presentation can be downloaded to review or present
Post on 10-May-2015
1413 Views
Preview:
Transcript
Proprietary - PMI Pittsburgh
Introduction to Project Management: Processes, Tools, & Techniques
Presented by thePMI Pittsburgh Chapter
Proprietary - PMI Pittsburgh
Section 1: Introduction
Proprietary - PMI Pittsburgh
This seminar provides an introduction to the primary processes and knowledge areas of applied project management, including initiating, planning, executing, controlling and closing of Information Technology (I.T.) projects.
Objective:
Proprietary - PMI Pittsburgh
INITIATING PLANNING
CONTROLLING EXECUTING
CLOSING
PMBOK® - 5 Major Project Management(PM) Processes
Proprietary - PMI Pittsburgh
ExecutingProcess
PROJECTS T A R T
PROJECTF I N I S HTI ME
LE
VE
L O
F A
CT
IVI T
Y
ClosingProcessControlling
Process
PlanningProcess
InitiatingProcess
CONCEPT DEVELOP IMPLEMENT CLOSEOUT
PHASES OF THE PROJECT LIFE CYCLE
: Iterative & Overlapping
Proprietary - PMI Pittsburgh
1. Introduction2. Project Management Overview3. Project Initiating4. Project Planning5. Project Executing 6. Project Controlling7. Project Closing8. Summary
Seminar Outline
INITIATING PLANNING
EXECUTINGCONTROLLING
CLOSING
Proprietary - PMI Pittsburgh
Section 2: Project Management
Overview
Proprietary - PMI Pittsburgh
A temporary endeavor undertaken to create a unique product, service, or result.
PMBOK Definition of a Project :
Proprietary - PMI Pittsburgh
Definition of “Operation Activity”
• On-going task• Repetitive / cyclical• Produces deliverables• Consumes resources• Incurs cost
Proprietary - PMI Pittsburgh
PMBOK Definition of a Program :
“ . . . a group of related projects managedIn a coordinated way” to obtain benefitsnot available from managing them individually.
Proprietary - PMI Pittsburgh
PMBOK Definition of Project Management:
The application of knowledge, skills, tools, and techniques to project activities to meet project goals/requirements.
Proprietary - PMI Pittsburgh
Benefits of Project Management :
• Meeting/Exceeding Customer Expectations
• Meeting Project Deadlines & Accountability
• Managing Projects Costs & Profit Margins
• More Efficient Resource Utilization
• Improved Communications
Proprietary - PMI Pittsburgh
Liabilities of Project Management :
• Added Processes/Guidelines/Projects
• Increased Overhead/Administration
• Additional Time & Effort
• Weapon vs. Tool
Proprietary - PMI Pittsburgh
What’s the key role/responsibility of the Project Manager?
Business Level
Program Level
Work Level
Executives
PM / FM
Teams
Proprietary - PMI Pittsburgh
Who’s a Project Stakeholder?
Proprietary - PMI Pittsburgh
The Project Communications Plan:
• Contacts Listing
• Meetings Listing
• Reports Listing
Proprietary - PMI Pittsburgh
Project Success Factors
Proprietary - PMI Pittsburgh
5 Key Project
Variables
ResourcesScope
Cost
Time QualityPM
The Five (5) Project Variables
Proprietary - PMI Pittsburgh
Organization ApproachesTo Managing Projects:
• Functional Organization
• Matrix Organization
• Projectized Organization
Proprietary - PMI Pittsburgh
XYZ
ENG OPR MKT SVC
FUNCTIONAL
Organization Structures
Proprietary - PMI Pittsburgh
MATRIX
XYZ
ENG OPR MKT SVC
PL1
PL3
PL2
Organization Structures
PM
Proprietary - PMI Pittsburgh
PM1
ENG
OPR
MKT
SVC
PM2
ENG
OPR
MKT
SVC
PM3
ENG
OPR
MKT
SVC
XYZ
PROJ TE EC AT M IZED
ENG
OPR
MKT
SVC
Organization Structures
Proprietary - PMI Pittsburgh
Maintenance
Enhancement
New Product (Strategic)
Functional Matrix Projectized
Priority
H
L
Project Organization Approaches
Proprietary - PMI Pittsburgh
1. Introduction – Sam Provil, PMP 2. PM Overview – Sam Provil, PMP3. Project Initiation – Mike Rapach, PMP4. Project Planning – Larry Deckenbaugh, PMP5. Project Execution – Susan Keaney, PMP 6. Project Control – Susan Keaney, PMP7. Project Closure – Betsy Mullaugh, PMP8. Summary – Fred Arnold, PMI Fellow
Seminar Outline
Proprietary - PMI Pittsburgh
Section 3: Initiating Projects
Initiation is successfully beginning the project to create success in the end.
