Dell Technologies DVPM Dell Volunteer Project Management Program

Dell Technologies DVPM Dell Volunteer Project Management Program • Location & Date • Trainers & Facilitators • • Trainer A Trainer B Trainer C Trainer D

AGENDA 10: 00 – 11: 15 Introductions, What is Project Management, Selecting a Case study 11. 15 – 11. 30 Coffee Break 11: 30 – 12: 50 Initiating and Planning (up to WBS) 12. 50 – 13. 35 Lunch Break 13: 35 – 15: 00 Remainder of Planning (Schedule & Critical Path) 15. 00 – 15. 10 Coffee Break 15: 10 – 16: 30 2 of Y Internal Use - Confidential Executing, Monitoring & Controlling, Closure & Q&A Project Management Skills™ e f i L For

Class Introductions – Round Table Introduction: Ø Name Ø Organization Ø Project you are working on Ø Why you are here? Ø What do you want to take away? 3 of Y Internal Use - Confidential

Course Objectives On completion of the course you will be able to: ü Identify the 5 project management process areas. ü Create a scope document. SUCCESS INITIATIN G ü Create a work break down structure (WBS). ü Create a schedule. ü Create a communication plan. ü Kick off a project. ü Monitor and control a project. ü Close a project. 4 of Y Internal Use - Confidential CLOSING PM SKILLS FOR LIFE PLANNIN G CONTROLLIN G EXECUTIN G

What is a Project? PM • Is a temporary endeavor with a definite beginning and end and • It creates or produces a unique product, service or result, something that must be completed or created WHAT ARE THE KEY COMPONENTS OF A SUCCESSFUL PROJECT? 5 of Y Internal Use - Confidential

What is Project Management? • A Process • A controlled way to get a piece of work started and finished Why is project management important? Who should be responsible for tasks? What can impact the outcome of the project? 6 of Y Internal Use - Confidential PM

Team Organization Chart Sponsor Individual that provides support and/or obtains financial funding for the project. Someone who has a vested interest in the project. Project Manager Works with the team to develop a schedule and discuss potential risks. Responsible for ensuring project is completed on time, within budget, and on schedule. Team Members Individuals appointed and selected or volunteers that work together on the project completing tasks or deliverables. Stake holders Individuals or organizations that have an interest either positively or negatively in the project’s execution and project outcome. 7 of Y Internal Use - Confidential PM

What is a Sponsor? • Individual that provides support or obtain financial funding for the project • Someone who has a vested interest in the project – A key stakeholder – Helps lift Roadblocks Example of sponsors – Member of the management team – Board of Director or association member – Client or customer 8 of Y Internal Use - Confidential PM

What is a Project Manager? The person responsible for the day to day management of the project DISCUSSION: WHAT ARE SOME RESPONSIBILITIES OF A PROJECT MANAGER? 9 of Y Internal Use - Confidential PM

What is a Stakeholder? PM • Someone who has a negative or positive impact on the project and can influence the expectations and deliverables. • Examples of stakeholders – customers, suppliers, vendors, endusers, team members and project sponsor Discussion • Who were the stakeholders on a previous project. • How about your next project? 10 of Y Internal Use - Confidential

What is a Team Member? IMPORTANT CHARACTERISTICS OF A PROJECT TEAMS ARE: • Individuals who are appointed, selected, or volunteer to work together on the project • Individuals who have diverse skills and talents to complete tasks and will provide expertise to make project decisions 11 of Y Internal Use - Confidential PM

Team Discussion DISCUSSION: TEAM DIRECTORY TEMPLATE 12 of Y Internal Use - Confidential PM

Project Team Discussion PM • DISCUSSION ABOUT THE TEAM RULES q When will the team meet (weekly, bi-weekly, monthly)? q Who will set the agenda and organize the meeting time? q How will the team decide issues? q Who will write the meeting minutes and distribute? q How will the team handle changes? 13 of Y Internal Use - Confidential q How does the team resolve conflicts and ensure tasks are completed? q Who will talk to the customer? q Who will report project status to all stakeholders? q Decide when to celebrate the project’s completion date?

