This document provides an introduction to project management concepts for accidental project managers. It outlines the key things a project manager needs to know, including understanding the customer's problem, defining the deliverable, creating a project charter, scheduling tasks, managing risks, tracking status, and reporting progress. The presentation emphasizes that projects often fail because problems are created early on during planning, so getting proper buy-in from stakeholders and setting clear expectations is important for success.

1. Project Management for the
Accidental Project Manager
Conducted by
Gary Chin, PMP

2. Objectives
 Learn the critical few concepts you need to know to for PM
success
 Start building the PM Toolbox that will simplify the job and
increase your productivity
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3. Introductions
 Gary Chin
– Project Management Consultant & Trainer
– XO Consulting & Training
– gchin@xocp.com
 ClearVue-360 (www.clearvuepm.com)
– This is the primary software I recommend for accidental project
managers as it covers the entire project life-cycle (a full PM tool box
in one application) and it’s relatively easy to use/implement.
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4. Today’s Agenda
 The Accidental Project Manager
 Core PM Concepts
 Setting-up success at the start
 Project triangle
 Sequencing
 Risks
 Tracking/Reporting
 PM Tool Box
 Charter
 List Management
 Tasks
 Risks
 Action Items
 Etc.
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5. Are you an Accidental Project Manager?
 Accidental Project Manager, n. a business professional
where project management is a secondary responsibility,
but who is asked to manage important corporate projects
nonetheless.
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6. Are you an Accidental Project Manager?
 Accidental Project Manager, n. a business professional
where project management is a secondary responsibility,
but who is asked to manage important corporate projects
nonetheless.
 Are you expected to manage projects in addition to your
“real” work?
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7. Quick Primer in Project Management
Initiate Plan Execute Close
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8. Quick Primer in Project Management
What
Initiate Plan Execute Close
8

9. Quick Primer in Project Management
How long,
What How much
Initiate Plan Execute Close
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10. Quick Primer in Project Management
How long, Implement,
What How much Adjust
Initiate Plan Execute Close
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11. Quick Primer in Project Management
How long, Implement, How did
What How much Adjust we do
Initiate Plan Execute Close
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12. Why and Where Projects Fail
Initiate Plan Execute Close
Most problems
discovered here
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13. Why and Where Projects Fail
Initiate Plan Execute Close
Most problems Most problems
created here discovered here
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14. Why and Where Projects Fail
Initiate Plan Execute Close
Most problems Most problems
created here discovered here
 Projects Fail at the beginning, not the End!
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15. Customer’s have Problems
 Your customer is a person or
organization with an unmet need
and/or problem.
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16. Customer’s have Problems
 Your customer is a person or organization with an unmet
need and/or problem.
1 Know who your customer is
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17. Customer’s have Problems
 Your customer is a person or organization with an unmet
need and/or problem.
1 Know who your customer is
2 Understand the customer’s problem
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18. Definition of a “Project”
Time Frame
 “A temporary endeavor undertaken to create a unique
product, service or result…” - PMI
Deliverable
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19. Definition of a “Project”
Time Frame
 “A temporary endeavor undertaken to create a unique
product, service or result…” - PMI
Deliverable
3 Projects create Deliverables (what)
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20. Deliverable
 A tangible output of the project.
 Leads to the resolution of the Customer’s problem
 Measured at completion of the project.
 In order to be measured, the deliverable must be well
defined (very specific)
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21. Deliverables vs. Benefits
 Deliverable – A tangible output of the project.
Measured at completion of the project.
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22. Deliverables vs. Benefits
 Deliverable – A tangible output of the project.
Measured at completion of the project.
 Benefit – A desired outcome of the project.
Measured after completion of the project.
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23. Deliverables vs. Benefits
 Deliverable – A tangible output of the project.
Measured at completion of the project.
 Benefit – A desired outcome of the project.
Measured after completion of the project.
4 Deliverables are NOT the same as Benefits
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24. Project Charter Key
 A short document created early in the project that
provides a high-level definition of the project.
 Used to get key stakeholders synchronized and aligned
on the project.
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25. Project Charter Key
 Problem Statement
 Overview/Approach
 Deliverables
 Assumptions
 Stakeholders
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26. Charter – Problem Statement
 Problem Statement – Describes the pain and why it will go away
after this project. The basis of the business case.
 Overview/Approach
 Deliverables
 Assumptions
 Stakeholders
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27. Charter – Overview/Approach
 Problem Statement – Describes the pain and why it will go away
after this project. The basis of the business case.
 Overview/Approach – An executive summary including
sequence of major activities.
 Deliverables
 Assumptions
 Stakeholders
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28. Charter – Deliverables
 Problem Statement – Describes the pain and why it will go away
after this project. The basis of the business case.
 Overview/Approach – An executive summary including
sequence of major activities.
 Deliverables – The tangible outputs that will be created.
 Assumptions
 Stakeholders
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29. Charter – Assumptions
 Problem Statement – Describes the pain and why it will go
away after this project. The basis of the business case.
 Overview/Approach – An executive summary including
sequence of major activities.
 Deliverables – The tangible outputs that will be created.
 Assumptions – Something taken as fact that isn’t proven to be
so.
 Stakeholders
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30. Charter – Stakeholders
 Problem Statement – Describes the pain and why it will go
away after this project. The basis of the business case.
 Overview/Approach – An executive summary including
sequence of major activities.
 Deliverables – The tangible outputs that will be created.
 Assumptions – Something taken as fact that isn’t proven to be
so.
 Stakeholders – Those who benefit, contribute to, are
impacted by the project
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31. Project Triangle
Dominant characteristics of projects
Scope
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32. Scope
 The work (tasks) required to create the deliverable.
Task Task Task Task Task Task
A B C D E F
5 Scope = the tasks needed to create the Deliverable
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33. Sequence
 Answer this question for each task:
 “What task(s) must be completed before I can perform this task?”
 Answering this question determines task predecessors
Task Task
B D
Task Task Task
Start End
A C F
Task
E
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34. Estimate
 Estimate the calendar duration for each task.
Task Task
B (2) D (3)
Task Task Task
Start End
A (3) C (3) F (1)
Task
E (4)
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35. Create a Schedule Key
A
B
D
C
E
F
You only need 3 things to create a schedule: tasks,
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durations, predecessors
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36. Risks
 Future events or conditions that may have a positive or
negative impact on project scope, schedule, or budget.
- PMI
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37. Risk Management Key
1. Identify
2. Assess
3. Prioritize
4. Respond

