Project Health Check Workshop Why Projects Fail . . . And How To Determine and Improve the Health of your Project Webinar Tony Crawford, PMP AlphaPM Inc. www.alphaPM.com α PM 1 This presentation material is provided for attendees at AlphaPM’s Project Health Check Workshop and should not be shared with others, without express written permission from AlphaPM.
Project Health Check Workshop Why Projects Fail... And How To Determine and Improve the Health of your Project Webinar Tony Crawford, PMP AlphaPM Inc.
Dec 29, 2015
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Project Health Check Workshop
Why Projects Fail . . .
And How To Determine and Improve the Health of your Project
WebinarTony Crawford, PMP
AlphaPM Inc. www.alphaPM.com
α PM
1
This presentation material is provided for attendees at AlphaPM’s Project Health Check Workshop and should not be shared with others, without express written permission from AlphaPM.
Introduction
Project Health Check Workshop
2
Workshop Objectives
• Review and share project management success/failure factors and best practices
• Measure the performance of your project with AlphaPM’s Project Dashboard tool
• Use AlphaPM’s Project Health Check tool to assess the health of your project against fifty-five project best practices in seven key project management areas:
• Business Case & Project Initiation• Planning• Execution and Control• Project Organization• Project Methodology• Project Performance• Risk Management
. • Determine whether your project can succeed or should be terminated
• Develop and present an action plan to address and resolve identified project management deficiencies, issues or risks.
3
Workshop Schedule
Monday Tuesday Wednesday Thursday Friday
Introduction
Go-PSAC: A Model for Success
FIVE STEPS TO A SUCCESSFUL PROJECT
1.Identify the Project Goals
Workshop Overview
4. Identify any Corrective Actions needed
5. Prepare and Implement an Action Plan
Present Action Plans
Open Forum
2. Measure the Project Performance
3. Conduct the Project Health Check- Business Case and
Project Initiation- Project Planning- Project Execution and
Control- Project Organization- Project Methodology- Project Performance- Risk Management
4
IT Project Success Rates
In your own experience, why do projects fail?
1994 1999 2001 2004
Projects Successful
The project is completed on-time and on-budget, with all features and functions as initially specified.
16 26 28 29
Projects Challenged
The project is completed and operational but over-budget, over the time estimate and offers fewer features and functions than originally specified.
53 46 49 53
Projects Failed
The project is cancelled at some point during the development cycle.
31 28 23 18
The Standish Group have conducted ongoing research since 1994 on IT project success rates and factors.
5
Why Projects Fail . . .Reference: Common Causes of Project Failure – Office of Government Commerce (UK)
1. Lack of clear link between the project and the organization's key strategic priorities, including agreed measures of success.
2. Lack of clear senior management and Ministerial ownership and leadership.
3. Lack of effective engagement with stakeholders.
4. Lack of skills and proven approach to project management and risk management.
5. Too little attention to breaking development and implementation into manageable steps.
6. Evaluation of proposals driven by initial price rather than long-term value for money (especially securing delivery of business benefits).
7. Lack of understanding of and contact with the supply industry at senior levels in the organization.
8. Lack of effective project team integration between clients, the supplier team and the supply chain.
Source: http://www.ogc.gov.uk/documents/Project_Failure.pdf
6
Project Success FactorsTop 10 Success Factors in the Chaos Studies (2001, 2006)
# Project Success Factors - 2001 Project Success Factors - 2006
1 Executive Support User Involvement
2 User Involvement Executive Management Support
3 Experienced Project Manager Clear Business Objectives
4 Clear Business Objectives Optimizing Scope
5 Minimized Scope Agile Process
6 Standard Software Infrastructure Project Manager Expertise
7 Firm Basic Requirements Financial Management
8 Formal Methodology Skilled Resources
9 Reliable Estimates Formal Methodology
10 Other Standard Tools and Infrastructure
This Workshop is designed to help you tobe successful on your projects
7
Round table
Tell us a little bit about yourself
Identify any specific topics or issues that you would most like to see addressed during this Workshop
• Your Name
• Your Organization
• Your Project
• Your Role
1
<<<<
8
Workshop Materials
• Soft Copy of all presentation slides for reference
• Project Performance Dashboard tool
• Project Health Check tool
• Project Management Toolkit
Source: www.alphaPM.com/PHC099
9
Workshop Ground Rules
• Respect start times
• Actively participate
• Turn off cell phones
• Avoid Distractions
Any others we should add?
