presentation can be downloaded to review or present

Proprietary - PMI Pittsburgh

Introduction to Project Management: Processes, Tools, & Techniques

Presented by thePMI Pittsburgh Chapter


Section 1: Introduction


This seminar provides an introduction to the primary processes and knowledge areas of applied project management, including initiating, planning, executing, controlling and closing of Information Technology (I.T.) projects.

Objective:


INITIATING PLANNING

CONTROLLING EXECUTING

CLOSING

PMBOK® - 5 Major Project Management(PM) Processes


ExecutingProcess

PROJECTS T A R T

PROJECTF I N I S HTI ME

LE

VE

L O

F A

CT

IVI T

Y

ClosingProcessControlling

Process

PlanningProcess

InitiatingProcess

CONCEPT DEVELOP IMPLEMENT CLOSEOUT

PHASES OF THE PROJECT LIFE CYCLE

: Iterative & Overlapping


1. Introduction2. Project Management Overview3. Project Initiating4. Project Planning5. Project Executing 6. Project Controlling7. Project Closing8. Summary

Seminar Outline

INITIATING PLANNING

EXECUTINGCONTROLLING

CLOSING


Section 2: Project Management

Overview


A temporary endeavor undertaken to create a unique product, service, or result.

PMBOK Definition of a Project :


Definition of “Operation Activity”

• On-going task• Repetitive / cyclical• Produces deliverables• Consumes resources• Incurs cost


PMBOK Definition of a Program :

“ . . . a group of related projects managedIn a coordinated way” to obtain benefitsnot available from managing them individually.


PMBOK Definition of Project Management:

The application of knowledge, skills, tools, and techniques to project activities to meet project goals/requirements.


Benefits of Project Management :

• Meeting/Exceeding Customer Expectations

• Meeting Project Deadlines & Accountability

• Managing Projects Costs & Profit Margins

• More Efficient Resource Utilization

• Improved Communications


Liabilities of Project Management :

• Added Processes/Guidelines/Projects

• Increased Overhead/Administration

• Additional Time & Effort

• Weapon vs. Tool


What’s the key role/responsibility of the Project Manager?

Business Level

Program Level

Work Level

Executives

PM / FM

Teams


Who’s a Project Stakeholder?


The Project Communications Plan:

• Contacts Listing

• Meetings Listing

• Reports Listing


Project Success Factors


5 Key Project

Variables

ResourcesScope

Cost

Time QualityPM

The Five (5) Project Variables


Organization ApproachesTo Managing Projects:

• Functional Organization

• Matrix Organization

• Projectized Organization


XYZ

ENG OPR MKT SVC

FUNCTIONAL

Organization Structures


MATRIX

XYZ

ENG OPR MKT SVC

PL1

PL3

PL2


PM


PM1

ENG

OPR

MKT

SVC

PM2

ENG

OPR

MKT

SVC

PM3

ENG

OPR

MKT

SVC

XYZ

PROJ TE EC AT M IZED

ENG

OPR

MKT

SVC



Maintenance

Enhancement

New Product (Strategic)

Functional Matrix Projectized

Priority

H

L

Project Organization Approaches


1. Introduction – Sam Provil, PMP 2. PM Overview – Sam Provil, PMP3. Project Initiation – Mike Rapach, PMP4. Project Planning – Larry Deckenbaugh, PMP5. Project Execution – Susan Keaney, PMP 6. Project Control – Susan Keaney, PMP7. Project Closure – Betsy Mullaugh, PMP8. Summary – Fred Arnold, PMI Fellow

Seminar Outline


Section 3: Initiating Projects

Initiation is successfully beginning the project to create success in the end.


Objectives

• Describe the purpose of the initiation process

• Discuss managing expectations

• Develop a sample project proposal

• Learn about project lifecycles and how to reduce risk


Initiating Planning

ControllingExecuting

Closing

PMI Framework Document

Process Groups



Purpose of Initiation Process

• To commit the organization to a project or phase

• To set the overall solution direction

• To define top-level project objectives

• To secure the necessary approvals and resources

• To validate alignment with overall business objectives

• To assign a project manager


Process OutputInput

Tools and Techniques

1. Project description

2. Strategic plan

3. Project selection criteria

4. Historical information

“Initiation is the process of formally recognizing that a new project exists or that an existing project should continue into its next phase.”

