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Comprehensive Project Management course with templates and documentation

teacher avatar Ben Moreau, All about Life and Projects!

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

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

    • 1.

      Project Management course introduction

      2:16

    • 2.

      Let's get started!

      0:48

    • 3.

      Optional: Detailed course overview

      15:32

    • 4.

      Understanding Project Management via illustrative story

      11:21

    • 5.

      Things to know for the course

      1:41

    • 6.

      Terminology used

      2:25

    • 7.

      What is project management

      2:23

    • 8.

      Role of the project manager

      3:39

    • 9.

      Introduction to Part 1: The PM course

      0:25

    • 10.

      Overview of Phases

      1:37

    • 11.

      Phase 1: Initiation - Overview of

      0:40

    • 12.

      Purpose of the initiation phase

      3:41

    • 13.

      PM role in the Initiation phase

      1:40

    • 14.

      Project Charter

      2:30

    • 15.

      Scope during Initiation: introduction

      1:58

    • 16.

      Cost during Initiation: Example

      1:58

    • 17.

      Types of cost

      3:04

    • 18.

      3 points estimate

      0:52

    • 19.

      Project cost example at Initiation

      2:01

    • 20.

      Stakeholder part 1: Introduction

      2:24

    • 21.

      Stakeholder part 2 Stakeholder definition

      3:29

    • 22.

      Stakeholder part 3 Stakeholder Matrix example

      3:17

    • 23.

      Stakeholder part 4 communication plan example

      4:48

    • 24.

      Risk Management during Initiation

      1:35

    • 25.

      Defining Risk type

      2:48

    • 26.

      Risk outcome

      2:24

    • 27.

      Risk Severity

      2:18

    • 28.

      Risk Register example

      6:24

    • 29.

      Risk tips

      3:29

    • 30.

      Project Structure Introduction and basic structure

      3:57

    • 31.

      Project Structure: Project Office

      3:28

    • 32.

      Project Structure: Project outsourced

      1:13

    • 33.

      Project Structure: Steering committee

      3:07

    • 34.

      Optional: Project Charter example

      8:10

    • 35.

      Optional: Additional Examples

      5:33

    • 36.

      Phase 1: Initiation wrap up

      2:28

    • 37.

      Phase 2: Planning section overview

      0:44

    • 38.

      Phase 2: Planning purpose

      2:57

    • 39.

      Role of PM during Planning

      2:10

    • 40.

      Project Management Plan Definition

      1:25

    • 41.

      Requirements: Introduction

      3:25

    • 42.

      Work Breakdown Structure: WBS definition

      2:19

    • 43.

      Scheduling: Introduction

      1:54

    • 44.

      Scheduling: Breaking down Execution

      3:16

    • 45.

      Execution planning examples

      4:08

    • 46.

      Building a Schedule: Steps and example

      6:08

    • 47.

      Schedule Types part 1 Milestone and Timeline views

      2:05

    • 48.

      Schedule Types part 2 Gantt Charts and attachments

      3:17

    • 49.

      Costing during Planning: Introduction

      1:30

    • 50.

      Costing: fixed Price and Time and Material

      3:36

    • 51.

      Costing: FP and T&M Example

      2:37

    • 52.

      Budget example

      2:13

    • 53.

      Schedule based budget

      2:12

    • 54.

      Budget contingency

      1:45

    • 55.

      Quality planning introduction

      1:39

    • 56.

      Quality planning - How do we do it?

      4:30

    • 57.

      Quality: Types of Testing

      4:58

    • 58.

      Quality: Example of Testing for Soft development projects

      1:25

    • 59.

      Optional: Project Management Plan Example

      7:14

    • 60.

      Phase 2: Planning wrap up

      2:09

    • 61.

      Phase 3: Execution section overview

      0:48

    • 62.

      Execution intro

      3:55

    • 63.

      PM role in the Execution phase

      1:47

    • 64.

      Scheduling in the Execution phase: introduction

      1:20

    • 65.

      Critical path definition

      2:39

    • 66.

      Schedule monitoring

      3:56

    • 67.

      Scope Management

      1:20

    • 68.

      Change control

      7:47

    • 69.

      Issue Management: part 1 Introduction

      0:58

    • 70.

      Issue Management part 2: Issue Register

      4:54

    • 71.

      Common Issues

      5:35

    • 72.

      Project Meetings: introduction and types

      3:58

    • 73.

      Meetings and Reports: What to discuss

      3:12

    • 74.

      Meeting minutes and template

      5:04

    • 75.

      Project Reporting: Introduction and what to include

      3:22

    • 76.

      RAG Status introduction

      3:17

    • 77.

      RAG Status with tolerance

      2:14

    • 78.

      Project Report example

      1:19

    • 79.

      Budget tracking: intro and Actuals Definition

      1:45

    • 80.

      Tracking budget month by month

      4:55

    • 81.

      Earned Value simple example

      3:10

    • 82.

      Earned value formula and Example

      5:39

    • 83.

      Earned value for Scheduling

      1:57

    • 84.

      Phase 3: Execution - wrap up

      1:52

    • 85.

      Phase 4: Closing - section overview

      0:35

    • 86.

      Closure purpose

      1:49

    • 87.

      Project Closure activities part 1

      6:37

    • 88.

      Project Closure activities part 2: PIR

      2:25

    • 89.

      Phase 4: Closure wrap up

      1:26

    • 90.

      Part 1 Recap - overview of phase activities

      11:29

    • 91.

      PM adaptation for each phase

      5:21

    • 92.

      Part 1 - conclusion

      1:41

    • 93.

      155 PMP and Prince2 Introduction

      3:42

    • 94.

      158 PMP vs course

      4:40

    • 95.

      160 Prince2 vs course

      6:25

    • 96.

      162 PMP and Prince2 wrap up

      6:17

    • 97.

      163 Waterfall and Agile intro

      0:41

    • 98.

      164 Waterfall

      3:41

    • 99.

      165 Agile part 1

      4:22

    • 100.

      167 Agile part 2 and example

      5:14

    • 101.

      168 Waterfall and Agile pros and cons

      7:59

    • 102.

      169 Standards and Methodologies wrap up

      2:27

    • 103.

      Conclusion and Next Steps

      1:00

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About This Class

This class contains a full course on Project Management. All you need to know is in there...

If you ever wanted to understand project Management, become a project manager or bring your project management skills to the next level...

Then this course is for you.

My name is Ben, I have been a Project Manager for more than 20 years working for amongst others IBM, HP, large Financial companies and also Government agencies. I have also been coaching Project Managers for more than 10 years.

I have all the most respected Project Management certifications (PMP, Prince2, MSP, Agile Project Management) - and you know when I was doing those courses - I did not really enjoy them because when I did them I was already a PM and what I was hearing was not usable and so remote from what happens out in the field... and I thought I can do better maybe - to bring this knowledge to people interested in Project Management.

So I have learned from it and wanted to make a course that would provide you with all you need to understand project management - both the theory and the practical / real life components. I also wanted to make it more palatable by including diagrams, templates, plenty of examples and some quizzes.

As part of this course I also provide a framework to go beyond being just a standard project manager - to really ace it. A very concrete, step by step framework that if you follow - will really take you to the next level in project management, you would be out there with the best!

And finally this course includes an introduction to the most common methodologies/standards in Project Management (PMP, Prince2, Waterfall, Agile).

Ben

Who this course is for:

  • Anyone interested in Project Management

  • People interested in becoming a Project Manager

  • Project Managers who want to up their game.

Course outline:

  • Part 1: 

    Introduction, tips to follow the course, introduction to Project Management, the Birth of Project Management legend.  

    The full Project Management course (including all phases of Project Management, Practical view, how to simplify, with lots of diagrams and examples)

  • Part 2: 

    framework to ace it as a Project Manager, including the overall Project Management context and what to say at interviews.

  • Part 3: The course in context of some Project Management standards (PMP, Prince2, Waterfall, Agile) 

Meet Your Teacher

Teacher Profile Image

Ben Moreau

All about Life and Projects!

Teacher

Hello, I'm Ben. I am a certified Project Manager, Project Manager coach and a certified Life coach 

 

If you would like free tutorials on Project Management subscribe to my Youtube channel.

 

Tutorials include:

- How to build a GANT Chart in EXCEL without MS Project

- How to create an awesome Task list in Excel. 

- How to become a Project Manager using the Back door.