Proprietary - PMI Pittsburgh
Objectives
• Describe the purpose of the initiation process
• Discuss managing expectations
• Develop a sample project proposal
• Learn about project lifecycles and how to reduce risk
Proprietary - PMI Pittsburgh
Initiating Planning
ControllingExecuting
Closing
PMI Framework Document
Process Groups
Proprietary - PMI Pittsburgh
PMI Framework Document
Purpose of Initiation Process
• To commit the organization to a project or phase
• To set the overall solution direction
• To define top-level project objectives
• To secure the necessary approvals and resources
• To validate alignment with overall business objectives
• To assign a project manager
Proprietary - PMI Pittsburgh
Process OutputInput
Tools and Techniques
1. Project description
2. Strategic plan
3. Project selection criteria
4. Historical information
“Initiation is the process of formally recognizing that a new project exists or that an existing project should continue into its next phase.”
1. Project proposal
2. Project manager identified/ assigned
1. Project selection methods
2. Expert judgment
PMI Framework Document
Initiating Core Process—Initiation
Proprietary - PMI Pittsburgh
Managing Expectations
• Projects are:– Limited in scope, resources, time, and money– Intended to end– Focused on a limited set of goals
• Manage Expectations towards what you can truly commit to;not what everyone thinks is great
• Solving the business problem; not creating a great piece of software
Proprietary - PMI Pittsburgh
How to manage expectations
• Communication
• Involvement of all parties
• Focus on strategic goals of the organization
• Understanding limitations & truly prioritizing
• And by the way … communication
Proprietary - PMI Pittsburgh
Creating communication among project stakeholders to achieve consensus
Project Proposal
Proprietary - PMI Pittsburgh
Project Proposal Content
• Scope definition• Project objectives and benefits• Project deliverables• Acceptance criteria for project• Assumptions• Constraints• Role definition and key staff• High level schedule, budget• Acceptance
Proprietary - PMI Pittsburgh
Benefits of the Project Proposal
• Trade-offs between objectives and scope can be negotiated.
• Level of involvement of the key stakeholders can be negotiated.
• Availability of key personnel can be negotiated.
• Risks inherent in the schedule can be reviewed.
• The relationship between risk management and contingency management can be discussed.
Proprietary - PMI Pittsburgh
More Proposal Benefits
• Acceptance criteria for the project can be agreed to by key stakeholders.
• Establishes a basic Project Plan
• Confirm how the project links to the business need
• Identify management responsibilities
• Make strategic procurement decisions, e.g., make, buy, or identify qualified vendors
Proprietary - PMI Pittsburgh
Results of Initiation Process
• Acceptance of Project proposal
• Project manager identified
Proprietary - PMI Pittsburgh
Project Lifecycles
Project life cycle: The natural grouping of ideas, decisions, and actions into Project phases, from Project conception to operations to Project phase-out.
Proprietary - PMI Pittsburgh
How to choose a lifecycle
• Fixed or variable requirements
• Who controls the scope?
• Project Risk levels
• Time
Proprietary - PMI Pittsburgh
Concept and Proposal
Development
Implementation
Termination
Verification
Final PhaseIntermediate PhasesInitial PhasePMI Framework Document
Project Life CycleExample Phases
Proprietary - PMI Pittsburgh
McConnell, 1996
Waterfall Lifecycle
Proprietary - PMI Pittsburgh
McConnell, 1996
Spiral Methodology
Proprietary - PMI Pittsburgh
McConnell, 1996
Prototyping
Proprietary - PMI Pittsburgh
Summary
• Set Expectations of Customer and Management
• Establish Clear Objectives for the project
• Develop a Project Proposal
• Choose the Appropriate Project Lifecycle
Proprietary - PMI Pittsburgh
Case Study Description
The project for the class is the building of a garage. The requirements are as follows:
Build a 2 car, non-attached garage that architecturally and asethically matches the home. Your project sponsor and stakeholders will be the instructor of the course.
This project will serve as a case study throughout the course. Each phase will feed into the next, illustrating the process of a normal project.
Proprietary - PMI Pittsburgh
Exercise
Determine scope statement for your garage. Your scope statement should be clear on what you are going to do, and not going to do within your project. Include assumptions, constraints, and any major concerns that you feel should be address during project planning and later phases. Remember that this output will feed into the next phases of the project.
Proprietary - PMI Pittsburgh
Section 4: Project Planning
Proprietary - PMI Pittsburgh
Goal: Introduce the Project Management skills for planning projects focusing on critical areas for IT projects
Objectives:1) Learn how to perform a work breakdown2) Be aware of activity analysis3) Understand basics of project schedule
development4) Be aware of Project Risk analysis5) Understand techniques to develop a Project
Budget
Proprietary - PMI Pittsburgh
INITIATING PLANNING
CONTROLLING EXECUTING
CLOSING
PMBOK® - 5 Major Project Management(PM) Processes
Proprietary - PMI Pittsburgh
The Project Plan is...The Project Plan is...
Where all of the pieces of the puzzle come together!
