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what's up guys and welcome back to my
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channel patrol in motion a place where
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busy people and dream chasers look to
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achieve their goals in a more efficient
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way so if you are new here welcome on
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board my name is eric and i do project
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management lifestyle and also
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self-improvement videos so make sure you
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hit that subscribe button because this
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video is going to be in two parts and
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you do not want to miss the other half
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this video is for you guys that have
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been requesting this for a very long
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time and i'm sorry guys you know life's
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been busy but i've taken time to finally
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sit down structure it quite well so
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let's get into it today i'm going to be
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giving you a kind of a starter pack into
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project management going through project
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management basics so this video is kind
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of really
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targeted at someone that's perhaps
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looking to get into project management
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or maybe you already got an entry-level
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job and you're just about to start in
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the next couple weeks even if you know
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nothing about project management or
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you're just kind of interested in it in
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this video i'm really hoping to just
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cover the main themes of project
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management basically the bare bones the
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bare minimum you need to know to get
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going just so you're able to keep up
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with the lingo understand what's going
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on the structure of it all and also
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hopefully it will equip you for where
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you want to go in the future just a
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quick disclaimer guys i'm not project
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management teacher or instructor i do
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not do that on my day-to-day i do not do
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that in my spare time but i am a project
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manager with four years experience so
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i'm hoping to provide a different
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perspective when i started project
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management i if you didn't already know
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i was straight out of uni and in as much
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as i did research here and there i
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realized there just wasn't anything that
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was super simple for me to understand
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the absolute basics i'm really hoping i
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can offer a little bit different from
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the other videos on youtube make it a
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little bit more relatable add examples
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etc like i said guys this video is going
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to be in two parts part a ie today's
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video is going to be concentrating on
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the project aspect of project management
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and then the next video is going to be
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concentrating on the management aspect
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of project management so if you kind of
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understand what a project is and and all
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of those basics there you'll then be
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able to understand what i need to do to
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manage it in this video i'm gonna cover
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what is a project the five phases of
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project management ie the project life
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cycle how long projects are usually run
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for and then lastly just having a quick
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look at project constraints in the next
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video i'm going to be looking at what is
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project management the key components of
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project management and ultimately what a
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project manager is responsible for
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skills required to be a project manager
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and then briefly touching on project
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management terms methodologies and also
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documentation so you don't want to miss
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that guys and make sure you subscribe
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and let's get into this video so first
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of all what is a project because if you
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understand what a project is then it'll
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make it easier to be able to manage that
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right and there are different
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definitions for what a project is but i
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don't want to over complicate this guys
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so i'm going to break down a couple of
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definitions and i'll give you my own
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definition too so first of all i've got
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a definition here from the pmi which is
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the project management institute and it
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says a project is any temporary endeavor
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with a definite beginning and an end
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prince2 which is a project management
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methodology and we'll get into a little
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bit of that later on defines projects as
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a temporary organization that is created
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for the purpose of delivering one or
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more business products according to a
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business case and we'll talk about what
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a business case is a little bit later as
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well so ultimately the key things to
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take down and to really note down of
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what a project is is it needs to be
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temporary or over a period of time there
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needs to be a start and an end that is
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really really key and that's what kind
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of separates a project from a business
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as usual task or something that keeps an
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operation continuously going projects
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are really just there to do something
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bim and then at the end
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create some kind of value or some kind
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of desired outcome if i had to define it