- Productivity tips and;

- Plenty more 

 

 You can subscribe to my Youtube Channel here for up to date learnings: https://www.youtube.com/c/ProjectManagementMastery?sub_confirmation=1

You can visit me at https://www.yourlifeyourproject.com/project-management

 

My bio: ... See full profile

Level: Beginner

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Transcripts

1. Project Management course introduction: Welcome to the introduction of this course. This course will show you all that you need to know about project management in theory and in real life. And also how to ace it as a project manager. The project manager for 20 years. I've also been a project management coach for ten years. Now. I've also worked with project managers myself, as a program manager, as a manager to really understand what is expected of project management to ensure that at the end of this course you are project management expert. I will be using role of diagrams, templates, example quizzes. Truly make sure that the concepts are really understood but at the same time, and we'll also highlight the differences between the theory and the real-life project manager. I will show you the challenges that a project manager can face on a daily basis and how to address them. I will show you how to simplify things as well too. We become more efficient. In other words, I will show you what is important, but it's hidden part of this course, I will provide you a clear step-by-step framework that if you use, you can really stand out as a project manager. You can really Ace project manager. Tell you if you stick to reach your manager, your team, the business, they would really love you for it when you have people on your side. He told on healing project. Now, in the third part, in part three, we will review on the high level some methodologies so you can see how this course relates to them and I will give you my opinion on how important they are. I've already put all my 20 years experience into this course. If you are interested in project management, if you are interested in getting into project management as a project manager. And maybe if you are already a project manager out there and you really want to step up your game. I think you will benefit from it. But also if you work with Project Manager, you can really understand where they're coming from. And maybe also you can give them a couple of tips. If you want to know more about this course, there's a 15-minute long overview. I know 15-minute is long, but I've created that for those of you who are unsure, they want to take this course or not. So you can really go into more detail in any case. Thank you very much for listening. 2. Let's get started!: Well, thank you so much for taking on this course. I really appreciate it and I hope it will be worth your while. So please don't hesitate any point in time if there's something that is unclear or if you want more, something added, as I will say, no conclusion as well if you want, if there's enough demand, I'm happy to add some topics. So if you haven't seen the course outline, the next video will provide you more detail on the overall course. But if you just want to dive straight into it, please go into the tips to review this course and there's some suggestion on some resources to print. And after you can go into the little story on the birth of project management. So thanks again and all the best to you and hope you get a lot from this. 3. Optional: Detailed course overview: So what follows is a course outline. It's a bit long because I want it to be very thorough. If you are still hesitating, if you're not sure if you want to purchase this course or not. I thought that would help even towards the end, there is a bit of a comparison table based on your level if fuel that will tell you if the course is suitable for you or not. Having said that if you have already committed to the program, to the course, this could be useful if you'd like to have a thorough understanding of what's ahead of you. But if not, feel free just to skip it and go straight to the next lecture. Welcome to the course overview. Before we get started in course content, I just wanted to have a quick overview of the philosophy. First, this five components, if you like, that, I have put together to ensure that the course is one, hopefully pleasant to follow, and two, that will increase retention. So there is a practical view on concepts, real-life scenarios. So that should make the course easier to learn. So there'll be a lot of examples for obvious reasons is always better. I've example or sometime we don't fully grasp the concept, but as soon as the example comes, yes, we see how it relates to real-life. We will also show as much as possible how to simplify. How can we can implement what we have learned quickly? And I think also they will make it easier to master. So at something simple, easier to understand, easier to master. And then you can take it from there in all of diagrams. And I think they are great way to communicate a concept sometimes, so there'll be a lot of those. And finally, for part one, which is a course, and part three, which is a standard, there will be quizzes. Now that we've put that behind us, course content, what will you learn? We start off with an introduction, some suggestions that I have for you to take the course. So for instance, there is a road-map here that what I call a roadmap. I know that some of you like to look ahead. We're what's in a course. So they like to have printed out or put that handy on your tablet so you can follow where we are at and the various functionalities. But some just prefer just to take it step-by-step. So it will be completely up to you. But I will suggest some resources that you could print. We will review what I have called the birth of project management. So it's something that is completely personal. Don't quote me on it. It's how I imagined that the project management was born. So I've done a little story around that. And that would be a good way to introduce you to project management and how the various phases of project management were born. So that will lead us to the phases of project management and the various activities to project management. And after briefly, we'll provide a definition of project management and the role of the project manager. And we will finish by a quiz already. So then we will move on to part one. Part one is the course of project management. So the structure is very simple. Project management is divided in phases. So during this course, we will just go through the phases more or less, will have an overview beforehand. And after we review the four phases, which are initiation, planning, execution, and closing. And after we'll do a review and a rapid within those phases, some concepts, topics, tools will be explained. And I just wanted to review those with you. So we won't go through the full course. I just wanted to highlight what we will cover amongst other things. So for each phase that we will review, will discuss the phase purpose. We will provide the key competence, what it means if the outcome sold on the very high level. After we review the project manager role for each one of those phases, review stakeholder management. That will be obviously like every all topics that I'm running you through. Now, it will come back for different phases. We will review who are the stakeholders, review how we can classify them. And we'll review an example on how to store this information and make a communication plan out of these, we will review our project structure. We'd have a few slides around this. This is just one structure, but I think it's important sometime when you're thrown into a project manager's role to understand the structure. So we'll have several examples of structure. We will review risk management. We will review risk severity, how to assess it, and we review a very precise example of risk register. So how to structure it properly and different types of outcome that we could have for each risk listed. We'll review scope. The importance of scope. Why does he choose for how to create it? We will review the change control process. So that's not the whole size of mentioning, but it's just to give you an idea of how the course is structured in a different type of slide you could have. So we'll talk about the scheduling. I will provide some suggestions how to build a schedule that has done this out. We'd also provide some suggested steps to build a schedule. Different representation of a schedule. How to monitor schedule using the MS Project software. What is a critical path? And now to quickly check it on the schedule. We'll review obviously cost and budget, which is also very important part of project management that we suggest a very easy way to split to start to get you started on a budget or real review with you. A few of those examples, very concrete, very clear. Hopefully. We will review a concept called Earned Value, which is which the project management methodology like to discuss. But as you've seen, I'm just gonna go back to that slide here. I'd just like to present it extremely simply, initially after we go into more complex examples. But always the example, always the concept of having something practical and an example to go, to go along with it. We will review quality management. This is when usually you start getting to sleep it up. I'm trying to make it as interesting as possible. It is quite important, but it's true that when you, it's quite heavy to learn when you go through all these project management courses. So hopefully have simplified it and at the same time kept, kept it very practical and complete a suppose. Provide a lot of information here, highlighting the ones that are really important. We will review also obviously issue management. We some slides around this and very clear example of issue register with a template. Project meetings. So we will review also that in part two where, where I give you my proper way on how to manage project. But we will review in part one. Here the, you know, the the by the book way and the different types of meetings that you can, you can have. So there is also obviously templates that we will review and discuss. We will also discuss project reporting, which is very important to perception of a project manager. So also we'll walk through a template. We'll review a closing activity. So I'll put closing a bit separate because it's something that is often rushed, but I'm hoping that have provided a clear way for you to know really the key components of these. And I'll explain why it's something that you can use as an opportunity to shine as a project manager for the very reason I was providing before, it's often rushed. So if you do it properly, then I think your stakeholders will be impressed. We'd provide some templates, or we've seen that. We've seen some of the templates. There will be more and examples. Once again, this is just to give you an example, there's a project management plan, which is a document a project manager creates. So I will give examples of this stuff exactly. Take a project as an example and exactly what you should put in and you can put more, but the starting point I think is very important. So that's it. So it's just that, that was just a quick overview of some of the topics at two, you will see the soul. Before you commit to this course, you know what, you'll get more or less hopefully with this. So that was for part one. B2 is the framework to really take part one and really take it to the next level to really ACT. In my view, there will be three components. The first component, we will review the project management context. What is the context of the project manager when he joined the company? Where does he or she has to deal with? And after we will go into the framework. So the framework is not something fluffy, something very concrete. I will tell you exactly what you need to do. Well, I will provide you with examples