What
Who
Why
WhenHow
Proprietary - PMI Pittsburgh
Review Project Knowledge areas
Scope
Cost
Time
Quality
Facilitative functions: Human Resource Mgt Communications Mgt Risk Management Contract/Procurement Mgt
Integration
Proprietary - PMI Pittsburgh
Work Breakdown - Overview
What is it?A structured method for defining the work of the project
Purpose•To define all of the “deliverables” required to meeting the scope of the project
•To identify additional deliverables that may have been missed
•To create the framework for the project schedule•To provide a forum for information sharing for the project team and stakeholders
Proprietary - PMI Pittsburgh
Work Breakdown Structure
How
Goal
Deliverable
Deliverable
DeliverableDeliverable
Deliverable
Deliverable Deliverable
ActivityActivityActivity
ActivityActivityActivity
ActivityActivityActivity
ActivityActivityActivity
ActivityActivityActivity
1 2
1.1
3
1.2
1.2.1 1.2.2
What
WBSWBS ScopeScope
Project Goal
Deliverables and/or Objectives
Activities
Proprietary - PMI Pittsburgh
WBS Planning Techniques
• Facilitated sessions- Brainstorming technique- Facilitator helps keep you focused and on schedule- Should be well structured- Have a predefined schedule
• Roles in facilitated sessions- Facilitator- Scribe(s)- Participants
Proprietary - PMI Pittsburgh
WBS Workshop
10 Minutes• Class participation with the instructor to
produce a WBS for building a garage
Proprietary - PMI Pittsburgh
Activity AnalysisWhat is it?
Identifying information necessary to determine the amount of work required to complete the “work” of the project
Purpose• To define all activities that will be performed on the
project• To sequence the activities• To identify skills and resources required to complete
activities• To estimate work effort of the activities• To lay the groundwork for the project schedule
Proprietary - PMI Pittsburgh
Activity Analysis• Create Activity list
– Produce list of activities that will be performed for every deliverable.• Manually – as part of facilitated WBS work session• Using a project scheduling tool• Solicit the help of “subject matter experts”
– Have experts list activities by deliverable– Eliminate duplicates– Look for optimizations
– Maintain descriptions of each activity– Sequence the activities based upon
dependencies
Proprietary - PMI Pittsburgh
Activity Analysis
• Identify Resource Requirements– Identify skills needed to complete each activity
– Assign resources or role with appropriate skills
– Create a Responsibility Assignment Matrix (RAM)• A responsibility matrix is a valuable tool to ensure that
resources are identified correctly• Clearly indicates responsibilities• Provides an overview of the project responsibilities
Proprietary - PMI Pittsburgh
Responsibility Assignment MatrixResponsibility Assignment Matrix
Proprietary - PMI Pittsburgh
Activity Analysis• Estimate Activities
– Include indication of accuracy (e.g. percent or Order of magnitude)
– Use “subject matter experts” as much as possible– Have multiple people provide the estimates– Base upon historical information whenever possible
• Types of estimates– Work/ Effort– Duration
Document your methods and assumptions during estimating!!!
Proprietary - PMI Pittsburgh
Activity Analysis• Estimate Activities (cont.)
– Determine experts and project team members to provide estimates
– Agree on the units of measure (hours, days, etc)
– Have team members provide THREE estimates• Optimistic (To)• Pessimistic (Tp)• Most likely (Tm)
– Calculate estimate• Te= (To + 4(Tm) + Tp) /6
Proprietary - PMI Pittsburgh
Schedule Development What is it?
Developing a plan that describes the order and timing of all work activities and who is responsible for doing them
Purpose• To determine WHEN work will be performed• To identify WHO will do the work• To analyze activity dependencies and sequences• To evaluate resource requirements, availability and
utilization• To Identify Milestones
Proprietary - PMI Pittsburgh
What can scheduling software do?• Planning:
– Creates a record of the WBS
– Automatically calculates duration, and start/finish dates
– Allows analysis of resource availability and allocation
– Calculates critical path
– Calculates duration based on resources and calendar
• Execution– Tracks work performance against the plan
– Provides activity status information
– Helps you to identify when/where resources are constrained
NOTE: SOFTWARE CAN’T MANAGE YOUR PROJECT!!
Proprietary - PMI Pittsburgh
Order to build a schedule when using scheduling tools
1. Setup Project Information (Calendar, Start date, etc).
2. Enter Deliverables & Activities (Records WBS)
3. Enter Estimates4. Enter Predecessors5. Enter Resource definitions (Calendar, working time, etc.)
6. Assign Resources to activities7. Analyze the critical path8. Make adjustments based on risk responses9. Compress the schedule10.Baseline the schedule
Proprietary - PMI Pittsburgh
Schedule Example Using MS ProjectSchedule Example Using MS Project
Proprietary - PMI Pittsburgh
Compressing the schedule:• Examine the schedule for ways to reduce the total
duration of the project
- Fast Tracking – compressing the project schedule by overlapping activities that would normally be done in sequence, such as coding and testing
- Crashing – Look at alternatives that provide the maximum compression for the lease cost
Proprietary - PMI Pittsburgh
Risk ManagementRisk Management
What is it?
Identifying threats and opportunities that can affect the project and planning to deal with them PROACTIVELY.