11
GO-PSAC: A Model for Project Success
Project Health Check Workshop
12
GOALS
GOALS
• Business Vision
• Strategic Plan
• Mission Statement
• Project Charter
• Business Requirements
SMART
13
Goals should be SMART
• Specific
• Measurable
• Achievable
• Relevant
• Time-based
14
"I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to the
Earth."
President KennedyMay 25, 1961
President Kennedy addresses a Joint Session of Congress
Apollo 11 Timeline
•Launch: 9:32 a.m. EDT July 16, 1969
•First moon landing: 4:17 p.m. EDT July 20
•First step on the moon: 10:56 p.m. EDT July 20
•Moon walk ends: 1:26 a.m. EDT July 21
•Lunar liftoff: At about 1 p.m. EDT July 21
•Splashdown: 12:50 p.m. EDT July 24Neil Armstrong and Buzz Aldrin set
up a US flag on the moon
15
PROCESSES
Methodologies
• Project Life Cycle
• Project Management Life Cycle
Tools
• MS Project
Templates
• PM Toolkit
PMBOK
Maturity Model
Project Management – Step by Step
Triple Constraints + 2
PROCESSES
Templates Tools
Methodologies
GOALS
16
Project Management Process Groups
Planning Defining objectives and developing the project plan
PlanningProcesses
Executing Implementing the plan
Executing Processes
Monitoringand Controlling
Monitoring progress and managing changes
Monitoring and Controlling Processes
Closing Formal acceptance and closure of the project
ClosingProcesses
Initiating Establishing and authorizing the project (or phase)
Level of Activity
Phase FinishTime Phase Start
Initiating Processes
Process Group
17
Project Management Knowledge Areas
Project Scope
Management
Processes for defining what is or is not includedin a project
Project Time
Management
Processes for ensuring a project is completedon schedule
Project Cost
Management
Processes for ensuring a project is completedwithin the approved budget
Project Integration
ManagementProcesses and activities that integrate the variouselements of project management
Project Human Resource
Management
Processes required to organize, acquire, develop and manage the people involved on the project.
Project Communications
Management
Processes for ensuring the effective generationand dissemination of project information
Project Risk
Management
Processes for identifying, analyzing andresponding to project risks.
Project Quality
Management
Processes for ensuring that a project meets theoriginally defined requirements and is fit to use
Project Procurement
ManagementProcesses required to acquire the goods andservices needed from outside organizations
Source: A Guide to the Project Management Body of Knowledge (Third Edition)18
Initiating Planning ExecutingMonitoring & Controlling
Closing
Project Integration Management
Develop Project Charter
Develop Preliminary Project Scope Statement
Develop Project Management Plan
Direct and Manage Project Execution
Monitor and Control Project Work
Integrated Change Control
Close Project
Project Scope Management
Scope Planning
Scope Definition
Create WBS
Scope Verification
Scope Control
Project Time Management
Activity Definition
Activity Sequencing
Activity Resource Estimating
Activity Duration Estimating
Schedule Development
Schedule Control
Project Cost Management
Cost EstimatingCost Budgeting
Cost Control
Project Quality Management
Quality Planning Perform Quality Assurance
Perform Quality Control
Project Human Resource Management
Human Resource Planning Acquire Project Team
Develop Project Team
Manage Project Teams
Project
Communications Management
Communications Planning Information Distribution Performance Reporting
Manage Stakeholders
Project Risk Management
Risk Management Planning
Risk Identification
Qualitative Risk Analysis
Quantitative Risk Analysis
Risk Response Planning
Risk Monitoring and Control
Project Procurement Management
Plan Purchases and Acquisitions
Plan Contracting
Request Seller Responses
Select Sellers
Contract Administration Contract Closure
PMBOK 2004 : Mapping of Project Management Processes to the Process Groups and Knowledge Areas
Process Groups
Knowledge Areas
Source: A Guide to the Project Management Body of Knowledge (Third Edition) page 7044 Processes19
Capability Maturity Model
1. InitialUnpredictable and poorly controlled
Disciplined process
2. RepeatableCan repeat tasks
3. DefinedProcess defined and well understood
Standard Consistent Process
4. ManagedProcess measured and controlled
Predictable Process
5. OptimizingFocus on Process Improvement
Continuously Improving Process
Matur
ity
Ad Hoc and Informal
Capability Maturity Model Integration (CMMI) is the successor of the Capability Maturity Model (CMM) or Software CMM. The CMM was developed from 1987 until 1997. In 2002, CMMI Version 1.1 was released. Version 1.2 followed in August 2006.
