Project Management: What and How | Bishwo Pokharel | Skillshare

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Project Management: What and How

teacher avatar Bishwo Pokharel, Content Creator

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Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Lessons in This Class

14 Lessons (46m)
    • 1. Intro

      0:58
    • 2. What is a project

      2:11
    • 3. What is project management

      2:01
    • 4. Project management life cycle

      2:15
    • 5. Project initiation

      2:38
    • 6. Identify, analyse and document stakeholders

      10:01
    • 7. Risk management

      10:24
    • 8. Project planning

      2:23
    • 9. Communication overview

      2:14
    • 10. Run effective meetings

      6:48
    • 11. How to solve problems

      1:05
    • 12. Close the project

      1:14
    • 13. Softwares for project management

      1:28
    • 14. Outro

      0:27
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About This Class

This course on project management gives you the basics that are needed to become a good project manager. Here, you will learn

- Introduction to project management

- How to start, run and close projects

- Skills needed to become a successful project manager

- Softwares needed for project management

- Stakeholder management

- Risk management

Meet Your Teacher

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Bishwo Pokharel

Content Creator

Teacher

Hello friends,

I am Bish (for colleagues), Bishu (for family), and Bishwo (for friends). Some of my friends call me Bandhe, my middle name. My colleagues at work call me Dr. Bish. I spend most of my weekend making tutorial videos for my YouTube channel that you might want to check out.

I was born in Nepal, did my undergraduate in Nepal and PhD in Canada. Currently, I am working as a full-time Project Manager in Australia. I love to share what I know for free. Although I spent most of my time in university where I paid an enormous amount of tuition fees, I believe that education should be free (if not free, should be available at an affordable cost). I am a strong critique of the current education system, therefore I believe in platforms like SKILLSHare and YouTub... See full profile

