things to note now the elements that I have listed here are just a suggestion of what to include. And these are the things that I include when I write a project charter. But just know if you go there and Google Project Charter, you're going to get all kinds of different forms of a project charter with different elements, and it may very depending on the company, the industry and the project type, and it could be where you work. Your company already has a template of what the Project Charter looks like and what the project charter elements are. So just keep that in mind that this is just a suggestion. It's a guide, But things may very depending on the company and the industry and the project type, and you can just write a project charter in a word document. It doesn't have to be anything more complicated then that. Okay, So after the project charter is complete and signed off, that concludes the initiations A's, and we're now ready to start the planning fates. Now, before we get into Lesson three on the planning phase in the next video, I'm actually going to show you what a completed project charter looks like for the building move project. We started in this lesson so that you can get a better idea of how to create a project charter. 4. Project Charter Example: Okay, so let's take a look at what a project Charter might look like. We're continuing with the building move project that was described in the previous lesson. So I type this in a Google doc and for the project purpose, I took what we wrote for the problem statement and the project goal, and I combined it, and I made it the project purpose, the project objectives. They support the project purpose, the high level approach. These are the steps that we defined in lesson to. So I just took that information and I copied it over into the project charter. The methodology selected for this project is waterfall. So for a building move, the outcome is fairly known. And the steps or linear, generally it can proceed one step after another, one phase after another. Hence, in this case, the waterfall approach does work. The project start and end dates. You wanna indicate the's on two separate lines for the project. Start is June 1st 2018 Project end with the January 30th 2019 and the project milestone. So these are checkpoints. These are key things or steps that need to be done that show that you are making progress. So for this project, the milestones would be produced a floor map for the new location and get the approvals by the department manager. Review the Bender list and request proposals from moving companies. Prepare and move schedule and prepare a communication plan So the deliver bols thes air actual outputs or deliverables that will be produced their tangible, their actual documents or digital files. They're either handed to someone or they're stored on the networks of their actual files. With the deliver balls for this project would be a floor map, a communication plan and an employee instruction packet about the new space. The project stakeholders are the employees of the department managers. You probably should list the actual names and titles of the department managers and the name of the moving company. The Project Manager. You would list the name of the project manager here. The project budget. This is just a high level budget amount. 60,000. At this point, we're not breaking it down line by line. That will come later in the planning phase, and finally you end the Project charter with the sponsor acceptance, and this is actually a physical signature and a printed name and the title of the project sponsor. So, as I mentioned before, if you Google Project charter, you'll get different formats and examples of what to include. So use this as a guide and just know that you may have to tweak it to suit your specific project needs. Now I have provided a BJU access link to this project charter in the notes section of this video. So to access it, you just have to go to the push pin that you see at the bottom of the screen. It's a push man icon. If you click on that icon that will open up the notes section and there will be a link to this Google doc, it will be view access, and that way you can reference it later when you are building your project charter and we want to know how to lay it out. Okay, so we have finished initiation bays and we are now ready to start the planning phase in the next lesson. 5. Lesson 3: Planning Phase Overview: Okay, so we're now ready to start the planning phase. After the project charter is complete and signed off, the planning phase is ready to begin. So here is an overview of what occurs during the planning phase. During the space, a project scope document is created. This is also referred to as a statement of work or S O W. Kickoff meeting is held. There is a gathering requirements, uh, function. Then you create the work breakdown structure, also called WBS. Then you create a project plan. You create a project budget, you develop a communication plan and you develop a risk management plan. Now, as you can see, there are a lot of activities that happen during this planning phase. And we're going to dig down deep into each one of these over the next few lessons. 6. Lesson 3.1: Project Scope / Statement of Work: in this lesson will go over the project scope or statement of work. So what is a project scope of statement of work? You'll hear both terms being used Project scope, statement of work or S O W. All these terms refer to the same document and are used interchangeably now. Project Scope Restatement of work is a detailed explanation of the work that needs to be done in order to successfully complete the project. Think of this like a contract details everything that needs to be done, and you should manage this project based on the project scope and what's in it. So if a client suddenly will ask you for additional work to be completed, that is beyond what is stated in the scope document that is referred to as scope, creep, and as a project manager you need to be mindful of that. And you can actually push back on the client, letting them know that what they're asking for is beyond the scope of this project. And that is something you probably want to have a different discussion about. And maybe that becomes an additional project where they address that additional work to be done. But it cannot be done necessarily in this project, their project. So don't be afraid to push back. If you do come