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myself i'll put it as a series of tasks
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over a period of time a temporary
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period of time that creates a desired
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outcome at the end that's it right it
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doesn't need to be more technical than
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that there are different types of
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projects because the value at the end
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can also differ but ultimately that's it
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and that's why for example if you have a
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diy project at home it's something
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that's going to happen over a period of
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time there's a series of tasks you need
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to do to be able to create that desired
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outcome and that's a project so it
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doesn't always even have to be corporate
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but ultimately that's what a project is
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but we are going to talk a little bit
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more culprit-based a little bit more
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workplace based because ultimately
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that's where you'll see a lot of project
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managers so taking that in and and
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really formalizing what a project is
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let's look at the five phases of a
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project which is also known as the
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project life cycle the first stage then
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is the initiation stage at the
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initiation stage we start the project
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this is the stage in which the project
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really starts to be conceptualized it
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starts with an idea usually brought by a
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stakeholder it could be by the business
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it could be by a client and it's usually
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an idea that is coming from an existing
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problem for example
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if i work for ticketmaster and i've
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noticed that every time um beyonce comes
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and does a content people want to buy
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tickets um at 9am when tickets released
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the whole
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um website crashes because the influx of
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traffic is just too much i need to fix
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that i might bring the idea oh guys
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perhaps if we create a waiting room this
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would fix that problem hmm should we
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make a project or it could be from
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something completely out of nothing
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someone's just got a brand new idea
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that's just like let's just create
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something new and that's the kind of
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projects that i deliver currently i i
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create products from absolutely nothing
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or it could be from something that's
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existing that you want to do an upgrade
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etc so someone could say uh let's make a
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new car that
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uses air to drive wouldn't that be nice
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anyway
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technology who knows what can happen in
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the future basically during the
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initiation stage we start to look at
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ideas after that then a business case
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document is usually created and the
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purpose of that business case document
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is to provide justification for doing
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the project a group of people key
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stakeholders etc would um come together
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and start to look at how much is this
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gonna cost how long is it gonna take do
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we have the resources to do this what is
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the cost benefit analysis is the amount
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of resources i'm gonna use to do this
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project worth the output at the end
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right and all of that information is
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gathered into this business case
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document lots of people like the project
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managers maybe compliance teams maybe
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marketing department advertising
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department will all input into this
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business case document so we have
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basically a justification for why this
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should go ahead and once all of those
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bits and pieces are put together the
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business case is put together it's then
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presented to the business or the budget
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holder whoever's gonna supply the
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shimanes because
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nothing in this world is free period
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once we have that we give it to them and
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they read it
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way up and say okay cool happy to kick
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this off or actually for the money and
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you know time resources i don't think
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it's worth it something really key at
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this stage is that everything is really
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high level when i say high level i mean
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not in detail just very vague so
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costs for example they're very rough
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estimates time
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line etc is very rough just something
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really quick for us to just be able to
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conceptualize this idea and have an idea
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of you know with the idea
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will bring the value we really think
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it's going to bring versus the cost it's
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going to bring once the business or the
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budget holder has approved that business
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case then fantastic then we kick off
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another document called the statement of
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work and in this document we start to
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define requirements we start to define
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scope which is basically everything that
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we expect to be delivered in this
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project we start to weigh up and bring
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out the key risks and dependencies in
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the project and write them down so
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people get an idea of you know what we