Purpose• To identify potential threats and opportunities
• To qualify risks based upon probability and impact to the project
• To create a plan for mitigating or responding to the risk
• To quantify the impact to the project schedule and/or budget
Proprietary - PMI Pittsburgh
OverviewOverviewTotal Project Life Cycle
Initiate / Define
CloseExecutePlan
INC
RE
AS
ING
RIS
K$
Va
lue
Period whenHighest Risksare Incurred
Opportunity and Risk
Amount at Stake
Period ofHighest Risk Impact
TIME
Proprietary - PMI Pittsburgh
Risk IdentificationRisk Identification
Identify the risk event(s)• Keep them realistic• Add them to the log whenever they are identified (not just during planning)
Proprietary - PMI Pittsburgh
Qualitative Risk AnalysisQualitative Risk Analysis
1. Estimate Probability10% through 90%
2. Estimate ImpactHigh=3Medium=2Low=1
3. Calculate the SeverityProbability x Impact = Severity
4. Use Severity to identify the risks worth planning
Proprietary - PMI Pittsburgh
• Ensures proactive planning to deal with risk events
• Response must be appropriate for the severity of the risk
• Quantifies the responses impact to the Schedule and Budget
Risk Response Planning and QuantificationRisk Response Planning and Quantification
Proprietary - PMI Pittsburgh
Budget DevelopmentWhat is it?
Budget development is the process by which an estimate for the total monetary cost of a project is produced
Purpose• To identify costs required to produce the project
deliverables• To produce an accurate estimate of project costs• To obtain approval for project funding• To provide a basis for monitoring and controlling
spending
Proprietary - PMI Pittsburgh
A Project Budget is…A Project Budget is…
a project cost and cash flow estimate based upon the best information available at the time
Proprietary - PMI Pittsburgh
Identify Budget Items (for each deliverable in the WBS)Identify Budget Items (for each deliverable in the WBS)
Techniques:
• Analogous - use historical information
• Parametric - use predefined tables
• Bottom-up - recommended Uses brainstorming & storyboarding Involve representatives from each area that will be
providing deliverables to the project Can be done as part of WBS session Involve key stakeholders in budget development Use PERT when appropriate for budget estimating
Proprietary - PMI Pittsburgh
Identify Budget Items Identify Budget Items (for each deliverable in the WBS)(for each deliverable in the WBS)
How to Identify:• Examine each element in the WBS
• Review available product requirements
• Identify what you need to produce the deliverable(s) or perform the activities
• List budget items in a budget worksheet
• Estimate costs for each budget item
• Estimate costs for labor
Proprietary - PMI Pittsburgh
Class Participation!Class Participation!Identify budget items for the following…
3.0Roof
3.1Framing
3.2Roof Deck
3.3 Trim
3.3.1Gutter
3.3.2Soffit & Facia
3.3.3Venting
• Trusses - $4,500.00• Fasteners - 150.00• Wall plates - 350.00 $5,000.00
• Underlay - $300.00• Shingles - 3,500.00• Nails 100.00• Rent Air Gun 200.00 $4,100.00
•Roof Vent $50.00
Total $$750.00
Grand Total $9.850.00
• Facia - $200.00• Soffit $150.00• Nails $ 50.00• $400.00
•Gutter $250.00•Hangers 50.00• $300.00
Be sure to agree on the units for cost estimating:
• Dollars
• Thousands (K)
• Millions (M)
Proprietary - PMI Pittsburgh
Budget Worksheet ExampleBudget Worksheet Example
Be sure to find out how your company and/or client does budget estimating and/or project accounting. What information do they need from you?
Proprietary - PMI Pittsburgh
Additional Tips For IT Projects• Document your project strategy...
• Document project performance metrics...
• Be sure to obtain approval for the project plan
• Be sure to notify key stakeholders when the project plan is approved (or rejected!)
• DO NOT “leave it on the shelf” after approval. The project plan is a living document that helps you to manage the project better. It must be reviewed and updated through-out the life of the project!!
Proprietary - PMI Pittsburgh
Provides place to document project specific details such as:
• Phases of the project
• Team Organization
• Project Specific Controls
• Any additional information
Document The Project StrategyDocument The Project Strategy
Proprietary - PMI Pittsburgh
Document Project Performance MetricsDocument Project Performance Metrics
Why have them in a project plan?
• Metrics can provide clear, measurable, and consistent mechanisms for tracking and measuring project success
• They are an effective way to target areas for improvement and identify lessons learned
Proprietary - PMI Pittsburgh
Key Points about Metrics...• All metrics should be:
Specific
Measurable
Attainable
Realistic and Relevant
Time constrained
• Metrics are tools for targeting learning
Document Project Performance MetricsDocument Project Performance Metrics
Proprietary - PMI Pittsburgh
Proprietary - PMI Pittsburgh
ReferencesReferences1. A guide to the Project Management body of Knowledge, PMBOK
Guide, 2000 Edition.
2. Fundamentals of Project Management, Second Edition, James P. Lewis, © 2002.
3. Organizing Projects for Success, Vijay K. Verma, © 1995.
4. Project Management in the Information Systems and Information Technologies Industries, Francis Hartmand and Rafi A. Ashrafi, © 2002 Project Management Journal, Vol. 33, 5-15.