across instances where you are faced with scope, creep. So what to include in the S. O. W. So you're gonna have the project description, the project acceptance criteria, which is basically just specific conditions that need to be met before the project is considered complete. The project deliverables the description of the work to be done. This can be pretty detailed. Any constraints that the project might face, such as Maybe the project needs to be completed on Lee during the summertime or Onley during, you know, october and November before, um, you know, the year closes out or something like that. So you would want to lay out any specific constraints that you need to manage this project by you want to list your project team members and key players? Ah, the key stakeholders. And then, of course, you always want to list what is out of scope and this is goes back to that scope creep. So you want to make sure if someone wants to, for example, the building move project. If we're moving from one location to another on. Then the client suddenly says, Hey, you're already moving you know, X number of people to this location. Can we add one more move to a location that's in, you know, upper Manhattan? That is something that would be out of spoke for this project, and you could even put in your scope document. This project is limited to only moving from Park Avenue to Greenwich Street, and other boroughs of the Manhattan area are not included in this project, so it lays it out very clearly. And as you can see, many elements that are included in the project scope come directly from the Project charter on the same way the project charter was written. You can actually type up the project scope, and it were document or in a Google document and in a very similar format to the Project charter example that was shared earlier. You won't have a sponsor acceptance or a sign up necessarily on this, although again you might. It really depends on the project. It depends on the company. It depends on the industry, and like I said earlier, often times a project scope is looked at like a contract so there could be signatures on there as well. It just depends. So again, these air elements that I use when I'm writing a project scope and just keep in mind that if you go out there in Google Project, so you may have different elements that are included, and it really does depend on the industry and the company and the project type. So keep all that into consideration as you're writing your project charter and also know that your own company may have a template that they use for, ah, scope document, and that's something you would want follow as well. 7. Lesson 3.2: Kick Off Meeting: once the project scope RSO W is created, the next step is to have a kick off meeting with your team. If this is a client consulting project, you probably want to have to pick off meetings, one that is internal with your project team and a 2nd 1 that involves key players from your internal project team as well as with you're client Project team. So why have a kick off meeting? Well, the purpose of a kick off meeting is to officially launch the project with the project team members, both internal and the client. It gets the project team excited and energized about the project. It establishes a common purpose, and it establishes the leadership team. Now here's an example of what you might want to include in your kickoff meeting agenda and these items. Mayberry, depending on the nature of your project. So this is just a guy you definitely want to introduce the project team members. You want to provide a description of the project, the purpose and the goal. You want to state who the key project team members are and what their specific rules are. Provide the project timeline, the start and end date and the high level project plan state what the project deliverables and the outcomes are state with the key success factors are what are the potential risks that may arise and how they should handle it? What is the communication plan? How Maney status meetings, email updates etcetera are needed. And then, finally, of course, you want to close off your meeting with a Q and A session, allowing the team members to ask relevant questions about the project as you'll notice. A lot of this information was already created in the Project Charter and the Project Scope document so you could just pull that information that you already have into your kickoff meeting agenda and relate that information two year project. Now, once the kickoff meeting is done, we get started with the requirements gathering phase, which is the next lesson. 8. Lesson 3.3: Requirements Gathering: after the project Charter project scope and kickoff meeting are done, the next step is to gather requirements. What is requirements Gathering It is the process of collecting information that help fulfil the objectives of the project. To be successful, requirements must be clear, unambiguous and specific. Now this Dilbert comic shows a humorous you of what happens when requirements are not gathered properly. But in the real world, when requirements are not gathered properly, you won't get the results and the outcomes that you need in order for your project to be a success. Gathering requirements is a critical step for any project and must not be overlooked or rushed through. It is better to spend additional time on gathering the right requirements and making sure that everyone is in agreement with these requirements before you continue to build the project deliverables. So there are three types of requirements. You have business requirements, user requirements and system requirements, also called technical requirements. So what does this mean? So the business requirements are generally higher level. It's like a high level statement describing what is required from a business perspective. You could actually repeat this from your project charter or project scope user requirements are what activities the user must be able to perform for this project in terms of the deliver bols. And then finally you have system requirements, which is also called technical requirements. It describes the behaviour of what a system is expected to do. For example, a system may be required to print the cost estimate report once the done button is clicked , so this would be a system or technical requirement. Okay, so how do you gather requirement? It is fairly simple. One of the best ways is to have an in person