1. Project proposal

2. Project manager identified/ assigned

1. Project selection methods

2. Expert judgment


Initiating Core Process—Initiation


Managing Expectations

• Projects are:– Limited in scope, resources, time, and money– Intended to end– Focused on a limited set of goals

• Manage Expectations towards what you can truly commit to;not what everyone thinks is great

• Solving the business problem; not creating a great piece of software


How to manage expectations

• Communication

• Involvement of all parties

• Focus on strategic goals of the organization

• Understanding limitations & truly prioritizing

• And by the way … communication


Creating communication among project stakeholders to achieve consensus

Project Proposal


Project Proposal Content

• Scope definition• Project objectives and benefits• Project deliverables• Acceptance criteria for project• Assumptions• Constraints• Role definition and key staff• High level schedule, budget• Acceptance


Benefits of the Project Proposal

• Trade-offs between objectives and scope can be negotiated.

• Level of involvement of the key stakeholders can be negotiated.

• Availability of key personnel can be negotiated.

• Risks inherent in the schedule can be reviewed.

• The relationship between risk management and contingency management can be discussed.


More Proposal Benefits

• Acceptance criteria for the project can be agreed to by key stakeholders.

• Establishes a basic Project Plan

• Confirm how the project links to the business need

• Identify management responsibilities

• Make strategic procurement decisions, e.g., make, buy, or identify qualified vendors


Results of Initiation Process

• Acceptance of Project proposal

• Project manager identified


Project Lifecycles

Project life cycle: The natural grouping of ideas, decisions, and actions into Project phases, from Project conception to operations to Project phase-out.


How to choose a lifecycle

• Fixed or variable requirements

• Who controls the scope?

• Project Risk levels

• Time


Concept and Proposal

Development

Implementation

Termination

Verification

Final PhaseIntermediate PhasesInitial PhasePMI Framework Document

Project Life CycleExample Phases


McConnell, 1996

Waterfall Lifecycle


McConnell, 1996

Spiral Methodology


McConnell, 1996

Prototyping


Summary

• Set Expectations of Customer and Management

• Establish Clear Objectives for the project

• Develop a Project Proposal

• Choose the Appropriate Project Lifecycle


Case Study Description

The project for the class is the building of a garage. The requirements are as follows:

Build a 2 car, non-attached garage that architecturally and asethically matches the home. Your project sponsor and stakeholders will be the instructor of the course.

This project will serve as a case study throughout the course. Each phase will feed into the next, illustrating the process of a normal project.


Exercise

Determine scope statement for your garage. Your scope statement should be clear on what you are going to do, and not going to do within your project. Include assumptions, constraints, and any major concerns that you feel should be address during project planning and later phases. Remember that this output will feed into the next phases of the project.


Section 4: Project Planning


Goal: Introduce the Project Management skills for planning projects focusing on critical areas for IT projects

Objectives:1) Learn how to perform a work breakdown2) Be aware of activity analysis3) Understand basics of project schedule

development4) Be aware of Project Risk analysis5) Understand techniques to develop a Project

Budget


INITIATING PLANNING

CONTROLLING EXECUTING

CLOSING

PMBOK® - 5 Major Project Management(PM) Processes


The Project Plan is...The Project Plan is...

Where all of the pieces of the puzzle come together!

What

Who

Why

WhenHow


Review Project Knowledge areas

Scope

Cost

Time

Quality

Facilitative functions: Human Resource Mgt Communications Mgt Risk Management Contract/Procurement Mgt

Integration


Work Breakdown - Overview

What is it?A structured method for defining the work of the project

Purpose•To define all of the “deliverables” required to meeting the scope of the project

•To identify additional deliverables that may have been missed

•To create the framework for the project schedule•To provide a forum for information sharing for the project team and stakeholders


Work Breakdown Structure

How

Goal

Deliverable

Deliverable

DeliverableDeliverable

Deliverable

Deliverable Deliverable

ActivityActivityActivity





1 2

1.1

3

1.2

1.2.1 1.2.2

What

WBSWBS ScopeScope

Project Goal

Deliverables and/or Objectives

Activities


WBS Planning Techniques

• Facilitated sessions- Brainstorming technique- Facilitator helps keep you focused and on schedule- Should be well structured- Have a predefined schedule

• Roles in facilitated sessions- Facilitator- Scribe(s)- Participants


WBS Workshop

10 Minutes• Class participation with the instructor to

produce a WBS for building a garage


Activity AnalysisWhat is it?