Class exercise • IDENTIFY A PROJECT FOR USE AS YOUR CASE STUDY – Break into groups – Decide as a team – 5 – 10 minutes 14 of Y Internal Use - Confidential

Agenda 10: 00 – 11: 15 Introductions, What is Project Management, Selecting a Case study 11. 15 – 11. 30 Coffee Break 11: 30 – 12: 50 Initiating and Planning (up to WBS) 12. 50 – 13. 35 Lunch Break 13: 35 – 15: 00 Remainder of Planning (Schedule & Critical Path) 15. 00 – 15. 10 Coffee Break 15: 10 – 16: 30 15 of Y Internal Use - Confidential Executing, Monitoring & Controlling, Closure & Q&A Project Management Skills™ e f i L For

Project Management Processes SUCCESS INITIATIN G CLOSING PM SKILLS FOR LIFE PLANNIN G CONTROLLIN G EXECUTIN G 16 of Y Internal Use - Confidential

Project Management - Process Groups I • Step 1: Initiating I • Step 2: Planning P • Step 3: Executing E • Step 4: Monitoring and Controlling C • Step 5: Closing C 17 of Y Internal Use - Confidential

1. Initiating Process I SUCCESS INITIATIN G CLOSING PM SKILLS FOR LIFE PLANNIN G CONTROLLIN G EXECUTIN G 18 of Y Internal Use - Confidential

Initiating Process • Determine and decide what product or service is being developed • Collaborate and clarify the project need • Assign or appoint a project manager and sponsor • Gather any information to help understand the requirements of the project by answering the what, when, who, why, where and how questions • Development of the project charter • Agree and sign off scope • Agree change control process 19 of Y Internal Use - Confidential I

Initiating Process Questions to ask • Why is the project being initiated? • Who is this work being done for? Who is the project sponsor and the project stakeholders that might use the final product, service, or results? • What are we going to deliver? What work doe we need to complete; what resources and funds do we need to produce these deliverables? • When will we produce these deliverables? When will the stakeholders review them? When will the project sponsor approve and accept the final project outcome? • Where will the deliverables be used? • How are we going to achieve the project’s goal and objectives? How will success be measured? 20 of Y Internal Use - Confidential I

Initiating Process - Example • What Organise a Table Quiz Night to raise funds • When The Table Quiz Night will take place in October • Who For charity friends, families and community members • Why Require to raise money for charity • Where To be held locally (Venue to be confirmed) • How 21 of Y Internal Use - Confidential Assign committee, project lead, to meet regularly to review progress, assign actions and monitor and control. I

Initiating Process EXERCISE 2 • Use your Case Study project to identify… – – – What are you going to deliver or accomplish ? When will you produce deliverables ? Who are your stakeholders ? Why is the work necessary ? Where will the product be used ? How will you accomplish and manage the objectives ? 22 of Y Internal Use - Confidential (Exercise 2 in the Project Management Skills for Life document) I

Project Charter • Documents the answers to the project questions: – – – Why, Who, What, Where, When and How 23 of Y Internal Use - Confidential I • The project charter is a document supported and approved by the sponsor. • This document provides the project manager authorization to start the project.

2. Planning Process P SUCCESS INITIATIN G CLOSING PM SKILLS FOR LIFE PLANNIN G CONTROLLIN G EXECUTIN G 24 of Y Internal Use - Confidential

Planning Process P The planning process is to identify and organize the components of a project that will be required to develop the product or service. The project manager and the team work together to • Write the scope of work • Identify risks to the project • Create a work breakdown structure • Plan how to manage risk • Identify resources to complete tasks • Make a communications plan • Estimate time for tasks and prioritize the tasks • Develop a change management plan 25 of Y Internal Use - Confidential • Identify items that need to be procured for the project

Project Scope Defines the project description, it’s boundaries and acceptance criteria. Provides a common understanding of project expectations 26 of Y Internal Use - Confidential (Exercise 4 in the Project Management Skills for Life document) P