or phone interview with the subject matter expert or sneak. You want to write up a list of questions ahead of time. You will want to understand what this knees roll is, what teams they manage and what does their team do. And depending on the nature of the project, you will want to ask additional questions to uncover issues in the process, identify areas for improvement, understand what their pain points are and what is actually working well. Take this opportunity to dig deep and really understand what the current state is and whether it is within your own company or at a client's company, and another way to collect requirements is by using a survey. This approach is good when you want to gather requirements from a large group. Now. The disadvantage to this method is that you may not get 100% involvement, and you will have likely have to spend spend a few reminders to participants in order to complete the service. Now, finally, 1/3 way to gather requirement to simply through information. This method is appropriate for a product of the improvement projects where you actually observe where the inefficiency is happening and can write down one of the requirements needed to make this process better. For example, I was recently managing a live training program, and I observed that the seating arrangements for the participants at the tables was too congested. So that would be one of my requirements for this project to ensure that spacing between the tables, if sufficient so that people can walk around and improved the overall learning environment . So the next time I do manage a live training program, I will add this to my requirements list and make sure it is corrected. Generally speaking, you are likely to use a combination of these methods to get a full collection of requirements. And finally, once you have gathered all your requirements and documented them, make sure you get approvals from the Project Sponsor and Project Stakeholder to make sure you are all in agreement with these collected requirements. Now a big part of project management is documentation. So how do you best document requirements? There are different ways, and once again, if you Google requirements gathering, you'll get many different formats and results. My preferred way is to document in Excel or a Google sheet. As you can see, it is straight forward and simple. This is a Google sheet, and here you can see I have the project name, which is building on the example of the building move project. So the project name is Golding. Move from Park Avenue to Greenwich Street, and you have the requirement description, the requirement type and the format on how I gather in the information. Okay, so this template I've actually provided this to you as a PdF. And if you click on the push pin icon at the bottom of this video, it's in the notes section and you'll be able to access this, PdF and then build your own business requirements. Template Based on this. Now, if you don't see the push pin icon right away, just make sure you hover over the bottom part of the video and that menu panel will pop up and you'll see the push pin icon. 9. Lesson 3.4: Work Breakdown Structure (WBS): this lesson is on work. Breakdown structure also called WBS. Now take a look at this slide. What does it tell you? Look at how it's structured and written. I'm gonna pause here to give you a minute to read through and absorb the information. I'm hoping what you noticed is that this provides a step by step plan on how to manage a move project. And specifically, it is the bank move project we discussed at the beginning of this court's. Now this is known as a work breakdown structure, or WBS. So what is it? It is a visual representation and a project planning tool that organizes project tasks into manageable chucks. Now, what are the benefits of a WBS? Well, it's easier to estimate the time and cost for smaller chunks of work. It's easier to assign work teen members to a task and by breaking the work into smaller pieces, yuk unbilled checkpoints into your project that allows you to measure progress after the WBS has created. You can then use this information to create a project club. This type of WBS is known as a linear work breakdown structure, and a work breakdown structure has two components. There's a summary level and work packages. Now the summary level is exactly how it sounds. It is the high level step that needs to be done, and the work packages provide the detail steps to support that high level step. As you can see, having a WPS provides a clear path on how to manage and implement your project. All right, so another style of WBS is known as a graphical work breakdown structure, and this provides more of a visual representation of all the tests that need to be done. It's similar to the linear work breakdown structure, as there is a summary level and a work package as well. It is just, uh it just represented differently. Just is graphical. It looks different. Okay, so now is your turn to practice. What would the WBS look like for creating a you toy for 5 to 8 year olds? You can draw your graphical the BBS on paper and posted to the discussion board. You can also create this in power point as well. So think about what would the summary level tech tasa be, And what would the work packages be? So take a few minutes and think about that and just keep in mind. There is no one right way to create this WBS. But I do have a suggested format for what this might look like on the next slides. Okay, so this is an example of what this WBS might look like. And you can see you have the summary level task, which is 1.11 point 21.31 point 41.5 and 1.6, and you have the many work packages, like the 1.1 point 11.1 point two etcetera. So, again, there's not just one way to create this WBS, but compare what you created to this and see if you have something similar. Now. This is also posted as a PdF in the notes section. For this video, simply click on the push pin icon to access the nets. 10. Lesson 3.5: The Project Plan: after the work breakdown structures complete, you are now ready to start the project plan. First, let's compare the WBS with the project plan, so the WBS is a tool that can help you build a project plan. Oh, the summary level and the work packages are project task that feed right into your project plan, but it's not always necessary to have both the WBS and a project plan. However, I recommend that you take the time to create both WBS and a project