Identifying information necessary to determine the amount of work required to complete the “work” of the project

Purpose• To define all activities that will be performed on the

project• To sequence the activities• To identify skills and resources required to complete

activities• To estimate work effort of the activities• To lay the groundwork for the project schedule


Activity Analysis• Create Activity list

– Produce list of activities that will be performed for every deliverable.• Manually – as part of facilitated WBS work session• Using a project scheduling tool• Solicit the help of “subject matter experts”

– Have experts list activities by deliverable– Eliminate duplicates– Look for optimizations

– Maintain descriptions of each activity– Sequence the activities based upon

dependencies


Activity Analysis

• Identify Resource Requirements– Identify skills needed to complete each activity

– Assign resources or role with appropriate skills

– Create a Responsibility Assignment Matrix (RAM)• A responsibility matrix is a valuable tool to ensure that

resources are identified correctly• Clearly indicates responsibilities• Provides an overview of the project responsibilities


Responsibility Assignment MatrixResponsibility Assignment Matrix


Activity Analysis• Estimate Activities

– Include indication of accuracy (e.g. percent or Order of magnitude)

– Use “subject matter experts” as much as possible– Have multiple people provide the estimates– Base upon historical information whenever possible

• Types of estimates– Work/ Effort– Duration

Document your methods and assumptions during estimating!!!


Activity Analysis• Estimate Activities (cont.)

– Determine experts and project team members to provide estimates

– Agree on the units of measure (hours, days, etc)

– Have team members provide THREE estimates• Optimistic (To)• Pessimistic (Tp)• Most likely (Tm)

– Calculate estimate• Te= (To + 4(Tm) + Tp) /6


Schedule Development What is it?

Developing a plan that describes the order and timing of all work activities and who is responsible for doing them

Purpose• To determine WHEN work will be performed• To identify WHO will do the work• To analyze activity dependencies and sequences• To evaluate resource requirements, availability and

utilization• To Identify Milestones


What can scheduling software do?• Planning:

– Creates a record of the WBS

– Automatically calculates duration, and start/finish dates

– Allows analysis of resource availability and allocation

– Calculates critical path

– Calculates duration based on resources and calendar

• Execution– Tracks work performance against the plan

– Provides activity status information

– Helps you to identify when/where resources are constrained

NOTE: SOFTWARE CAN’T MANAGE YOUR PROJECT!!


Order to build a schedule when using scheduling tools

1. Setup Project Information (Calendar, Start date, etc).

2. Enter Deliverables & Activities (Records WBS)

3. Enter Estimates4. Enter Predecessors5. Enter Resource definitions (Calendar, working time, etc.)

6. Assign Resources to activities7. Analyze the critical path8. Make adjustments based on risk responses9. Compress the schedule10.Baseline the schedule


Schedule Example Using MS ProjectSchedule Example Using MS Project


Compressing the schedule:• Examine the schedule for ways to reduce the total

duration of the project

- Fast Tracking – compressing the project schedule by overlapping activities that would normally be done in sequence, such as coding and testing

- Crashing – Look at alternatives that provide the maximum compression for the lease cost


Risk ManagementRisk Management

What is it?

Identifying threats and opportunities that can affect the project and planning to deal with them PROACTIVELY.

Purpose• To identify potential threats and opportunities

• To qualify risks based upon probability and impact to the project

• To create a plan for mitigating or responding to the risk

• To quantify the impact to the project schedule and/or budget


OverviewOverviewTotal Project Life Cycle

Initiate / Define

CloseExecutePlan

INC

RE

AS

ING

RIS

K$

Va

lue

Period whenHighest Risksare Incurred

Opportunity and Risk

Amount at Stake

Period ofHighest Risk Impact

TIME


Risk IdentificationRisk Identification

Identify the risk event(s)• Keep them realistic• Add them to the log whenever they are identified (not just during planning)


Qualitative Risk AnalysisQualitative Risk Analysis

1. Estimate Probability10% through 90%

2. Estimate ImpactHigh=3Medium=2Low=1

3. Calculate the SeverityProbability x Impact = Severity

4. Use Severity to identify the risks worth planning


• Ensures proactive planning to deal with risk events

• Response must be appropriate for the severity of the risk

• Quantifies the responses impact to the Schedule and Budget

Risk Response Planning and QuantificationRisk Response Planning and Quantification


Budget DevelopmentWhat is it?

