Closing the Project PM x470

Closing the ProjectPM x470

UC Berkeley Extension, Business and ManagementWeeks 5 - May 21, 2011

Ray [email protected]

Jennifer [email protected]

Closing Processes• Inputs

– Project Management Plan– Accepted Deliverables– Organizational Process Assets

• Outputs– Final product, service or

result transition– Organizational process assets

updates

Think Team 2

Bank Network Migration Deliverables

ProcessesPhases

Design Migration Plan MigrationOperational Acceptance

Project Mgm’t

- Project

Charter

- Preliminary

Project Scope

Statement

Project Management Plan

1. Scope Statement

2. WBS

3. Project Schedule

4. Cost Baseline

5. RAM

6. Comm. Mgmt Plan

7. Risk Response Plan

8. Vendor Proposals

1. Contracts

2. Status Reports

3. Change Requests and approvals

a. Corrective actions

b. Updates to management plan

4. Earned Value Reports

1. Sponsor Sign-Off

2. Contracts Closed

3. Lessons Learned

Product Oriented

- Network

Architecture

Document

- Network

Design

Document

1. Detailed Network Drawings

2. Service Level Agreements (SLAs), ITIL

1. Equip. ordering and delivery

2. MPLS network ordering and delivery

3. Network Roll-out, testing, acceptance

4. Branch, ATM migration

Operational Acceptance

Think Team 3

Administrative Closure

• Documenting project results for acceptance by the sponsor/customer– Project records collected to ensure adherence to

final specification/metrics

• Analysis of project success, effectiveness and lessons learned

• Archiving of info for future use• Ideally completed for each project phase

Think Team 4

Contract Closure

• Completion and settlement of the contract, including resolution of any open items

• Punch List items• Holdback penalties %• Performance incentives• Customer reference

Think Team 5

Lessons Learned

• Two sessions– Internal with your core team members first– External to include your customer

• Have a Facilitator so PM can participate• Conduct in open and safe environment

– What worked well and should continue– What can be improved upon

• Document with Actions and Next Steps

Think Team 6

Transition to Operations

• Complete documentation package– As Builts– Warranties– Contacts and Escalation lists

• Training of Operational / Helpdesk staff• Handoff not “thrown over the fence”• Budgeted for Total Cost of Ownership

– Ongoing years for license upgrades– Hardware life expectancy

Think Team 7

Adjourning “5th Stage”

• Team recognition• Celebrate (build into budget)• Executive Sponsorship• PM contributes to individual’s review• Communicate throughout organization• Assignment to new project• Mentoring and coaching resources

Think Team 8

The Last Words Project Management Deliverables

Initiate PlanExecute / Monitor

and ControlClose

1. Project Charter

2. Preliminary Project Scope Statement

Project Management Plan

1. Scope Statement

2. WBS

3. Project Schedule

4. Cost Baseline

5. RAM

6. Comm. Mgmt Plan

7. Risk Response Plan

8. Vendor Proposals

1. Deliverable completion acceptance

2. Contracts

3. Status Reports

4. Change Approval / Rejection

1. Sponsor Sign-Off

2. Contracts Closed

3. Lessons learned

Think Team 9

Product Oriented Practices / Deliverables•SDLC – Waterfall, Agile, RUP•IT Infrastructure Library•Biotech•Construction•Others

Project Organizational Context

Think Team 10

G O

V E

R N

A N

C E

G O

V E

R N

A N

C E

Alignment of Alignment of projects with projects with strategic strategic business business objectivesobjectives

PrioritizationPrioritization

Org. Capacity Org. Capacity planningplanning

ProjectProject LifecycleLifecycle

PMBOK PMBOK GuideGuide

Product Product delivery best delivery best practicespractices

IT Infrastructure Library

Doing the Right Doing the Right WorkWork

Doing the Work Doing the Work RightRight

Knowing Knowing What is What is BestBest

Organization’s Culture• Collaboration – “Organization will do whatever it

takes to please its customer.”• Control – “Organization will be the most efficient,

lowest cost provider to the industry.”• Competence – “Organization will produce the

highest quality solution to the marketplace.”• Cultivation – “Organization will be a constant

source of personal satisfaction to its customers and its employees.”

Think Team 11

Theory of Conscious Alignment

Think Team 12

SStrategytrategy““Knowing what Knowing what

is best.”is best.”

IImplementationmplementationSuccessful conversion Successful conversion

of strategy into of strategy into operationsoperations

OOperationsperations““Being the best at Being the best at

what we do.”what we do.”

Identifies the processes, skills, and techniques that explicitly align the work efforts of the organization (project work) with the organization’s business strategies.