plan because having a completed WBS first makes creating the project plan so much easier. But the project plan, of course, is very, very critical, and as a project manager, you must be able to manage your project based on this project plan. Now, the limitations of the WBS are that it does not include time limits, dependencies or assigned roles, which makes it more difficult to manage the process progress of specific tasks. And as a project manager, you really need to stay on top of when task or do what the time frame to complete the task is and who was responsible for the task. You also need to know the dependencies because Sometimes a task needs to be completed first before the next one can begin. And if there any delays, you need to be aware of that, and you need to manage it effectively. The project plan is much more detailed and grandeur, so let's take a look at this project plan. Okay? You can build a project plan in Excel or Google sheets. I usually build it in excel and at a bare minimum. This is what you should include in your project. Plan the task member. And if you created a WBS, this is the same task number that was in the WBS. The task description, which is really just a description of what you want to be completed. The start date the expected completion date, the actual completion date so you'll have a start date and then you'll probably think OK is going to be completed in a week. But then the reality happens. Sometimes there's delays or something happens where you're not able to complete it when you expected to. So you also want to track the actual completion date. This is just a good practice for planning purposes for tracking purposes, just so that you know if this project were to repeat or something similar were to repeat, you would have the data that you can then be more accurate with your start date and completion dates. You want to include dependencies on here now. Not every task is going to have a dependency, but some task might like. It might be that you need to complete a certain task before you could start another one, and you want to make note of the dependency so that you know, if that first task is delayed, it's going to delay another task as well. You want to list by name who the responsible person is for that particular task. So again, when you're managing your team and managing the test, when you assign a task to a person, you can always go back and track that progress with that person and find out, like specifically, if there's any delays or why it's not completed on time and the opposite also, if it is completed on time, you will know that that person might be reliable and completes all the tasks assigned a timely matter. You wanna have a status column in there, which is just simply stating whether the task is in progress, completed or delayed. And you should also have a Notes column, which is really again additional notes for you as a project manager. So you know why something has been delayed or, you know, any kind of issues that come up or even if it's completed, you might want to make a special note about something in that with that task. Okay, so we're going to take a look at the project plan in more detail in the next video. 11. Project Plan Example: now I created this project plan in Excel. As I mentioned in the previous lesson, you can create a project plan in Google Sheets, too. I do not recommend creating Project Plan Inward or Google Doc, an Excel spreadsheet or a Google sheet. It's definitely more suited for a project plan. I also believe in creating a very detailed project plan and helps me to manage the completion of test and track progress more efficiently. So this is an example of a project plan for the building move project from Park Avenue to Greenwich Street. Now, if you remember in the previous lesson on WBS, I showed you a linear WBS, and that information has been pulled directly into this project. Plans to the task number and the task description came directly from the W. B s, and you can see the summary level tasks that are shaded in gray. The 1.2 point 3.0 and 4.0, that is a summary level, and these detailed task 1.11 point 21.3 etcetera. These are the work packages, and you'll notice here there's a start date and expected completion in an actual completion date. Um, so you obviously the start date is when you're planning to start the specific tasks and the expected completion is when you think it's been a complete. But you should also document the actual completion. It's always good to know if there's any delays or things don't start. Things don't end when you think they're gonna end. You should track that so you know what the expected completion was and what the actual completion waas and nothing you'll notice. At this summary level, you have the start and expected completion date. It's like a longer range. And then within that all of these work package task. The smaller tests in the detail task within that summary level should all be completed within that time frame that you indicated. So prepare layer of new office space, which has a start date of August 1st and expected expected completion of August 31st. All of these individual tasks should be done by August 31st and you'll see here they're different start and end dates, and that's okay. And some of them have some of the tasks happen at the same time. That's OK to, um, it so it just depends. It could be assigned to different people, but just know that it should have complete within this range. And you should also document the actual completion date you'll see here this column for dependencies. So in this case, like not every task is gonna have a dependency. It will just depend. So in this particular case, 1.3 is dependent on 1.2 finishing first. So if there any delays with 1.2, then it's gonna impact not only 1.2, but it's also been impact 1.3 and any other task that might be dependent on it. So, like the same thing here. Prepare, move budget. This is dependent on 1.5 finishing first. So as a project manager, you really want to know what tasks are dependent on the other so that again you'll be able to manage it better and then control the outcome better as well. You should definitely know what the dependencies are and be able to adjust dates as needed based on those dependencies. Another column that you should have is the responsibility. Now you should have to put the person's name in here not there just their title or role, like you have to assign a task to a