Budget development is the process by which an estimate for the total monetary cost of a project is produced

Purpose• To identify costs required to produce the project

deliverables• To produce an accurate estimate of project costs• To obtain approval for project funding• To provide a basis for monitoring and controlling

spending


A Project Budget is…A Project Budget is…

a project cost and cash flow estimate based upon the best information available at the time


Identify Budget Items (for each deliverable in the WBS)Identify Budget Items (for each deliverable in the WBS)

Techniques:

• Analogous - use historical information

• Parametric - use predefined tables

• Bottom-up - recommended Uses brainstorming & storyboarding Involve representatives from each area that will be

providing deliverables to the project Can be done as part of WBS session Involve key stakeholders in budget development Use PERT when appropriate for budget estimating


Identify Budget Items Identify Budget Items (for each deliverable in the WBS)(for each deliverable in the WBS)

How to Identify:• Examine each element in the WBS

• Review available product requirements

• Identify what you need to produce the deliverable(s) or perform the activities

• List budget items in a budget worksheet

• Estimate costs for each budget item

• Estimate costs for labor


Class Participation!Class Participation!Identify budget items for the following…

3.0Roof

3.1Framing

3.2Roof Deck

3.3 Trim

3.3.1Gutter

3.3.2Soffit & Facia

3.3.3Venting

• Trusses - $4,500.00• Fasteners - 150.00• Wall plates - 350.00 $5,000.00

• Underlay - $300.00• Shingles - 3,500.00• Nails 100.00• Rent Air Gun 200.00 $4,100.00

•Roof Vent $50.00

Total $$750.00

Grand Total $9.850.00

• Facia - $200.00• Soffit $150.00• Nails $ 50.00• $400.00

•Gutter $250.00•Hangers 50.00• $300.00

Be sure to agree on the units for cost estimating:

• Dollars

• Thousands (K)

• Millions (M)


Budget Worksheet ExampleBudget Worksheet Example

Be sure to find out how your company and/or client does budget estimating and/or project accounting. What information do they need from you?


Additional Tips For IT Projects• Document your project strategy...

• Document project performance metrics...

• Be sure to obtain approval for the project plan

• Be sure to notify key stakeholders when the project plan is approved (or rejected!)

• DO NOT “leave it on the shelf” after approval. The project plan is a living document that helps you to manage the project better. It must be reviewed and updated through-out the life of the project!!


Provides place to document project specific details such as:

• Phases of the project

• Team Organization

• Project Specific Controls

• Any additional information

Document The Project StrategyDocument The Project Strategy


Document Project Performance MetricsDocument Project Performance Metrics

Why have them in a project plan?

• Metrics can provide clear, measurable, and consistent mechanisms for tracking and measuring project success

• They are an effective way to target areas for improvement and identify lessons learned


Key Points about Metrics...• All metrics should be:

Specific

Measurable

Attainable

Realistic and Relevant

Time constrained

• Metrics are tools for targeting learning

Document Project Performance MetricsDocument Project Performance Metrics



ReferencesReferences1. A guide to the Project Management body of Knowledge, PMBOK

Guide, 2000 Edition.

2. Fundamentals of Project Management, Second Edition, James P. Lewis, © 2002.

3. Organizing Projects for Success, Vijay K. Verma, © 1995.

4. Project Management in the Information Systems and Information Technologies Industries, Francis Hartmand and Rafi A. Ashrafi, © 2002 Project Management Journal, Vol. 33, 5-15.

5. Risk Management Concepts and Guidance, Carl L. Pritchard © 2001

6. INCOSE, International Council on Systems Engineering, Measurements Working Group, http://www.incosemwg.org


Sections 5 and 6:Project Execution and

Control


Project Management Life Cycle

• Project Management Institute

Initiation PlanningExecution

Control

Closeout


Project Execution/Control

• Project Execution: Implementing the project plan and doing the work!– Coordinating the resources– Working the plan

• Project Control: Ensuring the project objectives are met.– Monitoring and measuring progress– Taking corrective action as needed


Project Execution/Control

• Interaction of key processes to ensure successful project delivery– Pre-proposal/Proposal– Design– Development/Production– Testing– Implementation

• Why is this important?– Ensures controlled application of project

processes– Not just reacting to “emergencies”


Project Execution

• The process of coordinating the people and other resources to carry out the plan.