and the likes, but it's, it's very, it's very concrete. Sorry for laboring that point, but it's not something fluffy. That'd be nice if you could do these, but just do a, b, c, d. And finally, we will go into an interview tip. So I have interviewed a lot of project managers and I have been interviewed obviously as a project manager as well. And I have done the hard work and I know what works and what doesn't work. So we can review this. So that's it for part two. Part three, methodologies. So part three, I put it towards the end so that you can see how this course fits in with the existing methodologies if you like. Pnp and prints too, if you haven't heard of them, they are project management methodologies. You, they're obviously very long to take weeks to learn and they have very thorough examiner likes. So obviously, I am not going to give you a PNP and it prints two courses. So this is not the purpose of this course. But I wanted to give you some context to show you how this course relates to PNP and the prints too, more or less. The idea behind that was just to show you that it's more or less the same. Old project management methodologies are the same. So we'll review. So waterfall and agile, Waterfall being no by default method used for project management. I will just go to that very quickly and Agile, I will provide a little bit more information. I will show you an example. We'll also, towards the end, provide a comparison between Agile and Waterfall, the pros and cons. So if you're wondering what a fallen angel you can use both using the palate, one of the core. So it's just a different way to deliver the work if you like. That seat, we only left with one question. Is this course for you? This course is for you if you want to understand project management. If you want to become a project manager, or if you want to perfect your project management skills. Now, if we go into a little bit more detail, if you, if you're like, I don't know you, so I just just gonna go through different levels here and see if that, if that's too much for you. So let's say you are a beginner early man and you don't understand project management at all. This course is definitely for you. I mean, I'll take it really from the beginning as I was saying, I was just giving you a little story on how I imagined the project management was born too. I think that you will find that very useful. So there's three parts in this course. So if you are a beginner or lay man, I would suggest that you start obviously with part one and after you do PO2 and after you do part free. So this is for you if you are in this category, if you're intermediate, I really think you're going to learn from it as well. I'm putting all my experience in this as a coach and as a project manager. And you will I am sure you will get something for part one, part two, part three. If you don't, then I will gladly reimburse you. I think it's part of the of the terms of the course anyway. Now if you advanced, ma'am, Sure you could learn from this as well. I really put some effort into putting a framework together. So the part two, I would be surprised if you don't get anything from this. But you could also get something from part one and part three, I believe so actually, I'm quite interested if you want to have a look. This is how I would really suggest it potentially, potentially and years here. So that's it. So we went from the course philosophy, grams, examples, practical view, quizzes. To help you retain information and relax. I provide a precise description of the course content, which has three parts. The first part, the course itself, the second part, know how to really take it to the next level. And the third power to give more a bit of a context of this course amongst all the project management methodologies. And hopefully we finally answer the question, is this cause for you or not? 4. Understanding Project Management via illustrative story: So the next few slides is completely made up story. More targeted this time. Yeah, if you've never done project management and I think it will introduce you to project management from a different angle. What I found is in the project management methodologies that tell you, yes, this is a four phases and the likes and this is the purpose of each phase, but they don't tell you how they came to light and why create them to start with. Also, if you, if you a little bit familiar for project management, I recommend that you go through this. I don't think it's hard to watch. I think it's a little bit further, some photos and some diagrams in it. So hopefully you'll enjoy them. Then of course, as we progress through the course, you will get the form or by the type of meaning of each one of those phases. Having said that, let's go into each straightaway. Welcome to this part of the course. Okay, so don't quote me on this please. This is, this is probably not accurate. So these vertices, how I imagine as a bit of a learning tool, how project management could have been born. So imagine there is a queen, she has leaders. But they are always focusing only on the daily task, on the walls and stuff like that. So but she still has large project that she wants to implement. So the work is disorganized on those projects. Teams are tied. Money seems to be always running out. So she says, she's saying, I have leaders, but that's not sufficient if someone really focusing on this. So we were about to witness the birth of project management issue. This allowed endeavor lacking coordination, monitoring, and a solution. Provide a dedicated resource to manage methodically the work to completion. Project manager. Therefore, make your project manager to the Queen. Go and make sure things are running smoothly. Give me a call from time-to-time. So thanks. Suggests that we catch up after it's all done to close things off and see if we can improve things for next time we do this. Okay, so we have a project manager already and we have our business owner. So let's see how it worked on the first project they had. First project, trial one, the Queen get a project. And the project manager was doing role of monitoring was during the role of fixing. See what I mean. And communicating as well. And after the closure. So that's where it was mentioning before. Let's catch up at the end of the project is to check out things where we're going. And then the queen can have the benefits of a project. So at completion, the project manager reports back to the queen as agreed. Why did he say, okay, I think we can improve on this. I was not sure what I was monitoring against. When was this old you I didn't know. How much money did I have? I was not even sure how much money I had. It would have helped if I knew some of the stuff that could happen beforehand that nobody told me about this. Who was I supposed to communicate to and how the queen was too busy, she didn't return the core. What was this project all about anyway? What was the plan? Okay, Well, he's lucky. The queen is quite nice person say, okay, okay, I see your point. For our next project, let's stick the time to sit down and plan on how we will communicate, how will we do things? Then we can progress when we all agree on a plan. So let's have a plan first. We agree on a plan and then we progress. Let's do this. So those are the tasks that a project manager was doing before, but now it's added a couple of more tasks. Yeah, I did some planning and then there was a plan approval. So how did that go? You think trial number two? So gun project, Let's see. Took two months of planning and after the plan is presented for approval to the queen, okay, Planning is finished. It will cost you £51.6 of gold. And we should be able to complete it in 26 months or so. On a side note, we might lose 51.3 per cent of our Army in the process. I mean, this is obviously precise for one reason there you see where I'm at, where I'm getting at. So the queen immediately see where all this was a West. We do not have the money, we don't have these pounds of gold. And I can afford to wait two years because 26 months to finish. Really, they see the benefits is it's not worth it. I wouldn't approve this project if I had at least a rough idea of the cost and how long it would take. That'd been aware of that huge risk of losing half my army. So she was not aware of the risk. And she just heard about the incredibly high cost and how long the project while then the worst part is it has spent two moms, so two moms paying the project manager and all this team to come up with something that she knew she didn't want. Surely, there's a better way to do it. So now the project manager, it goes back to her and see, okay, I suggest we do quick assessment this time, not this two moms planning for most planning. We do a quick assessment and give you some basic information before starting planning on our projects. We can give you the higher level course timeframes brisk, who will participate. So this way you can decide if starting the project. Planning even is worthwhile. Okay, but I have to warn you, we won't be as precise, but at least you have, you have an idea and you can make a decision. So let's see. I went final trial. So before there was planning, plan approval, monitoring, fixing, communication, closure, all that was already happening. But what they have decided this time is to add two steps. So notice this is not project anymore. It's just an ID or a need. Okay. It's not a project yet. It's just some discussion that happened. Yeah, why don't we do this or we absolutely need to do that. There's an assessment and then there is an action here. Is a project approved. So after a couple of weeks, not know. Moms, your assessment is completed as agree. They say they'll do a quick assessment. Quick assessment completed costs you roughly £30, that this is all just so that you can keep up. This is a final project. This is a third project if you like this. So this is why it's not £50 anymore. It's only for £30 is a different project. Because you are a free £30 of gold. And we should be able to complete it. It's sinks moms, no loss of our mean of process. Would you like to go ahead. It's not a project yet. It's doing the assessment. And she said, Yeah, I like this process much better. No, I have some key information before I give the go ahead for potential projects. I realize it's not as detailed as during planning, but it is enough for me to approve or decline project proposals. Based on the information you gave me, we have a winner. Let's go ahead with this project and notice, now we have a project. This, we don't want to call it project yet, because in the previous example, there was just too long to, an endocrine decided we're not gonna do it, so it's not a project. So anyway, yeah, okay. Now this is what we have. We have all these activities that happen. The project not being a project here and all that productivities and after the queen can have the benefits. So what do we can do is we can group those activities in what we call phases in project management. Because we realize are those two could be grouped, the blue ones there could be crude. And let's say we call it the initiation phase. We, the second pallet we added, we call it the planning phase. So initiation planning. So this is how it was at the beginning. So what do we do for the other activities? We split them into two groups. We have the execution here, we have the closing that was agreed at very beginning. When they said, let's agree to catch up at the end to see if we improved or not. So this is why they've, they've improved their processes by catching up during the closure of the project. So what we have here, its phases. So we have outline if you like, four phases, initiation, planning, execution, and closing. And what we have on the left-hand side of this diagram is activities. And we have in this case, 12345678 activities. So some of those activities are just approvals, will see they are actually an important step. So they are, they are there. So that takes you from an ID to a project, to the benefits of the project. We could be you need something that absolutely has to do. We don't really want to have this policy implemented, but we are being asked to have this implemented, so it's a need. But we still go through this process in your way of assessing and project and benefits. So that's it. My take on project management. We can see why there is this different types of phases. By catching up after the project, you can do your next project better. The execution, It's all go, go, go. The planning is to give you a more precise idea of what the project will be like. An initiation is really to do. We even want to do this, but we will review all of these. I just thought I wanted to link back that story with the next with part one, which is really when we start to go into more detail on this. So that said, let's move on to the next part of the course. 