Managing a Project from Start to Finish...• PERT Diagram/Critical Path Method • Gantt Chart • Resource Loading Chart Module 7 - The Execution Phase: Monitoring and Controlling

Welcome to

Managing a Project from Start to Finish

Delivered by:Dynamic Solutions

Albuquerque, New MexicoPhone and Fax: 505.888.4786

Email: [email protected]

Designed for:Sandia National Laboratories

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505-459-2658505-459-0436

Welcome to


Delivered by:Dynamic Solutions

Albuquerque, New MexicoPhone and Fax: 505.888.4786

Email: [email protected]

Designed for:Sandia National Laboratories

Adobe Illustrator CS4 - MacFile name: 2013_cover_titlepage2.ai2-color: PMS 1805 CVU BlackPLEASE NOTE: This file will be used for cover AND for title page.The cover is 2/0; the title page is 2/1, with copyright on the back in black.Fonts: Palatino regular, italic, bold, bold italicImage is not centered on cover - it is set to the right to allow for binding

505-459-2658505-459-0436

Copyright © 2018 Dynamic SolutionsAll Rights Reserved

Revision 2.0


Your Name

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Your Trainer

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Course Dates

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Course Outline

Module 1 - Project Management Concepts • Definitions • Benefits and Reasons for Failure • Elements of Planning, Scheduling and Controlling • The Project Life Cycle • Basic Project Phases • Project Management Procedural Guidelines • The Project Management Plan

Module 2 - The Initiation Phase, Part 1: Gathering Requirements • Identify the Key Stakeholders • Understand the Organization Dynamics • Research Needs and Wants • Conduct a Feasibility Study • Create a Communications Plan Module 3 - The Project Manager and the Team • Authority versus Accountability • The Communications Triangle • Leadership and Delegation • Barriers to Communication • The Structure of Teams • The Stages of Team Development • Successful Project Team Characteristics

Module 4 - The Initiation Phase, Part 2: Creating the Project Charter • Project Goal Development • Development of the Project Charter


Course Outline, continued

Module 5 - The Planning Phase, Part 1: Developing the Detailed Project Plan • Work Breakdown Structure • Logic Network

Module 6 - The Planning Phase, Part 2: Scheduling the Detailed Project Plan • Responsibility Assignment Matrix (RAM) • Estimating Tasks • PERT Diagram/Critical Path Method • Gantt Chart • Resource Loading Chart

Module 7 - The Execution Phase: Monitoring and Controlling the Project • Performance Reporting • Risk Assessment • Change Control • Replanning the Project

Module 8 - The Closeout Phase • Project Closeout • Action Planning

Appendix - Templates • Blank Responsibility Assignment Matrix • Blank Gantt Chart • Status Report: Team Member to the Project Manager • Status Report: Project Manager to the Team • Status Report: Project Manager to Stakeholders • Risk Assessment Form • Project Change Order • Change Control Log

Module 1

Project Management Concepts

Managing a Project from Start to Finish©2018 Dynamic Solutions

©2018 Dynamic Solutions

Managing a Project from Start to Finish1-2

Project Management DefinitionsProject Management* is the application of knowledge, skills, tools and techniques to proj-ect activities and tasks in order to meet stakeholder needs and wants from a project.

This involves balancing the competing demands among:

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A project* is a temporary endeavor undertaken to create a new or improved product, ser-vice or result.

Key characteristics of a project:

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* The Guide to the Project Management Body of Knowledge (Sixth Edition PMBOK® Guide) ©2017 Project Management Institute, Inc. All Rights Reserved.


Project Management Concepts1-3

A process is a series of actions or operations that proceed to an end result, but which is continuous in operation.

Key characteristics of a process:

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A program* is a group of projects and/or processes that are grouped together so as to ob-tain benefits that would not be available if they were managed separately.

Examples:

1. The “ABC Turbo Engine Program” consists of projects and processes to manage the current turbo engines but also those to develop the next generation of products.

2. Publishing a newspaper is a “program” -- getting the paper “out” is a process that is repeated over and over. The production of each day’s paper is a project.

NOTES:

* The Guide to the Project Management Body of Knowledge (Sixth Edition PMBOK® Guide) ©2017 Project Management Institute, Inc. All Rights Reserved.



Benefits of Project ManagementWhat are the benefits of using Project Management?

• Aids in the control of cost, schedule, resources and change

• Creates a more accurate definition of project goal and objectives

• Standardizes project status reporting

• Establishes a process for risk and contingency planning

• Aids in communication between functional departments

• Allows tasks to be identified in a detailed manner

• Creates a valid Project Management Plan and ways to track progress against this plan

• Creates an environment that is proactive rather than reactive

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Reasons Why Project Management Might not be Successful

What are some of the reasons why projects frequently “fail”?

• Stakeholders do not agree on the purpose of the project

• Client changes the goal or scope of the project

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Components of a ProjectWhat are the components of a project?

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Elements of Planning, Scheduling and Controlling

Planning

• Start the Project Management Plan development

• Define the Team

• Generate or obtain Requirements Document(s)

• Create Project Charter

• Identify all the tasks that need to be done (Work Breakdown Structure)

• Determine the order in which the tasks get done (Logic Network)

• Estimate effort and costs (high level)

• Do initial Risk Assessment

• Gain approvals

Scheduling

• Determine who is going to do what tasks (Responsibility Assignment Matrix)

• Estimate both the “work” and the “duration” of each task

• Determine the project schedule (PERT diagram)

• Determine the critical path

• Identify key milestones

• Identify resources needed

• Update effort and costs estimates

• Update Risk Assessment

• Finalize the Project Management Plan

• Gain approvals



Controlling

• Collect information on the status of the project

• Incorporate actuals into the plan

• Adjust the plan as necessary -- keep it valid!!

• Do appropriate status reporting -- progress, exception, and forecast

• Hold phase reviews and team meetings

• Follow change control procedures

• Deliver the results

• Create a follow-up plan, if necessary

• Hold post-project review and assessment

• Celebrate the team’s success!

NOTES:



Project Life Cycle

Types of ProjectsPROJECT WORK TECHNOLOGY CHARACTERISTICS

1

2

3

4

Familiar

New

Familiar

New

Familiar

Familiar

New

New

Lots of "Knowns"

Some "Knowns"&

Some "Unknowns"

Mostly "Unknowns"

WHAT

DO IT

HOWCLOSE ITM

ON

ITO

R/C

ON

TRO

L

LESS

ON

S

LEARNED APPROVAL

APPR

OVA

L

DO REVIEWPLAN

Replan Redo

Phase 1

Phase 2

Phase 3

Phase 4



Basic Project PhasesA project can be more easily managed if it is broken down into phases. Basically, the phas-es are a way to divide up the work into manageable segments, which align with the project life cycle phases. The phase approach to project management provides a way for the orga-nization to manage projects uniformly and to track progress more accurately.

Four basic phases will be discussed, but realize that there can be anywhere from 3 to 9 phases and that the title of the phases can vary. If a business seeks to organize the work via project management, it will take time to accurately define the number and titles of the phases which will work in that specific environment.

There are four basic phases:

• The “WHAT” phase or Initiation Phase

• The “HOW phase or Planning Phase

• The “DO IT” phase or Execution Phase

• The “CLOSE IT” phase or Project Closeout Phase

Notice that “monitor and control” is being done throughout the project life cycle, and is sometimes considered another phase.

NOTES:



The “WHAT” or Initiation Phase

• Receive request for the project

• Conduct initial planning meeting

• Identify key stakeholders

• Assess stakeholder “needs” and “wants”

• Define goal, objectives and key deliverables

• Develop preliminary schedule and costs

• Perform cost/benefit analysis

• Perform feasibility study

• Define risks

• Determine project priority

• Develop the Project Charter and gain approvals

• Hold phase exit review

The “HOW” or Planning Phase

• Develop the Detailed Project Plan - Identify tasks and their “order” - Determine resources needed - Estimate tasks - Develop the schedule and critical path

• Establish milestones and key deliverable dates

• Create design specifications

• Perform Risk Assessment

• Create Contingency Plans

• Develop prototype or model (if applicable)

• Gain approval for the Detailed Project Plan

• Hold phase-exit review



The “DO IT” or Execution (plus Monitor and Control) Phase

• Hold “kickoff” meeting

• Carry out the Detailed Project Plan

• Provide necessary training

• Monitor and control schedule and resource allocation

• Report status

• Hold review meetings

• “Produce” the product or service

• Qualify the product or service (might be another phase)

• Cut-over/move into production (if applicable)

• Update risk and contingency plans

• Hold a phase review

The “CLOSE IT” or Project Closeout Phase

• Review entire Project Management Plan

• Complete project documentation

• Complete financial information

• Deliver final product/service

• Obtain approvals and sign-offs

• Develop follow-up plan if necessary

• Create a history file/database

• Hold post-project review (and/or “lessons learned” session)

• Give THANKS and show appreciation

• CELEBRATE!



Project Management Procedural GuidelinesIt is advisable for any organization that decides to plan its work as “projects” to create a Project Management Procedural Guidelines manual. In order to do so, think in terms of hir-ing a new employee who asks “How are projects managed in this company?”. The answer to the question will be in this manual, which will explain how projects are managed in the organization. Some suggested items that the manual might contain are:

• Overview of how projects are managed

• Project management methodology and tools used

• Organization structure and chart

• How projects are prioritized

• Responsibilities of team members, project managers, executive sponsors, and functional managers

• How resources are allocated to project teams (including limits on how many projects a team member can be on at one time and how many projects a Project Manager can manage)

• Communication lines and standing meetings

• How projects are tracked

• Project phases and phase-exit criteria

• Status reporting requirements

• Change control process

• Risk assessment and contingency planning

• Problem escalation process

• What, if any, project management software is used? What are the expectations of Project Managers in regard to use of the software?