specific person. And this way it is much easier for you to manage whether this task is completed by that person, whether there's any delays, what the reason for the delays are so definitely a sign a task to in person. Next, you have status, and I recommend you could choose from three status you're gonna have completed and you're gonna have in progress. Or it will be delayed now, the ones that you will pay the most attention to our anything that is delayed. If it's in progress and it's looks like it's completing on time, then that's fine. You can just mark that, and then once it is completed, you can change it to completed. And of course, anything that's completed is fine as it is. So really, your your concern is about anything that is delayed, Um, and in the Notes column, you should document uses column to document information. Ah, lot of project management is really about having really good documentation so that you have your notes and you know exactly what's going on with everything related to the project. so in bred anything is delayed. You should definitely have a note as to why it's delayed or what the reason is. But you know, you can also add notes for anything it's in progress and any relevant notes for any task that are completed as well. So definitely. Um, make use of these notes to help you track the project more efficiently and in a better way . So this template is available to you as a PdF. Ah, it is attached as a note to this video. So if you click on the push pin at the bottom of the video, you will have access to this pdf document. You'll have to recreate it in Excel or Google sheet, but that's OK. You'll have the pdf that you can follow along. And I really highly recommend that you use this type of a project plan. Um, and think of like any project that you're currently working on or you might be working on it in here future, and I strongly suggest that you use this plan to help you manage the project 12. Lesson 3.6: The Project Budget: this lesson is on the project budget. So the project budget is a tool that is used by the project manager to estimate the total cost of the project and to keep track of expenses. It includes things like labor costs, insulting fees, materials, travel expenses, other direct costs, an ongoing project related cause. Now the project budget is not static. It is a dynamic document that is continuously updated over the course of the project Now. Initially, the purpose of the project is to allow the project manager to determine how much the project is likely to cost. And over the course of the project, it allows a project manager to track progress and see whether or not the project is under or over budget. Now remember in lesson to During the initiations days we created a project charter, and in that project charter, there was one line for the overall budget. So when you're creating nor a detailed project budget, remember that it must tie back to that overall budget number and you should not go over it Now. If you do go over the budget and need additional funds, that is a conversation to be had with the project sponsor. The project sponsor will have to authorize the use of additional funds and actually give the money. And this conversation may not go over very well, especially if the funds have been mismanaged by the project manager. In fact, project managers can get fired if the project is over budget, especially for those large scale, multi $1,000,000 projects. At the end of this course, I will share with you a case study that shows an example of a poorly managed project. Okay, so managing a project budget can be very daunting, especially if you are you project manager with little experience. So here's a breakdown of some of the major expenses to include in your project budget. You want to definitely include employee compensation. So this is salaries, wages, full time and part time and temporary employees who were involved in this project. Any contracting services such as consultants or any other kind of temporary help that you need for this project? Equipment and supplies. It's just office supplies, posted copies, telephone, computers, equipment, prepare, fax, anything you think that's related to this project. You'd want to definitely put that in the budget. Any travel related expenses again. It has to be related to the project, but air travel, out of town expenses, conference parking taxis, meals and he related to the project would go under travel related expenses. And then, of course, you should have overhead or indirect costs as well. So they just one of the day to day operational and administrative costs that might be included in your budget. And you probably wanna have a line for contingency as well. Um, just to make sure that, you know, in case you need some extra funds for something, you have a line item in there that you can go into that bucket to get extra bums. This is not for if you're, like, really over budget, you would need to go back to the project sponsor. But if you have a contingency line item in there and there's a couple of things that you could use to cover expenses, go ahead and put that line in your budget. Okay, so in the next video, I am going to go through an example of what a project budget looks like and how it should be created on Do you should just know you should always create a project budget in Excel or in Google sheets so that you can make use of the calculation functions in those Softwares. So in the next video, I'll walk you through this example Project by J. 13. Example Project Budget: here is an example of a project budget template. There is a section for the salary and benefits and also a section for other expenses and at the top, you can type in the project, Name the project, start date and project and date. Now, anywhere where you see the dark teal and the light teal shaded areas. This is actually a formula. It's a some formula. So you don't want to, um, key in any numbers in this area and same with the yellow highlighted straight. This is also a some formula in here as well. So make sure you don't type in any of your numbers in this part where you do want to type in your budget numbers is anywhere on these line items. Uh, and you may have to break out your budget like this. I haven't by month, but maybe if you're Brett your project is, or six weeks or eight weeks you might actually break it out by a week. If you need to. You you might have to make some adjustments, so this template IHS added