• The focus of this phase is:– Project plan execution– Quality assurance– Team development– Information distribution


Project Plan

• Completed during planning phase.• Identifies the “how’s” of a project.• Is proactive in nature -- anticipates what

might happen and how to address it when it does.


Project Plan

• Comprised of:– Communications Plan– Quality Management Plan– Change Management Plan– Schedule/Cost Management Plans– Risk Plan

• Used to manage the project and ensure successful delivery of product(s) to client.


Project Communications

• Critical to project “control” and “execute” phases.• What do we need to communicate and to whom?

• Who needs what and why?• Internal communications?• External communications?

– Clients– Vendors– Others


Communications Planning

• Determining the information and communication needs of the stakeholder(s) and the sources to meet those needs.– Accomplished through stakeholder identification

and analysis.– Documented and managed via a project

Communications Management Plan.


Sample Communications PlanDescription / Purpose Frequency Media/Distribution Audience/Distribution Responsibility

Internal Project Meetings/Reports

Investment Solutions Outsourcing Committee Monthly/Thur. @ 3:00 Conf Call: 23430642 Steve P; staff; sales, etc.

Project Executive/Sponsor Briefing TBD TBD

Susan K; Donna M; Christi C. Susan

Weekly PACE Warehouse Project Internal Status Meeting Weekly/Tues. @ 1:00 PMConference Call Marcie H. and Project Team Marcie Senior Management Status Meeting/Report (XL Capital PACE Project) Bi-Weekly/Fri @ 7:30 AMReport/Presentation

Jim Pa. and staff; Vince S; Rich T.; Steve P.; Peter D.; et al Susan/Donna

Business Implementation Status ReportWeekly/Thursdays @ noon Report Steve P.; Rich T. Susan

Project Management Weekly Meeting TBD Conference CallSusan/Maria/Others as needed Susan

Client Meetings/Reports:

Clinet X- Accelerated Close Initiative As needed Conference CallSusan T; Karen G., Roger F.; Susan

Client X -- X A Initiative As needed Conference CallDonna M.; Mary Lyn T.; John G.; Dave M Susan/Maria


Communications Tools

PM can enhance project communications and team effectiveness by:– Developing and using a Communications

Management Plan– Being a communications expeditor – Using a “war room”– Holding effective meetings– Setting the example


Additional Communication Tools

• Standardized Email distribution lists– “cc’s” to team members (especially on client emails!)– Includes client– Can use filters– Should not replace face to face communications!!!!!!!!!!!!!!

• Instant messaging– Good for client calls

• Structured Meetings– Pre-meetings– Agendas with meeting objectives

• Send out before meeting to allow for preparation time– Minutes/action items– Meeting summary for client calls with sign-off if appropriate


Additional Communication Tools

• Documentation needs and conventions– Naming, storage, retrieval, control

• “Out of Office” emails

• Establish communications “rules” at beginning of project– Document, share and revisit with team

members/stakeholders throughout the project

• Others?


Project Execution Exercise

• Create a Communications Plan to determine what, how, when and to whom you will need to communicate regarding your project.


Additional Project Execution Needs

• Issue resolution– What is an issue?

• Steps for issue resolution:– Identify and record– Assign (priority, assignee, due date)– Review– Resolve/verify– Lessons learned


Issue Escalation

Issue Project TeamTeam Lead

(Project Sponsor)Issue

resolved?Issue

resolved?

Does issuehave a

commercialimpact?

EngagementManager (Program

Manager)

Senior Manager

Issue is ID'd/assigned The project team attempts resolution Key points:

Distribution lists help withcommunicating to the rightpeople

Helps to keep the right peopleinformed

If the project team isunable to adequatelyresolve issue... raise toTeam Lead

What does the teamlead do?What to they addthat the team can't?

The Engagement Manager isconsidered more of a subjectmatter expert on the project.They will not resolve issues asmuch as provide input that willhelp the team or team leaderresolve it. -- Client Impacts

Yes

NoNo


Project Control• The process of ensuring that the project objectives

are met by monitoring and measuring progress and taking corrective action when needed.