Scope Statement Clarifies and expands in the information in the project charter and adds – Constraints › The boundaries – Assumptions – Risks – Summary of what’s “Acceptable” for the customer 27 of Y Internal Use - Confidential P

Scope Statement - Example 28 of Y Internal Use - Confidential (Exercise 4 in the Project Management Skills for Life document) P

Scope Statement P EXERCISE 4 WRITE A SCOPE STATEMENT 29 of Y Internal Use - Confidential (Exercise 4 in the Project Management Skills for Life document)

Project Work Breakdown Structure (WBS) The Work Breakdown Structure (WBS) is a checklist of all the work required to complete the project - the tasks and deliverables STEPS TO CREATE A PROJECT WBS: §Identify tasks or activities §Arrange the tasks into appropriate work-streams §Appoint work-stream owners 30 of Y Internal Use - Confidential §Identify deliverables and milestones P

WBS Sample Venue 31 of Y Advertising Fund-raising Quiz Resources Prizes Select Venue Select Methods M/C Book Venue Book Service Q&A Admin Seating Plan Social Media Sound system Club PROs Lighting & Heating Internal Use - Confidential P Raffle Sponsorship Q&A Pre Sales Select Q&As Collect Money Float Review Timing Scorekeepers Personalise Money Safe Scoring system Prize Givers Storage Tickets Score board Celebrity Transport Comms system

Class Exercise P CREATE A PROJECT WORK BREAKDOWN STRUCTURE • Identify tasks or activities • Identify work-stream owners 32 of Y Internal Use - Confidential

AGENDA 10: 00 – 11: 15 Introductions, What is Project Management, Selecting a Case study 11. 15 – 11. 30 Coffee Break 11: 30 – 12: 50 Initiating and Planning (up to WBS) 12. 50 – 13. 35 Lunch Break 13: 35 – 15: 00 Remainder of Planning (Schedule & Critical Path) 15. 00 – 15. 10 Coffee Break 15: 10 – 16: 30 33 of Y Internal Use - Confidential Executing, Monitoring & Controlling, Closure & Q&A Project Management Skills™ e f i L For

Project Schedule • Scheduling allows for the P • To complete the project schedule, project manager to manage, – determine the time for each task monitor and control the project – assign a resource who will be tasks and resources responsible for the task – provide an estimate of time to complete each work stream and the project overall 34 of Y Internal Use - Confidential

Project Schedule DISCUSSION : HOW TO ESTIMATE TASKS 35 of Y Internal Use - Confidential P

Critical Path Method (CPM) The critical path is the sequence of tasks that requires the longest duration to complete, with no extra time. 36 of Y Internal Use - Confidential P

Critical Path Method (CPM) This diagram shows six tasks in the project schedule. Tasks A, C, and F are on the critical path, which means if one of these tasks takes longer than expected, the project will not meet the deadline. Start wk 1 A A B B P wk 2 wk 3 wk 4 wk 5 wk 6 Select Venue & Date/Time Select Spot Prizes C D C Create Advertising D Book Audio Equipment E E Design Spot Prize Giveaway F 37 of Y Internal Use - Confidential F Advertise Event wk 7 Finish

Critical Path Method (CPM) This diagram shows how Task A took longer than expected, which affected when Tasks C & F could start and added 1. 5 weeks to the original schedule. Start wk 1 A A B B wk 2 P wk 3 wk 4 wk 5 wk 6 wk 7 Finish Select Venue & Date/Time Solicit Spot Prizes C C D D Create Advertising Book Audio Equipment E E Design Spot Prize Giveaway F 38 of Y Internal Use - Confidential F Advertise Event

Class Exercise CREATE A PROJECT SCHEDULE 39 of Y Internal Use - Confidential P

Project Quality • Understanding the desired outcome the team can work together to build quality into the project. • Develop the list of checks that can be put in place to ensure the project is successful and meets stakeholder expectations • Monitor quality throughout the project. 40 of Y Internal Use - Confidential P