• Glossary of terms



The Project Management PlanOne way to manage work by projects is to make it a requirement that every Project Man-ager create a Project Management Plan for every project he or she manages, prefereably using the team’s input to do so. This Plan consists of two parts: the Project Charter, which identifies “what” the project is about, and the Detailed Project Plan, which consists of “how” the project will accomplish its goal.

Project Charter

• Goal

• Action Objectives

• Project Scope

• Key Deliverables

• Assumptions and Constraints

• Risk Assessment

• Team members and stakeholders

Detailed Project Plan • Work Breakdown Structure (WBS) -- Creates the detailed tasks

• Logic Network -- Identifies the “order” in which tasks will be done

• Responsibility Assignment Matrix (RAM) -- Identifies “who” will do all the tasks

• Estimating -- Determines “how long” the tasks will take

• PERT/CPM Diagram -- Calculates the schedule and critical path

• Gantt Chart -- Another way to look at the schedule

• Resource Loading Chart -- Identifies how many people are needed

• Milestones and key deliverables

• Project budget

• Updated Risk Assessment

• Updated list of team members and stakeholders



Most Important Points (MIPs) for Module 1

Module 2

The Initiation Phase -Part 1: Gathering

Requirements




The Initiation PhaseThe Initiation phase consists of the work that needs to be done in order to be able to de-velop the Project Charter with the team. It consists of performing the Phase 1 tasks listed in Module 1 in order to determine the actual project that the team is going to undertake and obtain stakeholders’ agreement. The information gathered in this phase will be the input used to generate the Detailed Project Plan in Phase 2.

The Initiation Phase consists of two major parts:

• Gathering requirements (covered in this module)

• Creating the Project Charter (covered in Module 4)

The steps involved in gathering requirements which will be reviewed include:

• Identify the Key Stakeholders

• Understand the Organization Dynamics

• Research Needs and Wants

• Conduct Feasibility Study

• Create a Communications Plan

NOTES:


The Initiation Phase - Part 1: Gathering Requirements2-3

Identify the Key StakeholdersWho is a stakeholder? Obviously, all projects involve a client — or a customer?? or is it a sponsor? Let’s start by getting clear on some terms.

Customer: someone who buys a finished product — this means “off the shelf”, no custom-ization done.

Client: someone for whom you and your team customize a product.

Stakeholder: anyone who has a vested interest in the outcome of the project. This includes clients and/or customers and anyone who:

• Defines requirements

• Identifies needs or wants

• Funds the project

• Advocates the project

• Is a user of the end result

• Supplies resources for the project (people, equipment, materials)

• Works on the project

• ...and anyone else who acts snoopy or concerned about the project, for whatever reason!!

Whew!! That’s a lot of people to keep happy! No wonder projects can get off on the wrong foot so easily. To minimize this, consider performing the following steps in the informa-tion-gathering phase of pre-planning that precedes the writing of the Project Charter:

1. Make a list of all the stakeholders surrounding the project (20 to 30). Do not list team members, unless one is not only a team member, but plays an important role outside the team that affects the team. Remember, stakeholders can be internal OR external to the organization.

2. Decide on the top 3 to 6 most important stakeholders to keep happy -- or to watch out for!! How to do this leads us into the next topic.



Understand the Organization DynamicsHow do you insure that whatever is going on in the organization doesn’t interfere with the project? Ignoring it will not make it go away!!

It’s best to wake up and be aware of what is happening so you can manage it rather than having it manage you!! At the start of the project, after the stakeholders have been identi-fied, it is worth the effort to take a look at what impact they might have on the project. Do this by having the team answer the following questions:

• Who are the project supporters? Who are the “enthusiasts”? Why?

• Who has opposed the project? Why?

• Who are the “fence-sitters”, i.e., those that can be swayed either way?

• Who will “win” if your project is successful? Who will “lose”?

• Who will “win” if your project is unsuccessful? Who will “lose”?

• Who will definitely go to bat for you if your project gets in trouble?

• Who has a lot of clout in getting things done? Who seems to get their way all the time?

• Who is accessible? Who can agree to meet with you within the next 2 (maximum 3) weeks?

If you know who is who “in the zoo” so to speak and know how they can impact your proj-ect, you are setting yourself up to manage the dynamics and communications during your project. Based on this information, you can then decide on the key (up to 6) stakeholders that heavily impact the project’s success.

....AND PICK A PROJECT CHAMPION based on the information that is revealed. This person will be one who is accessible, has “clout”, gets things done and thinks the project is the most exciting thing in the world!!



Research Needs and WantsIt is now the time to gather all the information needed to decide exactly the goal of the project and its key deliverables. This is accomplished by identifying stakeholder needs and wants. Much project failure is due to that fact that needs and wants were not clearly iden-tified and understood at the start of the project. So what is the difference between a need and a want?

Want — a wish or a desire Need — a necessity, a must-have EXAMPLE: I need nutrients for my body to survive. I want an ice-cream sundae!! What are some problems that are created by not clearly identifying needs and wants at the start of the project?

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Think of the Critical Triangle!!!

NOTES:



The Critical Triangle

FIND OUT WHAT MATTERS THE MOST!!

The qualifiers on the triangle are often referred to as the “triple constraints” of Project Management. Why? Because Project Managers are always trying to balance and optimize schedule, cost and quality. They need to know which one of these aspects is the most critical to their stakeholders (client, senior managers, etc.) so they can adjust the other two as necessary when doing their project planning or replanning.

QUALITY

COST

SCHE

DULE



Ways to Determine Key Stakeholder Needs and Wants

1) Collect and review the written documentation on the project to date. These will tell much about “wants”, but may be deficient in identifying “needs”.

2) Hold a meeting with key team members and discuss your project’s purpose and deliverables. In this case, be sure you ask questions (not tell them what you know). It is important here to use open-ended questions that will give you more information.

3) Develop 6-12 “open-ended” questions and interview up to 6 key stakeholders to get their feedback.

Consider using the following 4 categories to guide you in developing interview questions to use with your stakeholders:

A) Pie in the sky questions:

These questions help define the desires of the requester and the answer will help you to determine project scope.

• If this project were successful, what would it look like?

• If this project could give you everything you want, what would that be?

• What would it look like/be like if the problem were resolved?

B) Reality-based questions:

These questions help determine the specifics and details that help measure project success while narrowing the project scope.

• What would convince you that the project was a success?

• What would specifically convince you?

• What do you see as the key deliverables?



C) Project background questions:

Thislineofquestioninghelpstobringforthhiddenagendasandissueswithin theorganization.Italsohelpstobringouthiddenassumptions,reasonsfor theprojectandprovidesvaluableinformationtopreventwastedeffort.

• What business conditions prompted the proposal of this project?

• Why is it important for this project to be worked on now? • What are the arguments for and against this project?

• What is your attitude about the project? • What have you tried in the past to solve the problem? What worked and what didn’t work? Why?

D) Bottom line questions:

These questions help determine, in a polite way, the priority of cost, time and performance issues. This will help the project team know what direction to take if and when things don’t go as planned, i.e., they’ll know the most important areas in which to focus resources.

These questions are to be asked right before the interview is complete -- ask them LAST!! • What is the bottom line need as you see it?

• If you couldn’t have everything you wanted as a result of this project, what would be sufficient? What would you settle for?

NOTES:



Tips for an Effective Interview1) Take only 1-2 people to the interview.

2) Plan to take 1-2 hours to do it.

3) Create a “safe” environment in which to tell the truth.

4) Do not bring a tape recorder or video.

5) One person asks the questions, one person is the scribe and writes the stakeholder’s answers in the exact words that are said!!

6) Explain the purpose of the interview.

7) Resist the urge to tell the stakeholder what you know or think about the project.

8) Consider developing the team members and letting some of them do interviews.

Options if Stakeholders Disagree1) Get the 2 or 3 stakeholders with diverse viewpoints together to discuss differences.

2) Generate new questions based on what was discovered and go re-interview them.

3) Compromise between the two points of view.

4) Write the Project Charter based on what the team can realistically do, distribute it for approval and signatures and see what happens!!

TIP: No matter what the organization dynamics are, it is a good practice for a Project Manager to:

• Document everything.

• Get signatures for your Project Management Plan(s) and major decisions.

• Keep a log of project events.

• Keep copies of important communications (memos, emails, faxes).



Conduct a Feasibility Study• A feasibility study is done to ensure that the team is working on a viable project and that this is the right time to be doing it. • The study can range from being done in a meeting to being a project in and of itself.

• A study entails looking at both the big picture and the little picture.

• Some questions to consider answering in the study are:

- Does our technology support this project?

- Is it possible to create the technology we need?

- Is this the right project to be working on at this time?

- Consider all the people the project will affect. Consider who will use the results or be affected by the outcome. Are we doing the right thing?

- Do we have the budget to do this project at this time?

- Do we have the resources and skill available for this project?

- How does doing this project impact our business? Our community? Our environment? (Consider both “positive” and “negative” impacts.)



Create a Communications Plan• The purpose of a Communications Plan is to determine the information and communication needs of the stakeholders. It answers questions such as:

- Which stakeholders require information from the project team?

- What information/data/status does each require?

- How often do they need/want to receive it?

- In what format should it be given?

- To what level of detail?

- What data needs to be collected?

- Who will collect the data?

- Who will compile and distribute the report?

• It is advisable to create this plan when the team is working on the Project Management Plan, i.e., at the beginnning of the project.

• If the team does not have enough information to create the plan, then now is the time to ask the appropriate questions of the key stakeholders, to create and agree upon the information flow during the life of the project.

• Based on the nature of the project, the Communications Plan may be formal or informal, loosely framed or highly detailed depending on the situation and dynamics surrounding the project.

Time and energy should be spent on communicating status, data and other information to the degree that lack of the communication would most likely lead to disaster. In other words, do not make communication over complex or create a bureaucracy around it. Keep it simple, yet effective!!!