• The focus of this phase is to:– Measure project performance against the plan to identify

variances/deviations and take corrective action as necessary.

– It includes• Overall change control• Scope change control• Schedule control• Cost control• Quality control• Performance reporting


First “Law” of Change Control – Changes to One Affect Changes to All!

Scope

Cost

Time

Quality


Change Control Management

• Concerned with:– Influencing the factors which create changes to

ensure that changes are agreed upon– Determining that a change has occurred– Managing the actual changes when and as they

occur

• Change requests vs. scope creep


Change Requests

• Most change requests are the result of:– An external event – An error or omission in defining the scope of the

product or project– A value-adding change (e.g., new technology, new

software version, etc.)


Change Control

• The PM must be concerned with:– Influencing the factors that affect change– Ensuring that the change is beneficial– Determining that a change has occurred– Managing changes as they occur

• All proposed changes must be thoroughly evaluated before a decision can be reached regarding the proposed change!


Change Control System

• A collection of formal, documented procedures, paperwork, tracking systems and approval levels for authorizing changes. May include:

– Change control plan/procedures– Change control board– Change request/notification forms

• Should be tailored to your specific project.


Change Control System

• Design of system depends upon:– What is important to the organization?– What are we attempting to do?– Which aspects of the work (e.g., scope, schedule,

budget) are most important for us to track and control?

– What are the critical points in the process at which controls should be placed?


Key Points

• Control should be exercised over what is considered to be important (to client, organization, etc.)

• What is controlled (i.e., measured) tends to become important.

• The effort used to control a project should be “worthwhile” and make sense– $3 battery vs. $100 control


Inputs to Scope Change Control

• Performance reports - provide information on scope performance (e.g., which interim products have been completed, which are not, etc.)

• Change requests - can be oral or written, formal or informal, direct or indirect, internally or externally initiated, legally mandated or optional


Performance Reports

• What are the qualities/characteristics of a good performance report?– How often should we report?– What should we report?– To whom should we report?

• Key Point: A client or project sponsor should not learn about a problem from a performance report!


Project Report Template

Project Name:

Prepared by:

Date:

Status of Project Relative to Project Objectives: Scope (On scope? If off scope, how serious?)

Schedule (On schedule? Ahead or behind by how much, etc.)

Cost (On budget? Under or over by how much, etc.)

Quality

Progress Report: (what is completed, what is in process, key changes made, when and why, etc.) Forecasting: (estimate of future project status and progress) Other issues or comments: Issue: Who Will Address:

Project Report Submitted to: Name: Title: Date:

Name: Title: Date:

Name: Title: Date:

Sample Project Status Report


Project Change Request Template

Project Name:

Prepared by:

Date: Changes are being made to the following:

Project Charter Project Management Approach

Scope Statement Work Breakdown Structure

Performance Measurement Baselines Major Milestones and Target Dates

Key Staff Risk Management Plan

Scope Management Plan Schedule Management Plan

Cost Management Plan Quality Management Plan

Staffing Management Plan Communications Management Plan

Risk Response Plan Procurement Management Plan

Changes to Supporting Detail? (explain): Description of Changes being made: 1. Risk Issues Prompting Changes: Corrective Action: 2. Risk Issues Prompting Changes: Corrective Action:

3. Risk Issues Prompting Changes: Corrective Action:

Stakeholders being notified: Name/Title: Signature: Date:

Name/Title: Signature: Date:

Sample Project Change Request


Scope Change Control

• Scope Change Control:– Establish and use a change control plan/process.

• Who/what/how/when

– Requires constant monitoring by PM and team.– Ensures thorough analysis of all proposed

changes so that full impact (time, cost, risk) is understood prior to change acceptance and/or implementation.


Scope Change Control

High-level ScopeDefinition

RequirementsGathering

Scope Validation/Verification

(WBS)

Detailed ScopeStatement/Document

Scope/Requirements

Approval and "sign-off"

Project Team

Scope ChangePolicy/Procedure

Change control form Change control log

PM/SponsorClient

Proposed ScopeChange

Identication andAnalysis of Change(time, budget, etc.)

Communication ofImpact to Client

AcceptProposedChange?