5. Things to know for the course : So before we get started, just in case you don't know how how it works. Yes, it's the first time you take this top of course. For some lectures, there are some attachments to them. It can be PDFs where I put some of the slides there. There can be Templates, registers. When we go into scheduling, I will attach some schedules. So for every lecture, feel free to have a look at these attachments on time that can help you can have them handy if need be. But right now, there are two PDFs attached to this video, and I think they'll be quite useful for you to print or have handy during the life of the course. They are both roadmaps. The first one is just show you an overview of the phases and the key components of the phases. The second one is very similar, but it also shows you what are the outputs of a project manager. What at the end of the day, the project manager needs to create. So I suggest you print those. In the next video we'll talk about terminology and also suggests you print or you have handy the one on terminology. Another notice that you'll see on some of the slides, there is sometimes an advanced written on top right, top left. So this is just to tell you that if you are a bit overwhelmed, feel free to skip those. I know when you go through a long course like this, sometimes you just, your brain wants to have a break, so just skip them and maybe you can come back to them later on. They are a bit advanced. That means they are command in project management, but not as command as the, as the other components. So now let's have a look at some of the terminology. 6. Terminology used: So this is a terminology that I was referring to. So let's give some definitions. I promised I wouldn't be too long, but it will be worthwhile. Product. The product is the end goal for the project. If when you build a bridge, for instance, the end product or the deliverable, it's the breach, the project breach. So you'll hear me mentioned products. So that means what the project will give you deliverable. So there are components the project team will need to deliver at the end of the project. An example of the breach, it could be the breed itself, be also all the operation manuals for the bridge older here give the various document test results and arrive. So anything that the project team produces Morris BAU or to business as usual, if you're not familiar with this, it's part of the organization that runs our daily activities. And this is why project management was because everybody was so focusing on what they were doing every day and out of the sudden you have a large project coming in. And everybody is busy doing their own stuff, so they have dedicated resource. So business as usual, It's the part of the company that do daily activities and the project teams focusing more on project, the client, customer, business. So it's a stakeholder needing the project outcome. So it's more or less for who we are working. I will use those terms, will use business more often and client or customer. So upper management, executive team, as opposed to manager that we'll see later. Upper management for me, it's it's it's part of the business that are that are above you in a way that doesn't mean that they are involved in your project. But it's in a broader sense, not necessarily the working on the project, but it could be the CEO of the company. It could be an executive manager of another part of the company. And the manager, when I refer as a manager, also known as line manager, program manager for the project manager. It's your boss. If you're a project manager, is the guy who both views. So when I see you have to give these to your manager or you have to give the to your business. They are different entities. 7. What is project management: Next we are attempting to define project management. Please bear in mind two things. The first thing is that there are so many definition of project management. I'm attempting to give you one. I've created one that reflects well what project management is, but there are others out there. They usually include the word endeavor, which I really wanted to avoid at all cost. The second thing to bear in mind is they are always exceptions. And some companies use project management in a very flexible, flexible way. So this is no, nothing is set in stone. And in a way that's what's interesting about project management. But let's get into those definitions. What is project management? Project management is the practice of coordinating the work of a team to achieve a specific goal as at a specific time. So the reason why the team he is is you don't really need a team. I put it in brackets. Because in my view of project management, and not only in my view actually predict management can be one person. I mean, I'm sure you've heard of these guys running a project or on their own. But what is key here has a specific goal at a specific time. So if it's not very specific goal, it cannot really be called a project management is more business as usual. And at a specific time as well, when it becomes ongoing, when it becomes something recurring, that happens every three months or even every year. This shouldn't be called projects. There should be, they should be given another name. It's a once off project. Note that the specific ordinance to be loud enough or important enough to be a project. You have a business with your team, they have something smaller to do. Do they need to have a project team with the reporting process in place and with a budget and erotics, probably not. So it's not a project, it's just an activity that is on top. So to be called a projecting to be large enough. So this is just referring back to businesses, your project team and productivity as separate from the company's business. As usual, resources will see that sometimes it can be shared resources. But as entities, they are considered separate. 8. Role of the project manager: Challenge, I would say when you're a project manager is to ensure that the team understand your role. When you, especially when you're growing company, they've never had project managers or project management. They see you are robbing and they think, oh, there's a new admin guy there, Let's ask him or her to do this, to do that. So it's very important to set boundaries at the beginning. But for the companies that are more mature, they know what project management is. I think it'd be much easier, but still there, they're still be tempted to be the person who does what nobody else can do. So it's very easy to fall into the trap and do it all of things that you're not supposed to do. So let's discuss the role of the project manager now. So the role of the project manager, he or she owns the project, responsible for it. Doesn't always have all the authority. The treaty is responsible to get things over the line. Let's have a look at a few bullet points. So the PN, that's another, that's another acronym, project manager or project management. The project manager plans or activities, obviously with other resources, but he has the responsibility to plan. When all this is plan, coordination and prioritization of activities, reporting, communication, setting. You'll executive's how things are going. Issues. That's a big one during the execution phase, as we'll see, this is the key occupation of a project manager. I mean, you could argue there's no if there were no issues, who would need a project manager? So this is what we do and show some friends and budget are respected. That's also a big one. As we've seen in the beginning, the story of the Queen. She was having all these activities burning money. So someone needs to be accountable for it. Ensure sufficient quality has been applied. I mean, this is why we're seeing quality is not the most popular activities and project management. But in my view, if you, if you deliver something on time and on budget and it's not it's not good quality or he's not something that the business wanted, then it's, it's not better implement within constraints for me to good way to summarize the role of the project when I'm Manager, there is something to implement. He or she has to implement within all the constraints which are timeframes, budget, and the likes. So here we have our summary of what is project management and the role of the project manager. To conclude, we could draw the similarities between our live in a company's life, if you like. We all have our daily activities to do and this is what I'm doing live coaching now as well. Because of similarities with project management are so obvious. We all have things that we would like to do, but we never get around to them because we are focusing on our, on our daily lives. And companies are the same and this is why they bring in project managers. So they can really focus on that. And they have to do it. And they have to do all the coordination and the right are the words. Chances are it would, if it happens, it will happen at a much slower pace. Now, having said that, let's move on to part one. 9. Introduction to Part 1: The PM course: So welcome to part one of this course. So part one is a full-on project management course. All the theory, but at the same time he's a practical take on it. So during part one, we will review each one of those phases that we have defined, the ring, the introduction. We start with a high-level review and after we will drill down into more detail for each one of those phases. So let's get started. 10. Overview of Phases: Okay, so let's continue where we left it in the previous contradiction. So we have identified some activities that we grouped into phases, initiation, planning, execution, and closing. Those are phases. And we also had some activities. So just as a just to continue if you want us to put it a little bit differently in a way that will help us during this course is just a quick reminder. Initiation is why we're doing this and can we do it? So it's a quick assessment. Nothing too precise, but at least we can make a decision there if we go ahead or not. The planning, how will be managing the project? There will be also the execution were actually do work, action, monitoring, coordination, issue resolution, communication, happening and closing, and knows it all finished. Make sure that we have no loose ends and just reflect back. Did we do this correctly? If we put that under this, this representation here, and this is, this is how we'll have that for the course. So I still have this initiation in blue because in theory is not really part of project management. We saw previously the project manager was doing this assessment, but as we'll see, that's not always the project manager doing this. Those those were the key activities that we had before. Assessment, approval, planning, planning approval, monitoring, fixing, communication, enclosure. So this is this diagram that we'll be using in this course when we go through the various phases here. 11. Phase 1: Initiation - Overview of : Let's get started with phase one initiation. If all we do is have a quick overview of the section. We will discuss the purpose of this phase. We will discuss the project manager role. In this phase, we will review the creation of a key document, which is called the project charter and various components of this document. But more precisely, we will discuss the scope. Cost is stakeholder management who will review the risk management? We will review the structure of the project and then we will wrap up and provide some examples. 