Source: Wikipedia
20
PMI Organizational Project Management Maturity Model (OPM3TM)
21
AlphaPM Project ManagementStep by Step
1. Ensure the viability of your project
2. Develop the Project Charter
Initiating
3. Establish the Project Notebook/Extranet
4. Hold the Project Kickoff Meeting
5. Develop the Project Plan5.1 Develop the Scope Statement5.2 Develop the Work Breakdown Structure5.3 Define Project Activities 5.4 Sequence Project Activities5.5 Estimate Project Activity Durations5.6 Develop the Project Schedule5.7 Estimate Project Costs5.8 Determine Resource Requirements5.9 Develop the Risk Response Plan
Subsidiary Management Plans5.a Develop the Scope Management Plan5.b Develop the Schedule Management Plan5.c Develop the Cost Management Plan5.d Develop the Quality Management Plan5.e Develop the Staffing Management Plan5.f Develop the Communications Management Plan5.g Develop the Risk Management Plan5.h Develop the Procurement Management Plan
Planning
6. Execute the Project Plan
7. Carry out Quality Assurance
8. Develop your Project Team
9. Issue Status Reports
10. Manage Procurement of External Resources
Executing
11. Control Project Changes
12. Manage Project Issues
13. Ensure Formal Acceptance of all Deliverables
14. Control the Project Scope, Schedule and Cost
15. Control the Project Quality
16. Report Project Performance
17. Control Project Risks
Monitoring and Controlling
18. Document Lessons Learned
19. Close the Project
20. Celebrate Project Success
Closing
22
Risk
Scope
Cost
Time
Quality
The Triple Constraints . . . Plus Two
23
SKILLS
Management Skills
- Attributes of Effective Leaders
- Project Management Skills
Business Skills
Technical Skills
PROCESSES
Templates Tools
SKILLS
Management
Skills
Technical
Skills
Business
Skills
Methodologies
GOALS
24
The Five Practices of Exemplary Leaders
1. Model the Way
2. Inspire a Shared Vision
3. Challenge the Process
4. Enable Others to Act
5. Encourage the Heart
Attributes of Effective Leaders
Attributes of Effective Private Sector Leaders
1. Honest
2. Forward-looking
3. Competent
4. Inspiring
5. Intelligent
6. Fair-minded
7. Broad-minded
8. Supportive
9. Straightforward
10. Dependable
Attributes of Effective Public Sector Leaders
1. Honesty and integrity
2. Communication and listening skills
3. Respect/Caring for people
4. Team player/Team builder
5. Visioning skills
6. Judgment and decision making skills
7. Sets clear goals
8. Inspires and motivates staff
9. Knows the business
10. Empowers staff
11. Strategic planning skills
12. Management of change skills.
Research by Kouzes and Posner (The Leadership Challenge: 2003)Link: http://www.leadershipchallenge.com/WileyCDA/Section/id-131055.html
Research by Brian MarsonSenior Advisor, Policy and Service Transformation, Treasury Board of Canada Secretariat Link: http://www.networkedgovernment.ca/cp.asp?pid=741
25
Project Manager Roles
Planner
Organizer
Leader
Controller
Integrator
Decision Maker
Team Builder
Communicator
What are some of the challenges you or your Project Manager face?26
Project Stakeholders
Project Manager
Client SponsorClient
ExecutiveClient
Managers
Project Team
ProjectLeads
PMMgt
Account Manager End
Customers
Support Groups
What are some issues in working with your stakeholders?
27
Project Manager Skills
In addition to project and general management skills . . .
Leadership – Set new directions, motivate, empower project team [link]
Communication – Provide clear messages, listen well
Negotiation - Address and resolve differences and issues
Problem Solving – Identify problems, causes, provide solutions
Decision Making – Analyze alternatives, select and act on resolution
Influencing – Build “social capital”and support
Managing – Set Goals and Objectives, give feedback on performance
IT Project Manager’s need Business and IT related skills . . .