Document Change/Incorporate into

Schedule, Scopeand Budget

Document Reasonfor Rejection

Project Manager/Team

Yes

NoTeam Project Manager Project ManagerClient/Stakeholders

Project Manager/Team

Project Manager

1

2


Communications Channel for Project Changes

If Change Impacts: Need to Notify:

Schedule or Budget Production Manager

Quality Lead Designer

Client Project Manager/Sponsor


Change Control Example

Priority of Change is Considered:

If It Impacts:

High Milestone or significant budget impact

Medium Overall schedule but not a milestone

Low Work packet task


Scope Creep

• What do we mean by “scope creep”?– Changes to the project that result in additional

work.– “Expanding expectations”– “Creeping elegance”– “Gold plating”

• If not properly identified and managed properly, your project may come in considerably over budget and/or behind in schedule.


Scope Creep

• Contributing factors:– Poorly defined/understood customer requirements

• Trying to maintain “good” customer relations• Changing client requirements

– “Creeping elegance” or over-engineering the solution

• Desire to make it “better”


Requirements Gathering

• Talk to ALL project stakeholders to ensure a thorough understanding of project requirements.– Functional– Technical– End-user

• Document all requirements identified– Key stakeholder sign-off


Baselines

Baseline = the original, approved plan (for a project, work package or activity)– Facilitate scope management, progress reviews

and earned value analysis– Enable comparisons of what was originally in

scope vs. what is being considered– Enable comparisons of “where I am now” vs.

“where I should be now”– Allow for “what-if” analysis


Baselines (cont.)

• Scope, schedule and cost baselines• Are established after a formal walk –through

and approval of the project plan (with customer if appropriate)

• Can only be changed through a formal change control process


Avoiding Scope Creep

• It is the Project Manager’s responsibility to take the lead on controlling project scope.

• Project Sponsor must “walk the talk” with respect to importance of scope creep.

• Detailed requirements definition/analysis and documentation to identify and rank project requirements– e.g., Joint Application Design (JAD)


Avoiding Scope Creep

• Document, document, document!– Anticipate areas of miscommunication.– Be as succinct as possible.– Add what is NOT required.– Obtain sign-off by key stakeholders.

• Use signed-off scope and requirements documents to manage your project– What’s “in” and what’s “out”


Risk Management

What is project risk?• What could go wrong with your project?• What could keep this project from completing

successfully?• Risk Categories

– Technical, quality and performance– Project management– Organizational– External


Risk Management

• Risk = the probability that a given process, task, or activity cannot be accomplished as planned.

• Risk can represent either an exposure to loss or a potential for reward.

• There are 2 possible outcomes for each risk identified: 1) real reward or loss, or 2) opportunity loss or reward.


Risk Management

• Risks are classified as internal (under the control of the project team) or external (not under the control of the project team)

• Process:- Identify the risk- Analyze the risk (probability of occurrence; value,

impact)- Identify actions needed to manage risk [avoid,

accept, mitigate, deflect]- Track and monitor


Potential Risk Factors

• Areas to consider when identifying project risks:– Resources (general and specific)– Technology– Schedule– Training– Testing– Industry standards (current or evolving)– Organizational changes, support, issues


Potential Risk Factors

• Risk Factors to consider (cont.):– Product stability– Dependence on client (or others) for

data/inputs/etc.– Others?

• What risks do you see impacting your project(s)?

• Start listing what you know you don’t know and build on that list.


Exercise for Controlling a Project

• You now have a change in the project.• As the project is beginning, your spouse has

suggested a change. He/she would like the garage changed to have additional room for lawn and other equipment.

• You will now need to manage this change in terms of your project plan.

• You should determine the impacts to your project schedule and cost, review, and adjust accordingly.


Summary – Project Execution and Control

• So what have we learned?– Communications – at ALL levels and ALL phases

of the project is critical to its success.– Requirements definition, documentation, sign-off

and understanding among all stakeholders is imperative to project control and execution.

– The Project Manager is the key!


Section 7: Project Closing

Don’t believe everything you think.