Project Communications Develop a plan that answers the following questions: what, when, who, where and how. – What needs to be communicated? – When does the information need to be distributed? – Who should receive the information (all stakeholders)? – Where should the information be distributed? – How and what format should the information be presented? It’s important that the receiver of the communication is receiving and understanding message 41 of Y Internal Use - Confidential P

Communication Matrix 42 of Y Internal Use - Confidential Document Name Issued By Issued When PM Meeting minutes PM Fri am X Progress reports PM Mon pm X Risk Log PM Mon pm Project plan PM P Sponsor Project Team Tech Expert Functional Manager Customer X X X Mon pm X X X Test plan TM July 1 st X X X Schedule PM June 27 th X X

Project Status Report The project status report is completed by the project manager on a regular basis. COMPONENTS OF THE PROJECT STATUS REPORT • • • 43 of Y Internal Use - Confidential Project Title Project Manager Report Date Current Status Activities completed during this period Activities planned until the next meeting Issues and Resolutions Changes to project scope Problems, Risks or Concerns P

Fund-raising Quiz - Status Update (10 th Jan) Scope / Deliverable Pub Quiz Milestones P Y Baseline Status 1 st Feb Y Implement Advertising Plan 14 th Feb G Team: Formed team and hosted kick off meeting [3 rd Jan ‘ 14] Secure sponsorship / prizes / raffle 14 th Feb G Venue: Short listed suitable venues [6 th Jan] Book celebrity & team 1 st Feb G Sponsorship: Listed potential sponsorship sources [6 th Jan ‘ 14] Event Infrastructure in place 27 th Feb G Advertising: Set-up Facebook page for event [15 th Jan] Host event 1 st Mar G To fund raise € 5 k for Cancer Care West by hosting a pub quiz in Limerick on the March ’ 14 for Limerick RFC 1 st Recent Achievements Book Venue Next Steps / Focus Areas • Venue: Visit short listed venues and rank accordingly to preference [mid-Jan] • Sponsorship: Contact potential sources in person to discuss opportunities [end-Jan] • Advertising: Investigate advertising options and costs associated. Contact rugby PROs [mid-Jan] • People: Contact rugby personalities to book appearance for event [20 th Jan] Issue/risks Mitigation Impact Owner Risk: Lack of pre-sale tickets makes it difficult to ensure venue is right size Get yard stick numbers from RFC involved Quality and funds raised John Smith Risk: semi-pro pub quiz teams may target fun event and win all prizes Investigate implementing random team selection. Quality of event Jane Doe 44 of Y Internal Use - Confidential 44

Successful Meetings TIPS FOR CONDUCTING SUCCESSFUL MEETINGS: – – – – 45 of Y Internal Use - Confidential Determine meeting place and time Conduct the meeting with an agenda Ask all members to report their status on tasks Identify any new risks or issues Discuss solutions to issues Ask members if they will meet their task deadline End each meeting on time and announce the next meeting Send out meeting minutes P

Sample Minutes Fundraising 46 of Y Internal Use - Confidential P

Project Risks P DISCUSSION: IDENTIFY, DOCUMENT & EXAMINE PROJECT RISKS Note: Risks can be positive (opportunities) as well as negative 48 of Y Internal Use - Confidential

Procurement planning • The project manager will need to understand the contract requirements • Create a plan to monitor any changes to contracts that occur during the project • At project completion all contracts are closed 49 of Y Internal Use - Confidential P

AGENDA 10: 00 – 11: 15 Introductions, What is Project Management, Selecting a Case study 11. 15 – 11. 30 Coffee Break 11: 30 – 12: 50 Initiating and Planning (up to WBS) 12. 50 – 13. 35 Lunch Break 13: 35 – 15: 00 Remainder of Planning (Schedule & Critical Path) 15. 00 – 15. 10 Coffee Break 15: 10 – 16: 30 50 of Y Internal Use - Confidential Executing, Monitoring & Controlling, Closure & Q&A Project Management Skills™ e f i L For

3. Executing Process SUCCESS INITIATIN G CLOSING PM SKILLS FOR LIFE PLANNIN G CONTROLLIN G EXECUTIN G 51 of Y Internal Use - Confidential