5. Risk Management Concepts and Guidance, Carl L. Pritchard © 2001
6. INCOSE, International Council on Systems Engineering, Measurements Working Group, http://www.incosemwg.org
Proprietary - PMI Pittsburgh
Sections 5 and 6:Project Execution and
Control
Proprietary - PMI Pittsburgh
Project Management Life Cycle
• Project Management Institute
Initiation PlanningExecution
Control
Closeout
Proprietary - PMI Pittsburgh
Project Execution/Control
• Project Execution: Implementing the project plan and doing the work!– Coordinating the resources– Working the plan
• Project Control: Ensuring the project objectives are met.– Monitoring and measuring progress– Taking corrective action as needed
Proprietary - PMI Pittsburgh
Project Execution/Control
• Interaction of key processes to ensure successful project delivery– Pre-proposal/Proposal– Design– Development/Production– Testing– Implementation
• Why is this important?– Ensures controlled application of project
processes– Not just reacting to “emergencies”
Proprietary - PMI Pittsburgh
Project Execution
• The process of coordinating the people and other resources to carry out the plan.
• The focus of this phase is:– Project plan execution– Quality assurance– Team development– Information distribution
Proprietary - PMI Pittsburgh
Project Plan
• Completed during planning phase.• Identifies the “how’s” of a project.• Is proactive in nature -- anticipates what
might happen and how to address it when it does.
Proprietary - PMI Pittsburgh
Project Plan
• Comprised of:– Communications Plan– Quality Management Plan– Change Management Plan– Schedule/Cost Management Plans– Risk Plan
• Used to manage the project and ensure successful delivery of product(s) to client.
Proprietary - PMI Pittsburgh
Project Communications
• Critical to project “control” and “execute” phases.• What do we need to communicate and to whom?
• Who needs what and why?• Internal communications?• External communications?
– Clients– Vendors– Others
Proprietary - PMI Pittsburgh
Communications Planning
• Determining the information and communication needs of the stakeholder(s) and the sources to meet those needs.– Accomplished through stakeholder identification
and analysis.– Documented and managed via a project
Communications Management Plan.
Proprietary - PMI Pittsburgh
Sample Communications PlanDescription / Purpose Frequency Media/Distribution Audience/Distribution Responsibility
Internal Project Meetings/Reports
Investment Solutions Outsourcing Committee Monthly/Thur. @ 3:00 Conf Call: 23430642 Steve P; staff; sales, etc.
Project Executive/Sponsor Briefing TBD TBD
Susan K; Donna M; Christi C. Susan
Weekly PACE Warehouse Project Internal Status Meeting Weekly/Tues. @ 1:00 PMConference Call Marcie H. and Project Team Marcie Senior Management Status Meeting/Report (XL Capital PACE Project) Bi-Weekly/Fri @ 7:30 AMReport/Presentation
Jim Pa. and staff; Vince S; Rich T.; Steve P.; Peter D.; et al Susan/Donna
Business Implementation Status ReportWeekly/Thursdays @ noon Report Steve P.; Rich T. Susan
Project Management Weekly Meeting TBD Conference CallSusan/Maria/Others as needed Susan
Client Meetings/Reports:
Clinet X- Accelerated Close Initiative As needed Conference CallSusan T; Karen G., Roger F.; Susan
Client X -- X A Initiative As needed Conference CallDonna M.; Mary Lyn T.; John G.; Dave M Susan/Maria
Proprietary - PMI Pittsburgh
Communications Tools
PM can enhance project communications and team effectiveness by:– Developing and using a Communications
Management Plan– Being a communications expeditor – Using a “war room”– Holding effective meetings– Setting the example
Proprietary - PMI Pittsburgh
Additional Communication Tools
• Standardized Email distribution lists– “cc’s” to team members (especially on client emails!)– Includes client– Can use filters– Should not replace face to face communications!!!!!!!!!!!!!!
• Instant messaging– Good for client calls
• Structured Meetings– Pre-meetings– Agendas with meeting objectives
• Send out before meeting to allow for preparation time– Minutes/action items– Meeting summary for client calls with sign-off if appropriate
Proprietary - PMI Pittsburgh
Additional Communication Tools
• Documentation needs and conventions– Naming, storage, retrieval, control
• “Out of Office” emails
• Establish communications “rules” at beginning of project– Document, share and revisit with team
members/stakeholders throughout the project
• Others?
Proprietary - PMI Pittsburgh
Project Execution Exercise
• Create a Communications Plan to determine what, how, when and to whom you will need to communicate regarding your project.
Proprietary - PMI Pittsburgh
Additional Project Execution Needs
• Issue resolution– What is an issue?
• Steps for issue resolution:– Identify and record– Assign (priority, assignee, due date)– Review– Resolve/verify– Lessons learned
Proprietary - PMI Pittsburgh
Issue Escalation
Issue Project TeamTeam Lead
(Project Sponsor)Issue
resolved?Issue
resolved?
Does issuehave a
commercialimpact?