to the notes section of this video. Just click on the push pin icon and you will have access to this Excel version of the template, as well as a PdF version. So again you can go ahead and create this. You can use the template if you're already in. Xlu uses template adjusted as you need to you, um, and you would enter wherever you see the white area. Here, you would enter your budget numbers. Or you can recreate this in a single sheet. If that is your preferred method, or even just recreate this in it and another Excel file. You definitely want to stick to using Excel or Google sheets and not try to do a budget in word or any other type of software. Excel is the best tool to use. 14. Lesson 3.7: Communication Plan: a big part of being a good project manager is strong communication. Both written and verbal Communication is critical because this is part of your documentation and helps you stay on track and manage progress on a project. So let's first understand what a project communication plan is. It provides a high level plan or an approach on the general communication requirements for your project. So a communication plan should include the plans purpose the goals and objectives, communication roles, communication tools and methods and identify at a high level the types of project communication messages that you will send out send throughout the project. Now a few points to keep in mind. A communication plan isn't static. It is something that should be constantly updated. And, uh, you should gather input from your stakeholders to ensure that the plant is current and comprehensive, and you may need to make changes to the plan as the project moves forward. So I don't think that once you have the plan, you're done and you don't have to revisit it. You should always look at it and see how you can change it and tweak it to make it very relevant and current for your project. Okay, so let's now dig deeper on each of these communication plan elements. So the plan purpose. This is a high level description of the communication plan, why it exists and how you will implement the plan on your project, your goals and objectives. So this is what you're gonna define. Like, what do you expect by achieved what effect achieved by communicating Some examples of goals of the communication plan might be increased knowledge about the project. Create a dialogue among employees and stakeholders provide opportunities for feedback and stakeholder groups now the communication role. So just keep in mind communications going to come from more than one person during the course of your project. So you need to clearly define all those rules and the type of communication they're responsible for. For example, a project sponsor might provide a monthly update to the entire project team, where, as a project manager might provide weekly updates to the key stakeholders and key team members. Other roles that might also communicate during the course of the project are the leadership and Management team, the Steering Committee, the project lead and the Project team members. You also want to think about what are the communication tools and methods that you will use , so you should always keep the receiver in mind when deciding on what tools to use. And here's a few examples of tools and methods you can send up meeting summaries. You can send a status report, a newsletter. You can make a formal presentation. You can send out a survey link. Ah, you could have a Web page on an Internet or intranet site. You can have informal small group meetings, or you could even have brown bag lunch workshops as another way to communicate about the project. So finally, you want to identify at a high level the types of project communication messages so you can create a make matrix or an infographic that clearly shows the type of communication, the type of delivery method, their frequency and the audience that the role and the role that owns it. So I want to show you a few examples of what I mean by all of this. Okay, so this is a really nice infographic. First of all, it's very visually appealing, right? It's easy to read, easy to follow. You have clear lines of responsibility. I know what the message type it's going to be. I know the schedule. I could see the delivery method I can see through these communication types are from and then who the audience is intended for. So it's a really great way to documentary communication plan is to have a visual of visual infographics such as this. Now, if you don't have a, uh, infographic, you can also create a communications matrix. Now, this may not be as visually appealing as the infographic, but it's still very functional. It still serves the purpose. It clearly states what the communication type is, what the objective of the communication is, how the communications gonna be delivered, the frequency, who the audience is, who owns this communication. You know what will the delivery will be and what will the format be? So having a matrix like this also will very clearly tell you what kind of communication you're sending to whom and how often and who's responsible. So what I've done is I've actually provided you with a template for a project communication matrix. I created this in Google Sheets and I have saved as a PdF file, and this is attached to the notes section of this lesson. You just have to click on the push the Nikon to see the notes that are related to this lesson. So as you can see, you have the first column, which is a communication type, So examples of that would be 18 status report. Maybe it's a 30 minute, 30 minutes stand up meeting. Um, it could be a mini presentation. The next column is the objective or the topic of the communication. What is the little girl objective of this message? The message type. Are you sending an email? Are you having a meeting? Is that a face to face? Is that a conference call is a video chat? You can actually indicate what kind of message type it is the frequency. How often are you sending this message? Is it weekly Monthly? Bi weekly. The audience. Who is going to receive this communication because all the communications not gonna going to go out to everyone, right? You don't have to send out every single communication to everyone involved. You have to decide who gets what communication. The owner who was responsible for sending the communication. It may be the project manager. It could be the project sponsor. It could be someone on the project team. It doesn't have to be one person sending out all the communication. It can be dispersed to other team members and, um, the format. Like what? What kind of format isn't going to be sent in? Is it like a word document? Is it an email? Um, you have to decide what kind of format it is. So again, this template is available to you. It's in the notes section of this lesson. 