Communications Plan Contents• Project Name

• Project Purpose and brief description

• A collection and filing structure for technical information and project status

- What data will be collected

- How it will be collected

- How it will be stored

- Who will be responsible for the above

• A distribution structure detailing

- To whom the information will flow

- Specifically what information is required

- What methods will be used to disseminate information (reports, reviews, meetings, electronic methods)

- What level of detail will be distributed, including the format

• How the information will flow in to the Project Manager (format, content, level of detail, frequency) from the team members

• How to access information between regularly scheduled communications

• How changes will be made to update the Communications Plan (if necessary).




Module 3

The Project Managerand the Team




Authority versus AccountabilityAuthority

•Isbaseduponaperson’spositionintheorganization

•Isbaseduponchainofcommand

•Istherighttocommandorenforcedecisions

•Isdependentonthenumberofdirectreports--Themoredirectreports, themoreauthorityapersonhas.

UnlessaProjectManageristhedirectlinebossofthepeopleontheteam,heorshedoesnothaveanytrue“formal”authorityoverteammembers.

Accountability

•Morethanalooseexpectation

•Involvesmakingresponsibleoranswerabletosuperior,peerorself

•Agreement-based

•Requiresacontract

•TeamissubcontractortoProjectManager

•Contractistheteam’sagreed-uponProjectManagementPlan

What other skills increase your ability to hold your team members accountable?

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The Project Manager and the Team3-3

The Communications TriangleRegardlessofwhatkindoforganizationstructureyouareworkingin,thereare3levelsofcommunicationthatmusthappeninordertosetupeffectivecommunicationsthroughouttheprojectplanningphase--andintotheimplementationphase.Thelevelsofcommunica-tionareasfollows:

1)ThefirstlevelisbetweentheProjectManagerandtheteammembers.

Theteammemberscometoagreement,basedontheworkagreeduponinthe ProjectCharterandtheDetailedProjectPlan,onwhoisgoingtodowhattask, whenitwillhappen,andhowlongitwilltake.

2)Thesecondlevelofcommunicationhappensbetweentheteammembersand theirfunctionalbosses.

Teammembersneedtosharewiththeirbosseswhattheyagreedtodoonthe project,whentheywillbeneededandhowlongitwilltake.Theyalsoneed toinsurethatwhattheyagreedtodoisinalignmentwiththeirpersonaldevelop- mentplan,thattheyhavethecorrectskillsforthejobandthatitmeetswiththe functionalmanager’splansforthemandtheirdepartment.

3)ThethirdlevelofcommunicationhappensbetweentheProjectManagerandthe functionalmanagersoftheteammembers.

Thisacriticalandoftenoverlookedstep!! Managersdonotliketobesurprised!ItistheProjectManager’sjobtoclosethe loop!!

FunctionalManager

TeamMemberProjectManager1)

2)3)



Leadership CharacteristicsAllleadersshareseveralcharacteristicsanddemonstratecertainskills,nomatterwhatfieldtheyarein.Theabilitytousethesecharacteristicsandskillsismostoftenlearned.Howwellapersonleadsdependsonhowwellheorsheappliesthesecharacteristicsandskills.Remember,oneleadershipstyledoesnotfitallsituations.Effectiveleadersadapttheirstyletothesituationandpersonathandandarecontinuouslyimprovingandexpandingtheirstyle.

WhataresomecharacteristicsandskillsofaneffectiveProjectManager?

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WhataresomecharacteristicsandskillsofaneffectiveSubjectMatterExpert?(SMEs=theteammembers)

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Whatcanyoudeducebylookingatthesetwolists?



Leaders and DelegationDelegationistheabilityto“getworkdonethroughothers”inordertomeetbusinessobjectives.

•Whataresomereasonswhyapersonmightnotdelegate?

•Whatisthe“payback”fornotdelegating?(Listboth“positive”and“negative”.)

•Whatarethebenefitsofdelegating?

•Whataresometipsfordelegatingeffectively?



Developing a Team of LeadersThegreatestchallengeforaProjectManageristoletgoofthework!!!

Describeaworkexperiencewhereyouwerepreventedfrommakingadecisionwhichyouwerecapableofmaking.Whydoyouthinkyouwereprevented?Howdiditmakeyoufeel?

The TRUTH about Leadership:

The more work a Project Manager does,the less motivated the team members become!!!

“Tips” on sharing leadership with the team

• Establishcommongoalsandobjectiveswiththeteam(ProjectCharter).

• Allowpeopletodotheirjobs(DelegationandTrust).

• Agreeonlevelsofresponsibility(Teammemberswithappropriateskills).

• Holdindividualsaccountableforwhattheyagreetodo(DetailedProjectPlan).

• Keeptheteamfocusedonthegoals(Rememberthe“higherpurpose”).



Barriers to CommunicationNomatterhowwellyoucommunicate,thereexistafewbarrierstocommunicationofwhichyouneedtobeaware:

• Language -JargonandTerminology -Useofsymbolsandgestures -Toneofvoice/bodylanguage -Differentmeaningsforthe“same”words

• People -Statusandpositionintheorganization -Culturaldifferences -Agedifferences -Differentuseofbodylanguage -Differentattitudes,perceptions,interpretations,values -Differentcommunicationskilllevels

• Organizational Structure -Filteringofinformation--howwelldoestheorganizationcommunicate? -Rumors/grapevine -Workpressures,priorityconflicts -Managementofprojectworkvs.functionalwork -Virtualteamsvs.co-locatedteams

Question for Discussion

What could you do to overcome (or minimize the impact of) these barriers?



Structure of Teams

NOTES:

PROJECTMANAGER

TEAMMEMBER

TEAMMEMBER

TEAMMEMBER

TEAMMEMBER

TEAMMEMBER

TEAMMEMBER

TEAMMEMBER

PRODUCTIONSUPERVISOR

STAKE-HOLDER

SENIORMANAGER

Extended Team

Primary Team

Secondary Team

TECHNICALEXPERT



Primary teams

•Membershipconsistsofbetween4and12teammembers.

•Teammembersdevoteatleast30%oftheirtimetotheproject.

•Teammembersare“experts”intheirspecificskilledarea.

Secondary teams

•Membershipconsistsofbetween2and12teammembers.

•Teammembersdevote10%-100%oftheirtimetotheproject.

•Teammembers“report”toaprimaryteammemberandarethe “workersbehindthescene”.

Extended teams

•Theseteamsareextensionsofaprimaryteam.

•Teammembersparticipateintheprojectlessthan10%oftheirtime.

•Teammembermayhaveaspecializedskillneededatsomepointin timeduringtheproject.

•Teammembersmightincludestakeholders,suchastheprojectsponsor, aseniormanager,oraseniortechnicaladvisor.



Assessing Group Behaviors• Thinkaboutateamthatismeetingforthefirsttime.Whatarethebehaviors,feelings, attributesofthepeoplepresentintheroom?

• Nowthinkaboutahigh-performing,“candoanything”typeofteam.Whatarethe behaviors,feelings,attributesofthistypeofteam?

In order to maximize team effectiveness, there are two dimensions for a Project Manager to pay equal attention to:

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•



Maximized Team Effectiveness

RememberthatateamisagroupofpeopledoingsomethingTOGETHER!!MostProjectManagersareintheirpositioneitherbecausetheyaretechnicalexpertsORtheyworkwellwithpeopletogetthingsdone.IfyouareaProjectManager,lookatyourskillset.Whichareadoyouneedtodevelop?ThemanagementoftheTEAM?OrthemanagementoftheTASKS?IfyouareaProjectTeammember,considerthis.IfyourProjectManagerlacksintechnicalskillsorpeopleskills,ateammembercanhelpbalancethedynamicsoftheteam.Forex-ample,withahighlytask-orientedleader,ateammembermightsuggestchargingmoneyforbeinglateforthemeetingandlateruseittotaketheteamtoaSocialHoureventafterwork.Thiswouldpromoterelationshipbuildingwiththeteamoutsidetheworkenviron-ment,despitea“workfocused”ProjectManager.

Process and People Task

Functions

MaximizedTeam

Effectiveness

Forming

Storming

Norming

(High)Performing



Stages of Team Development

• Allteams,whetherornotteammembershaveworkedtogetherbefore, startoutintheForming Stage.

• AllteamswillmovetotheStorming Stageregardlessofwhattypeof leadershiptheProjectManagerutilizes.

• TheStorming Stageisofgreatbenefittotheteam.Itbringsissuesto thesurfacetoberesolved,whichmustbedonebeforetheteamcan moveon.

• MostteamsgettotheNorming Stageandbecomeproductive.Afewof theseteamsmakeittothe(High)Performing Stage.

(High)Performing Forming

FocusedSharing Info

Differences ValuedFlexible/Creative

Open/TrustingSynergistic

Easy Shifting of RolesClose/Supportive

Lack of IdentityCautious"Who is Who?"Polite/GuardedImpersonalAlliances Forming"Why are we Here?"

Storming

Conflict/ArgumentFrustration/ConfusionDevelop PurposeDevelop IdentityOpting OutFeeling StuckResistance

NormingAcceptance of RolesNew Alignment

Establish PatternsConstructive

Confronting IssuesFeedback

RelevantQuestions

1

2

4

3



NOTES:



To Move the Team Along...FORMING

Task Functions •Havemajorstakeholder/client/managerspeakdirectlytotheteamaboutthe project

•Ensurethatall“preplanning”orPhase1workgetscompleted.

•StarttheProjectCharterandwritethegoalstatementwiththeteam.

Process and People Functions •Encourageteammemberstogettoknoweachotheroutsidetheprojectteam.

•Buildtrustbydoingsometeambuildingandself-disclosure.

•ProjectManagerdefinesexpectationsofhowgroupwilloperate.

STORMING

Task Functions •Ensuregoalisagreedtobyallandthat“Forming”questionsareanswered.

•ContinueontheProjectCharter,includingdefiningthescopeofwork.

•Resolveallissuesandproblemsthatsurface.

Process and People Functions •Withtheteam,establishgroundrulesforoperation.

•Workonestablishingrolesandresponsibilities(fortasksintheDetailedProject Planandforteammeetings).

•Obtainteamtraininginconflictmanagement,constructivefeedbackand communicationskills.