12. Purpose of the initiation phase: Welcome back. So next, we will be defining the purpose of the initiation phase. The first thing to bear in mind is this initiation phase does not always exist. Another project management methodologies out there tell you, yes, you need to have a nation faced. In real life. Sometimes it doesn't exist. So just as a quick reminder, the initiation phase is whether you decide if the project will go ahead or not. But there are some companies that don't care. They just want to do the job. Sometimes they have just a mandate. They have the budget, and they want to do it. And I don't want to have to go through all the initiation process. And sometimes they just don't have the choice. Sometimes it's just the government necessity, sometimes it's illegal change that is required. And therefore, no point discussing if we're going to do it or not because we know we have to do it. And also what happens sometimes is initiation phase happens behind closed doors. You are not involved and I think that makes sense. Why involve a project manager when the project is not really concrete yet. So there will be a group of executives discussing civil project IDs and decided after we do this and that, and then they can bring the team. They can say, Well, we want a project manager for this. We want to put a project charter together. We'll see what that means. But now let's assume that the initiation phase takes place. The purpose of this phase, in a few words, while we're doing these n, is it feasible? The key components that we need to make this decision is we need to have a look scope. The scope is, what is this about? What are we doing? The cost and schedule. So it could be a very good idea, but if he takes three years, it might not be a good idea by the end of it. And of course might be also prohibitive, might be just too expensive. We more or less put on a business case. Sometimes the business case is being done separately by the business, but sometimes the project manager, if he's part of this phase, would assist in creating some type of a business case who cut the cost benefits, strategy goals, they'll come out of it and see if yes or no, we can go ahead with this project. We'll have a look at the key risks. Sometimes there is a risk that is just so big that the business will make the decision straight off the bat not to go ahead with this project. So for that reason, it's important to highlight the risk. Now, we don't want to go to planning and execution. And after reality of this risk is just too big and it just hits us and it just can sell the project. Then when we are reasonably confident this project will go ahead, we can start putting a project team together. We'll have a look at the key resources. If the project manager is involved, they will assist with this. Or we will start and gather resources from the business teams to put a project team together. The key outcomes, Otis, yes, to get approval to start the project formerly, we need some type of sign off and we will see that we will use a document called the project charter that is sometimes used to put all these components, all these details on the project together in one document and we'll get this document sign-off and then we can say, yes, we covered this project has been approved and we can formally go into planning. Now let's review the role of the project manager. 13. PM role in the Initiation phase: The role of the project manager in initiation phase is optional. Sometimes, even when there is a formal initiation phase occurring, the project manager is not involved. I think that makes sense. There's no point in involving a project manager. If we're not confident the project, we go ahead. So in this case, the project manager will be brought in towards the end of the initiation when we are quite confident that the project would take place and then we can build a project team around the project manager. Another thing to bear in mind is that sometimes the project manager comes from a third-party, say, when a project is outsource, the role and the origin of the project manager depends, will depend on the type of project. And in the initiation phase, they will decide as a decided project team, they also decide who they want to protect. My pleasure to be with a project manager, GOP part of the company, or would they be part of the third party or maybe one project manager each? So we will review different scenario under the Projects Director component of this course. We've talked about the project charter and this is what we'll be reviewing next. I would say the key reason why the project manager is involved in this phase is the business would like someone to put all the paperwork for approval together. And this is where the project manager role starts with paperwork. So we bring all the components that we've seen before that form part of initiation into one document. 14. Project Charter: Now let's review the project charter. The project charter is a document the project manager puts together towards the end of initiation, really to summarize all the findings of the initiation phase or that has been discussed, put that in the next document. The schedule, the budget, and the big risks, as we'll see, and put all that in a document. Can you please sign up this document, everyone, so we all agree what we are doing. And then when they sign off, then you can go into the next phase. You can go into a more precise planning in a way. Next, we will review all the key components of the project charter. And then we will go into more detail and forth from all those components. So you have here listed the key component of this document. The project objectives and the business case are often included in these documents. So the business would stepped the outcome they want from the project and any benefits and why is it worth doing? We will review the scope in more detail in the following slides. The schedule that the state will be very simple. Some high-level timeframes with an end date will see this. We know we have some examples at the end of these slides. We will review this. The budget. We will also review which type of Richard is expected at this stage of the project. As mentioned, the risks are important early in the project, so we will need to list them as part of this document. Then the project team stakeholders, we discussed that already, but we will go into more detail on project structure and stakeholders list and rights. And if possible, we'd like to confirm early in the project who will be the approvers for these projects. So most of the components listed here will be refined during the next phase, during the planning phase. So this is a suppose what I had mentioned earlier in this course is that some components will be seen in initiation and then reviewed in planning and then monitored and managing execution. So that's something to bear in mind. Sometimes some of these components here can only be defined later on. Sometime the initiation goes so fast that the risk, for instance, is only in the budget, can only be fine-tuned during planning, but we stick to the theoretical view and hopefully we'll have all these components included. 15. Scope during Initiation: introduction: Welcome back to the course. So the first thing to define when we start a project is what are we doing? So this is what we call the scope. Sometimes is called requirements. You will see later on that you know, the scope and requirements could mean the same thing more or less. And we'll see this COP is more high level, it's more than the boundaries. And requirement is more detail what's inside requirements? The terminology that business analyst law like, like to youth. So what is important bearing in mind that we are only initiation and the project might not even go ahead. What we need to bear in mind is that we don't want to get bogged down into too much detail sometime we don't have a lot of time either. So the scope during initiation, it has to be very high level. We want to make sure that we have included all the big chunks, all the big components of the project. So this is, this is critical because if you forget one of the big chunks, then it's, the more you progress in a project of the more difficult it is to bring it back. If it's a small detail that then that that's easier. But what is as important as what is in scope is what is out of scope. It you have to make it very clear on the document that we do not do this. We do not do that. Imagine you're an executive and you have the assumption that something is included in the project only to realize halfway through the project that it was not included. So this is why you, you, you, you give them a chance. You say, well, this is out of scope. This to make it clear, we are not doing this. And then they Executive She has the opportunity there to say yes, but I want it in and then it's not too late because the budget hasn't been locked in yet. We can go back, increased the scope and Crito scheduled whatever. But at this stage, it's it's still okay. The more you progress, the more difficult it will be. So now when I suggest we do is we have a look at an example. 16. Cost during Initiation: Example: I'm just going to show you an example here that I think will show you the level of detail that is sufficient in a scope. Let's take the example of a website that needs to be stood up. A managing director wants to start selling its product on the website. He doesn't have a website, but he does have the resources to write the content. And it needs a project for someone outside his team to set up the infrastructure around the website. The project statement would look something like this. The project will include and that means that the project will have in scope is the sourcing and registration of the hostname, the infrastructure for hosting the website, design, build rollout, security testing, and setting up the ongoing maintenance we said with third party. So we can add more words to this. We can, I suppose at this stage to say as much as we can. But usually we don't have that luxury and we just yet, this is what we want. And this is on the high-level, what we would like the project that either out of scope as to avoid any misunderstanding with the project team when the business will engage a project team is This will be out of scope. We don't want you to write the content of the website. We will take care of the policy approval and the ongoing maintenance of the website. We really don't want you to do it. We just want you to organize the maintenance for it. So we doesn't have to be complicated. Just few bullet points like that. I usually enough. If you have someone from business who whoever say, oh, that's a bit vague and then you can drill down a little bit. But as I was saying, usually has to be done very quickly. Don't pay attention to this. Just to highlight that. We can sometimes make things very simple, very complicated. 