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Transcripts

1. Intro: Hello guys, my name is b, so apocryphal, Welcome to my SQL Server course on project management. Before going directly into the course, I want to give you a brief introduction about myself. I did my PhD on animal science from Canada. And currently I'm in Australia working as a project manager. As a project manager, I manage several projects on full development whose annual volume equals to more than several millions. During my period as a PhD student and as a project manager, I acquired several skills, knowledge, and experiences which I'm going to share on today's course. I'm sure this will be really helpful to you guys if you want to establish your career as a project manager. I'm not going to dive into lot of technical details because that will take so much time. But I'm going to give you sort course which you will need to know at the very least to become a good project manager. All right, let's get started. 2. What is a project: Before moving into project management, we need to know what is a project. So what is a project? The formal deafness enough project is project is a temporary endeavor that has a specific and unique goal and use allele budget. This is a formal definition, but what does it really mean when we need to pick out towards here, which is temporary India were so project it's temporary. That means it has a definite beginning and definite ind. And project is set to be successfully completed when the project is handed over to our presence. So this leads us to the point where we need to know what is the difference between a project and oppressing project is basically temporary and unique, whereas our presence are repetitive and ongoing. If you work in a food manufacturing industry, our presence, our products, enough food on our day-to-day, weekly and monthly basis. Whereas Project is an installation of new mixin that is going to produce new product. Also, our presence have less risk because we already know about them, because we have been doing that for a long period of time. Whereas projects have more risk because they are being done for the first time. And in our presence, there can be multiple objectives which can be repeated, whereas project has unique objectives. And once that objective is completed, projects are terminated or handed over to our presence. So as a part of exercise, I will give you six scenarios and you will have to identify those six scenarios, whether they are projects are our presence. So here are the six scenarios, guys. The foster one is new product development. Is it a project or are present? The second one is production of chicken meat in Arctic and factory is it operates in our project. The third one is installers enough scheduling our planning system. The fourth one is treatment of persons by doctors. The fifth one is moving to new house, and the sixth one is sending gives to his school. So identify whether these are mosaics are our presence and write down the answer in the discussion section. 3. What is project management: By now we have a clear idea on what is a project and what is the difference between project and operas. And now let's move into project management. So what is a project management? The formal definition of project management is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements. But what does this formal definition really means? Basically, while you are managing projects, you are going to ask five missile quiescence. And as a project manager, you are finding the answers for those five questions. And that is a project management. So the first question is, what problem you are going to solve? While answering this question. You will define the project. You will define the objective of the projects and you will define what the project is going to accompanies. And the second question is, how you are solving that problem? While answering this question, you will identify the solution. You will identify the requirement and deliverables. And the third question is, how you are going to plan to get that project done? While answering this question, you will define the work. You will define the work breakdown structure. You will identify the resources, you will plan, you will schedule your projects. And then fourth question is, how do you know when you are done? So while answering this question, you will basically define a success criteria which is quantifiable and measurable. Without our success criteria, you will not know how well did you perform? And the last question is, how well did the project go? So while answering this question, you will identify what went right, what went wrong, and what could have been done better. And you will document the lessons learned from the project. So as a project manager, you will try to answer those five questions. And that is what you call a Project Management. 4. Project management life cycle: Now let's learn about project management lifecycle. Project management lifecycle basically includes five processes that are initiates an FDA project, planning of the project, execution of the project, monitoring and controlling of the project and closer of the project. Initiation of the project is all about getting project started and getting committment from his sponsor and customers to start the project. During any CSN, what you will do is you will define the project. You will write the scope, you will estimate resources, you will identify stakeholders, and you will get the agreement from those stakeholders. And also you will ask for approval to proceed from customers and sponsors. And the second process is planning. During planning, what you will do is you'll identify how you are going to carry out the project. So basically, what you will do here is you will try to answer what you are going to do, how you are going to do, and how will you know the task is completed. And after you plan the project, you will again have to get approval from your sponsor or customer to execute the project. During the execution of the project, you will basically put your plan into action. What you will do here is you will get your resources on board. You will let them know about the project and their task. And you will then ask them to start their task. And port process is monitoring and controlling of the project. In this process, what you will do is you will take how well is the progress of the project. And also you will compare the progress of this task with the originally planned one. And also, if the project is not on track, what you will do here is you will have to take an accent to bring it on the track again. And finally, after this for process, you will close the project. That is called Project closer. Here, what you will do is you will get acceptance document from customers, our sponsors. You will also close the contract. You will document lesson learned, and you will also document project performance. 