NORMING

Task Functions •CompleteDetailedProjectPlan.

•Developcriteriaforkeydeliverables.

•Developmethodtodostatusreporting.

Process and People Functions •Encourageopendiscussionandresolutionofissues.

•Facilitatetheteamtosolveproblemsandstarttoshareleadership.

•Reinforceeffectiveteambehaviorsandgettrainingwhereneeded.

(HIGH) PERFORMING

Task Functions •Monitor,acknowledgeandcelebratemajormilestoneaccomplishments.

•Holdtheteamtodeadlinesandtothequalityagreedupon.

•Runinterferenceandmanagethe“politics”asnecessary.

Process and People Functions •Allowtheteamtoshareinleadershipfunctions.

•Keepintouchwiththeteamandknowifandwhento“manage”moreclosely.

•Provideclosureandrecognitionatprojectend.



Successful Project Team CharacteristicsEveryProjectTeamgoesthroughcyclesofgoodtimesandbadtimes.Thedurationofthesetimeswillvaryforeachteam,dependinguponhowquicklytheyprogressandworkthroughtheobstaclesorproblems.ProjectTeammembersshouldknowthatsuchcyclesarenormalanddonotindicatewhethertheteamwillbeultimatelysuccessful.Belowaresomecharacteristicsthat,ifProjectTeammembersdevelopandutilize,willhelptheteammoveforwardmorequicklyduringthebadtimesandhelpensureagreaterchanceofsuc-cess.

• Clarityofprojectgoalandteampurpose–ThebestProjectTeamswork togethertodevelopaclearunderstandingofgoalsandobjectives,and cometoagreementonwhattheyarebeforebeginningexecutionof theproject. • Clearly-definedrolesandresponsibilities–EffectiveutilizationofProject Teammembers’talentsandskillsleadstoacohesiveunit.Italsoleads toabetterunderstandingofeachindividualteammember’sdutiesand contributiontotheteam,thusincreasingtherespectandvaluingof eachotherasProjectTeammembers. • Clearchannelsofcommunication–Openandhonestcommunicationis requiredtorealisticallyplanandefficientlyexecutetheproject.The team’sdynamicsaregreatlyenhancedwhenallProjectTeammembers usesoundcommunicationpractices. • Problem-solvingandconflictresolutionskills–AsuccessfulProjectTeam willparticipateintheproblem-solvingofissuesandresolveconflictin ahealthymanner.MuchisdependentupontheProjectManagerto facilitatethesediscussions. • Constructivefeedbackmethods–Again,thebestProjectTeamshave methodstogiveconstructivefeedbackinordertocommunicate anger,frustrationanddisappointmentinawaythatdoesnotdestroy relationships.Instead,theairiscleared,theissueisresolvedandthe ProjectTeammovesforward. • Sharingofsomeroles(administrative)–ItisnotuptotheProject Managertoperformalltheadministrativerolessuchaspublishing theagenda,takingmeetingminutes,publishingminutes,watching theclock,flipchartingbrainstormingsessions.AProjectTeammight considerrotatingtheserolesinordertobuildparticipationand commitment.



• Well-defineddecisionprocedures–MosteffectiveProjectTeams decidebyconsensus,whenpossible,afterhavingexploredthe importantissuesthroughafullevaluationoftheavailablein- formation.Consensusmeanseveryoneontheteamsupportsthe decision,eveniftheypreferredanalternatecourse.Allopinions areheardandvalued.

• Balancedparticipationatteammeetings–AllProjectTeammembers haveastakeintheoutcomeandshouldparticipateindiscussions anddecisions.Dominationbyafewteammembersshouldbepre- vented.Teammemberscandothisbysolicitingtheideasand opinionsoflessvocalteammembers.

• Awarenessofthegroupprocess–TheProjectTeamshouldbeaware ofthegroupprocess,whichincludesunderstandingthewaythe teamworkstogether,alongwithpayingattentiontothecontentof themeeting.Ingeneral,ProjectTeammembersshouldbesensitive tononverbalcommunication,recognizethegroupdynamics,intervene tocorrectagroupprocessproblem,andcontributetothegroup meetingcontent.

Bottom lineisthatallProjectTeammembersarevaluedandrespectedfortheskillsandtalentsthattheybringtotheteam.ProjectTeammembersdemonstratethisthroughtheirbehaviorsandopen,honestcommunicationintheireverydayinteractionswitheachother.

Think of a Project Team you are on. How would you rate this team against these crite-ria? In what areas is the team doing well? What areas could use improvement?




Module 4

The Initiation Phase - Part 2: Creating

The Project Charter




The Planning PhaseThe Project Charter

The Project Charter is the first document to be developed in the Project Management Plan and falls under the Planning activities. The Project Charter is the main deliverable from the Initiation Phase.

Before starting work on the Project Charter, insure that all the “Gathering Requirements” work from Part 1 of the Initiation Phase (Module 2) has been completed: • All stakeholders have been identified.

• The organization dynamics have been assessed.

• Key stakeholders have been determined.

• Research has been done to assess key stakeholder needs and wants by developing questions, reading documentation, holding meetings and interviews.

• Feasibility Study has been completed (if applicable).

• Communications Plan is complete. (First pass, update it after all planning is done.)

Developing the Project Charter consists of the following steps:

• Develop the overall project goal statement with the team

• Break down the goal statement into major action objectives

• Determine project scope

• Identify key deliverables

• Document assumptions and constraints

• Identify potential risks

• List team members and stakeholders

• Obtain necessary approvals


The Initiation Phase - Part 2: Creating the Project Charter4-3

Project Goal DevelopmentA goal statement is a statement that defines specifically:

• what the work is that the team will be accomplishing over the project life

-- AND --

• an event signifying that the project is complete (endpoint).

Process to develop the goal statement:

• Hold a team meeting. Discuss all stakeholders needs and wants.

• Decide what the team can really do to satisfy needs and wants.

• Draft the goal statement -- use a flipchart so all can see and participate.

• Brainstorm different possible work statements.

• Create an endpoint that makes it extremely obvious to everyone that the project has been completed.

• Debate, revise, haggle on the content and wording until everyone on the team agrees with the goal statement content and how it is worded.

Tips for writing effective goal statements:

• Keep the verbiage simple! Criteria and specifications can be put in other parts of the charter.

• Do not put dates or costs in the goal statement. There will be a place for them in another part of the charter.

• Work with the team. Allow all to speak and be heard. Work through issues and differences of opinion now.

• Consider stakeholder needs and wants. Look at what the team can really do — what is realistically attainable and worthwhile.

• Keep it simple and clear!

• Test questions to insure goal statement is valid: - Is it achievable? Understandable by all? - Is it heading the team in the right direction? - Will everyone know when we are done?



Goal statement examples

• Develop more products that make money

- What is the work the team will accomplish? Identify customers, products and/or services which will generate a higher profit

- What is the endpoint? and deliver a report to the CEO for a decision on which options to pursue.

-------------------------------------------------------------------------------------------------------------------

• Install a data network

- What is the work the team will accomplish? Install a new data network to meet the requirements of the facility

- What is the endpoint? and receive written approval from IT department that guarantees the installation.

-------------------------------------------------------------------------------------------------------------------

• Other examples:

- Complete the mortgage papers and obtain loan from the bank for the purchase of a new building.

- Build a computerized prototype of the K2N robot and deliver an evaluation report to XYZ Manufacturing Company.

- Produce a Project Management Plan for Project STAR and obtain approval from stakeholders to begin execution.



Notes



Development of the Project Charter • Goal Statement - A statement that defines specifically the work that the team will be doing and an event or endpoint signifying completion.

• Objectives (action) - Break down the goal statement into major objectives or chunks of work that need to be done in order to accomplish the goal (no more than 9!).

• Scope - Consider this the “fence” around the project. In other words, include what the team has agreed to accomplish during the project and, most importantly, what they will NOT include or accomplish during the project. Do NOT assume that if you tell your stakeholders what you WILL do that they will understand what you WON’T do!”

• Key Deliverables - List specific key deliverables that the project team intends to deliver.

• Assumptions and Constraints - This includes decisions made, assumptions surrounding the project, parameters, known time and budget requirements, quality criteria.

Assumptions: factors that for planning purposes are considered to be true, real or certain Constraints: factors that limit the project or the team’s options

• Potential Risks - List any known risks at this point in time, including anything that might stop the project immediately!!

• Team Members and Stakeholders - List all team members and the functional area they represent. List all stakeholders and the role they play in relation to the project.

Once the Project Charter is written and agreed upon by the team, it is time to

Obtain Approvals!

Once the Project Charter is approved and all agree on the purpose for the team being together and the direction they are going, it is time to move on to creating the Detailed Project Plan (Phase 2)!

Congratulations!!




Module 5

The Planning Phase - Part 1: Developing the Detailed Project Plan




The Detailed Project PlanThe Detailed Project Plan is the second piece of the Project Management Plan and its activi-ties are included in the Planning phase.

Benefits of doing the detailed planning with the team members:

• Gains the team members’ buy-in up front

• Brings hidden issues to the surface early on in the planning process

• Team learns how to deal with conflict quickly

• A decision-making process can be established early

• Promotes relationship building

• Gets everyone on the “right” track before taking action

• Fosters commitment to the project, the process and the team


The Planning Phase - Part 1: Developing the Detailed Project Plan5-3

The Detailed Project Plan answers key questions by using the following Project Manage-ment tools:

This module covers the first two tools: • Work Breakdown Structure (WBS) • Logic Network

NOTES:

ISSUE RESOLUTIONWhat are the tasks that need to be done?

How long will each task take?

In what order will the tasksbe done?

What's the project schedule?

How many people are needed?

What is the project cost?

What's the best project plan?

Who will do each task?

Work Breakdown Structure (WBS)

Estimate work and duration for tasks

Logic Network

PERT Diagram/CPM/Gantt Chart

Resource Loading Charts

Calculate project budget

Optimize time, cost and quality

Responsibility Assignment Matrix (RAM)



• The Work Breakdown Structure (WBS) answers the question “What are the tasks that need to be done?”

