Leveraging Project Management Strategies in K-12 Dave Henrich M.Ed., ITSC, MBA, PMP CCIU Division of Teaching and Learning [email protected].

Leveraging Project Management Strategies in K-12

Dave HenrichM.Ed., ITSC, MBA, PMP

CCIU Division of Teaching and Learning

[email protected]

What is Project Management?

A job title?

A profession?

A better way of doing things?

A discipline?

A certification?

Why Should I Embrace Project Management?

Our Plan for the Hour

1. Overview of the Project Management Knowledge Areas and Process Groups

2. Elements of a Project Charter

3. The importance of stakeholders

4. What goes into planning

5. What should we do while project work is occurring

6. The why, when, and how of closing a project or project phase

7. Tools of the Profession, Q&A / Wrap-up

Overview of the PMKnowledge Areas and Process Groups

The 9 Knowledge Areas Are:1. PM Integration

2. Project Scope Management

3. Project Time Management

4. Project Cost Management

5. Project Quality Management…

Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition


The 9 Knowledge Areas Are: …6. Project Human Resource Mgt

7. Project Communications Mgt

8. Project Risk Management

9. Project Procurement Mgt



The 5 Process Groups Are:1. Initiating

2. Planning

3. Executing

4. Monitoring & Controlling

5. Closing



The 5 Process Groups Are:

Heavily weighted toward GETTING READY to do work


2 20


The Timing of Process Groups Overlap

Source: Wikipedia

http://en.wikipedia.org/wiki/File:Project_Management_(phases).png


Closing

All Projects and Project Phases

Need to be Closed

1) Obtain acceptance



Closing

2) Update Organizational Process Assets

Update procedures

File documents and templates

File contracts and warranties

Document Lessons Learned



Closing

3) Close procurements

4) Release personnel


Getting Started

Initiating Process Group

Develop Project Charter

Identify Stakeholders

The Project Charter

Written by the Project Sponsor

May be refined


Interesting Reading - Gartner: 16 long-held IT business practices you need to kill

http://www.networkworld.com/news/2011/101911-gartner-best-practices-252164.html

The Project Charter

Elements of the Project Charter–Statement of Work

»Describes PRODUCT scope.»Summarizes the business need»Links to the Strategic Plan

–The Business Case


The Importance of Stakeholders

Develop and MAINTAIN a Stakeholder Register1. Decision makers

2. Customers

3. Anyone impacted

4. Vendors

5. Neighbors / community

6. Internal departmentsSource: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition


Assess each Stakeholder1. Internal / external

2. Interest in the project

3. Requirements / expectations

4. Potential influence

5. Supporter / resistor / neutral

6. Strategies for managingSource: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition


Power / Interest Grid

KeepSatisfied

Monitor

(Minimum Effort)

ManageClosely

KeepInformed

I n t e r e s t

Power


“90 percent of a project manager's time is spent communicating”

Source: The Project Management Institute

http://blogs.pmi.org/blog/voices_on_project_management/communication/



Know When to Seek Help

A farmer died and left his herd of 17 camels to his three sons. In his will, he left half of the camels to his eldest son, one third of the camels to the second son and one ninth of the camels to his youngest son.

Source: The Project Management Institute




Know When to Seek HelpThe three brothers were having great difficulty working out a fair way of implementing their father's will and could not agree on who would have more and who would have less than the amount willed. Before their relationship became too stained, the brothers went to visit a wise old woman who lived in their village to seek advice.Source: The Project Management Institute




Know When to Seek HelpShe told them she could not solve their problem but would give them her only camel if it would help.

The brothers thanked her and took the camel back with them. With a herd of 18 the problem simply disappeared; the first brother took 9 camels, the second 6 and the youngest 2.

But, 9 + 6 + 2 = 17, so they gave the spare camel back to the wise old lady with their thanks.Source: The Project Management Institute




Start Planning for Success

Planning Process Group

Requirements & Scope

Estimating

Risk

Planning – Collect RequirementsCollect Requirements

• Develop detailed project and product requirements– Reference Project Charter and

Stakeholder Register – Leverage techniques such as

brainstorming, Delphi Technique, interviews, focus groups, prototyping, etc


Planning – Collect RequirementsDocument the Requirements• List requirements by stakeholder

and priority– Functional requirements– Non-functional requirements (level of

service, security, supportability, etc)– Quality– Acceptance criteria– Assumptions– Constraints


Planning – Collect Requirements

Requirements Management Plan

• How requirements will be determined, tracked, prioritized, reported

• How changes to requirements will be initiated, analyzed, traced, tracked, reported, authorized


Planning – Collect RequirementsRequirements Traceability Matrix

1. Record attributes of each product requirement

2. Origin, rationale, owner of the requirement

3. Links to business needs, goals, etc

Source: Modern AnalystA Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition

http://www.modernanalyst.com/Resources/Templates/tabid/146/articleType/ArticleView/articleId/934/categoryId/63/Requirements-Traceability-Matrix.aspx

http://www.modernanalyst.com/Resources/Templates/tabid/146/articleType/ArticleView/articleId/934/categoryId/63/Requirements-Traceability-Matrix.aspx