EngagementManager (Program
Manager)
Senior Manager
Issue is ID'd/assigned The project team attempts resolution Key points:
Distribution lists help withcommunicating to the rightpeople
Helps to keep the right peopleinformed
If the project team isunable to adequatelyresolve issue... raise toTeam Lead
What does the teamlead do?What to they addthat the team can't?
The Engagement Manager isconsidered more of a subjectmatter expert on the project.They will not resolve issues asmuch as provide input that willhelp the team or team leaderresolve it. -- Client Impacts
Yes
NoNo
Proprietary - PMI Pittsburgh
Project Control• The process of ensuring that the project objectives
are met by monitoring and measuring progress and taking corrective action when needed.
• The focus of this phase is to:– Measure project performance against the plan to identify
variances/deviations and take corrective action as necessary.
– It includes• Overall change control• Scope change control• Schedule control• Cost control• Quality control• Performance reporting
Proprietary - PMI Pittsburgh
First “Law” of Change Control – Changes to One Affect Changes to All!
Scope
Cost
Time
Quality
Proprietary - PMI Pittsburgh
Change Control Management
• Concerned with:– Influencing the factors which create changes to
ensure that changes are agreed upon– Determining that a change has occurred– Managing the actual changes when and as they
occur
• Change requests vs. scope creep
Proprietary - PMI Pittsburgh
Change Requests
• Most change requests are the result of:– An external event – An error or omission in defining the scope of the
product or project– A value-adding change (e.g., new technology, new
software version, etc.)
Proprietary - PMI Pittsburgh
Change Control
• The PM must be concerned with:– Influencing the factors that affect change– Ensuring that the change is beneficial– Determining that a change has occurred– Managing changes as they occur
• All proposed changes must be thoroughly evaluated before a decision can be reached regarding the proposed change!
Proprietary - PMI Pittsburgh
Change Control System
• A collection of formal, documented procedures, paperwork, tracking systems and approval levels for authorizing changes. May include:
– Change control plan/procedures– Change control board– Change request/notification forms
• Should be tailored to your specific project.
Proprietary - PMI Pittsburgh
Change Control System
• Design of system depends upon:– What is important to the organization?– What are we attempting to do?– Which aspects of the work (e.g., scope, schedule,
budget) are most important for us to track and control?
– What are the critical points in the process at which controls should be placed?
Proprietary - PMI Pittsburgh
Key Points
• Control should be exercised over what is considered to be important (to client, organization, etc.)
• What is controlled (i.e., measured) tends to become important.
• The effort used to control a project should be “worthwhile” and make sense– $3 battery vs. $100 control
Proprietary - PMI Pittsburgh
Inputs to Scope Change Control
• Performance reports - provide information on scope performance (e.g., which interim products have been completed, which are not, etc.)
• Change requests - can be oral or written, formal or informal, direct or indirect, internally or externally initiated, legally mandated or optional
Proprietary - PMI Pittsburgh
Performance Reports
• What are the qualities/characteristics of a good performance report?– How often should we report?– What should we report?– To whom should we report?
• Key Point: A client or project sponsor should not learn about a problem from a performance report!
Proprietary - PMI Pittsburgh
Project Report Template
Project Name:
Prepared by:
Date:
Status of Project Relative to Project Objectives: Scope (On scope? If off scope, how serious?)
Schedule (On schedule? Ahead or behind by how much, etc.)
Cost (On budget? Under or over by how much, etc.)
Quality
Progress Report: (what is completed, what is in process, key changes made, when and why, etc.) Forecasting: (estimate of future project status and progress) Other issues or comments: Issue: Who Will Address:
Project Report Submitted to: Name: Title: Date:
Name: Title: Date:
Name: Title: Date:
Sample Project Status Report
Proprietary - PMI Pittsburgh
Project Change Request Template
Project Name:
Prepared by:
Date: Changes are being made to the following:
Project Charter Project Management Approach
Scope Statement Work Breakdown Structure
Performance Measurement Baselines Major Milestones and Target Dates
Key Staff Risk Management Plan
Scope Management Plan Schedule Management Plan
Cost Management Plan Quality Management Plan
Staffing Management Plan Communications Management Plan
Risk Response Plan Procurement Management Plan
Changes to Supporting Detail? (explain): Description of Changes being made: 1. Risk Issues Prompting Changes: Corrective Action: 2. Risk Issues Prompting Changes: Corrective Action:
3. Risk Issues Prompting Changes: Corrective Action:
Stakeholders being notified: Name/Title: Signature: Date:
Name/Title: Signature: Date:
Sample Project Change Request
Proprietary - PMI Pittsburgh
Scope Change Control
• Scope Change Control:– Establish and use a change control plan/process.
• Who/what/how/when
– Requires constant monitoring by PM and team.– Ensures thorough analysis of all proposed
changes so that full impact (time, cost, risk) is understood prior to change acceptance and/or implementation.
Proprietary - PMI Pittsburgh
Scope Change Control
High-level ScopeDefinition
RequirementsGathering
Scope Validation/Verification
(WBS)
Detailed ScopeStatement/Document
Scope/Requirements
Approval and "sign-off"
Project Team
Scope ChangePolicy/Procedure
Change control form Change control log
PM/SponsorClient
Proposed ScopeChange
Identication andAnalysis of Change(time, budget, etc.)
