project management booklet
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ÂTRANSCRIPT
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PROJECT MANAGEMENT
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POWERED BY
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Table of Contents
• Objective……………………………………………………………………………………….3
• What is Project Management?...................................................................4
• Project Management’s Phase…………………………………………………………5
• Project Life Cycle…………………………………………………………………………..6
• How to do Project Planning?......................................................................9
• AIESEC Impact Model………………………………………………………………....16
• Business Model Canvas………………………………………………………………..23
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Objective
Understanding project management
Analyzing current project management bottom up idea for improvement
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Project Management is . . . creating an environment and condition in which a defined goal or objective can be achieved in a controlled manner by team of people
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Phase
Project initiation
Planning Execution Closing
Controlling
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Project Life Cycle 1. Project Initiation
• Define Scope
• Document project risks, assumptions & constrains
• Develop project charter
2. Project Planning
• Define & record requirements, constrains, and assumptions
• Identify project team and define roles & responsibilities
• Create breakdown structure
• Identify risk & define risk strategies
• Obtain plan removal
3. Project Execution
• Execute tasks defined in project plan
• Implement the procurement of project resources
• Manage resource allocation
• Implement approved changes
• Measure project performance
• Verify and manage the change to the project
• Ensure project deliverables conform to quality standards
• Monitor all risks
4. Project Closure
• Obtain final acceptance for the project
• Obtain financial, legal, and administration closure
• Release project resource
• Identify document and communicate lessons learned
• Create and distribute final project report
• Achieve and retain project records
• Measure customer satisfaction
Monitor and Control
Project Management and Knowledge Transfer
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• Is your goal well-defined?
•Be precise about what you expect to achieve Specific
•Using numbers, dates and times is one way to represent measured objectives Measurable
•Setting yourself impossible goals will only end in disappointment.
•Make your goals challenging, but realistic Attainable
•Consider how relevant each objective is to the overall organization picture. Relevance
•Set a time scale for completion of each goal. Even if you have to review this as you progress, it will help to keep you motivated. Time bound
SMART PLANNING
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Knowledge
Integration management
Scope management
Time management
Quality management
Cost management
Human Resources
Communication management
Risk management
Procurement management
AIESEC Essence
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Knowledge that you should know
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How to do project planning?
1. Social impact model
2. Budgeting
3. Timeline 4. Action step
5. How to define
responsibility
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Social Impact Model
Social Problem
Definition
Mission
Social impact strategies
Operating Model
Organization and program
performance indicator
Social and Economic Impact
Indicator Vision of Success
Data
Feedback Loop
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Budgeting Budgeting is the most important element of
project management and not just a tool of financial
management
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Budget planning
Review by OCP and VP
Finance Feedback
Project budget
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Project Timeline November 2014 – Children Project
Day 1 Opening Project
Day 2 IPS
Day 3 Go to Orphanage
Day 4 Batik Class
Day 5 Teach in School
Day 6
Day 7 Day 8 Day 9
Day 10
Day 11 Day 12 Day 13 Day 14 Day 15
Weekend Day 16 Weekend
Day 17 Day 18
Day 19 Main Event
Day 20 , etc.
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Action Step Children Project
Division
Week 1 Week 2
Action Step-Result Next to do Action Step-
Result Next to do
Program and Marketing
Finance and Logistic
Corporate Relation
Selection and Learning Reception
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Each of these positions should understand about JOB DESCRIPTION and MOS
OCP
Program Marketing
Finance Logistic
Reception Selection Learning
Corporate Relation
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Backward Planning is . . . First identifying your goal and then choosing the actions that are most likely to help you to arrive efficiently at your goal.
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AIESEC Impact Model
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Pestle Analysis
Organization needs to identify external factor within their environment that could occur
Pastel analysis is the popular factor to identify these external factors such as political, economic, social, technology, legal, and environmental issues
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Brainstorm issues
Identify issues
Rate importance
Assess likelihood
Consider implication
Pestle Analysis Process
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A process you are likely to adopt when using the PESTLE technique is a relatively simple one 1. Brainstorm and list key issues and that are outside the
organization’s control 2. Broadly identify the implications of each issues 3. Rate is relatively importance to the organization (e.g.
critical, extensive, important, significant, moderate or insignificant)
4. Rate and the likelihood of it occur (e.g. certainty, extremely likely, likely, potential, remote possibility, or will not transpire)
5. Briefly consider the implications if the issue did occur
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Social Problem
Definition
Mission
Social impact strategies
Operating Model
Organization and program
performance indicator
Social and Economic Impact
Indicator Vision of Success
Data
Feedback Loop
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Social Problem
Definition
Mission
Social impact strategies
Operating Model
Organization and program
performance indicator
Social and Economic Impact
Indicator Vision of Success
How do I define the social
problem I need to tackle?
How you reach the
vision?
How do you plan to get
bigger impact?
How do you measure the
long-term impact?
How will the business
ultimately work?
What will we do in our term
about it?
How would the community be without this
issues?
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Faster time
High quality
More expensive
Faster time
Less expensive
Lower quality
High quality
Less expensive
Slower time
The Project Management Triangle
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BUSINESS
MODEL
CANVAS A strategic management and lean startup template for developing new or documenting existing business model.
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What kind of value do you want to deliver?
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What kind of value do you want to deliver?
To whom you want to deliver the value?
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What kind of value do you want to deliver?
To whom you want to deliver the value?
What do you need to make it happen?
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What kind of value do you want to deliver?
To whom you want to deliver the value?
What do you need to make it happen?
How do you do it?
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What kind of value do you want to deliver?
To whom you want to deliver the value?
What do you need to make it happen?
How do you do it?
What will it cost?
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What kind of value do you want to deliver?
To whom you want to deliver the value?
What do you need to make it happen?
How do you do it?
What will it cost?
Who will help you?
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What kind of value do you want to deliver?
To whom you want to deliver the value?
What do you need to make it happen?
How do you do it?
What will it cost?
Who will help you?
How do you reach them?
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What kind of value do you want to deliver?
To whom you want to deliver the value?
What do you need to make it happen?
How do you do it?
What will it cost?
Who will help you?
How do you reach them?
How do you interact?
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What kind of value do you want to deliver?
To whom you want to deliver the value?
What do you need to make it happen?
How do you do it?
What will it cost?
Who will help you?
How do you reach them?
How do you interact?
How much will you make?
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“ having a project without project management is like trying to play a football game without a game plan”
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