(Stanford University, IPS)

Theory of Conscious Alignment Roadmap

1. Identify a core business culture, balanced by the remaining three business culture

2. Align the business strategies of the organization with identified cultural outline

3. Align project work in the organization with the prioritized business strategies of the organization

4. Explicitly adjust day-to-day operations to support the output projects, in alignment with expected organizational behavior

Think Team 13

Implementation• Translates strategy into tangible terms• Aligns work of the organization with business

strategies• Aligns right resources with the prioritized work• Aligns work of the organization with emergent

change• Aligns interdependencies of various work efforts• Aligns performance indicators with the priorities of

the organization

Think Team 14

Integrated Project System(Stanford - Advanced PM Certification)

Think Team 15

Project Management Maturity Models

Think Team 16

Level 1Level 1CommonCommonLanguageLanguage

Level 2Level 2CommonCommonProcessesProcesses

Level 3Level 3SingularSingular

MethodologyMethodology

Level 4Level 4BenchmarkingBenchmarking

Level 5Level 5ContinuousContinuousImprovementImprovement

Level 1Level 1InitialInitial

Level 2Level 2RepeatableRepeatable

Level 3Level 3DefinedDefined

Level 4Level 4ManagedManaged

Level 5Level 5OptimizingOptimizing

Level 1Level 1StandardizeStandardize

Level 2Level 2MeasureMeasure

Level 3Level 3ControlControl

Level 4Level 4ContinuouslyContinuously

ImproveImprove

Harold Kerzner

SEI, CMM

OPM3,

PMI

Scientific Approach to

Solving Problems

The Team Handbook 3rd Edition, Oriel Inc., 2003

http://www.orielinc.com/prod.tth3.cfm

Scientific Approach

• Systematic way of solving problems and improve processes

• Decisions based on data (not hunches)• Root cause analysis• Lasting solution (not quick fixes)• Collection and use of objective data to guide

analysis/thinking

Think Team 18

Scientific Tools

• Collecting Data• Mapping Processes• Problem Solving /

Process Improvement

Think Team 19

Data Collection Tools

Tool DescriptionOperational Definition

Identifies what and how to measure so whoever does it gets the same result

Stratification Divides data into categories to determine factors that have the most impact to the problem

Checksheet Structured forms that make it easy to record and analyze data. Uses hash marks to indicate how often something occurs.

Concentration diagram

Data collection forms where you write directly on a picture of the object to quickly see where problems cluster

Workflow diagram

Pictures movements of people, materials, documents, or information in a process. Traces movements on a floor plan sketch or something similar (ex. paper forms)

Think Team 20

Problem Solving & Process Improvement Methods

Six Sigma– Define

– Measure

– Analyze

– Improve

– Control

Seven Step1. Project 2. Current Situation3. Cause Analysis4. Solutions 5. Results6. Standardization7. Future Plans

Think Team 21

Others– Lean Thinking– TQM– Deming Cycle

Process Map Tools

Tool DescriptionBasic and Detailed

Basic – outline of major steps

Detailed – shows most or all of the process steps

Top-Down Shows major step in a process and the next level of sub-steps

Deployment Shows flow of a process and which people/group are involved in each step

Opportunity Highlights opportunities for improvement by separating value-added steps (essential for making the product or delivering the service) from non-value-added steps (included only to check for or fix problems). Re-arranged detailed process map.

FMEA Failure Modes and Effects Analysis - Used for identifying potential process or product failure and the risks associated with these failures

Think Team 22

Top-Down Process Map

Think Team 23

Plan the Communication

Organize the Communication

Write the Communication

1.1 Determine the aims of the communication

1.2 Identify the audience and their perspectives

1.3 Identify communication ownerships

1.4 Decide work schedule

2.1 Identify main themes/sections

2.2 Decide order of topics

2.3 Collect info

3.1 Write communication

3.2 Edit for flow, clarity

3.3 Add charts/graphs

3.4 Review and complete draft and correct

Failure Mode Effects Analysis

Item/ Process

Step

Potential Failure Mode

Potential Effects of

Failure

Sev

erity

Potential Causes of

Failure

Oc

cu

rren

ce

Current Controls

Detectio

n

Risk

Priority

Number

Recommended Action

Order Entry

Customer cannot place order

Dissatisfied customer

7 Telephone network down

5 Telephone company is notified

1 35 Current control is adequate

Order Entry

Customer cannot place order

Dissatisfied customer

7 Network is overloaded due to unexpected call volume

8 No current controls

10 560 Monitor network automatically – provide warning if 85% of capacity is hit for over 1 min.

Order Entry

Customer order not recorded

Customer does not received ordered items

7 Order recording systems is down

6 Periodic system monitoring

8 336 More systematic monitoring

Think Team 24

Data Relationships ToolsTool Description

Pareto Chart Ranks problems or their causes. Derived from the Pareto Principle – “80% of the trouble comes from 20% of the problems”.

Time Plots Used for examining data for trends or other patterns that occur over time

Control Charts Used to monitor a process for statistical control verification. A UCL and LCL (Upper/Lower Control Limit) indicate typical variations. Points that fall outside the limits or into particular patterns are of concerns and warrants investigation

Frequency Plots

Shows the distribution of the data by showing how often different values occur

Ishikawa Diagram

Organizes potential causes of problems into chains of cause-and-effect relationships.