5. Project initiation: Now let's talk about the initiation of the project. Once you get approval of the project from a sponsor and customer, what the company will do is they will assign the project manager. But depending on the company, they might have their own project manager in house project manager. So sometimes project manager is appointed after approval, and sometimes project manager is already there before approval. If you are appointed as a project manager after the approval of the project, then what you will have to do is you'll have to carefully review what happened earlier during the approval process so that you will not miss any information. You will carefully collect all those information and you will initiate the project. And initiation of the project is all about creating the project satyr. So what is the project charter? Projects after is basically a high-level Prozac document which includes a scope, is scope is basically what you are going to accomplish in that project. And also project Sartre will include business case, which is basically about why you are doing that prosaic and also project Sartre will include background, which is basically high level reason, high-level background behind the prosaic. Also project Sartre will include some of the important milestone, which is basically when that milestone is going at it. And also projects are true will include success criteria, which is basically quantifiable and measurable. And project is set to be successful only when it achieves that success criteria. And also projects artery includes risk as I'm sons, and constraints which might affect your project's success. And also project Saturn will include resources. How much budget is needed, how many people are needed? So those kind of resources will go in project satyr. Also in the project Sater, there will be the Manson, a little bit, the identification of the stakeholders who will have a steak on your project, or who will care about the success of your project and also projects, etc, will include lesson learned, which is basically the lesson that I learned from previous projects and also projects Archer will include signatures from customers and he sponsors and Prilosec Sartre is approved only when you get signature from customers and he sponsors and project managerial. So these are the things that we'll go into that project Satcher and project charter is basically due to three bids. High level project document. 6. Identify, analyse and document stakeholders: Now you have already initiated the project. So it is high time that you identify the stakeholder and analyze them so that you will understand them. The stakeholders are those people who care about the success of your project and who also has a stick on your project. They could be sponsors, there could be customers, they could be team members, and they could be line managers. It's very important to know your stakeholders based on their influence on the project and based on how much they are influenced by the project and also based on their interest in the project. By knowing and understanding those stakeholders, you will be able to establish the relationship with them. And you will be able to direct them, dedicate them, or ask them while running your project. So while analyzing the stakeholders, you can follow the approach I'm going to mention here. Let's draw a graph. So let say this is the x-axis and let's say this is y axis. In the x axis, it will be the stakeholders influence on the project. On Project. Whereas here we will write influenced by the project. So level of influence on project, if it is here it will be high. If it is here, it will be low. And how they are influenced by the project. If it is here low, if it is here high. So if they stake holder falls on this area, that means that is stakeholder will have high influence on the project, but that is stakeholder will not be influenced by the project two months. So they are less influenced by the project. Whereas if the stake holder falls on this section, that is, stakeholder has very high influence on the project and that stakeholder is also highly influenced by the success of the project. Whereas if they stake holder falls on this section, the level of the influence of that stakeholder on the project is low, whereas they are also influenced less by the project. And stakeholder falls on this section. Their level of influence on the project is low, but they are highly influenced by the success of the project. For example, in any company, if you are working in a food manufacturing company on our FDA company will fall here. The owner of the company will have high influence on the project, but if the project is unsuccessful, that may have less influence on that on that honor, because that is a multimillion dollar company and if that is unsuccessful project which is, let's say 500 thousand, then that may not impact a lot to that owner. And also, it could be Managing Director of that company. If it is a governmental project, then governments are the sponsors. So government could be in D6 and, and in this section, buzzy stakeholders, their influence is high on the project and also they are influenced highly by the project. So they are the core project team. So for example, if you are working in a food manufacturing company where you are going to develop new product, then let's say R&D manager will be in this category. And also let us say production manager will be in this category. So these are a group of stakeholders who have high influence on the project because without them you can't complete the project. And also the year about the success of the project. Because the project is unsuccessful, it is going to impact them. And in this