38. Identify Risks
1. Identify—Answer the question: “What could go wrong with
this project?”
2. Assess
3. Prioritize
4. Respond

39. Assess the Risks
1. Identify—Answer the question: “What could go wrong with
this project?”
2. Assess—Estimate the probability and the impact of the
risks
High
3. Prioritize
Impact
Med
4. Respond
Low
Low Med High
Probability

40. Prioritize the Risks
1. Identify—Answer the question: “What could go wrong with
this project?”
2. Assess—Estimate the probability and the impact of the
risks
High
3. Prioritize—Rank based
on P & I
Impact
Med
4. Respond Low
Low Med High
Probability

41. Respond to the Risks
1. Identify—Answer the question: “What could go wrong with
this project?”
2. Assess—Estimate the probability and the impact of the
risks
3. Prioritize—Rank based on P & I
4. Respond—Determine how you will address the risks with
the highest rank and update your plan accordingly

42. Quick Review
Status Collection /
Charter Schedule Status Reports
Initiate Plan Execute Close
 Customer  Tasks
 Problem  Predecessors
 Deliverable  Estimates
 Timeline
 Risks
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43. Status Collection
 3 things to track:
1. Schedule (tasks)
2. Action Items
3. Issues
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44. Status Collection
 3 things to track:
1. Schedule (tasks) – Done or not done?
2. Action Items
3. Issues
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45. Status Collection
 3 things to track:
1. Schedule (tasks) – Done or not done?
2. Action Items – Activities too small to be part of the
schedule.
3. Issues
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46. Status Collection
 3 things to track:
1. Schedule (tasks) – Done or not done?
2. Action Items – Activities too small to be part of the
schedule.
3. Issues – Problems happening now!
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47. Status Reporting Key
 3 things to report:
1. The stuff you tracked
2. Assessment
3. Recommendations
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48. Status Reporting Key
 3 things to report:
1. The stuff you tracked – Schedule, action items,
issues
2. Assessment
3. Recommendations
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49. Reporting
 3 things to report:
1. The stuff you tracked - Schedule, action items,
issues
2. Assessment – Your interpretation of the data
3. Recommendations
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50. Reporting
 3 things to report:
1. The stuff you tracked - Schedule, action items,
issues
2. Assessment – Your interpretation of the data
3. Recommendations – What you think the team,
management, and/or you should do
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51. Summary
1. Know who your customer is
2. Understand their problem
3. Identify the deliverable that will make the problem go away
4. Use a Charter to get key stakeholders aligned
5. Define the tasks necessary to create the deliverable
6. Determine task predecessors and estimate durations
7. Create a schedule
8. Manage your risks
9. Track task completion, action items, and issues
10. Report on tasks, action items, issues, your assessment, and
your recommendations
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52. Questions
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