Scatter Plots Display relationships between two characteristicsThink Team 25

Control Chart

Think Team 26

UPPER SPECIFICATION LIMIT

LOWER SPECIFICATION LIMIT

UPPER CONTROL LIMIT

LOWER CONTROL LIMIT

CENTER LINE OF PROCESSX_

+3

-3

Frequency Plot : The Bell-Shaped Curve

Think Team 27

-1-2-3 +1 +2 +3

1+

_

x_

x_

_+

+

_

_

2

3

68 %

95 %

99.73 %

RANGE AREA68 %

95 %

99.73 %

x_

x

Normal Distribution Attributes

SPECIFICATION

RANGE (+/-

PERCENT WITHIN RANGE

DEFECTS PER BILLION PARTS

1 68.27 317,300,000

2 95.45 45,400,000

3 99.73 2,700,000

4 99.9937 63,000

5 99.999943 57

6 99.9999998 2

Think Team 28

Ishikawa Diagram

Think Team 29

METHODMETHOD

LOCATIONLOCATIONPEOPLEPEOPLE

MATERIALMATERIAL

TESTINGTESTING

CAUSE EFFECT

MACHINEMACHINE

PROBLEMPROBLEM

Ishikawa Diagram (With “Bones” Inserted)

Think Team 30

MACHINEMACHINE

PROBLEMPROBLEM

SPEED TOO SLOW

SPEED TOO FAST

LOOSEFITTINGS

WORNCUTTER

EXCESSIVEGEAR WEAR

Scatter Diagram

Think Team 31

TE

ST

SC

OR

ES

, %

YEARS OF EXPERIENCE

Scatter Plot Correlation

Think Team 32

PMI Credentials

• Project Management Professional: PMP• Certified Associate in Project Management:

CAPM• Scheduling Professional: PMI-SP• Risk Management Professional: PMI-RMP• Program Management Professional: PgMP• Agile Certified Practitioner: PMI-ACP

Think Team 33

PMP Eligibility Requirements

Educational Background PM Experience PM Education

Secondary degree (high school diploma, associate’s degree or global environment)

Minimum five years/60 months unique non-overlapping professional project management experience during which at least 7,500 hours were spent leading and directing project tasks *

35 contact hours of formal education

OR

Four-year degree (bachelor’s degree or global equivalent)

Minimum three years / 36 months unique non-overlapping professional project management experience during which at least 4,500 hours were spent leading and directing project tasks *

35 hours of formal education

Think Team 34

Leading and Directing Project Tasks

Leading and directing project tasks as identified in the Project Management Professional Examination Specification. You should have experience in all five process groups across all your project management experience submitted on the application. However, on a single project, you do not need to have experience in all five process groups.

Think Team 35

Education Requirements

• PMI Registered Education Providers• PMI Component organizations• Employer/company sponsored-programs• Training companies or consultants• Distance-learning companies• University/college academic and continuing

education programs

Think Team 36

Exam Policies & Procedures

• Number of scored questions: 175• Number of Pretest unscored: 25• Total Examination Questions: 200• Allotted Examination Time: 4 hours• Passing rate required 61%: 107

Think Team 37

Exam Policies & Procedures

Domain % of Questions

Initiation 11%

Planning 23%

Executing 27%

Monitoring and Controlling 21%

Closing 9%

Professional and Social Responsibility 9%

TOTAL 100%

Think Team 38

Submitting Application• Online process takes more than one day• Documented work experience• References from your previous job• Can’t fake it in case of auditing

Think Team 39

Exam Administration Type PMI Member Status US Dollars

Computer Based Training Member $405

CBT Nonmember $555

Reexam CBT Member $275

Reexam CBT Nonmember $375

Credential renewal Member $60

Credential renewal Nonmember $150

Career Guidelines• Tryout several jobs: assess what you like /don’t like about

each job• Money: know your position about it and be comfortable

with your choice• Job fit signals

– People : do you enjoy working with your colleague , do you have shared sensibilities

– Opportunity : growing and learning opportunity in the job, it should feel like a stretch in the beginning

– Options : will the job help you when you leave • working for a certain companies can give you credentials• small companies offer a more diversified experience that you cannot

get with big ones– Ownership : person or people who you are taking/doing your job

for– Work content : you love the work though there are bad days;

“skipping your way to work”

Think Team 40

Hiring Considerations• Test / Screen

– Integrity– Intelligence– Maturity

• 4 - Es and 1 - P– Positive Energy

• Go! Go! Go! Attitude • Zest for life

– Ability to Engage others– Edge

• Make decisions • Make the hard call

– Execute– Passion

Think Team 41

Work Life Balance• Understand your boss’ priorities• Most managers considers Work Life balance is your

problem to solve• If you have very good performance, there is higher

likelihood that your Work Life balance request will be accommodated

Think Team 42

• Work Life balance request is usually a one-on-one negotiation

Work Life Balance• Appreciate the corporate culture • You can be considered uncommitted to the

company’s goal• Consider your priority and values• Work Life balance is about choices and

tradeoffs and being at peace with the consequences of your choice

Think Team 43

We’ve Only Just Begun

Use project management with a bit of logic in your head, take actions with your hands, and feel it with your heart…