Business – Understanding and commitment to your organization’s strategic goals
Technology – Knowledge of technology capabilities
PM Tools - Project Planning, Configuration Management
Applications – Understanding the business applications of technology
28
Project Management Competency Model
Reference:The Art of Project Management: A Competency Model for Project Managers
Boston University Corporate Education Center29
ATTITUDE
Vision
• Business Vision
• Strategic Plan
• Mission Statement
• Project Charter
• Business Requirements
7HOHEP
Values
Pogo
Client Centric
Passion (and Compassion)
10HOVHP
PROCESSES
Templates Tools
SKILLS
Management
Skills
Technical
Skills
Business
Skills
ATTITUDE
Vision
7HOHEP
ValuesPogo
Client
Centric
Passion
Methodologies
GOALS
10HOVH
P
30
7 Habits of Highly Effective People
1. Be Proactive
2. Begin with the end in mind
3. First Things First
4. Think Win-Win
5. Seek first to understand, then to be understood
6. Synergize
7. Sharpen the Saw
Stephen R Covey
31
10 Habits of Very Happy People
1. Have Strategic Objectives – and be passionate about them
2. Communicate (both ways)
3. Be positive
4. Only you are responsible for your own happiness
5. Persevere
6. Believe in your team (and yourself!)
7. See opportunities, not problems
8. Enjoy your life
9. Enjoy your work
10. There are no walls
Tony Crawford32
CULTURE
Business Culture
• Entrepreneurial or. Risk Averse
• Competitive or Bureaucratic
• Public or Private
• Strategic Vision
Enterprise Ethics
Organizational Maturity
• Process Maturity
• Focus on Continuous Improvement
Entrepreneurial
versus
Risk Averse
PROCESSES
Templates Tools
SKILLS
Management
Skills
Technical
Skills
Business
Skills
ATTITUDE
CULTURE
Vision
7HOHEP
Values Pogo
Client
Centric
Passion
Business
Culture
Enterprise
Ethics Organizational
Maturity
Entrepreneurial
versus
Risk Averse
Methodologies
GOALS
33
Go-PSAC
GoALS
PROCESSES
SKILLS
ATTITUDE
CULTURE
PROCESSES
Templates Tools
SKILLS
Management
Skills
Technical
Skills
Business
Skills
ATTITUDE
CULTURE
Vision
7HOHEP
ValuesPogo
Client
Centric
Passion
Business
Culture
Enterprise
Ethics Organizational
Maturity
Entrepreneurial
versus
Risk Averse
Methodologies
GOALS
34
Five Steps to a Successful Project
Project Health Check Workshop
1. Identify the Project Goals
2. Measure the Project Performance
3. Conduct the Project Health Check
4. Identify any Corrective Actions needed
5. Prepare and Implement an Action Plan
35
Step 1 - Identify the Project Goals
Reference: Dashboards by Example Link: http://www.enterprise-dashboard.com/2007/02/
Reference: The Australian Taxation Office Change Program Link (see Sec 8): http://epress.anu.edu.au/anzsog/imp/html/frames.php
Reference: Google 2007 Discretionary Project Portfolio
Reference: Milimail ProjectLink: http://www.milimail.org/milimail/index.php/Roadmap
36
EXERCISE Step 1 - Identify the Project Goals
Identify the Goals for your project (one or two slides)
Goals should be SMART
Ensure alignment with:- Business Vision- Strategic Plan- Mission Statement- Project Charter/Statement of Work- Business Requirements
37
Step 2 - Measure the Project Performance
Terms and Formulas Alternative Definition
Earned Value (EV) Budgeted Cost of Work Performed (BCWP) i.e. the budgeted cost to date x % complete
Actual Cost (AC) Actual Cost of Work Performed (ACWP) i.e. actual cost of work performed to date
Planned Value (PV) Budgeted Cost of Work Scheduled (BCWS) i.e. the estimated value of work to be performed
Cost Performance Index (CPI) = EV/AC Budgeted Cost of Work Performed (BCWP)/ Actual Cost of Work Performed (ACWP)
Schedule Performance Index (SPI) = EV/PV
Budgeted Cost of Work Performed (BCWP)/Budgeted Cost of Work Scheduled (BCWS)
1. Use Earned Value Management measures to determine Cost and Schedule Performance
Recommend the use of the Earned Schedule metric to measure Schedule Performance.Reference: EarnedSchedule.com (Walt Lipke)
2. Report Progress of Key Project Milestones 3. Highlight Key Project Risks and Mitigating Actions
38
EXERCISE Step 2 - Measure the Project Performance
Use the Project Dashboard tool to measure the performance of your project
• Cost Performance Index• Schedule Performance Index• Key Project Milestones• Key Project Issues/Risks
40
Step 3 - Conduct the Project Health Check
Health Check Risk LevelsLow Risk 4 to 6Medium Risk 2 to 4High Risk 1 to 2Impossible 0 to 1
Business Case & Requirements
Project Initiation & Planning
Project Execution & Control
Project Organization