Communication ofImpact to Client
AcceptProposedChange?
Document Change/Incorporate into
Schedule, Scopeand Budget
Document Reasonfor Rejection
Project Manager/Team
Yes
NoTeam Project Manager Project ManagerClient/Stakeholders
Project Manager/Team
Project Manager
1
2
Proprietary - PMI Pittsburgh
Communications Channel for Project Changes
If Change Impacts: Need to Notify:
Schedule or Budget Production Manager
Quality Lead Designer
Client Project Manager/Sponsor
Proprietary - PMI Pittsburgh
Change Control Example
Priority of Change is Considered:
If It Impacts:
High Milestone or significant budget impact
Medium Overall schedule but not a milestone
Low Work packet task
Proprietary - PMI Pittsburgh
Scope Creep
• What do we mean by “scope creep”?– Changes to the project that result in additional
work.– “Expanding expectations”– “Creeping elegance”– “Gold plating”
• If not properly identified and managed properly, your project may come in considerably over budget and/or behind in schedule.
Proprietary - PMI Pittsburgh
Scope Creep
• Contributing factors:– Poorly defined/understood customer requirements
• Trying to maintain “good” customer relations• Changing client requirements
– “Creeping elegance” or over-engineering the solution
• Desire to make it “better”
Proprietary - PMI Pittsburgh
Requirements Gathering
• Talk to ALL project stakeholders to ensure a thorough understanding of project requirements.– Functional– Technical– End-user
• Document all requirements identified– Key stakeholder sign-off
Proprietary - PMI Pittsburgh
Baselines
Baseline = the original, approved plan (for a project, work package or activity)– Facilitate scope management, progress reviews
and earned value analysis– Enable comparisons of what was originally in
scope vs. what is being considered– Enable comparisons of “where I am now” vs.
“where I should be now”– Allow for “what-if” analysis
Proprietary - PMI Pittsburgh
Baselines (cont.)
• Scope, schedule and cost baselines• Are established after a formal walk –through
and approval of the project plan (with customer if appropriate)
• Can only be changed through a formal change control process
Proprietary - PMI Pittsburgh
Avoiding Scope Creep
• It is the Project Manager’s responsibility to take the lead on controlling project scope.
• Project Sponsor must “walk the talk” with respect to importance of scope creep.
• Detailed requirements definition/analysis and documentation to identify and rank project requirements– e.g., Joint Application Design (JAD)
Proprietary - PMI Pittsburgh
Avoiding Scope Creep
• Document, document, document!– Anticipate areas of miscommunication.– Be as succinct as possible.– Add what is NOT required.– Obtain sign-off by key stakeholders.
• Use signed-off scope and requirements documents to manage your project– What’s “in” and what’s “out”
Proprietary - PMI Pittsburgh
Risk Management
What is project risk?• What could go wrong with your project?• What could keep this project from completing
successfully?• Risk Categories
– Technical, quality and performance– Project management– Organizational– External
Proprietary - PMI Pittsburgh
Risk Management
• Risk = the probability that a given process, task, or activity cannot be accomplished as planned.
• Risk can represent either an exposure to loss or a potential for reward.
• There are 2 possible outcomes for each risk identified: 1) real reward or loss, or 2) opportunity loss or reward.
Proprietary - PMI Pittsburgh
Risk Management
• Risks are classified as internal (under the control of the project team) or external (not under the control of the project team)
• Process:- Identify the risk- Analyze the risk (probability of occurrence; value,
impact)- Identify actions needed to manage risk [avoid,
accept, mitigate, deflect]- Track and monitor
Proprietary - PMI Pittsburgh
Potential Risk Factors
• Areas to consider when identifying project risks:– Resources (general and specific)– Technology– Schedule– Training– Testing– Industry standards (current or evolving)– Organizational changes, support, issues
Proprietary - PMI Pittsburgh
Potential Risk Factors
• Risk Factors to consider (cont.):– Product stability– Dependence on client (or others) for
data/inputs/etc.– Others?
• What risks do you see impacting your project(s)?
• Start listing what you know you don’t know and build on that list.
Proprietary - PMI Pittsburgh
Exercise for Controlling a Project
• You now have a change in the project.• As the project is beginning, your spouse has
suggested a change. He/she would like the garage changed to have additional room for lawn and other equipment.
• You will now need to manage this change in terms of your project plan.
• You should determine the impacts to your project schedule and cost, review, and adjust accordingly.
Proprietary - PMI Pittsburgh
Summary – Project Execution and Control
• So what have we learned?– Communications – at ALL levels and ALL phases
of the project is critical to its success.– Requirements definition, documentation, sign-off
and understanding among all stakeholders is imperative to project control and execution.
– The Project Manager is the key!
Proprietary - PMI Pittsburgh
Section 7: Project Closing
Don’t believe everything you think.