section, they have low level of influence on the project, but they are highly influenced by the success of the project. They are, the team members are products and his staff. Because ultimately they are the ones who are going to produce the product. If you are working in a food manufacturing industry and your project is developing new type of biscuit, then those are the team members. They are going to produce the biscuit. And they do not have a lot of say on the project. But if the project is unsuccessful are if the project gets hampered, then they are highly influenced by that. And that is one group of sex and widths do not have any influence on the project and which do not get affected by the project. So those could be, let's say IT staff. They are usually helping you in setting up computer or in setting up a network and in solving your problems related to IT. But they are not influenced by your project because they are from the separate department and they are not really the part of the project. So basically, while managing the stakeholders, what do you need to do is to this group, you will need to give them confidence that you are going to successfully complete the project. And to this group, you will need to monitor them. Without them, you are not going to complete the project. So you will need to monitor them whether they are working on their task or not. And to this group of people, you will need to educate them because ultimately they are the ones who are going to produce the product for you. So you will need to educate them on how to do that. Because without that knowledge, they are not able to produce that product for you. And to this group of stakeholders, you can basically ignore them. Because they, although they might help you time and again in several areas, but they are not really necessary for the success of your project and you can choose to ignore them. Because without them also, you can successfully complete the project. Now, I'm going to spare you my screen where I have developed a template for a stakeholder analysis document with you can use while managing your stakeholders. So this is the Stakeholder Analysis template guys, which I have prepared for you using Excel spreadsheet, you can write your music limb here and you can follow this table here as shown in the screen. And also, as I discussed earlier, always use this approach to analyze your stakeholders. Again, to repeat in this X and the stakeholders have high influence on the project and not much influenced by the project. And in this, sex and stakeholders are highly impressed by the project and have high influence on the project. And in this sex and they do not have high influence on the project, but are highly influenced by the project and the stakeholders. They are less influenced by the project and have no influence, our low influence on the project. And for this six, and you need to give them confidence. You need to monitor these stakeholders, you need to educate the stakeholders and you need to ignore these stakeholders. So this is the atlas you should use. You should always give confidence to disease stakeholders. You should always monitor stakeholders. You should always get the stakeholders and you should always are a possible ignore Lizzie stakeholders. And this is the table you can use to document your stakeholder analysis. So for example, name could be let say Mike and department does, let's say quality. And the position is let say QA, manager. And you can also write the stakeholders man is Airlift said Dan, sometimes you need then because you can discuss with Dan to know the characteristics of mike on, and also you can learn how to deal with Mike. Some people can be difficult to, difficult to talk to. So you can talk to their managers to know about those persons. And also you can write what is the objective of that, that person objective OK. mike, on your project to assure quality of the product. So that could be the objective. And what is the influence of Mike? Let's say hi, and maybe he falls in this section. Then what is the contribution of Mike? Contributes not Mike is to develop a specific instance of, let's say, product a, b, c, product. So that is that is his contributions. And then you can save this document in your in your project folder. 7. Risk management: By now you have identified, analyzed, and documented the stakeholders. Now is the time for a risk-management. Before knowing about risk management, let's try to little bit understand what is a risk. Risk is basically unforeseen circumstances. Known unknowns are those things that might impact the success of your project. So if you do not manage those risks, that may later on affect the success of your project. And your project might basically fell because of that risk. So it is highly critical that you manage those risk. While managing risk, what you will have to do is you will have to know what is the probability of that risk happening and what is the impact of that risk on your project? So let's again make our graph and understand how we can manage those risks. So this is the graph you are going to use. Again, let's say this is a x-axis and that is a y-axis. And here you can see the probability of that risk happening. And here you can see the impact of that risk happening. Probability is also called likelihood. So here it will be high, and here it will be low. And again here it will be low and here it will be high. So basically, this is how you are going to manage the risk. So if the risk falls in that area, that means probability of that risk is high. But impact of that risk on the project is low. And if the risk falls in this section, the probability of that risk happening is high and also impact of that risk is very high. And if the risk falls in this area, the probability of that risk happening is very low. And also the impact of that risk is also very low. And if the risk happens in bacteria in that sex and the probability of that risk happening is low, but the impact is really high. Let's put a load here. Now let us try to identify some of the examples which falls in those four categories. So the risk that has high probability, but the impact is low could be for any project. The example could be staff leaving. During the project time. Sometimes those who stops, they might go for another job, or they might