• The WBS is a hierarchical diagram that represents all the tasks that must be included in a project in order to ensure its successful completion.

• The WBS is the output of the process of “decomposing” the objectives created in the Project Charter into summary tasks and subtasks.

• “Decomposition” involves subdividing the major objectives into smaller, more manageable tasks and sub-tasks until they are defined in enough detail to effectively manage the work.

WBS Development Guidelines

• Develop the WBS with the team members, using the functional support resources as necessary.

• Insure tasks stay within goal and objectives.

• Create summary tasks and sub-tasks to the appropriate level.

• Insure WBS is logical and contains all tasks necessary to complete the objective.

TIP: Develop the WBS to the logical level of detail that is meaningful and useful for managing the project. Consider the project’s importance, complexity, degree of uncertainty and how much control is needed to successfully accomplish the goal.

Work Breakdown Structure



Work Breakdown StructureExample

A1 A2 A3

B1 B2 B3

GOAL

OBJ 2OBJ 1

A B C D E F

OBJ 3



Develop the WBS with the Team, then Test it for Accuracy

• Ensure each post-it starts with a verb as tasks are ACTION steps.

• Ensure task on every post-it can stand alone and be understood.

• Ensure sub-tasks are “equivalent” to summary task.

• Ensure tasks are “equivalent” to objectives.

NOTES:



ASTART B E

G

C

F

D

H I J FINISH

Create the Logic Network

• The Logic Network answers the question “In what order will the tasks be done?” This is accomplished by rearranging the tasks in the WBS to create a “roadmap across time”.

• The Logic Network must have “start” and “finish” boxes.

• All tasks MUST be connected, with a line going into the left side of each box and a line coming out of the right side of each box.

• Before starting the logic network: - Number the WBS (optional) - Verify that there are verbs, enough words and the “equivalencies” (see previous page) - Remove all but the lowest levels of tasks from the WBS in order to eliminate redundancies -- you will only use the lowest level of tasks to create your Logic Network! - Create the “start” box

Sample Logic Network



Three Types of Dependencies:

In creating the logic network, there are three types of dependencies:

• Mandatory – The tasks MUST be done in a certain order, which is many times obvious and easily agreed to by all involved. Example: The foundation has to be dug before the concrete can be put poured.

• External – These are tasks that are the responsibility of someone or some agency or department outside the team. Example: Waiting on the software application from a contracted developer.

• Discretionary – There is a choice in what order the tasks are done. This scenario can cause conflict among team members. Example: Can we order the materials while the kitchen is still being designed?

• TIPS for creating the Logic Network: - To start the network, think about what tasks can start “tomorrow” without anything else having to be done first. These will be the first tasks out of the “start” box. - If a task does not affect much else until later on in the project, position this task at either the top or bottom of the network, so as to prevent having to cross over lines in the network. - Do the network together as a team!!!

NOTES:



Demo: Logic Network

TASKIMMEDIATE

PREDECESSOR

--AAA

C, DB

E, FE

G, HIIJ

K, L

ABCDEFGHIJKLM



Demo: Logic Network Solution

ASTART FINISHCE

D

G

H

B F

I MJ

K

L



TASKIMMEDIATE

PREDECESSOR

--AAABB

C, DC, D

FG, H

JJ

E, I, K, L

ABCDEFGHIJKLM

Logic Network - Example 1



Logic Network - Example 2

TASKIMMEDIATE

PREDECESSOR

------

A, B, CDDD

E, FF, GHHK

I, J, L

ABCDEFGHIJKLM



Notes



A C

D

G

H

K

L

E

F I

J

BM

DB

C

J

K LI

A

F

G

E

MH

START

START

FINISH

FINISH

Logic Network

Example 1 Solution

Example 2 Solution



Identify Milestones

Once the Logic Network is developed, the Project Manager and the team can identify the tasks that are major milestones.

A milestone is a task that indicates that some significant amount of work has either been completed OR is about to start.

Milestones can be identified in the following ways:

• The project’s stakeholders might have a list of milestones whose status they want reported to them on a regular basis. Take this list and ensure all of the milestones are in the Logic Network. If they are not, ADD them!

• If multiple job streams or tasks complete prior to a single task, or a single task explodes into multiple tasks, this might indicate that the single task is a major milestone -- which occurs naturally as a result of the order in which the work gets done.

= milestone

On the Logic Network, identify milestones by putting a red dot (•) in the upper rightcorner of the task box.





Module 6

The Planning Phase -Part 2: Scheduling theDetailed Project Plan



The Scheduling PhaseCreating the Project Management Plan shifts from the Planning activities to the Scheduling activities midway through the development of the Detailed Project Plan.

Scheduling entails using the following tools to continue developing the Detailed Project Plan: • Responsibility Assignment Matrix (RAM)

• Estimating Tasks

• PERT Diagram/Critical Path

• Gantt Chart

• Resource Loading Charts


The Planning Phase - Part 2: Scheduling the Detailed Project Plan6-3

The Responsibility Assignment Matrix• The Responsibility Assignment Matrix (RAM) answers the question, “Who will do each task?”.

• The RAM is an aid to determining the specific roles and responsibilities of each team member in relationship to each task (in the Logic Network).

• Benefits include:

- Task Ownership is identified.

- Deepens the team’s commitment to the project.

- The completed RAM (including the Estimates) is the input sheet to Project Management software.

• Steps to completing the “who does what” portion of the RAM:

- Label the Logic Network -- one letter or number for each task.

- Fill in the RAM with Task IDs, Task Descriptions, Immediate Predecessors and Team Member Names.

- As a team, have people sign up for the different tasks, using the legend system.

- Ensure there is one “Task Owner” for every task -- someone who will insure that the work gets done.

• TIP: DO NOT tell people or dictate who will do what work!! It will destroy the commitment!! Let them voluntarily sign up for the work!



Responsibility Assignment MatrixTa

skN

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O =

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I = In

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A =

Appr

oves



Estimating the Tasks• Estimating the tasks answers the question “How long will each task take?”.

Good Estimating + Committed Team = Maximizes the project coming in “on time”

• Estimating Guidelines

- Let the person doing the work estimate the task.

- We estimate more accurately in the short term vs. the long term.

- The smaller the task, the more accurate the estimate.

- “Good estimates” come in +/- 1 day to the commitment – resist padding estimates!

- The more people working on a task, the more labor hours it takes.

- The more divided the team member’s time, the longer the task will take.

• There are 2 types of estimates to make:

- WORK or EFFORT estimate -- This is the billable hours or the amount of time it takes to do the actual work.

- DURATION or ELAPSED TIME estimate -- This is the calendar duration from the start of the task to its completion.



• Put any stakeholder “due dates” or “request dates” on the shelf and estimate as you would if you had time to do the job right. Avoid “backing into” estimates using predetermined dates.

• For each task, the team member should consider:

- “Knowns” versus “Unknowns”

- Past history -- has it been done before?

- Skill level of the person(s) doing the job

- Degree of complexity

- Number of people with whom to communicate

• Consider that in an 8-hour work day, most people only do “real work” for 3 to 5 hours a day.

• Let the person(s) who signed up to work on the task do the estimating of the “work estimate”.

• Let all the people working on each task estimate the duration estimate together as a group. • Duration estimates must be at least as large as the largest work estimate for any given task. The exception is if a team member is estimating for work that a secondary team will do -- then the work estimate might be 6.0 with a duration of 3.0 because at least 2 people will be working on the task.

• REMEMBER: Estimates must reflect the realities of the project!

The work estimates and duration estimates are entered into the Responsibility Assignment Matrix for each task.

Tips for Developing Estimates



• If stuck on estimating a task due to unknowns and/or complexity, use the following weighted average formula to estimate in uncertainty:

O + 4(ML) + P 6

• You can also use a standard average formula:

O + ML + P 3

Where: TE = Task Estimate O = Optimistic Estimate ML = Most Likely Estimate P = Pessimistic Estimate

The Best Estimate = One that the Team Member commits to and is willing to be held accountable for seeing it through to completion!!!

NOTES:

TE =

TE =

Estimating in Uncertainty



The PERT Diagram/CPM• PERT stands for Project Evaluation and Review Technique; CPM stands for Critical Path Method. Both were developed during the late 1950s to track time for projects involving concurrent activities and to monitor and control time expenditures.

• PERT/CPM answers the question “What’s the project schedule?”

PERT - Schedule Development

Data for each box is placed directly within the legend itself.

This legend is used to represent actual jobs, tasks or work activities. You will fill in one for each task on the logic network.

Early Start(ES)

Duration(DUR)

Early Finish(EF)

Late Start(LS) Float Late Finish

(LF)

Task Identification (Number)



PERT - Diagram Example

Task

CTa

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Task

BTa

sk E

Task

F

Task

I

Task

GTa

sk H

Task

J

Task

A

1.0

Sta

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2.0

1.5

2.5

1.5

1.0

1.5

4.0

1.0

0.5

2.0

LEG

EN

D

Task

ID

Ear

lyS

tart

Dur

a-tio

nE

arly

Fin

ish

Late

Sta

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Late

Fin

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Task

ID

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tart

Dur

a-tio

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Fin

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Late

Sta

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loat

Late

Fin

ish



Calculating Early Start, Early Finish(Forward Pass)

1. Enter the duration of each task (from the RAM sheet) onto a blank replica of the Logic Network (using the legend for each task).

2. Enter the early start (ES) and early finish (EF) dates for each task starting at the left (beginning) of the network and work forward to the right (end). Use the formula: Early Start (ES) + Duration (DUR) = Early Finish (EF).

3. Assume that the earliest start (ES) for the first task is 0. If Task A takes 1 unit of time (duration), then the earliest that Task A can finish (EF) will be 1 unit of time from the start of the project (using the formula).

4. In this case, Task B follows Task A. The earliest it can start is when the preceding Task A is completed at 1. Therefore, Task B has an early start (ES) of 1, and because Task B takes 2.5 units of time, the earliest Task B can be finished is 1 plus 2.5, which is 3.5 (EF).