Planning – Define Scope

1. Document characteristics

2. Document acceptance criteria

3. List project exclusions

4. Identify constraints and assumptions


Planning – Create WBS

1. Analyze and break down product descriptions into manageable deliverables

2. Keep breaking down until cost and activity durations can be RELIABLY estimated and managed.


Planning – WBS DictionaryFor each Work Package

– Description of work– Who performs the work– Account code to be charged– Schedule milestones– Resources– Cost estimate– Acceptance criteria– Technical references– Contract information


Planning – Scope Baseline

Scope Baseline

– Contains copies of the Project Scope Statement, WBS, WBS

– Is a snapshot of these documents preserved now

– Capture a new snapshot each time work described in the scope


PLAN for Risk

Risk Process Group

“…we didn’t see it coming because

we weren’t looking.”

Source: Flash Foresight, Daniel Burrus, pp37

http://www.amazon.com/Flash-Foresight-How-Invisible-Impossible/dp/0061922293

Plan for Risk

What is a risk?

Plan for Risk

What is more risky?a) Buying 100 shares of a stock that is

expected to decrease in value by 5 to 10% in the next 30 days

b) Buying 100 shares of a stock that is expected to increase in value by

20 to 40% in the next 30 days?

Plan for Risk

When do we plan for risk?

Plan for Risk

When do we look to see if risks have changed or if new risks have emerged?

Photo Source: U.S. Chemical Safety and Hazard Investigation Board

http://www.csb.gov/investigations/detail.aspx?SID=96

Planning – Risk Management Plan

1. Match the Risk Management strategy to the risk

2. Allocate appropriate resources to Risk Management

3. Document risks, probabilities, risk tolerances


Risk Planning Processes1. Plan Risk Management

2. Identify Risks

3. Qualitative Risk Analysis

4. Quantitative Risk Analysis

5. Plan Risk Responses


Executing Processes

After Initiating and Planning…

Executing and Monitoring & Controlling

Source: Cohuman.com TechRepublic.comA Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition

http://www.cohuman.com/

http://techrepublic.com.com/2001-6240-0.html


http://techrepublic.com.com/2001-6240-0.html

Monitoring & Controlling ProcessesHandling requests for changes…

Document and analyze COMPLETE impact of change request



Influence factors that might circumvent integrated change control to assure that only changes approved by the Change Review Board are implemented



Handle change requests promptly



Disseminate approved change requests


Executing ProcessesGet the people the project needs when the project needs them.

Get the stuff the project needs.


http://www.nasa.gov/exploration/analogs/hdu_team.html

Executing Processes

Manage Stakeholder Expectations

Distribute Information


Monitoring & Controlling Processes

Control Scope

Control Schedule

Control Costs


Variance Analysis


The drastic difference between

Quality Assurance

and

Quality Control



QA = Improve Processes through Quality Audits and Process Analysis



Quality Audits:Identify best practices

Identify gaps

Share good practices

Proactively raise productivity

Enhance the lessons learned repository



Process Analysis:

Examines identified problems, constraints,

non-value-added activities.

Uses root cause analysis.



QC = Checklists and inspections to assess correctness and identify cause of defects

Source: Testing DM-2 solid rocket motor - nasa.govA Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition

http://www.nasa.gov/mission_pages/constellation/multimedia/ares/photos10-202.html

Monitoring & Controlling ProcessesQuality Control

Source: Run Chart - nasa.gov, Pareto Chart – nasa,gov, Scatter Plot – nasa.gov, A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition

http://www.nasa.gov/

http://ntrs.nasa.gov/archive/nasa/casi.ntrs.nasa.gov/19890007063_1989007063.pdf

http://mynasadata.larc.nasa.gov/glossary.php?&word=scatter%20plot



http://mynasadata.larc.nasa.gov/glossary.php?&word=scatter%20plot


Verify Scope – Completeness, Inspections, Acceptance



Monitor and Control Risks


Closing Processes

Close Procurements – When a seller’s work has ended

Close Project or Phase – When work on a phase or all phases has ended


Bibliography

Project Management Institute www.pmi.org

Wikipedia www.wikipedia.org

http://www.pmi.org/

http://www.wikipedia.org/

PM Tools and Resources

Project Management Institute www.pmi.org

Cohuman www.cohuman.com

Oregon Department of Human Services Templates www.oregon.gov

StarWright Project Management Tools Directory www.startwright.com

See also: PM_Tools_and_Resources.docx on the session Ning

http://www.pmi.org/


http://www.oregon.gov/

http://www.startwright.com/

Act 48 Code

Leveraging Project Management Strategies in K-12 Dave Henrich M.Ed., ITSC, MBA, PMP CCIU Division of Teaching and Learning [email protected].

Documents

project phases

project work

project management petec

theory of project management

project phasetools

project sponsor

pmknowledge areas

process groupselements