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are expected to get at the end another
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really really really key thing that we
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start to get in the statement of work is
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an acceptance criteria and basically
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that is where we can finally say okay at
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the end of this project
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this is how i know we have ended without
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defining that end a project isn't really
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a project because it's kind of like okay
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we've done everything we think we need
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to do but have we have we have we what
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is the end point that really needs to be
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defined it's usually defined by a go
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live face i.e a phase that the product
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goes into the market or a system turns
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on but not always so that's very very
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important to define in that phase the
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next phase of a project is called the
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planning stage and by far in my opinion
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this is the most important crucial
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critical phase for project manager if
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you get this phase right you do it
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superbly you talk to the right people in
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theory
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your job is easy like it should just be
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swimming all the way from the beginning
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to the end of the project so during this
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phase we turn everything that's high
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level not and very vague into something
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that is very low level very detailed
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during this phase as it already kind of
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says it is where we create plans lots
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and lots of plans we start to identify
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timelines tasks costs we start to
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prioritize those requirements what
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really needs to be delivered first what
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might we want to do later really start
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to strategize so we can get the most out
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of this project there are four main
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plans that we create and i'm just going
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to quickly go through them the first one
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is the delivery plan or the deployment
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plan and in this plan we basically break
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down each day or each week what is going
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to happen to me to be able to get from
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beginning to the end what is the
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responsibility of everyone in the team
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from the beginning to the end what tasks
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do i need to do each day to get to the
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beginning of the end and i start to
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detail them in this plan i also start to
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think hmm
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who do i need or who am i dependent on
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also known as a dependency in order for
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someone else to do something i start to
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detail that and ultimately that will
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create a timeline from the beginning to
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the end of the plan which is really
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really detailed some plans um are very
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very long so it's really good to
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understand okay during this two-month
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period what's going on rather than
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expecting something to happen at the end
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of that two months but nothing's
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happened because
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you know no one's really known what's
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supposed to happen each day the next
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plan is the communication plan and this
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really helps to ensure the success of
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the project it really just defines what
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information needs to be shared to who
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and when and how frequently throughout
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the project so for example if i need to
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give a status report to some people when
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does it need to be given and it's stuff
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like that if i need to give an update of
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a particular um task that that that's
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been completed when do i need to give
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that and to who and when that is very
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very key to make sure that everyone is
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in the loop everyone knows what's going
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on and everyone knows what needs to
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happen the resource plan identifies the
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resources i.e the people it sounds a bit
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rude at first i feel like don't call me
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a resource but that's just the technical
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term for people working on the project
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so don't feel like you're being rude
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that's what we all say so it identifies
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the resources or the people you need to
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work on the project how long you need
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them for so that you can go and tell
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human resources by the way i need to get
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this person in for two months in july to
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do this particular task and we can think
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ahead and plan to make sure that they're
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there when you need them and then lastly
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the quality plan or the test plan really
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is there to qualify what you are
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creating along the way ie
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is what i'm creating at the end really
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fit for purpose is it of the quality i
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need it to be and these are the tests
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that i'm going to do in order to be able
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to determine if it is during the
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planning stage there will also be a
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special emphasis on risk and risk
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management here you'll create your risk
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log or basically just a register of all
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the different risks all the kind of
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things that could go wrong in the
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project and you'll be able to start
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prioritizing them and also
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creating a contingency or mitigation