Project Methodology
Project Performance
Risk Management
Average Score
41
EXERCISE Step 3 - Conduct the Project Health Check
Use the Project Health Check tool to determine the health of your project
• Business Case & Requirements• Project Initiation & Planning• Project Execution & Control• Project Organization• Project Methodology• Project Performance• Risk Management
42
Project Health Check: Business Case & Initiation
A Business Case & Initiation A1 The project is fully aligned with the Business Strategies and Goals of the Company
A2 The project will provide significant benefits to the organisation and a strong return on investment
A3 Project Requirements are fully and clearly documented and approved by the Project Sponsor
A4 A Preliminary Project Budget is approved and sufficient for the full lifecycle of the project
A5 Business measures of success have been identified and measurement processes established
A6 A Project Charter has been produced and approved, authorizing the project
SCORING RULES SCORE
Fully Agree (Best Practice) 4 to 6 Avg: 5Neutral (Needs improvement) 2 to 4 Avg: 3Fully Disagree (Not addressed) 0 to 2 Avg: 1
43
Best Practices
• Portfolio Management Boards comprised of senior managers representing the various functional organizations within the Company are used to prioritize and select the projects for development.
• Portfolio Management software, (or even simple spreadsheets) are helpful tools that will assist in prioritizing and selecting those projects that will be of the greatest value to the Company.
Areas to assess and compare:- Alignment and support of Company goals and strategies- Technical Risk- Financial Risk- Resource and budgetary impact - Project Benefits and Profitability
• Projects that are not aligned with business strategies and goals :- will consume resources that are better directed to projects that do align.- will find it harder to obtain adequate funding and qualified resources- will be more likely to get cancelled due to other priorities
Typical Issues Tools and Techniques
• Step 1 – Ensure the Viability of Your Project AlphaPM Project Management Deliverables on the Web
• Business Case Process – Office of Government Commerce (UK)Step 1 – Ensure the Viability of Your Project [link] AlphaPM Project Management Deliverables on the Web
Actions Planned
For Further Reference
• Business Case Template – Minnesota Office of Enterprise Technology [link]Step 1 – Ensure the Viability of Your Project AlphaPM Project Management Deliverables on the Web
44
Best Practices
• The Return on Investment (ROI) is estimated for all projects, to determine the priority of the projects to be developed.
• Projects should payback in a short period (for example within 6 to 12 months)
• Benefits should be tangible, measurable and realizable
• Financial benefits are not significant or identified
• Project is not a priority or prioritized
• Other mission critical projects are competing for Company funds and resources
Typical Issues Tools and Techniques
• Step 1 – Ensure the Viability of Your Project AlphaPM Project Management Deliverables on the Web
• Business Case Template – State of Texas Department of Information Resources [link] Step 1 – Ensure the Viability of Your Project AlphaPM Project Management Deliverables on the Web
Actions Planned
For Further Reference
• Payback Analysis Tool [link]AlphaPM PM Toolkit
• Cost Benefit Analysis – Minnesota Office of Enterprise TechnologyStep 1 – Ensure the Viability of Your Project [link] AlphaPM Project Management Deliverables on the Web
45
Best Practices• Good requirements gathering techniques are used to identify the
requirements for the project.
• Extensive “walkthrus” are held with the various key project stakeholders to ensure the requirements are complete and valid.
• Requirements are frozen and baselined and signoff obtained for these requirements from the Project Sponsor, before any development is started.
• Requirements data should be maintained in a requirements traceability database and maintained under configuration control.
• Changes to requirements once approved should be addressed via a Change Management process, with identification and approval for the applicable impacts on the project schedule and cost .
• Requirements gathering and analysis techniques include:- Stakeholder Interviews- Joint Requirements Development (Requirements Workshops)- Prototypes- Use Cases (See the Wikipedia reference for more techniques).