5. Continue on through the network, calculating early start (ES) and early finish (EF) times.

RULE: When moving from a serial task (or tasks) into parallel tasks, the first task in each “job stream” of parallel tasks has the same early start (ES) time. In the example, Task B has an early finish (EF) of 3.5, which gets copied into the early start (ES) boxes of Tasks C, E, and G.

RULE: When moving from parallel tasks (or “job streams”) into a serial task (or tasks), on a forward pass, the early start (ES) of the serial task is the largest early finish (EF) time of all its predecessor tasks. In the example, Task H has an early finish (EF) of 8.5, which gets copied into the early start (ES) boxes of Tasks I and J.

6. The early finish (EF) time in the last task of the network is the initial project completion time. In the example, Task K is the last task and its early finish (EF) is 12, which is then the initial project completion time.



PERT - Forward Pass

Sta

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inis

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LEG

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D

ES

+ D

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F

Task

ID

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Late

Sta

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Task

ID

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Task

A

01.

01

Task

B

12.

53.

5

Task

E

3.5

1.5

5

Task

F

51.

06

Task

C

3.5

2.0

5.5

Task

D

5.5

1.5

7

Task

G

3.5

4.0

7.5

Task

H

7.5

1.0

8.5

Task

K

102.

012

Task

J

8.5

0.5

9

Task

I

8.5

1.5

10



Calculating Late Start, Late Finish(Backward Pass)

1. To calculate the late start (LS) and late finish (LF), start work at the last task (on the far right side of the network) and work backward (right to left).

2. Copy the early finish (EF) time from the last task of the network into the late finish (LF) box of the last task. This is the only way to force the Critical Path to show up (which will happen soon -- be patient!). The early finish (EF) time in the example is 12, so the late finish (LF) time for the final task in the example is also 12.

3. To calculate the LS and LF for each task on the network, use the formula LF - DUR = LS, working from right to left through the network.

4. RULE: When moving in a backward pass from a serial task into parallel tasks, the first task in each “job stream” of parallel tasks has the same “late finish” time.

RULE: When moving from parallel tasks (or “job streams”) into a serial task (or tasks), on a backward pass, the LF of the serial task is the smallest late finish time of all the preceeding tasks.

RULE: The LS for Task A (or any one of the first tasks out of the START box) must be a zero (0) or there is a mathematical calculation error in your network. Find it and fix it -- do NOT move on until you do!

Calculating the Critical PathThe Critical Path is the longest chain of dependent tasks through the PERT diagram. Any slip in the tasks along this path has the potential of delaying the project end date by the amount of the slip if no other action is taken.

1. Start any place in the network.

2. The formula to calculate Float is LF - EF = Float.

3. The Critical Path is when Float is equal to zero. Highlight the Critical Path through the network with a red line through the critical tasks.

4. Float (or slack) is the time that those who are working on the task can “slack off”.

5. Float + Duration = Total time available to complete the task. If float is zero, there is NO time to waste!

6. RULE: Float is not cumulative within a job stream, i.e., the tasks in job stream “C-D” share the 1.5 units of float time.



PERT - Backward Pass and Critical Path

Sta

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h

LE

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LF

- D

UR

= L

SL

F -

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= F

LO

AT

Task

ID

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Sta

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Task

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Task

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01

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12

.53

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10

3.5

Task

E

3.5

1.5

5

62

.57

.5

Task

F

51

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7.5

2.5

8.5

Task

C

3.5

2.0

5.5

51

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Task

D

5.5

1.5

7

71

.58

.5

3.5

4.0

7.5

3.5

07

.5

7.5

1.0

8.5

7.5

08

.5

10

2.0

12

10

01

2

Task

J

8.5

0.5

9

9.5

11

0

8.5

1.5

10

8.5

01

0

Task

ATa

sk B

Task

GTa

sk H

Task

I

Task

K

ES

+ D

UR

= E

F



The Gantt Chart• The Gantt Chart was developed by Henry Gantt during World War I to depict scheduling on the production floor of a ship building factory.

• The Gantt Chart is another way of depicting all the information given in the PERT diagram.

• Notice how the float for the job streams shows up at the end of the job stream -- and remember float is not cumulative in a job stream.

• Most Project Management software will generate a Gantt Chart, which is sometimes a preferred way to present information to senior management.

NOTES:



Task

Iden

tifi

cati

on

A B C D E F G H I J K

EN

D

12

34

56

78

910

1112

1314

1516

= E

S

= E

F

= L

F2n

d

= D

UR

AT

ION

= F

LO

AT

/SL

AC

K

= P

RE

CE

DE

NC

E

Gantt Chart Example



Resource Loading• Resource Loading Charts answer the question “How many people do we need?”.

• There is a formula used to create the Team Resource Loading Chart. For each task calculate:

Total Work Estimate Duration of the Task

The result is the number of full time equivalent (FTE) employees needed. For example - A result of “1” could be 1 person working 100% of the time OR 2 people working 50% of the time OR 4 people working 25% of the time

Remember that the result is the total work averaged over the duration of the task -- it doesn’t mean the person(s) will be working at an “average” pace!!!

Also, remember that when tasks are being performed in parallel, the number of FTEs for each of these tasks need to added together to ascertain how many resources are truly needed in that time period.

• There is a formula used to create an individual Team Member’s Resource Loading Chart.

For each task the Team Member is signed up to work on, calculate:

Individual Work Estimate Duration of the Task

Again, the Team Member’s work/effort is averaged or leveled out over the duration of the task -- but it doesn’t mean he or she will perform the actual work this way.

NOTES:

= Number of FTEs needed for this task

Percentage of time the Team Member is spending on this task averaged across the duration of the task

=



Team Resource Loading ChartFive-member Team

Team ChartTotal FTEs

1

2

3

4

5

6

7

8

9

10

Allocated Overallocated

Relocation ProjectQ1 Q2 Q3 Q4 Q1

JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB MAR

2.0 2.8 2.5 4.5 4.0 5.0 6.0 8.0 7.0 7.5 5.0 3.0 2.0

FTEs



Individual Team MemberResource Loading Chart

Carol’s Chart% Time

0.2

0.4

0.6

0.8

1.0

1.2

1.4

1.6

1.8

2.0

Allocated Overallocated

Relocation ProjectQ1 Q2 Q3 Q4 Q1

JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB MAR

0.4 0.6 0.5 0.9 0.8 1.0 1.2 1.6 1.4 1.5 1.0 0.6 0.2

FTEs



Options for Resource Leveling

• Move tasks within the available float/slack.

• Recruit another person to help the team out.

• Use the available float to extend the task estimate, which will diminish the resource allocation percentage.

• Reduce the scope or quality of the tasks in question.

• Utilize overtime.

• Divide some tasks into subtasks and utilize other team members.

• Look for “duration time” within the work estimates.

Project Budget

• Project Management software will calculate the labor part of the budget based on the Resource Loading Charts if there are labor rates loaded in the computer.

• Don’t forget to add in additional costs for equipment purchases, training, travel, etc.

Gain Approvals

• If the Project Management Plan (with updated Project Charter in addition to the Detailed Project Plan) optimizes schedule, cost and quality, present the plan to stakeholders and obtain signatures for approval.

• If the Project Management Plan (with updated Project Charter in addition to the Detailed Project Plan) is not optimal, hold a replanning session to investigate options as soon as possible and present them to the stakeholders for a decision (see Module 7).

• In addition to getting stakeholders’ signatures to indicate approval for your plan, you might want to use the Work Authorization Form to document each Team Member’s role in the project, and then get a signature from their direct line manager. Remember, you as a Project Manager are “borrowing” the resources from other managers, therefore, it is recommended that you be proactive. Let them know what their employee is committing to do on the project (and when) and then obtain their signature to indicate their agreement with their role in your Project Management Plan.



Work Authorization FormDate Prepared:

GENERAL INFORMATION

WORK CONTENT

PROJECT NAME

WBS TITLE

WBS NUMBER

DURATION/EFFORT

SCHEDULED FROM/TO

ACTUAL START DATE

DESCRIPTION

TOTAL

ASSUMPTIONS

MILESTONES

RISKS

AGREEMENT Signed and dated by control account manager and project manager

ES&H and SECURITY

ISSUES

CONTROL ACCOUNT MANAGER

TASKS (WORK ELEMENTS)RESPONSIBLE

PARTYDESCRIPTION DURATION COSTSRESOURCES

REQUIRED

Technical Risks:

Schedule Risks:

Cost Risks:

Control Account Manager

Project Manager

Date

Date





Module 7

The Execution Phase - Monitoring and

Controlling the Project



The Controlling Phase -Monitoring the Project

Congratulations!! Let’s assume there is a signed off Detailed Project Plan, making the Project Management Plan complete. What’s next?

The Project Team now moves out of the Planning Phase and into the Execution Phase, where controlling and monitoring the project is critical. The plan is complete --now it is the Project Manager’s job to keep the plan valid. How is this done?

• Hold a Kick-Off Meeting with the team to celebrate the start of project execution.

• Concentrate on the following areas to maintain, monitor and control the project (covered in this Module):

- Performance Reporting -- Keep people updated and the project on track.

- Risk Assessment -- Consistently assess project risk.

- Change Control -- Monitor and document all changes.

- Replanning the Project -- Use this tool when the Project Management Plan is no longer valid.


The Execution Phase - Controlling and Monitoring the Project7-3

Performance Reporting• Performance reporting involves the collecting and dissemination of performance information so that the stakeholders, project team and extended teams are informed regarding how the resources are being used to achieve the project goal and objectives. It includes:

- Status Reporting -- where the project stands now against the baseline plan that was approved.

- Progress reporting -- what the team has accomplished. This can be included in the status report.

- Forecasting -- predicting future project status and progress. This can also be included in the status report.

• In general, the information that is shared in the reports focuses on the areas of scope, schedule, cost and quality.