17. Types of cost: So let's assume we have someone from the business who has a project idea. Sometimes they've done all the hard work for us and they've done their own investigation and they already have a cost and it just hand us the paperwork. But at other times, they are requesting the project team to pick the other cost for them. So obviously this is assuming that there's a project team that can assist regardless of who's doing the cost. It's usually done on a very high level. So before we get started, I just wanted to highlight a couple of ways that of course can be calculated. The first of course, estimate is the rough order of magnitude ROM estimate. You will hear that. So that can be done by a combination of expert judgment. Top-down estimating, an analogous estimating. The Rome estimate is perfect for an initiation. It's something that is very highly though, but still it gives them an ID if they can afford it or not. An expert just can be used sometimes is you have one of those gurus, for instance, to set up a website, as we said before, someone who says, Oh yeah, you want to set up a website, have all the infrastructure done that's going to cost you around 200 grand or the likes. So that's something that is sometime, sometime used. We want to kick off the project quickly. We free up the $200 thousand and then we will get started. Another method that is used is called the top-down estimating. And it's the high level estimate as well that is, but it's calculated by adding all the high level components of a project together. For instance, you for the website without the cost of the materials, the course of the of the contractors and the likes. And you would add all that up and I would give you a high level ID. So it's very similar to the next one, which is the analogous estimate. It's an estimating that is being done by using a previous example of something that has been done that is very similar. So this is more, this is what I was saying. This is perfect for initiation because it's high level at this stage, yes, The business is expecting a plus-minus and three-point estimating that we'll be seeing in the next slide. The second type of estimate, it's called detailed estimate. There's only one way to have a detailed estimate. It's just to the bottom. When we go into planning, we'll see how this is actually used. We can sometime also called this definitive, which is a bit scary in initiation to have a definitive budget when we know all the smaller components and we add them all up. We are usually pretty close to the final estimate. So this is more suited for the planning phase? Yes. 18. 3 points estimate: So I mentioned when we discussed the rom, the three-point estimation. I just find that to be a bit tricky because if you go to the business and you tell them this will cost you $200 thousand plus or minus the plus being the worst-case, minus being the best-case, then it doesn't usually fly. When you say, well, you could pay it, that will cost you 200 thousand, but it could go up to 300. Fascinated, usually a bit scared. So but they lacked the lag, the best-case. But they don't really like the worst-case. But it's sometimes with rum is to be expected. We are on a high level stuff. So please bear in mind that this is only a rough estimate and you could have some additional cost to read, but we could have also read Miranda and I reviewed this case. 19. Project cost example at Initiation: I want to give an example. So just to show you that once again, initiation phase doesn't have to be too granular. Following on the previous example, I'm just reminding being simple here quickly. The example of a website that is being setup. So the CIO of the company has estimated the cost of this website and you will be around 520 K. So infrastructure 200 k, design, build and test 200 K. Security testing, 100 K, ongoing maintenance, 20 K, you add all that up. You have 520 K. So the CIO, It's you will have an expert judgment even if the project is our tools, the CIO of the company needing the project, they will come to you and I will say, yep, you want to have that done? These guys can this company can do do it for you and it's usually around 520 K to be precise, because of this maintenance that comes at a 20 extra. So this is the example that you would have when you rely on expert judgment to do the estimate. So that's pretty much it for the cost. Once again, when we go to planning, we will be a bit more granular on how we can come up with the course. But initiation, It's all happening quickly. They want to know on a high level how much it will cause they're going to get approvals. They can add a little bit on top if they use the three-point estimating so as to make sure that they can cover some a little bit of contingency there. But that's all that is required. And in your project charter, you would add statement, project cost, and you would just list this. And that would be perfect. Once again, like for the scope, if you know more if you can be more granular, yes, by all means, go for it. But usually you don't have that luxury. 20. Stakeholder part 1: Introduction: Welcome to the stakeholder management part of the course. So in project management, there's a lot of stress on delivering on time and on budget. But for me, the project is not a success. If at the end of the project you have stakeholders that are unhappy, it doesn't matter who it is. For me, it's not a success. Just to give you an example. You could be on time and on budget. But what you deliver is not exactly what the business wants. It is what we agreed to do at the beginning of the project. For them. Everything has been signed off and the likes, but they're not fully satisfied. So why are they satisfied? Did did, did we really engage with them during the life of the project? Some project managers really don't like to engage too much with the business and ask them how they are and if they are happy with what we're doing because they are concerned that the business will come and say, Actually, I'm not really happy with that. And the project managers, we then have to do a lot of work to include this. But for me it is something I'd like to do. So I want to know I want to know how they feel about what we're doing. I want to know if they have maybe they changed their mind somehow. I want to know that. I need to know that in order to quote-unquote track of stakeholders, we need a tool. So there's a tool that is commonly used. It's called the stakeholder matrix or the stakeholder engagement metrics. So it's being done in two parts. The first part will be to come up with a list of all the stakeholders. And the second part would be to assess the stakeholders. We would assess how interested they are in a project, and we will also assess the influence that they could have on the project. So that's very important. So during part two, we'll review another way to track stakeholders. So it's not part of the formal project management methodology. So that's why I have it in part two. It's more my own stuff. It is part of the framework that I've created. It's actually a tool that, um, that have created and an amusing that has served me very well over the years. So I'd just like to suggest it as well as another way for you to quote unquote track stakeholders. But for the moment, we stick to the formal methodology and we start putting together a stakeholder matrix. 21. Stakeholder part 2 Stakeholder definition: First, let's have a look at the definition of a stakeholder. A stakeholder is anyone involved in the project are being impacted by it. Who are you working with? So that could be, That's the obvious ones that your team, your peers even influenced the project management. You are working with. Who we receive the benefits of the project that's more around the business. External customers to users be receiving some of the benefits who can enter up the project? I think this is something that is often forgotten. Yes. The business wants this, Yes, The protecting me super motivated, that if someone can come late field and out of the student, interrupt the budget to project that. That is something that needs to be done. I mean, in government for instance, you could be running on the project very happy. Everybody's happy, but there's a budget cut. And that's something that you need to keep an eye on, so they will be part of your project. It would be a stakeholder that we need to maintain the relationship with if we can, or at least be aware of their presence. Who provides the money that obviously your stakeholder as well, who will operate the end product that uses the contractors, suppliers. So we need to put a stakeholder list together. One way to go about it is to start on a stakeholder matrix where we put all the stakeholders and we categorize them based on their interests and their influence on the project. First of all, we have some stakeholders that don't have much influence, don't have much interest. So we will monitor all those so they're more or less, they cannot really impact the project and don't have a strong interest in a project. Now, if we move to the left, to the right, sorry, we have the stakeholders that have low influence. They have high interest in it. Top-left will have some stakeholders that are very high influence and they have a low interest, yet we need to keep them satisfied. But I'll come back to this one because this is my favorite. And then you have the high influence, high interest, and you need to manage those closely. Those are the guys that can have a lot of influence on the, on the project and are very interested in it. This is the girls are more or less you need to keep happy. Another way to manage closely, I would say keep happy that Martin, my favorite grouped to keep track on because they are the other one lurking is this group here, the high influence, low interest. It's more or less the stakeholders who sometime they are just against the project. So that's why they have low interest. But they could interrupt the project potentially because they do have high influence. This is the group that how would personally be very aware of? I mean, the one that have high interest. You could argue that as they have a high-interest, don't worry about getting in touch with them because they will get in touch with you because they are interested. So this is why for me, I think the top-left is as if not more important than this one. 22. Stakeholder part 3 Stakeholder Matrix example: So busy slide. But there's nothing like an example. So let's say we have a project, a software development project. Then we have managed to list all our stakeholders here. So if we look on the left-hand side, there's a Project Manager, Task Manager, Development Manager. We have the business analyst, we have the infrastructure team lead finance managers, senior user and etc. So for instance, a project manager who has high interest and I'm sorry to say he has medium influence. It doesn't have that at high-end influence on the project. Obviously, you can, you can make the he can influence the outcome of the project by speeding things up when he can. But at the end of the day, you cannot just say, stop this project. That's not the role either. Desk manager is being assembled. Someone is just testing. Of course they have high interests because they, they are the one that we'll be testing the thing. And, but an influence is medium. Once again, it can really stop it. So we'll have a look at the communication colon. At the end of this. Development manager, he's got all to high-interest, I would say medium influence business and that East High them even lower influence. That's just an example. I mean, obviously you would have situation where our interests and influence, excuse me, it's different infrastructure team lead. And then we go to the finance manager. So the finance manager would have a low interests sometimes in a high interference. So this is the scenario we're saying before, and that's why I say it's really for me a key one. You wouldn't show much of interest. But at the end of the day, you could say, sorry, we had to pull your budget and give it to another project if he's not really. So this is why it's very important to have a strategy to deal with this finance manager. The senior user. Same thing, low-interest, maybe something you didn't want to go with. Another new product. It doesn't add new software. But he's got a very high influence at the end of the day if we do all this work and he says, No, sorry, not happy with this, then that's something that we have the length of the project, try and influence him or her. Then you go down the list, operation manager, business representatives. The last one I want to mention is a senior executive is in a category obviously high-interest, higher interference. So those are also the one that you need to manage closely. But at least as I was saying, you would see them, it wouldn't be lurking in the dark as opposed to maybe some finance manager or the senior user. So don't, don't, don't take this as a, as a, as a truth for all projects is just it just one example of how things could could be, you could be on the project where, for instance, the finance manager has a very high interest in it because it's going to improve. This is bottom line at the end of the financial year. So it, but it's just an example. 