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plan in case those risks become issues
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and are actualized the next phase after
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that is then execution phase guys and
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this is where all your planning all of
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that hard work putting down details
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talking to this person that person that
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person we get to
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work during the execution phase this is
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the time that you know if there are
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cracks in your planning it will show and
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that's why if you do good planning your
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execution will also be
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good during the execution phase you
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start to set up your meetings with your
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different stakeholders with your team
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members it could be a daily stand-up
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something that you have every day just
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so
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really really quick update so people
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know what's going on during this phase
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you also set up your reporting lines you
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might have something called a dsg where
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you report to the directors or the esg
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where you don't report to the executives
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to let them know what's going on you'll
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set up all of those kind of meetings at
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this point also you also ask for
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resources you know you ask for monies
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you know to be
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given to you because yes they would have
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really put it aside but you know now i
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need to spend it this is where the
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action happens and also where you start
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to implement the steps of your delivery
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plan this is well the magic happens guys
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it is by far the most exciting part for
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me
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if i've done a good plan unfortunately
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if your planning stage isn't very good
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lots of unexpected things can happen
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even if your planning stage is very good
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unexpected things can happen and you
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need to start just doing is issue
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resolution but once again if you do a
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good planning stage your execution stage
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becomes a lot easier along the execution
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phase is also the controlling and
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managing stage so this is stage four but
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it's actually done usually
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simultaneously to the um execution phase
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during this phase then is where you
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really need to like keep on top of
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what's going i call it the tracking
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phase really just tracking what's going
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on as you're spending money are you
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overspending you underspending it's
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really important that you manage really
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closely what's going out of your budget
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so that you know at the end of the day
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you know you still got money my first
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boss always told me do not eat your
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dinner at breakfast and what he meant by
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that is what you've said you're gonna
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spend in june
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don't spend it in january because then
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you're gonna get to june
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and you're hungry and you're gonna
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thanks for more food or more money in
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this example and guess what your client
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ain't going to be happy with that so
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this part of the phase of project
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management or a project should i say is
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so important so you don't overspend on
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things also this is a phase that you
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start to set up your kpis which are key
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performance indicators how do you know
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that the project's doing well you'll
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start to continuously look back at your
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business case to make sure that it still
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stands you know if you put a
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justification that it's gonna you know
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produce this much value after three
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months of doing the project then you
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look at your kpis is it producing this
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much value if it's not you might want to
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review do i still want to do this
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project maybe we underestimated the
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value that it's going to bring or maybe
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it's just going to come a bit further
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down either way this is time to start
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really evaluating whether your business
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case still holds whether it's worth
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still doing the project at the end of
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the day no one likes their project being
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cut but if at the end you've done a
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project that's not fit for purpose guess
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what
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you haven't really done a good job as a
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project manager and you should have
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flagged it up earlier with you know the
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other stakeholders to say
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i mean i know what we said at the
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beginning book you know push comes to
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shove this thing is trash i think we
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should just cut our losses hard
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conversations to have but if you track
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it you control it you manage it well
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you'll be able to identify it early the
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last phase then is closure and this is
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where you can nearly just begin to just
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breathe a little bit because you are
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coming to the end during this phase you
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then set a date for when you're gonna
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say all right on this day the project's
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gonna be ending against your acceptance
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criteria that you set in the initiation
