Project Management Training Series
If you’ve been assigned to manage a project, welcome to the world of managing deadlines, managing other people, and seeing a project from start to finish. This series is designed to walk you through the steps and processes you go through when managing a project. There are certifications out there, and this series does NOT grant you certification. It will provide you with the basic understanding of project management. In this first course, we’ll define what a project is, we’ll introduce you to the four phases of the project management process, and we’ll touch on some typical project constraints.
When you’ve been assigned a project, the first thing you need to do as a project manager is to develop a project charter. The project charter defines the boundaries of a project. It’s a document that you can refer to and look back at when you’re at a difficult point in your project’s timelines. It’s important to share this with everyone on the project so that everyone knows what is expected of them and when it’s expected. In this course, we’ll discuss the three parts that a project charter should contain: a summary, an outline, and the authorization section.
If you’ve ever worked on a project with a poorly-set, or tight deadline, you know it can be a high stress situation. You may have different people trying to meet different deadlines and any number of variables can get in the way. You may get pressure from the stakeholders to meet specific deadlines that seem impossible to achieve. When you’re a project manager, you need to be aware of timelines and how they effect the outcome of your project. In this course, we’ll discuss how to estimate timelines. We’ll go over task lists, project management software, and using your project charter to accurately estimate deadlines for deliverables.
Negotiating is an important part of being a project manager. Anytime someone reaches an agreement, a change, a commitment, an action, a result, or a price, negotiation is taking place. There will be projects when you need to use negotiation skills frequently, and sometimes there will be projects where you don’t negotiate at all. It all will depend on the project and every project will be different. A successful project management negotiation is a win-win situation, so that’s what we’ll be focusing on in this program. We’ll discuss preparation, making offers, deadlocks, concessions, agreement documents, and things that you’ll want to avoid when negotiating.
For most jobs, it’s important to be an excellent communicator. That’s particularly true when it comes to being a project manager. As a project manager, you’re going to spend a huge chunk of your time communicating, so you need to be good at it. Everything in a project is based on how efficiently we communicate. In this course, we’ll briefly go over the communication process, different ways to communicate, and the advantages and disadvantages of communication mediums used in project management.
To have a successful project, you need to be tracking and measuring the entire time. You can’t start a project, then not check in or check on updates until a week before the project is due. You need to be constantly monitoring deadlines, tasks, and other updates. In this course, we’ll help you determine what aspects of the project need to be tracked and measured, we’ll discuss different metrics to use, and talk about how to refine and improve the way you’re tracking your project progress.
As a project manager, you’re going to be wearing a lot of hats. One of those hats will be a magic genie hat for predicting the future. I know what you’re thinking. It’s not possible, but in fact, as a project manager, this WILL be one of your responsibilities. Some projects require you to anticipate what will happen in the next 6 months, 12 months, or even 24 months. And some projects will require you to make predictions based on what happened in the past. Scopes are going to change: whether it’s because a stakeholder wanted a change, because a client missed a deadline, or because the team fell behind for reasons outside of your control. As a project manager, you need to be prepared for change and you need to know how to handle it. That’s what we’ll go over in this program.
If you aren’t prepared for people problems as a project manager, you’re going to struggle. You need to be prepared to deal with people. This might be issues with lack of teamwork, inadequate communication, unclear roles, little or no motivation, conflicting priorities, clashing personalities, or changing of job roles mid-project. These people problems can be reduced if you take action before problems arise. They can be reduced by paying close attention to three things: the design of the project, the selection of key personnel, and how you define project roles.
Welcome to our series on Project Management. There are a number of different Project Management methodologies but these series will take a “general overview” approach to Project Management. In this course we’ll talk about managing a project manager.
As your project comes to a close, your job doesn’t end just yet. You must double-check to make sure everything was delivered correctly and on time, ensuring that the client’s needs were met. In addition, we recommend holding an end-of-project meeting to garner feedback from the project team. In this last program, we’ll discuss what important information should be gathered post-project to ensure more successful projects moving forward.