23. Stakeholder part 4 communication plan example: Something that was said in a previous slide. Regarding this matrix that can be used as a basis for communication plan as part of the project. Sometimes you have communication plan. And what I think is the best way to do it is to use this stakeholder matrix here. And a stakeholder management plan. If you want, you can call it this way. Two, more or less put your communication plan together so you kill two birds with one stone. Here you have your matrix. By the way, this is not something that can always be published. For obvious reasons. You can tailor your communication based on the interest and influence factors. So if you take an example, the finance manager here, so I've already highlighted is high influence, but he has low interests. So I need to find some type of strategy to to to more or less raises interest and to make sure it doesn't come at the last minute to know to take some money off the project. So what I have here, for instance, I tend to communicate regularly, keep closely in the loop on any budget related matter matters. The senior user, you would have the part of the steering committee trying bringing in a steering committee or her and the attempt to communicate regularly outside the steering committee. So we will discuss the steering committee later on. But that's just to show the communication colon is used and how we will be communicating with resource stakeholders. And I want, just wanted to highlight the low and high, but we can very quickly go through the communication strategy. We would have reduced others. This manager will bring her to the productive meetings. We will send emails that way we will communicate with her. Development manager, will be part of Sam, part of the project team will be sent emails. The infrastructure team lead will be bringing to the project meetings to get his buying because sometimes they're working on so many projects, it's hard to get them interested. The operation manager in our communication we would have keeping in the loop by sending weekly reports will increase engagement and close to implementation date because the interests will grow as we get closer to the delivery date. The business representative will make her part of the weekly meetings and we will communicate with emails. The Senior Executive obviously it will be part of steering committee, will review the steering committee later on and then, and obviously, you can put some notes. And for instance, the senior user here denote is the reason why it's been put in a category as low-interest is E has not shown great interest in the project that's been focused on other more important projects. So there could be a reason. So it's been working on the very critical or the project and we roped him into this project and it's not fully with us, is not fully interested. So let's, it'd be dangerous because we could be as the user, the person using the product. And if he comes into play, then There could cause challenges to the project. So let's sit for stakeholder management. We have seen how to identify stakeholders of the project, or we can put them into a neat little list. And also in at least we can just more or less draft how communication plan. As it was mentioned earlier. I mean, we don't always want to publish this. This the way it is. We can probably remove the interests and appearance may be some stakeholders might not want to be seen in a category with low influence or the likes or something we have to be sensitive. It's more something we keep in our files. But the communication blend, obviously we we can tidy it up. We can remove the keeping a loop by sending weekly reports and comments like this. But we can say, well this, we will communicate with the steering committee of the email for a project meetings merges more, suppose, politically correct. So that's fit for stakeholder management. Next, we will look at the exciting risk-management part of a project. 24. Risk Management during Initiation: Welcome to the risk part of the initiation. So let's imagine we have a business person just got the informal approval to go ahead with the project. And she is quite excited and she wants to go for the initiation phase of the project quite quickly. She might be a little bit biased because she's so excited here and you want this to happen. So she might not be very open to someone telling her that there could be risks for the project. So it just a matter of during initiation, we wanna make sure that all the large risks are being naan by the executive team. We want to help her identifying some key risks that could potentially worst-case scenario mean that the project is being conserved or postponed. Remember, the scenario that I gave if you watched the video on the birth of project management, the queen said, well, if I know that I could have lost half my army, I would have gone to head with, with this project. So that's the same thing we need to make sure that the business, the executive team, everyone is aware of the key risk for this project. And we list them into the project charter and everybody sign that off. And then we are all aware of what's ahead of us more or less. So in order to, to track those risks, we use a tool is called a risk register. And the next video, we'll tell you how we can get started with that. 25. Defining Risk type: Welcome back to the course. To get started with putting together a list of risk where we can do is have a look at various risk types and see for each type, if we can identify Reesa, we can do that with a business or with the old project team actually, for that matter. To start with, we have the cost risks. That's an obvious one. What could go in the way of the project that will increase the cost of the project. And if this cost of the project as increased, what would be then the overall risk to the project. So there are some projects that have a very tight budget if you go over it more or less, this is a big risk. Models have more tolerance and in this case it's a little bit different. Schedule risks. If there is slippage in a schedule is at a big risk for the project. What could delay the project? What impact would the project have if there is a slippage in the schedule? For instance, you could have a date that is non negotiable at the end of it. All you could have data has been said, but if it moves, it's not a big deal. You could also have some reputational risks. If the project is not managed properly. Is there a reputation risks that could occur? Let's say you, you implement a website that has a lot of visibility towards external users. And if you more or less messy that up, that would be a big reputational risk for the company. Strategic risks. Is the project in line with the company's strategy? Or is there a big strategic change coming up? So if we know that there is a big strategy change coming out for the company in the next six months time is that there isn't going to pose a risk to the project at that point in time. That's something to think about. Then we have the legal risks, regulatory risks, contract risk. If we involved with both bodies, all these steps of risks. And finally, all risks associated with external factors or hazards are the rights. So in this category you could, you could, you could go nuts. You can put storms, floods, earthquakes, vandalism, labor strikes. So you could go completely nuts with these comments, hence, should prevail. Now, we have created a list of risks. The next step is to decide what we do with those risks. And this is the purpose of this next lecture, is to have a look at risk outcomes. What do we do with those risks when they occur? If they okay. 26. Risk outcome: Now we can have a look at what we do for a specific risk is five types of action that we could take. We could accept it, we could avoid it, we could transfer it, could mitigate it, or we could exploit it. So let's take them one by one quickly. But when we go into the risk register review, we will give an example of each one of those. So that would also add another layer to your understanding if I can put it this way. So what does that mean? We accept the risks, that mean that we are aware of it? Yes, we know that could happen. But if it happened, it happened. So be it. No problem. We are aware of it either. We don't want to do anything about it. There's nothing we can do about it, so we just accept it. We can also avoid it. Concerning the project is a bit of an extreme. But you can, what you can do is change the plan to avoid these risks. You can change the way you were planning to do things. Your project implementation strategy, for instance. Another thing you can do with arrays, you can transfer it to someone else. Say there is this risk. We don't really know what to do if it occur. So you can transfer it. And an example would be insurance. What you can do with the risk as well as to mitigate it or reduce it. So you take action to reduce the likelihood of the risk, or you have in place an action to take if the risk occurs. So if the risk occurs, you know what to do. Sometimes that will mean an increase in course of the project because we have to take some additional actions. But we'll see that as well. Risk can be exploited. So that only works for positive risks. Positive risks is a risk that if it occurs, That's good for the project Morris. An example, you could have caused the drop, for instance, and then that will mean more money in the budget. And if there's anything we can do to increase the chance of this, of this risk to occur, then we could take action. So it's a risk that we can exploit. So I know that the notion of positive risk is not easy to grasp. So that's it. So that wraps up the risk outcome. 27. Risk Severity: Welcome. In front of you is a table to assess risk severity. So the way it works is we need to know two components of a risk. We need to know the likelihood of the risk and we need to know the impact of the risk. And from that, we can detect by referring to the table the severity of the risk which could be low, medium, high, or extreme. So let's have a look at likelihood first. The likelihood can be almost certain, likely, possible, unlikely are rare, and the impact as significant, minor, moderate, major, or severe. So you will find some variations on this obviously from depending on where you work. If you know the likelihood of the risk, say, you know that a risk is rare if you know that the impact will be severe. So you know that you go there re or severe and they would put it high. Almost certainly. Could be someone being on sick leave, for instance, for the life of the project, yes, it's it's almost certain that someone will get sick at some stage. But the impact will be significant if it's one type of resource. But if it's another type of resource, the impact would be higher. And then you might want to do something in case that resources are sick. Just to give you an example. So as mentioned, the companies would have different criteria. This table would look different from depending on where you work. There is not one standard that's being used across the board. But I think that gives you a very good idea of how we can assess risk severity. It is not always done, but I think it's a good tool and I think if you do it, it would make you look good. That allows you also to put a little bit of perspective on the risk when someone comes to you and tell you, well, there's a very high risk that if this occurred. And then after you dig, you dig and you realize that the likelihood is unlikely and then the impact is only minor or moderate. And you can say, Yes, I understand your concern. The risk is in a risk register. But at the end of the day, the severities and the media. This is it for risk severity. Now we can go to the next part of the course. 