Executing Process • The planning is now complete • Project kick-off – Team can begin working on their assigned tasks – Begin procuring for the project – Progress meetings with the team and sponsor › See Monitoring and Controlling slide • Communications are ongoing during this phase. • Encourage mentoring with team members during the project 52 of Y Internal Use - Confidential E

Executing Process PROCURING RESOURCE RECOMMENDATIONS • Understand the requirements of the product or services • Follow a process for soliciting bids • Negotiate terms with vendors or suppliers and have legal expertise review the contractual agreement • Implement a billing and payment plan • Project manager and team ensure the quality and requirements are being met 53 of Y Internal Use - Confidential E

4. Monitoring & Controlling Process SUCCESS INITIATIN G CLOSING PM SKILLS FOR LIFE PLANNIN G CONTROLLIN G EXECUTIN G 54 of Y Internal Use - Confidential C

Why Monitor & Control ? The Triple Constraints 55 of Y Internal Use - Confidential C

Monitoring and Controlling Process • Review and track the progress of the project • Manage project issues and change requests • Review the scope statement at periodic times during the project to ensure objectives are being met • If you make many changes to the scope, obtain sponsor sign-off 56 of Y Internal Use - Confidential C

Issue Log C WHAT IS THE ISSUE LOG? 57 of Y Internal Use - Confidential

Change Request Log WHAT IS THE CHANGE REQUEST LOG? 58 of Y Internal Use - Confidential C

On-Going Activities C The following activities, are on-going activities that are completed throughout the project. § Time Management § Communications § Managing Risks, Issues & Changes § Controlling the schedule § Monitoring the budget § Quality control 60 of Y Internal Use - Confidential The Triple Constraints

5. Closing Process C SUCCESS INITIATIN G CLOSING PM SKILLS FOR LIFE PLANNIN G CONTROLLIN G EXECUTIN G 61 of Y Internal Use - Confidential

Closing Process This is the end of the project and these activities are conducted: 62 of Y Internal Use - Confidential › › › Lessons Learned Final Work Contract closeout Sponsor sign-off Celebrate ! C

Lessons Learned DISCUSSION: WHAT WERE THE SUCCESSES & FAILURES OF THE PROJECT? WHAT COULD BE IMPROVED? 63 of Y Internal Use - Confidential C

Final Work • Complete any paperwork and all documentation for the project • Assign a person who will keep the records for similar future project work 64 of Y Internal Use - Confidential C

Contract Closeout C • Complete all paperwork and contracts associated with the project • Obtain an approval from the sponsor • Obtain customer sign-off 65 of Y Internal Use - Confidential

Celebrate! DISCUSSION: CELEBRATING THE CONCLUSION OF THE PROJECT 66 of Y Internal Use - Confidential C

Summary & Review SUCCESS INITIATIN G CLOSING PM SKILLS FOR LIFE PLANNIN G CONTROLLIN G EXECUTIN G 67 of Y Internal Use - Confidential

Summary & Review • Defining what is project management and a project • Identifying the five process groups • Describing the roles of team members and how they interact during a project • Writing a project charter and scope statement • Creating a project plan—the work breakdown structure, schedule, resources and the critical path 68 of Y Internal Use - Confidential • Understanding potential project risks • Building quality into the project • Procuring of products and services • Communicating from the project start to completion • Monitoring, tracking, and reporting on the project’s progress • Training and mentor team members

Summary & Review A PROJECT • Is a temporary endeavor with a definite beginning and end • It creates or produces a unique product, service, or result 69 of Y Internal Use - Confidential

Summary & Review You are now aware of the five processes commonly used to manage projects: üInitiating üPlanning üExecuting üMonitoring and Controlling 70 of Y Internal Use - Confidential üClosing

Summary & Review THE FOLLOWING BASIC QUESTIONS NEED TO BE ANSWERED WHEN STARTING ANY PROJECT: • What are you going to deliver or accomplish? • When will you produce deliverables? • Who are your stakeholders (customers, sponsors, end users, team members)? • Why is the work necessary? • Where will the project outcome be used and/or delivered or built when appropriate? • How will you accomplish and manage the objectives? How will you measure success? 71 of Y Internal Use - Confidential