15. Lesson 3.8: Risk Management Plan: the file. Part of the planning phase is to develop a risk management plan no matter how well you plan your project. 10. Encounter unexpected problems. Team members tend gets sick or quit resources that you were expecting may no longer be available. There could be weather related issues that put a halt on your project. Economic and government policy changes may affect your project as well. So does that mean you are helpless against unknown problems? No, that is not the case. You can develop a risk management plan to identify potential problems that might arise analyzer potential impact and decide what action you should take to prevent rest from occurring or minimize the impact if they do occur. Of course, there are no guarantees, no matter how much you plan for risk, things can always go wrong. But having a risk management plan in place will help you navigate unexpected risk and help you manage it better. So let's take a look at what a risk management plan looks like. Therefore, steps in a risk management plan. Step one is risk identification. This means you should create a list of potential risks and evaluate the likelihood that those things might happen. Step two is risk evaluation. Evaluate each risk based on the probability that a risk event will occur and the potential loss associated with it. Note that not all risks are equal, and you need to decide for your project the value Which risk is the most detrimental for your project. Step three is risk mitigation. After the risk, it has been identified and evaluated. You should develop a mitigation plan, which is a plan to reduce the impact of the unexpected event and therefore ways to mitigate risk. And they are risk avoidance, risk sharing, risk reduction and risk transfer, and then partly Step four is have a contingency plan. So developed an alternative method for accomplishing a project goal. When a risk event has been identified. That may impede the accomplishment of the goal. So have a backup plan. Project risk is dealt with in different ways. Depending on the phase of the project, it is best practice to go through the four step risk management process for each pays. So how do you document a risk management plan? I have created a Google sheet template for your risk management plan, and this is available as a PdF, I have attached it to the notes section for this lesson. Just click on the push pin icon at the bottom of the video, and you'll have access to this template. So column A is the project management phase. So, as I said in the previous slide, you should go through the four step risk management process for each of these phases. Okay, and column B is a task that might encounter the potential risk. You would have to identify that task and type it in here, and column C would actually identify the potential risk that is related to that particular task. In column D You're gonna identify whether the impact of this risk is high, medium or low, and then finally call him E is where you write your mitigating step for your mitigating plan. So, for example, if a key team player quits in the middle of the project, your mitigating plan might be to have it least one or two people on the team who are cross trained so that even if you were down one team player, the other person can pick up the slack. So again, this pdf is available to you. It's in the notes section of this video. So now this concludes the planning phase, and next we will learn about the execution base. 16. Lesson 4: Execution Phase: once the planning phase is complete than the actual project delivery begins. And this is known as the execution Bates. Okay, so the execution days is the longest phase where all the work related to the project is being done. So this is when you're actually building and implementing that deliver bubbles that were identified during the planning phase. And even though monitoring and controlling is a separate phase in the project management like cycle, the reality is that as a project manager, you must always monitor the project during the execution pace. So what is the project manager do during execution? Well, as I just mentioned in the previous slide, you are now putting into action everything that was created during the planning face. So what does this mean? It means you are managing your team and ensuring that they are completing the task. As for the project plan, you're communicating internally with your team on a consistent paces you're managing and communicating with the customer or client on a consistent basis. You're managing any potential risks that might arise. You're monitoring the overall progress of the project in terms of the quality of deliverables and the timeliness of deliver bulls. They're monitoring the project budget, and you're also ensuring that the right documentation is late. Aid documentation is really important for project management. That means you might have different versions of your delivery. Bols, you need to be consistent with how you save those deliverables. You also have to have a proper naming convention, and you have to figure out, Are you saving everything on a just network? Uh, Dr, Maybe you're saving things and dropbox major saving things in a Google drive. Whatever format it is, make sure it's communicated with your team so that everybody confined the documents as they need them, and they're not scrambling to wonder where the latest version is maintained. So your job as project manager is to make sure everything is running smoothly, balanced on time and within budget. The key word here is seamless, okay, and the definition of seamless is smoothly and continuously, with no apparent gaps or spaces between one part and the next. Now, this is not an easy task and probably not realistically possible, because there will always be bumps along the way. However, as a project manager, that is your goal. So if you plan and do everything that you need to do with that goal in mind than dealing with the bumps and buyers hopefully should be a bit more manageable. 