Proprietary - PMI Pittsburgh
Goal: Introduce the final PMI process group necessary for successful project management implementation
Objective:
•Introduce the main elements of the Closing Process
•Outline Benefits for Using Project Management Processes
•Provide Tips for Project Manager about the Closing Process
•Review Pathways & Pitfalls for Closing Process
Proprietary - PMI Pittsburgh
Process Focus – Closing
Initiating Planning
Controlling Executing
ClosingCLOSINGCLOSING
Proprietary - PMI Pittsburgh
Project Closing – Elements:
• Administrative Close Out – Generating, gathering, disseminating information to formalize phase or project completion, including evaluating the project, compiling lessons learned for use in planning future phases or projects
• Contract Close Out – Completion and settlement of the contact including resolution of any open items
Proprietary - PMI Pittsburgh
Administrative Close Out Activities:• Collect all project records
• Document performance measures resulting from performance reviews, variance, trends and earned value analysis
• Formalize acceptance/signoff of the product by the sponsor, client, customer
• Archive project documentation
• Verifying project results in preparation for formal acceptance
• Create and Complete Punch List
• Conduct and Document the lessons learned
• Perform final appraisal review of team members
Proprietary - PMI Pittsburgh
Contract Close Out Activities:• Verify product/service acceptance
• Update records based on final contract results
• Archive contract documentation of completed work results
• Notification to end-user of contract completion
• Obtain formal acceptance
Proprietary - PMI Pittsburgh
Input
Tools
Output
OutputInput
1. Project Charter
2. Project Scope Statement
3. Project Plan
4. Contract Documentation
5. Organizational Process
Documents
6. Budget Worksheet
7. Risk Plan and log
8. Performance Reports
8. Contract Deliverables
1. Project mgmt methodology
- 9 knowledge areas
- 5 process groups
2. “Expert” Judgment
1. Administrative Closure Archives
2. Contract Closure Archives
3. Final Product, Service, Result
4. Environment & Org. Updates
5. Organization Process Assets
Closing – Process Flow:
Tools & Techniques
Project Integration Management Overview
www.pmi.org, May, 2004
Proprietary - PMI Pittsburgh
Closing – Why This Process is Important
“Only by examining our mistakes and applying the lessons learned can one stem the tide of project failures and enhance an organization’s probability of success”
Chaos: A Recipe for Success
The Standish Group International, Inc.
1999
Proprietary - PMI Pittsburgh
What is the Number One Reason Projects Fail?
38%
43%
11%
8% Project Team Politics
Lack of Resources
Scope Creep
Inadequate ExecutiveSponsorship
Source: PM Network, May 2004, p.12
Proprietary - PMI Pittsburgh
Closing - Why This Process is Hard to Get
• Requires Speaking Truth to Power about the project
• Assessment required on whether business goals met
• Requires Discipline to finish the project
•throughout the Organization
•With End User
•With other Stakeholders
• Everyone is Tired
• The Art, The Science, and …..
Proprietary - PMI Pittsburgh
Proprietary - PMI Pittsburgh
Business Values Derived from Use of Project Management Processes:
• Increases Your Company’s ability to integrate new employees quickly into its business
• Allows employees to concentrate on project, not operational or procedural elements
• Provides systematic approaches to Risk Management – gets risks out earlier and minimizes impact
• Adjustment periods between projects is decreased by using basic tools & techniques
• Provides communication channels throughout Company
• Ties in Senior Management
Proprietary - PMI Pittsburgh
Section 8: Summary
Proprietary - PMI Pittsburgh
To paraphrase one of the old Heinz slogans (remember – we are in Pittsburgh):
“How do you get 9 PMBOK Knowledge Areas into a single day?”
Scope RiskTime Communications
IntegrationCost ProcurementQuality Human Resources
Proprietary - PMI Pittsburgh
Also,“ How do you get 5 major Project
Management Processes into a single day?”
InitiatingPlanning
ControllingExecuting
Closing
Proprietary - PMI Pittsburgh
Primary Objectives• Introduction to Project Management• Identification of Primary Process &
Knowledge Areas• Applied Project Management • IT Projects Focus• Tools, Templates, National Standard
(PMBOK Guide) – Useful Things
Proprietary - PMI Pittsburgh
A Project Manager’s Observations:• Success• Focus on the Important Things (the
responsibilities of the Project Manager)– Scope, Time, Cost, Quality, Risk, Communication,
Procurement, Human Resources and Integration
• We are involved in various levels of Technology – but it is a People Business
Proprietary - PMI Pittsburgh
Project Management
• A continuous process of learning and improving
• Leadership
• Accountability
Proprietary - PMI Pittsburgh
Continuous Improvement• Questions – call/email the presenters• Project Management Institute (PMI)
Pittsburgh Chapter (Meetings are free)• PMI membership• Pittsburgh Technology Council - IT Network• Local Universities and Colleges• PMI Project Management Professional
certification
Proprietary - PMI Pittsburgh
Thank You!• Attendees (can’t leave until you complete
the evaluation forms)• Clients• Hosts – Pittsburgh Technology Council• PMI Educational Foundation• PMI Pittsburgh Chapter• PMI’s Volunteer Member Presenters
top related