live during the middle of the project. So that probability will be high, but the impact of that could be low as long as you manage that. And the, the risk whose probability is high and also impact on the project is high is, let's say you are developing a biscuit, then you have assault supply of raw materials. Every year in Australia, there is a drought because of excessive heat and because of that, there is. Supply of raw materials, which for sure is going to happen and which have a huge impact on that project. So you will have to manage that. Otherwise you cannot produce that project and the risks quits has a high impact on your project. What probability of that happening is low, could be, let's say injury during the project, staff in jury or his staff in during their hands, lakes during the prosaic. And the risk that has very low likelihood and the impact is also less, would be, let's say and let's say there is a flat area and you have you have your company on the flat area where flood sand soft flood happening is also low. And if the, if the flood happens, you already have a good mechanism of grenades so that the impact is also low. So that could be, that could be your risk which has a low likelihood and low impact. So how you are managing this for risk, what you will have to do is pour those risk. You will have to monitor. You should not do too much of an accent, but you will have to monitor whether that is staff, whether there is a sort of His tab so that you can immediately replaced them. And for boats, kind of risk, what you will have to do is you will have to have some kind of preventative exome. So basically, if there is a short supply of wheat and if you do not have a preventative axon, if you do not have alternative plan or if you haven't already identified for our five suppliers, then you will have assault supply of that raw materials and you cannot produce the product. And for this kind of risk whose impact is high, what likelihood is low? You will need to have a contingency plan. So if the injury happens to that staff during the project time, you will need to have alternative plan what you are going to do. And for those risks whose likelihood is low, n, whose impact is also low, you can choose to ignore them. So that is how you are going to manage those different type of risk. And during the initiation phase, you are going to document all those risks which might happen during your project time. I have developed a template for you guys which you can use powder risk management for that, I am going to see anyway screen and I'm going to show you how to use that template. So this is the simple risk analysis metrics I have developed for you guys using the Excel spreadsheet. And while managing risk, you should follow these arrows. If the probability is high and impact is high, you should have preventative exome. If the impact is high and provability is low, you should have contingency plan. And if the probability is high, but the impact is low, then you should monitor those risks can eat the probabilities low and Impact is also low. You soon ignore because you do not have all the time to deal with all the risk. So basically, in this risk analysis register, what you can do is you can min sum the name of department and the people who are. I'm involved from those departmental, let say from R&D, It's my from quality, it's Dan, from marketing. It's a donor from products and aids, Samy, and from supply. It's then them. And from logistic units, Gilman and then from finance, its Rob, Rob. And then let's say the risk is now you are going to list the risk and analyze them. So let's say this from R&D and the risk is, let's say it is from production and the risk is no ever a liability of mixer. So we do not have a mixer to produce. Let's say we skipped. And the impact is, I am sure the impact will be really high. If there is no mixer, then then we can't produce that mesquite. And what about the likelihood? Likelihood would be probably low because you are going to deal with that. So that means if the impact is high and the likelihood is low, this will fall here. That means it will have a contingency plan and the axon is, the axon is let say, Ronnie, to find alter, native mixer. And who is responsible, Ronny. But who is accountable Jamie, because Amy's from production department, although Ronnie is doing that task, Jamie's accountable and let us say if it is from R&D, my keys responsible and the impact is high and the probability is also high. It will have to have preventative x and which is falling here. And if, let's say there is another risk which is from supply. And if the impact is low, if the impact is low and also the likelihood is low, then do nothing that is even more. And let us say there is another risk which is from finance and the Robby is accountable for that. And if the impact is low, likelihood is high, then it is monitor it will fall in this section. And then you can easily say this risk analysis document in your project folder. And you can, you can always deal with those risks because you can go under the goal with that x and you can take this x and m then was that axon is completed, then those risk will go to this and this, and once all the risk goes to the sex and then that means you have, you have managed all the risk that might happen in your project. So basically you should always move this risk to this and this risk to this. And do not operate on deals that axon, those x and has happened. So do not update this risk register until the acts and has happened. So this is the simple template you can follow during your project management. 