• There are three levels of Status Reporting:

1) From Team Members to Project Manager

2) From Project Manager to Team Members

3) From Project Manager to Stakeholders



1) From Team Members to Project Manager

• Weekly Status Reports from team members help the Project Manager know whether the team is performing against the approved Project Management Plan.

• Project Manager then assesses if the team is ahead of schedule, on track, or behind schedule.

• If the Project Manager meets resistance when requesting weekly Status Reports, he or she needs to explain that reports are necessary to keep the project on track.

TIPS:

• Generate an agreed-upon template of a status report to be used by all team members.

• Require that before leaving work on Friday afternoon, each team member fills out a report on the system and sends it to the Project Manager.

Benefits of required Status Reports from Team Members:

a) Information from team members aids the Project Manager in keeping the Project Management Plan current and valid.

b) The Status Reports can serve as historical records on what events transpired during the course of the project.

c) Individual team members’ Status Reports can serve as a record of accomplishments and be used in their yearly performance reviews.

d) Individual team members will know how well they estimated their tasks. Their Status Report becomes a time management tool.

e) The Status Report which team members write on Friday can serve as a “to do” list for the next week.

NOTE: A Project Manager’s response to “bad news” determines the level of honesty and openness at which members communicate. If the Project Manager “attacks” the messenger with the honest and “not so good” information, the chance that honest communication will continue is minimized. The suggested response to “bad news” is “Thanks for letting me know. What can I do to help?”.



SAMPLE STATUS REPORT: Team Member to Project Manager#

ofH

ours

Acc

ompl

ishm

ents

Week 1 Week 2 Week 3 Week 4

Nex

t Wee

k’s

Wor

k

Task

s (ID

is o

kay)

Proj

ect

Nam

eM

onth

Dep

artm

ent

Com

men

ts/Is

sues



2) From Project Manager to Team Members

• Project Summary Status Reports from the Project Manager to the team are necessary to keep the team on track as to where they are against the Detailed Project Plan.

• The Project Manager usually publishes this report weekly.

• The information in this report should be: 1) a compilation of the information from the individual team member’s weekly reports, 2) information gathered in weekly team meetings, 3) a detailed action item list, and 4) any other information that the Project Manager has received that is pertinent to the project and to the team.

• This report can also include a timed agenda for the next team meeting.

3) From Project Manager to Stakeholders

• This Status Report is more general in nature than the reports within the team.

• The distribution list, the timing and the information shared should be determined when the Communications Plan is written early on in the project.

• The purpose of this report is to keep the stakeholders (senior management, clients, vendors, executives, users) informed of project status.

• This report is published monthly or quarterly and the level of the information is summarized, brief and to the point.

• Depending on the situation, separate reports might be generated for “senior management and company stakeholders” versus “external clients”.

• In addition to the information in the sample report, these status reports might also include updates in the following areas: - Achievement against plan -- This is a list of deliverables or milestones with planned versus actual due dates with explanations for variances against the plan. - Performance against budget -- This relays if the project is under, on or over budget.



SAMPLE PROJECT SUMMARY STATUS REPORT:Project Manager to Team Members

Project Name: Project StarlightWeekly Summary Report to Team for Week Ending: 11/15/XX ________________________________________

Brief description of current status:

Project is on track as of 11/15/XX. Still expecting unique components to arrive on11/20/XX. Jose to visit XYZ supplier next week.REMINDER: Prototype build starts on 12/1/XX!!!

________________________________________

Next Meeting:

Tuesday, 11/19/XX — Sagebrush Room, 2:00-3:00PMAgenda:• Discuss risks of sole-sourced vendors 2:00-2:20 Maria Go sole-sourced? for unique components • Review Action Item List 2:20-2:45 Jose Log Completions & Additions

• Team member updates 2:45-3:00 Tim All on same page

________________________________________

Action Item List:

Action DRI* Due Date1. Investigate outside vendors to publish training manual Bob R. 11/30/XX Status: three out of 4 vendors contacted as of 11/27/XX

2. Set up phase review meeting for 12/10/XX Maria G. 12/10/XX Status: Zia room acquired, meeting notice to go out by 11/15/XX.ETC.

*DRI = Direct Responsible Individual

TimeDiscussion

Leader Outcome



SAMPLE STATUS REPORT: Project Manager to Stakeholders

Project Name: StarlightMonthly Update for Month Ending: November 20XXSubmitted by: S. Junda

________________________________________

Accomplishments this month:

• Received the unique custom component from vendor on time.

• Ready to start prototype build on 12/1/XX.

• 4 vendors contacted to possibly supply us more unique parts.

________________________________________

Targeted accomplishments for next month:

• Phase 2 review to be held 12/17/XX.

• Prototypes to be built and analyzed.

• Complete planning for final build and delivery.

________________________________________

Risks: (This part might only go to internal stakeholders)

• Last minute design changes might impact build.

• Line down situation at Company ABC — parts due 11/29/XX. Could affect second prototype build.

Issues:

• CAD room backed up with work. Attempting to prioritize our work. Project Sponsor has been notified.

• Lead Design Engineer out on sick leave — impact to schedule TBD.



Risk AssessmentWhen to Assess Project Risk:

- When developing the Project Charter

- When developing the Detailed Project Plan

- At Project Phase Reviews

- For status reports

- As required by stakeholders or the nature of the project

• A good question to ask the team often is, “What are the potential risks you feel that we have in front of us?”

• Project Managers might consider assessing risk on lengthy projects using a 30-60-90 day “look-ahead” and to produce contingency plans as needed.

Major Categories of Risk Identification:

- Technical or scientific

- Administrative

- Organizational/Cultural

- Regulatory

- Resource Availability

- Use of outside contractors

- Vendor Issues

- Acts of Nature

• One suggested method is to have the team brainstorm specific areas of risk for each category and intermittently go back and review the list based on updated information as the project moves along.

If you don’t talk about Project Risk, the stakeholders assume there is none!!



SAMPLE RISK ASSESSMENT FORM/RISK REGISTER

Step 1: Define the problem and state the task at risk: Company ABC has a line down situation and parts are due on 6/8/04 for our second batch of our prototype build. This due date is in jeopardy.

Step 2: Identify the Probability of Occurrence: People at ABC have the machine vendors on-site working the issue around the clock. They have not yet pushed out our shipment due date.

Step 3: Identify the Impact of Occurrence: If the parts are late, it will affect our ability to get product to Design Engineering so they can get the latest revisions to Software Engineering. Impact would be a delay in Software Testing and ultimately the final shipment of revenue product.

Step 4: List Possible Preventive Measures:

** This is how the risk could be stopped from happening

Step 5: List Contingency Plan(s):

** If the risk cannot be prevented from happening, what is the contingency plan?

Step 6: Specify the Event(s) that would trigger the Contingency Plan to start:

** Include how the Contingency Plan's effectiveness would be measured.

EVALUATION STEPS

CONTINGENCY STEPS:

Stop and Assess: Based on the above information, decide if it is worthwhile to continue onand create Preventive Measures and Contingency Plans.



Strategies for Managing Risk:

• Avoidance – This is done by eliminating the risk by removing the source of the risk. For example, if in the “redesign the park project” the risk is that the boat dock might be wobbly, then do NOT build the boat dock as part of the project. Note that the scope of the project has then been changed.

• Transfer – This is done by transferring the risk to someone better capable of handling it (i.e., reducing it). So in the above project example, we hire a subcontractor to build the dock and ensure that it is NOT wobbly.

• Mitigation – Do something to reduce the probability and/or impact of the risk. So in the above project example, we build the dock with 12 footings instead of 6. Note that mitigations often add scope, cost and/or time to the project.

• Acceptance – This is when you accept the risk and either create a prevention and/or contingency plan (Plan B) or do nothing and just allow it to be documented as a possible risk without any action being taken.

NOTES:



Change ControlWhat are some sources of change to a project?

•

•

•

•

•

•

•

When the project team, including stakeholders agree to change the plan, it is wise to docu-ment those changes. One suggestion is to create a Project Change Order and a Change Control Log to help keep track of all the changes on the project.



SAMPLE PROJECT CHANGE ORDER

Task No.: 16 Revision No.: 1 Date Revised: 12/15/14

Description of Change: Need to slip second protobuild Start Date until 12/22/14. Critical parts due 12/21/14.

Objective Statement: To build 2 batches of prototypes for Design Engineering

TaskNo.

TaskNo.

Orig. StartDate

Orig. Comp.Date

New StartDate

New Comp.Date

Estimated Costs:

Project Manager: Bee Ontime

Task Owner:

Functional Manager:

Senior Manager:

Date: 12/15/14

Date:

Date:

Date:

Schedule Change Information

Reason for Change: Major line down at Company ABC; Missed 12/8/14 Delivery Date.

Project Title: Starlight Date: 12/15/14

16 Start build #2 12/8/14 12/22/14 12/22/14 1/6/15

XX

XX.XX.

XX

XX XX XX XX

XX

XX



SAMPLE CHANGE CONTROL LOG

ChangeNumber

Date ofChange

Descriptionof Change

ApprovedBy

ScheduleImpact


1 12/16/14 Slip second protobuild by 2 weeks Ivanna Fish 2 weeksXX



Replanning the Project• Given the nature of projects, nothing ever goes as exactly planned!!

• The team cannot “plan” for many of the events that makes a project go off track.

• Crisis happens! The team goes out of control, the Project Manager panics, and the Detailed Project Plan is no longer valid!! It’s time to be proactive and REPLAN!!

When to do replanning:

• At the beginning of the project when the initial Detailed Project Plan comes in with a longer schedule than the client has requested.

• Any time a client requests a change in the project (to assess impact on the current De- tailed Project Plan).

• Any time during the project life when the plan is no longer valid.



Steps to Replanning:

1) Stay calm. This is the time for directive leadership to move the team out of the storm!

2) Set up a replanning meeting with the team. All must attend. No excuses!!

3) Hold the replanning meeting.

At the meeting, address the following with the team:

• Describe the problem in brief.