17. Lesson 5: Monitoring & Controlling: Now let's talk about monitoring and controlling the main task of monitoring. Controlling is to compare the actual project performance against the project management plan. So remember, even though this may be a separate phase in the project management life cycle, the practical aspects of monitoring and controlling happens throughout the execution pays. And really, throughout the project, though you are monitoring and controlling the project throat, there are some specific ways that you can implement to help control your project. Now one way is to track the time spent on project task by Project team members. You can use a time tracking software such as get harvest dot com. There are also several others out there as well. You can also track time with an Excel spreadsheet or a Google sheet. Track costs right. You want to maintain control over the expenses so that you stay on track with the project budget. In order to have this control, the project manager should approve all expenses, and you should have project staff members complete X transforms as a way to document and keep track of the expense again. If you have a project management software tool, you could tap track expenses there. Or you could also create an Excel spreadsheet and track expenses that way. And finally, you want to monitor wrists, and we already went over the risk management plan in Lesson 3.8. Now, keep this in mind. These tactics are not meant to micromanage, but rather it is a means to measure and track data that will help manage the current project better and also help with planning a future project to just keep that in mind. It's not really a micromanaging task. It's really about keeping better control of the project. 18. Lesson 6: Closing: This is the final phase of the project management lifecycle closing. These are the key activities that happened during the closing days. Acceptance of deliver Bols. This is the most important step in the closing phase. The project deliverables are formally accepted and signed off by the client or stakeholder . At this point, there should be no surprises or confusion about what you are delivering for this project. Throughout the course of the project, you should have checkpoints to review the deliver balls with your client or stakeholders to make sure it meets their requirements. Finalized lessons learned. This is another important step. Every project will have some kind of lesson. You should learn from it, and you should debrief with your internal project team what went well and what needs to be improved upon. You should report these key lessons learned to your stakeholders and one way to gather information about the overall project. Success or failure. It's feedback through questionnaires and surveys updated archived documents. It is important to update project documents for any changes that happen throughout the course of the project. SE files with appropriate file names and save in a well organized digital filing system I think a cloud storage is a great option, such as Google Drive, the box, Dropbox or even your company network directory is fine, too. 19. Articles and Case Study: now here are a few articles and a case study example that demonstrate what project management is like in the real world. Okay, so in less than one project management basics, I briefly mentioned that there are two main approaches to project management, waterfall and agile and several variations of this. Now I only provided a high level explanation of what these approaches are, as this course does not go into the details. But for additional information. Here are some articles that explain the differences between these two approaches and links to these articles can be found in the notes section of this video. Simply click on the Bushmen icon that you see at the bottom of the video screen. Okay, now let's take a look at this key study Project Ocean, the troubled water billing system. So take a few minutes and read through the case study. And once you're done reading, think about the following questions and what you might have done differently if you were the project manager. Now this taste any have attached as a PdF in the notes section of this video, and you can post your answers in the discussion board, and I'll be happy to comment and answer any additional questions that you might have 20. Project Management Checklist: you. That was a lot of information that I give you in this course, but don't feel overwhelmed. I've created this project management checklist that will help you to remember the different phases and what tasks happened in each phase. Each project is different and unique, and you may not need all the components we covered in this course. You know your project best, so you'll have to decide which parts of the project management life cycle is most relevant for you. If I were to advise you on one thing that you should definitely apply to any project you were involved in, that would be the project plan. Having a detailed project plant for any thighs project, small or large is a key tool that you should use in order to effectively manage your project. Now you can access his checklist in the notes section of this video. Just click on the push pin icon to see the notes 21. Class Project & Conclusion: OK, now it's time for the class project for this class project. I would like you to create a project plan. For example, if you are a designer and you are planning to launch a new collection in the next season, at Project Plan will help you manage each task of the design and production process effectively. If you are an I T professional working on launching a mobile app or some other software, a detailed project plan will help you manage the steps involved in coding testing UX design and go live. So start thinking of a project that you are currently working on or will be working on in the near future and create a project plan to help you manage it. You should create your project plan in Excel or Google sheets, and you could post it in the community board here in this course, and I'll be sure to take a look and share feedback if you need it. So thank you again for being part of my course. I hope you found it informative and useful. Please share any feedback on how I can improve it or if you have any suggestions for other courses that you would like to see. And also remember to follow me here on skill share so that I can notify you when I launched any new classes. I look forward to seeing you again, Real sib.