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phase so
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usually it's a go live date like i said
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before and that's the date that you know
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things are going to be mass produced or
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it could be the date that things are
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going to be physically in the store or
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it could be for example using the ticket
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um master example the day in which the
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waiting room
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forum is now um
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live online that could be the end date
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so during the closure you'll you'll be
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able to say guys this is the date that
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we're gonna do this and at that point
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the project is over
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ah guys all i'm gonna say is when you
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get to that stage the amount of
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fulfillment the amount of happiness
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because you look back at the stress that
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you are through and you at least know
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that it's come to an end you did that
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your team did that and it's a really
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really really proud accomplishment
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during this phase then you'll also make
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sure that all your deliverables have
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been done like i said according to the
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acceptance criteria you go live and then
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also at that point you start to look at
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how you're going to pass this on to the
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business as usual team or sometimes
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they're referred to as in life team and
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those are the people that will then look
00:18:52
after this new service or new product
00:18:54
that you have delivered ongoing and
00:18:56
making sure that customers are happy
00:18:58
with it and all of that at that point
00:19:00
there's a clear division between you
00:19:03
project side and service side right the
00:19:06
project is over it's now transferred to
00:19:08
the ongoing service and you go as a
00:19:11
project manager to go pick up your next
00:19:13
project so it's really really good time
00:19:15
for project managers in my opinion
00:19:18
during this phase also you usually do
00:19:20
something called a closure document
00:19:22
which basically just
00:19:24
documents all the things you've
00:19:25
delivered against what you said you were
00:19:27
going to deliver against the
00:19:28
requirements and against the
00:19:30
deliverables and making sure that
00:19:32
everyone is happy with that and then
00:19:33
lastly you'll create something called a
00:19:35
lessons learned log and
00:19:38
essentially this is just a list of the
00:19:41
lessons that you learned in the project
00:19:43
you and your main stakeholders your team
00:19:45
anyone that was involved can have input
00:19:47
in this and i very much um advise you do
00:19:50
this just to sit down doesn't usually
00:19:52
take long but you write down all the
00:19:54
things we could have done better how we
00:19:56
should can avoid making this happen in
00:19:59
the future and the idea of this is when
00:20:01
someone in the company does something
00:20:02
similar they won't have to make the same
00:20:04
mistakes that you had to painfully make
00:20:07
to get the project done you avoid all of
00:20:10
that and next time it could be a lot
00:20:13
more agile so those are the five phases
00:20:15
of a project guys and as you can see
00:20:16
there's a lot that goes on from the
00:20:19
beginning to the end compared to you
00:20:20
know just the simple definition i gave
00:20:22
at the beginning of this video depending
00:20:24
on the complexity of the project you
00:20:26
might not need to do as many of these
00:20:28
steps or depending on what project it is
00:20:31
the methodology to deliver that project
00:20:33
might slightly you know spasm away from
00:20:37
this cycle but generally no matter what
00:20:40
methodology you use the kind of
00:20:42
framework here is how most projects are
00:20:44
delivered so the next thing i want to
00:20:46
touch on is how long do projects usually
00:20:48
run for and the simple answer to that is
00:20:52
it could be as short as a week it could
00:20:54
be as long as 10 years literally but as
00:20:57
long as it's got a defined endpoint
00:21:00
that is what's important i've delivered
00:21:02
projects as short as two months before
00:21:04
it's just a quick upgrade i needed like
00:21:07
one resource and it cost like 30 grand
00:21:10
or 15 grand i blew through that in a day
00:21:13
it doesn't necessarily have to be long
00:21:15
and if you're starting up in project
00:21:17
management i would really encourage you
00:21:19
to like take on smaller projects
00:21:21
understand the framework behind it
00:21:24
before you know you're thrown into the
00:21:26
deep end of multi-million pound projects
00:21:28
because that's where you know a lot more
00:21:30
people are involved more complex
00:21:32
projects generally take a little bit
00:21:34
longer to complete so that could be
00:21:37
something between two two years and five
00:21:40
years generally and that's where there's
00:21:42
a large impact on it it's going out to a
00:21:44
lot of people so there's a lot more
00:21:46
things that need to be covered and a lot
00:21:49
more resources that need to be on board
00:21:51
a lot more departments that need to be
00:21:53
consulted and a lot more budget how much
00:21:56
do projects usually cost like i said it
00:21:59
can be as wide as 10 grand to hundreds
00:22:03
of millions of pounds that's like
00:22:04
billions the kind of budgets i'm dealing
00:22:06
with right at the moment are
00:22:07
multi-million pound budget so as you can
00:22:10
imagine it's a lot of money
00:22:12
using to be making things happen and
00:22:14
that's why generally companies want
00:22:17
someone with a bit of experience that
00:22:19
can show that they can do something
00:22:21
before they give them all that
00:22:23
monies and it's a lot of money sometimes
00:22:26
it's a lot of money if you want to get
00:22:28
into project management i've already
00:22:30
done a nice video on how you can get
00:22:32
into project management with no
00:22:34
experience make sure you go check that
00:22:36
out hopefully it'll be a nice little
00:22:38
step for you to start dabbling your toes
00:22:40
in the world of project management so to
00:22:43
round up guys i just want to touch on
00:22:45
project constraints and really these are
00:22:48
the things that kind of
00:22:49
wrap around a project what are they
00:22:52
constrained by what is every project got
00:22:55
inside it that might make it a little
00:22:58
bit difficult to deliver and that's the
00:23:01
main reason why project managers are
00:23:04
brought in to manage these things so
00:23:07
that the project is successful the four
00:23:09
constraints are scope schedule resources
00:23:13
and stakeholders skype being what is in
00:23:17
it what are my main deliverables what am
00:23:19
i expected to deliver at the end of the
00:23:22
project against what i'm not meant to
00:23:25
deliver at all schedule is how long is
00:23:28
it expected to take how long is the
00:23:30
timeline am i on track for what i meant
00:23:33
to do stakeholders are the people that
00:23:36
are involved in some way shape or form
00:23:39
impacted by the project i'm delivering
00:23:42
are they being communicated to are they
00:23:44
knowing what's going to happen next do
00:23:46
they know what is expected of them and
00:23:49
resources those are your team your main
00:23:52
squad is the main people that are really
00:23:55
the bread and butter of that project
00:23:57
without those people
00:23:58
the project's not happening remember as
00:24:00
a project manager you don't physically
00:24:02
do the work you don't have the technical
00:24:04
ability to do the work if you're a
00:24:06
little bit technical it could help you
00:24:08
you know resolve some issues a bit
00:24:09
faster but really you rely on such a
00:24:12
good team to get the job done so you've
00:24:14
also got to make sure that you're in
00:24:16
constant communication with them and
00:24:18
that they are also doing what's expected
00:24:20
of them alright guys so that is it for
00:24:22
part one of this video i hope you've
00:24:25
enjoyed it please make sure you
00:24:27
subscribe and also hit that bell
00:24:29
notification so you know when part two
00:24:31
comes out part two like i said will
00:24:33
focus on the management aspect of
00:24:35
project management project management
00:24:37
we've talked about the project now it's
00:24:39
just the management side to talk about
00:24:42
make sure you drop a comment down below
00:24:43
if you enjoyed this video you found it
00:24:45
useful i will be doing more in-depth
00:24:48
sessions on specific bits of projects
00:24:50
and go into more details but i really
00:24:52
just wanted this to be a holistic video
00:24:55
giving you the necessary
00:24:57
building blocks to start working on so i
00:25:00
hope it's helpful and i'll see you in
00:25:02
part two