8. Project planning: By now you have already defined the project, its scope, objective, identified and analyzed the stakeholders, identified and analyzed risks and documented them. Now is the time to plan and schedule your project. So during the project planning, first, you will have to identify the work that must be done. Once you have those work, then identify who is going to do that and how long that takes, and what would be the cost of that task. And also, you will have to determine how these different task are dependent on each other. That is also called dependency. The most common dependencies is into start dependency. That means one task cannot be started before finishing the previous task. Also, planning involves how you are going to communicate with the stakeholders as well. And also planning that sense that might happen in the future. Also, project plan is a live document which is used by project manager to delegate people, direct people to track progress and also to communicate with stakeholders. And that planning is used to schedule the tasks of your project. And while the scheduling, you will use some sort of software that may be Excel or that may be smart seat or other software where you will put the task in sequential order. You will estimate the time its task will take. You will assign tasks to the team members. You will calculate task, the recent, and you will also account for deadlines. So this is how you will plan and schedule your project. Once you plan the project, you will have to again get approval from your stakeholders because the time you allocate it for those tasks may not be suitable for those key stakeholders because of their other commitments. So before approving the planning, you will have to take your stakeholders into consideration and be in agreement with them. Otherwise, it will be very difficult for you to get your stakeholders on board and you may not be able to successfully complete the project. 9. Communication overview: Communication is one of the most important skill set off a project manager. As a project manager, you are going to communicate to a diverse group of people, from customer to his sponsor, to line managers, to core project team, to team members, and to several others. Communication is not just about telling someone something. It is basically about making sure that the person at the other end and really stands what you are saying to him or her. If the person at the other end doesn't understand, then that means your communication is not effective. And you will have to use other strategies to make sure that the person at the other IN understands what you are saying. That's why good communication is the key. If they do not understand, then they are not going to understand the importance of your project impotence off your task and your projects cannot be done successfully. So as a part of good communication, don't just speak, tried to listen to others carefully. And also during our meeting was for any hidden communicates and facial expressions. Sometimes the facial expression of people will saw a lot, although they do not speak, their facial expression will tell you a lot. Always be open-minded and listen to others and tried to understand others. And while in conversation, if you do not understand what others are saying, what your team members are saying, try to paraphrase them. Try to repeat what they are saying so that they will, again correct you if you have done mistake and after the meeting or after the conversation, always email effectively, use good subject line and always write x and oriented email. You try to write a long email, then most of the people, as they do not have time, they will choose to ignore it and also try to proof read your email before you send it. Because sometimes there might be a spelling mistake or sometimes there might be mistakes in writing which might alter the meaning of your email. And that might also affect the real essence of you with the other stakeholders. 10. Run effective meetings: Running meetings are important part of project management, but those meetings are really expensive. Just as an example, if there are ten members in the meeting who owns, let say, $50 an hour, and that meeting runs for one hour. So that means the cost of that meeting itself is $500 an hour. And if that meeting goes for two hours, that means $1000. It goes for three hours, that means $1500. So meeting can be quite expensive. That's why you always try to limit the meeting. You will, you will have to run a meeting, let's say once a week or twice a week, depending on the nature of the project. But if you can solve the problem outside of the meeting, you will always have to do that because that reduces the expense of the project. So to make the meeting productive, you will always have to identify the purpose of the meeting, identify why you are going to run the meeting. Also, you will have to create as NDA. If the meeting doesn't have as NDA, then the scope of the meeting becomes very broad and you will talk about the things that you may not need to talk about. So always create as NDA also always limit the attendees because if there are too many people in the meeting, there will be too many people who are going to talk in the meeting. And the meetings objective cannot be met on time because the meeting between four people is always better than meeting between people because it people will have different opinions and that will affect the performance of your meeting and always start and finish meeting on time. If someone appears lit on meeting, do not repeat what you have said earlier. Otherwise, they will just become his turban and they will always appear during the few set of meetings. Also before meeting, send meeting materials beforehand so that the meeting attendees have enough time to prepare and enough Document to prepare for that meeting. And during the meeting, always take good notes, always take accents and decisions and distribute those axons and decisions to attendees later on by email. If you are not able to take good notes during the meeting, then you can always ask someone to help you, assist you to take notes and excellence during the meeting. So far this course, I have created accent resistor, and this isn't the resistor which I'm going to steer you in the course. Also, I'm going to show you how that Exxon resistor and this is unregister, looks like in ice cream. You can use the similar accent template and this isn't template for your project management and for your meeting. So this is the axon register guys which can be easily prepared using the spreadsheet as I have shown in the screen. So you can write x and register here, and you can write the project name here. And you can have this kind of table where the first column. You can write the date when that Exxon was raised on date of the meeting. And then in the second column you can write x and whatever is the axon. And in the third column you can write the owner of that x. And in the fourth column you can write the due date and in the typical