Goal: Introduce the final PMI process group necessary for successful project management implementation

Objective:

•Introduce the main elements of the Closing Process

•Outline Benefits for Using Project Management Processes

•Provide Tips for Project Manager about the Closing Process

•Review Pathways & Pitfalls for Closing Process


Process Focus – Closing

Initiating Planning

Controlling Executing

ClosingCLOSINGCLOSING


Project Closing – Elements:

• Administrative Close Out – Generating, gathering, disseminating information to formalize phase or project completion, including evaluating the project, compiling lessons learned for use in planning future phases or projects

• Contract Close Out – Completion and settlement of the contact including resolution of any open items


Administrative Close Out Activities:• Collect all project records

• Document performance measures resulting from performance reviews, variance, trends and earned value analysis

• Formalize acceptance/signoff of the product by the sponsor, client, customer

• Archive project documentation

• Verifying project results in preparation for formal acceptance

• Create and Complete Punch List

• Conduct and Document the lessons learned

• Perform final appraisal review of team members


Contract Close Out Activities:• Verify product/service acceptance

• Update records based on final contract results

• Archive contract documentation of completed work results

• Notification to end-user of contract completion

• Obtain formal acceptance


Input

Tools

Output

OutputInput

1. Project Charter

2. Project Scope Statement

3. Project Plan

4. Contract Documentation

5. Organizational Process

Documents

6. Budget Worksheet

7. Risk Plan and log

8. Performance Reports

8. Contract Deliverables

1. Project mgmt methodology

- 9 knowledge areas

- 5 process groups

2. “Expert” Judgment

1. Administrative Closure Archives

2. Contract Closure Archives

3. Final Product, Service, Result

4. Environment & Org. Updates

5. Organization Process Assets

Closing – Process Flow:

Tools & Techniques

Project Integration Management Overview

www.pmi.org, May, 2004

http://www.pmi.org/


Closing – Why This Process is Important

“Only by examining our mistakes and applying the lessons learned can one stem the tide of project failures and enhance an organization’s probability of success”

Chaos: A Recipe for Success

The Standish Group International, Inc.

1999


What is the Number One Reason Projects Fail?

38%

43%

11%

8% Project Team Politics

Lack of Resources

Scope Creep

Inadequate ExecutiveSponsorship

Source: PM Network, May 2004, p.12


Closing - Why This Process is Hard to Get

• Requires Speaking Truth to Power about the project

• Assessment required on whether business goals met

• Requires Discipline to finish the project

•throughout the Organization

•With End User

•With other Stakeholders

• Everyone is Tired

• The Art, The Science, and …..


http://www.barrysclipart.com/barrysclipart.com/showphoto.php?photo=18258&papass=&sort=1&thecat=160

http://affiliates.allposters.com/link/redirect.asp?aid=451518&item=357825


Business Values Derived from Use of Project Management Processes:

• Increases Your Company’s ability to integrate new employees quickly into its business

• Allows employees to concentrate on project, not operational or procedural elements

• Provides systematic approaches to Risk Management – gets risks out earlier and minimizes impact

• Adjustment periods between projects is decreased by using basic tools & techniques

• Provides communication channels throughout Company

• Ties in Senior Management


Section 8: Summary


To paraphrase one of the old Heinz slogans (remember – we are in Pittsburgh):

“How do you get 9 PMBOK Knowledge Areas into a single day?”

Scope RiskTime Communications

IntegrationCost ProcurementQuality Human Resources


Also,“ How do you get 5 major Project

Management Processes into a single day?”

InitiatingPlanning

ControllingExecuting

Closing


Primary Objectives• Introduction to Project Management• Identification of Primary Process &

Knowledge Areas• Applied Project Management • IT Projects Focus• Tools, Templates, National Standard

(PMBOK Guide) – Useful Things


A Project Manager’s Observations:• Success• Focus on the Important Things (the

responsibilities of the Project Manager)– Scope, Time, Cost, Quality, Risk, Communication,

Procurement, Human Resources and Integration

• We are involved in various levels of Technology – but it is a People Business


Project Management

• A continuous process of learning and improving

• Leadership

• Accountability


Continuous Improvement• Questions – call/email the presenters• Project Management Institute (PMI)

Pittsburgh Chapter (Meetings are free)• PMI membership• Pittsburgh Technology Council - IT Network• Local Universities and Colleges• PMI Project Management Professional

certification


Thank You!• Attendees (can’t leave until you complete

the evaluation forms)• Clients• Hosts – Pittsburgh Technology Council• PMI Educational Foundation• PMI Pittsburgh Chapter• PMI’s Volunteer Member Presenters

presentation can be downloaded to review or present

Business

project initiating

project closing

new project

project variables

project lifecycles

project activities

project stakeholders

project goalsrequirements