• Determine what decision needs to be made.

• Brainstorm options on the course of actions that can be taken.

• Decide on 2-4 possible options and then see how they would affect the current Detailed Project Plan (some options might not be viable). What was the most important aspect of the project?

NOTE: This is when Project Management software comes in handy as it is possible to play “what if” games and see how the different options affect the Detailed Project Plan. • Assess, with the team, the pros and cons, or risks and benefits of each option.

• Come to a decision on a course of action, if it is in the team’s control to make it. If not, schedule another meeting with key stakeholder to present the options (using the Options Paper) and let them decide which path they want the team to pursue. You can also tell the stakeholders which option the team prefers.

• Update the Detailed Project Plan and publish changes.



OPTIONS PAPER

Project Name

Project Goal Statement and Description (BRIEF!!)

Problem Statement (BRIEF!!)

The decision to be made is...

Options (2-4 max)

Option A Pros (Benefits): • • •

Cons (Risks): • • •

Option B - list pros and cons/benefits and risks

Option C - list pros and cons/benefits and risks

Option D - list pros and cons/benefits and risks

The team recommends Option _______. (Leave blank. Fill in at end of presentation.)



Creating Options or “Crashing” the Schedule:

1) Review the tasks on the Critical Path • Check the correctness of the task estimates • Check if some tasks can be overlapped (partial dependencies) • Check if some task can be done in parallel

2) Remember the CRITICAL TRIANGLE. Which leg (Schedule, Cost, Quality) was the most important to the stakeholders?

3) Review how the stakeholders answered the last question in the pre-planning interview: “If you couldn’t have everything you wanted, what would you settle for?”

4) Consider these tradeoffs and their impact:

a) Add Resources (Note: usually costs money!) • Hire temps • Outsource work • Authorize overtime • Create vendor incentives • Reallocate resources from non-critical tasks

b) Do Less • Reduce scope • Reduce deliverables • Change the project goal or objectives • Eliminate non-critical tasks (might increase risk) • Negotiate a change in strategy/priorities

c) Lower the Quality • Check if some tasks can be scaled down in level of quality • Put more tasks in parallel • Change requirements or specification criteria

d) Extend the Project Schedule -- This is usually the last resort!!



Tips for Effectively Handling a Crisis• Keep management alert to potential problems -- this can be done in the monthly report to key stakeholders in the “Potential Issues” Section (see Status Reports).

• Plan a response to the problem -- hold the replanning meeting as documented above. Let management know you are in control of the problem and formulating a resolution.

• Involve management in the solution. Two reasons for this are:

1) They might be able to take action that the team is not able to take, including canceling the project.

2) The more focused management is on the resolution to the crisis, the less likely they will be to place blame.

Replanning is a tool, one that many teams forget they have. Management will appreciate the team’s ability to take control and manage through a crisis, bringing them the pertinent information that they need to decide what needs to be done next.




Module 8

The Closeout Phase




Project Closeout • Every project, after either meeting its goal or being terminated before completion, re- quires closure.

• Project Closeout is usually the final phase of the Project Life Cycle.

• Project Closeout consists of:

- Documentation of the product or service -- this includes the collecting, documenting and compilation of all project documents, records and performance measurement reports. If a project archiving process exists, it should be followed.

- Formal acceptance of the product/service by the stakeholders -- It is advised to make this formal, i.e., have a meeting or review. Insure that everyone acknowledges that your project is over, according to the criteria in your Project Implementation Plan.

- Holding a “lessons learned” review meeting with your primary, secondary, and extended teams. Topics to be discussed can include:

√ What we did well √ What needs improvement √ What we’d never do again √ “Next steps” or subsequent projects, if applicable

- Show appreciation and thank your team members. Even if it is not in the organization’s culture to do so, consider sending each team member’s manager (copy to the team member too) a brief report on the team member’s role and benefit to the project and team.

- ...and last, but not least, celebrate your success with your team!! Now is the time to acknowledge and recognize the team. Go out to a special lunch, have a party, take a half-day off, buy T-shirts, send functional managers input on team members -- whatever works!!

Celebration is what gives team members the motivation and incentive to reapply them-selves to the next endeavor!!


The Closeout Phase8-3

Project Manager “Attitude”The “attitude” of a Project Manager has been shown to be critical to a project team’s success -- in both the task and the people areas. Some characteristics of this effective “attitude” are:

• Holds a strong belief in the importance of the team’s purpose

• Values each person’s contribution and the “gifts” he or she brings to the team

• Knows that team performance depends on the team being in control

• Strikes balance between action and patience while team moves up performance curve

• Is willing to do “real” work along with everyone else



Good Project Management Skillsfor Project Managers

• Speed is critical - but don’t take short cuts doing up-front planning!

• Present honest assessments up front - don’t over promise or over commit!

• Continuously learn - pick up new skills along the way.

• Adapt Project Management skills to the environment around you.

• Get a quantitative tool to measure status - make sure the quantitative data is meaningful.



Good Project Management Skills for Managers of Project Managers

• Involve Project Managers at conceptualization (NOT funding).

• Check in with Project Managers frequently - don’t just assign and ignore!!

• Develop and enforce a common planning process and methodology.

• Create an environment to get HONEST and realistic assessment of risk. Reward it consistently.

• Give teams adequate time to plan their project.

• Be willing to be “interviewed”.

• Be open to alternatives presented by the team.

• Professional training and experience are critical - not everyone can be a Project Manager!

• Project Management is NOT a part-time job - dedicate full-time resources to it.



Action Planning1. As a result of this training, what do I need to do when I go back to my job (within the next 2 - 3 days)?

Within the next few weeks?

2. Whom do I need to update, brief or educate?

3. What additional training might I or my colleagues or team members need?

4. As a result of this training, what do you recommend as “next steps” for Senior Management?




Appendix



Res

pons

ibili

ty A

ssig

nmen

t M

atri

x

Task

No.

Task

Des

crip

tion

Tota

lEf

fort

Dur

a-tio

nIm

m.

Pred

e-ce

ssor

(s)

Team

Mem

bers

O =

Tas

k O

wne

rW

= W

ork

I = In

put

A =

Appr

oves


Task

Iden

tifi

cati

on

A B C D E F G H I J K

EN

D

12

34

56

78

910

1112

1314

1516

= E

S

= E

F

= L

F2n

d

= D

UR

AT

ION

= F

LO

AT

/SL

AC

K

= P

RE

CE

DE

NC

E

Gan

tt C

hart


Work Authorization FormDate Prepared:

GENERAL INFORMATION

WORK CONTENT

PROJECT NAME

WBS TITLE

WBS NUMBER

DURATION/EFFORT

SCHEDULED FROM/TO

ACTUAL START DATE

DESCRIPTION

TOTAL

ASSUMPTIONS

MILESTONES

RISKS

AGREEMENT Signed and dated by control account manager and project manager

ES&H and SECURITY

ISSUES

CONTROL ACCOUNT MANAGER

TASKS (WORK ELEMENTS)RESPONSIBLE

PARTYDESCRIPTION DURATION COSTSRESOURCES

REQUIRED

Technical Risks:

Schedule Risks:

Cost Risks:

Control Account Manager

Project Manager

Date

Date


STA

TU

S R

EPO

RT:

Tea

m M

embe

r to

Pro

ject

Man

ager

# of

Hou

rsA

ccom

plis

hmen

ts

Week 1 Week 2 Week 3 Week 4

Nex

t Wee

k’s

Wor

k

Task

s (ID

is o

kay)

Proj

ect

Nam

eM

onth

Dep

artm

ent

Com

men

ts/Is

sues


PROJECT SUMMARY STATUS REPORT:Project Manager to Team Members

Project Name: Weekly Summary Report to Team for Week Ending:

________________________________________

Brief description of current status:

________________________________________

Next Meeting:

Date, place, timeAgenda: • • • Review Action Item List • Team member updates

________________________________________

Action Item List:

Action DRI* Due Date

1. Status:

2. Status:

*DRI = Direct Responsible Individual

TimeDiscussion

Leader Outcome


Project Name: Monthly Update for Month Ending: Submitted by:

________________________________________

Accomplishments this month:

•

•

•

________________________________________

Targeted accomplishments for next month:

•

•

•

________________________________________

Risks:

•

•

Issues:

•

•

STATUS REPORT: Project Manager to Stakeholders


Risk Assessment Form

Step 1: Define the problem and state the task at risk:

Step 2: Identify the Probability of Occurrence:

Step 3: Identify the Impact of Occurrence:

Step 4: List Possible Preventive Measures:

Step 5: List Contingency Plan(s):

Step 6: Specify the Event(s) that would trigger the Contingency Plan to start:

EVALUATION STEPS

CONTINGENCY STEPS:

Stop and Assess: Based on the above information, decide if it is worthwhile to continue onand create Preventive Measures and Contingency Plans.


Project Change Order

Task No.: Revision No.: Date Revised:

Description of Change:

Objective Statement:

TaskNo.

TaskNo.

Orig. StartDate

Orig. Comp.Date

New StartDate

New Comp.Date

Estimated Costs:

Project Manager:

Task Owner:

Functional Manager:

Senior Manager:

Date:

Date:

Date:

Date:


Reason for Change:

Project Title: Date:


ChangeNumber

Date ofChange

Descriptionof Change

ApprovedBy

ScheduleImpact


Change Control LogChange Control Log


OPTIONS PAPER

Project Name

Project Goal Statement and Description (BRIEF!!)

Problem Statement (BRIEF!!)

The decision to be made is...

Options (2-4 max)

Option A Pros (Benefits): • • •

Cons (Risks): • • •

Option B - list pros and cons/benefits and risks

Option C - list pros and cons/benefits and risks

Option D - list pros and cons/benefits and risks

The team recommends Option _______. (Leave blank. Fill in at end of presentation.)

Managing a Project from Start to Finish...• PERT Diagram/Critical Path Method • Gantt Chart • Resource Loading Chart Module 7 - The Execution Phase: Monitoring and Controlling

Documents