of you can write the status. Status could be whether that excellence is still open or close. So for example, they traced was today and then xs and ys by metal clips per, per growing missing. So bimetal thieves for during the CDs, let's say one of next and and then owner is let's say Mike. And the due date is seven days from now, 17012021 and xs and ys is still open. And then you as a project manager would be continuously taking these accelerates trend when that x and he's completed by Mike, you can close that. And then, and let's say there is another accent as well, which is, let's just copy this control c, control v. And let's say xs and ys by paper. That would read, this is just an example of X and And then owner is Donna. And then due date is let say 24012021, and then that is open. So now what you can do is you can filter these by the owner and then you can only see the accent for donor and similarly only x and for my eg, our x and for all. And also you can also filter x and y. Xs and ys closed or open. So this is how you can maintain accelerator and it's very easy to maintain this. And then if you go to decision restaurant, which is pretty similar to accelerate true. So what you can do is you can write the project name here and the date operated in the second column. The decisions, key decision made, and then the status of that indices. And with that the indices, any spending or agreed or revoked by the, by the stakeholders. So let's say one disease entities which hasn't made today by printing messy and photo copy machine. So that was the decision made by the, let's say, stakeholder. And then that is agreed. So that's what you can do. And then another disease and these, let's say, which was made Pipe days ago. 0120210, learning coordinator for ABC Project. And then this is again agreed. So that's the disease anew you have made in your, in your meeting. And always remember as a project manager, you're success will depend on the decision you made because the decision will help get your year cosecant track because those advocating that immediate fight pose x-axis and also try to make decisions and try to give as less excellence as possible. Because if people have too many access, they invade, they started becoming cranky and they may not lead to cooperating because they think they are doing so much. And always try to balance these things. As a project manager. 11. How to solve problems: Solving problems is a big part of your job as a project manager. During the project management, you take a lot of decisions that are basically to prevent our solved the problems, to make the problem-solving easier, what you have to do is you have to focus on important things. You will always have to learn to ignore what's not important. If you take all the task as equally important, then you won't be able to prioritize important things first. And that becomes again, a problem. So you will have to learn to prioritize important things fast. Basically, as a project manager, ask this question, is that problem important? If the answer is yes, then make a decision about that problem. If the answer is no, then ignore it and then understand the problem and prioritize them based on their impact to your project. And also, if you need help from your colleagues, do not hesitate to ask them parallel because people in your project are always willing to help you to successfully complete your project. 12. Close the project: By now you have already initiated, planned, executed, monitored, and controlled your project. That means you have almost come to the end of your project and it is time to close your project. But before formally closing your project, you need to do several things. First, you will have to obtain acceptance of your project in writing from customer and is sponsored. What you can do is you can arrange for a meeting with your customer and important stakeholders to sign an acceptance farm. And then you will have to do a learning meeting where you will have to document what went wrong, what went right, how you could have done better. Part of those things that went wrong and document them. Because the document where you are mentioning the lesson learned is really important for your future project. Learning never ends and you, as a project manager, are always evolving and learning from the project you carry out. Also you will make a report that is a high level project documents that includes everything from the start to the end. And then you will close the contract and then you will archive the project info and move on to new projects. 13. Softwares for project management: Now let's talk about the software that are needed for project management. People might say you need to know the software or systems such as smart seat Trello, Microsoft Project as you to become a successful project manager. But it may not be true in all the cases. The success of you as a project manager depends on the decision you make, how you communicate, and how you get things done by making your stakeholders happy and at saving the success criteria. Even you can use the software like Excel to make a nice Ganz out to plan your project, which can easily replace the software like a smart seat as your and Trello also, you will need to have Microsoft Word to write project Sater and project report and several other documents during your prosaic. And also you will need to have a knowledge of Microsoft PowerPoint, which you can use to present your project results, project updates time and again to the stakeholders and sponsors. Also, you will need to have a software called Microsoft Outlook or some kind of email software, which you will use to write email to your team members and to your stakeholders. And also you can use the softwares are systems like OneNote, our Evernote to take good meeting notes. So these are some of the softwares that you may need to know to work as a project manager. 14. Outro: So with this, I have almost come to the end of today's Skill Share course on project management. I hope you liked the content I created for you. If you like the content, please share this course to other people so that they can benefit from my course. Also feel free to put your review on the discussion area and please stay tuned for my future courses. I will see you again in next course. Until then, bye. Thank you.