Summary & Review • It is important to train and mentor the individuals involved with the project. • Throughout the project it is extremely important to communicate with all stakeholders and to document and share information regarding the status of the project. Without communication, you cannot be successful! • Ensure that any contractual agreements used during the project are closed and that all of the appropriate invoices are being processed for final payments to be successful. 72 of Y Internal Use - Confidential

Summary & Review • Project Sponsors typically take responsibility for signing off on the completion of all the agreed upon work. • Others stakeholders may also wish to be involved in the signoff process. 73 of Y Internal Use - Confidential

Fun Quiz • Q 1: What are the 5 project management process areas in correct order ? a) Initiating, Controlling, Monitoring, Closing b) Scoping, Planning, Delivering, Closing c) Initiating, Planning, Executing, Controlling & Monitoring, Closing d) Initiating, Planning, Controlling & Monitoring, Executing, Closing 74 of Y Internal Use - Confidential

Fun Quiz • Q 2: What is the key output of initiating phase ? a) Determine the schedule b) Determine the risks c) Determine the actions, owners, dates d) Determine the high level project scope e) All of the above 75 of Y Internal Use - Confidential

Fun Quiz • Q 3: What does the project charter mainly consist of ? a) Completion dates b) Project description c) Project deliverables d) End user or customer e) Project assumptions, constraints, and risks f) All of above 76 of Y Internal Use - Confidential

Fun Quiz • Q 4: What is one of the main roles of a project sponsor? a) Co-ordinate project tasks b) Provide financial resources c) Overall Project Manager duties d) Act in a legal advisor capacity e) All of the above 77 of Y Internal Use - Confidential

Fun Quiz • Q 5: What is a stakeholder? a) Customer b) Project manager c) Team member d) Supplier e) All of the above f) A barbeque skewer 78 of Y Internal Use - Confidential

Fun Quiz • Q 6: How is a project scope determined ? a) By applying the 5 W and H b) By asking the sponsor c) By reviewing previous projects d) By reviewing the WBS e) All of the above 79 of Y Internal Use - Confidential

Fun Quiz • Q 7: What is the value of a Work Break Down Structure ? a) It helps to build effective teams b) It inputs into the schedule c) It identifies all the relevant tasks to complete the project d) It assigns owners to the tasks e) It provides project structure f) A) and e) g) All of above 80 of Y Internal Use - Confidential

Fun Quiz • Q 8: What is a common source of project failure ? a) Boisterous junior team members b) Different team member backgrounds c) Poor communication d) Lack of Project sponsor input e) All of above 81 of Y Internal Use - Confidential

Fun Quiz • Q 9: What is the critical path in a schedule ? a) Shortest path to completion b) Longest path to completion c) Start to finish relationship of alternative project tasks d) Finish to finish relationship of dependent project tasks e) All of above 82 of Y Internal Use - Confidential

Fun Quiz • Q 10: Schedule time estimates may be determine by the following ? a) Average of best and worst time estimate b) Similar past projects history c) Subject matter expert opinions d) By further decomposing tasks and estimating time to complete e) All of above 83 of Y Internal Use - Confidential

Questions? SUCCESS INITIATIN G CLOSING PM SKILLS FOR LIFE PLANNIN G CONTROLLIN G EXECUTIN G 84 of Y Internal Use - Confidential

Training Evaluation SUCCESS INITIATIN G CLOSING PM SKILLS FOR LIFE PLANNIN G CONTROLLIN G EXECUTIN G 85 of Y Internal Use - Confidential Please fill out the Training Evaluation and turn into the Instructor.

DVPM Portal https: //dellvpm. azurewebsites. net/ SUCCESS INITIATIN G CLOSING PM SKILLS FOR LIFE PLANNIN G CONTROLLIN G EXECUTIN G 86 of Y Internal Use - Confidential

Thank you!