28. Risk Register example: As part of the risk management process in initiation, we create what we call a risk register, which is a document Excel word order hikes that we list all the risks and the impact likelihood and severity, and the action that we take. So this is a register that has already pre-filled with a few examples. So I'll give you an example of each one of the outcomes that we discussed. So if we start with the first one, we put a risk number, we put a date raised, we put a debt. Risk cursory description here, a word on this red part, IF and then it's, it's good practice and it will make you look good if use this. I think it's a very good way to describe a risk using if, then otherwise it can become very fluffy. You can say, well what if this happens and the impact is not clear? So that really forces you to login risks in a very structured way. And it makes the impact very clear as well. So if the flight is canceled, then the budget will be impacted. So what is the impact? We have? Put the impact it has major. We have decided the likelihood is possible. We go back into our major and possible, possible major here. Possible here gives us a severity of high. Severity. He is high. We need to allocate an owner for each risk if it's if it's if he stays open. So who will be actively managing the risk? If the risk occurs, who will address, address it? So it's very important that if you are the project manager to avoid to have your name here, unless it's really a project management risks. But It's not always a project management is sometime you have to lag for the issue login. We will see later on, you need to make sure that someone actually owns the risk, monitors it for you, keeps an eye on it for you, and he's ready to action if the risk takes place. So that's that would be reviewed or so as part of the roles and responsibilities, it's very important to have a stakeholder responsible for each of the project component, the action. So we have decided that we will be transferring this risk. We took travel insurance for instance, I could be an option to transfer it. You pay a premium upfront. This way you avoid the risk. The risk is still open obviously because silica. But if he does occur, then you know what to do. You have an ad com, you have an action, you have someone to do it. So this is the first example, transferring the risk. If we go to the next line, if the IRS trend strikes in Paris, for instance, very unlikely, I know, but then we will not be able to travel to Madrid. The plan go on holidays. Your plan is to take the trend from, from Paris to Madrid. So the impact you rated as major, it's unlikely. But if you look in your matrix and you'll notice the severity is still marked as high, so the owner will be done. Here. You've decided to avoid the risk. Yeah, I don't want that risk to occur. I don't even want to be worried about it, so I want to avoid it. So forget about the trend. I will rent a car instead. Then you can close that risk. This is not a risk anymore. So you don't want to drag this risk along with the project with you because it's close. Someone raised it, you've avoided it so close, gone. Here is the next risk, the risk number three, say if it's running even in the ring heavily during the week, then the company will not be comfortable. Bit of an understatement, but just to give you a very simple holiday example. So the impact you see there's moderate, not the end of the world. And the likelihood is unlikely. And that gives you a severity only of medium. So it's not high, It's a severity of minium. The poor John is still responsible for this, responsible for everything. But you decide to accept this risk and you close at-risk. You say, yeah, it might rain. Yes. Well, thanks for raising it, but I accept it. You wouldn't have these two risk like this in a risk register because you would take one or 21 of the two oxygens. But just for this example, that's worth, I'm free a freebie. If you have the same risk here, same impact, likelihood severity, same owner. You will decide instead to mitigate it. So you plan some indoor activities just in case. So you would add an old bring some board games. You would just prepare yourself before the before the holiday projects start. You would prepare some activities to play. And also if this risk column, then you know what to do. And this risk stays open because you don't accept it. You mitigate difference with this one. Final example of a risk. If they are versus going to the beach, then we will not need to hire a car, and then we can save some money. That's an example of a positive risk. So the impact is moderate, the likelihood is possible. So the severity, quote and quote severity being positive, severity is, hi, John is still Yona. Action not come. You exploit this risk? Yes, we are aware this happen and if it happens, yeah, we can use the money saved to buy movie tickets, for instance, I think it shows, it shows, well what is a positive risks and how it can be exploited up. Think that the fact of having a positive risk is not very easy to understand. So I think with this example, hopefully that makes it slightly clearer. 29. Risk tips: To finish on risk with initiation, I just wanted to give a couple of tips. The first one is to include the key risks on your weekly reports, but also on meeting minutes. So that has a few advantage. First of all, for you as a project manager that reminds you of the key risks obviously. But that also allows your team member to be aware of the risks. Also allows your management to be aware of the risks and to be reminded of the risks. Yes, we're working on these, but we have those risks. Let's not lose sight of those. That allows everyone to check the status of the risks. So doesn't get lost into rich risk register. So not everybody. Actually, almost nobody would access the risk register apart from the Project Manager. So the risks have to be showing some way. And I think those two artifacts that are a good place for them. So you can, for instance, also use your weekly meetings to check if there are any new risks coming up. New team members would be happy to remind you of those. Also let you know if there's some that cannot occur anymore so we could close them. So it's a good practice. The second tip is to a formal risk review meetings. So what you will do is as early as you can in a project, ideally, in, during the initiation, you have a brainstorming session on risks. So what would this brainstorming slosh for more risk review meeting look like? So what you could do as a starting point when there's no risk there, you could use the risk type that we've seen before and then you would build your risk register. But ongoing in the project, what you can do is still try and bring everybody back and review the existing risks. Check if the severity as change. You can brainstorm in a new one. You can close the ones that are not valid. What is key for these types of meetings, attendance? You need to do your best to make sure that every part the business, every stakeholder attend these meetings. The reason is you don't want to have someone coming to you in the middle of the project and tell you, Well, what about that risk? Have you thought about that risk? But if that person has been invited for this early meetings, then they cannot say much because they have been there, they'd been involved. There have been given a chance to raise all the risks. So just a matter or so to cover yourself a little bit. Because there's always someone would come to you and say, What about that risk? So if you have your initial risk meeting and after you have regular risk meeting, you move the responsibility in a way from yourself to the, to the Broad spectrum of stakeholders. We have to take responsibility for these risks together. So it's not a project manager's concern only frequency. We mentioned one initial meeting when we start with a blank page or some gestures we put together all at the business knew that we knew and after every month or every quarter, depending on the length of the project. So that's pretty much it for the risk management. Thank you for your patients. So now we will be discussing the project structure. 30. Project Structure Introduction and basic structure: Welcome back to the course project structures. So towards the end of initiation, when is a good chance that the project will go ahead? We put together a team, project team. So when you section, we will review different scenario, internally managed outsourced project structures. And we will see how they relate with other parts of the business. Let's have a look at a basic project structure, internally managed. No contractors know Fed buys. You are sitting here as a project manager. You have a team working for you. Sometimes. You have several teams. Sometimes. And if you work on several projects, you would have some moral several projects team members here as well. You have peers, you can have other PMs, they're working alongside you. You usually reported to a program manager. Program manager is a manager who manages several projects. So it's called the program. The projects can be related or not. But at other times you could just report it to an executive. A program manager implies someone managing several projects, but sometimes you would report directly to business area and Executive Director or even to a line manager. And that would occur if there's no program manager, if it's a smallish project, smallish entity, smallish company. So you would have all these types of reporting possibilities. If you're like an a you, you would have some times team leads, the team needs would have their own team members. Or you'd have some times team members working for you with a direct reporting line. One thing of note is you could have resources working for you 100% of the time, which is called a fully dedicated resource. Or you could have shared resource. You have a team member here, peter is actually a shared resource between yourself. And the other project manager here is working on two projects. So this PID of a red flag, you need to make sure that is worth litigation is as agreed. So if you can, in an ideal world, try to only have dedicated resource, but not always possible. Another scenario highlighted here, it's Mary. She shared it with BAU. That's even worse in a way because she is working for the business as usual team and the business which is your workload, is not linear. So they would have periods where they would work intensely and there'll be some other periods which little bit quieter. So definitely maybe another warning signal here to make sure that Mary works are allocated share for on this project. So as a bit of a risk mitigation, what you could do is when you have shared resource, you could put that on as you risk. A risk here, It's likely that the memory will be dragged along some BAU activities, especially if they do production support under the IT environment and the likes. To finish just a quick note, just to mention that this is called the matrix environment when the project manager takes resources from other teams. There. Just to give you an example of a basic project structure when the project is internally managed and there is no project office. And we will see the project trophies in the next slide. 31. Project Structure: Project Office: Welcome back to th