• Requirements must be actionable, measurable, testable, related to identified business needs or opportunities, and defined to a level of detail sufficient for system design.
• Requirements are poorly defined and are not well documented• Too many requirements are included in the initial project, resulting
in prolonged development• Requirements are not signed off or “frozen” before development
begins• Changes in requirements are not controlled or managed
Typical Issues Tools and Techniques
Actions Planned
For Further Reference• Requirements Management – Office of Government Commerce
(UK) [link]Step 1 – Ensure the Viability of Your Project AlphaPM Project Management Deliverables on the Web
• Requirements Gathering Techniques - Oregon Department of Human Services – PMO [link]General or Alphabetical sectionAlphaPM Project Management Deliverables on the Web
• Requirements Analysis [link] Wikipedia, the free encyclopedia
46
Best Practices
• Budget approval is obtained for both the initial phases (e.g. Plan and Define Phase) and to cover the estimated full project lifecycle costs, including operational and maintenance phase costs.
• The Budget estimate is based on the costs related to implementing the detailed Project Plan (tasks, activities, responsibilities, project schedule) prepared for the project.
• A Project Reserve or Contingency is approved for the project and under the control of the Project Manager. - This Contingency should be in the range of 10 – 20% of the estimated project cost.- This Contingency can be justified based on the Risk Exposure Value identified in the development of the Risk Response Plan.
• A budget is not established for the project
• Funding is only obtained for the initial phases
• No contingency is allocated for the project
Typical Issues Tools and Techniques
Actions Planned
For Further Reference• Step 5.7 – Estimate Project Costs
AlphaPM Project Management Deliverables on the Web
• Project Planning and Estimating – Office of Government Commerce (UK) [link] AlphaPM Project Management Deliverables on the Web
• Estimating Tools and Techniques - Oregon Department of Human Services – PMO [link] Step 5.7 – Estimate Project Costs AlphaPM Project Management Deliverables on the Web
47
Best Practices• Key Success Indicators should be Business oriented and
measurable.The following table provides a good example of measurable Key Success Indicators (See Paper by Shenhar et al. in the Tools and Techniques section).
• No clear criteria are established to determine project success from a business perspective.
Typical Issues Tools and Techniques
Actions Planned
For Further Reference• Portfolio Management Done Right – CIO Magazine [link]
Step 1 – Ensure the Viability of Your Project AlphaPM Project Management Deliverables on the Web
• Project Success Measures - Shenhar and Wideman [link] Step 1 – Ensure the Viability of Your Project AlphaPM Project Management Deliverables on the Web
PrimarySuccess Category
Measurable Key Success Indicators(KSIs)
InternalProject Efficiency(Pre-completion)
- Meeting schedule- Completing within budget- Other resource constraints met
Impact of theCustomer(Short term)
- Meeting functional performance- Meeting technical specifications & standards- Favorable impact on customer, customer’s gain- Fulfilling customer’s needs- Solving customer’s problem- Customer is using product- Customer expresses satisfaction
Business and Direct Success(Medium term)
- Immediate business/commercial recognition- Immediate revenue & profits enhanced- Larger market share generated
Preparing for the Future(Long term)
- Will create new opportunities for the future- Will position customer competitively- Will create new market- Will assist in developing new technology- Will add/has added capabilities & competencies
48
Best Practices
• Project Charter is produced to establish the project’s objectives and approach and provides the authorization to proceed.
• Contents of the Project Charter:- Project Name- Project Description (Describe the business and strategic needs being addressed, high level project scope)- Project Success Factors- Project Objectives (Project Objectives should be SMART - Specific, Measurable, Achievable, Relevant and Time-Based)- Project Deliverables- Project Schedule (high level view)- Project Budget- Project Approach- Project Risks and Opportunities- Assumptions and Constraints- Project Team Organization (Project Team and Key Stakeholders)- Sign-off (Project Sponsor, Project Manager, Executive Management)
• The Project Charter is produced by the Project Sponsor, or with their strong involvement and commitment.
• Project Boundaries and Objectives are not clearly defined or documented
• The funding available for the project is not clear
• No formal approval is obtained to initiate the project
Typical Issues Tools and Techniques
Actions Planned
For Further Reference• Step 2 – Develop the Project Charter
AlphaPM Project Management Deliverables on the Web
• Project InitiationProject Management Guidebook – New York State Office for Technology Project Management Methodology or Alphabetical Section AlphaPM Project Management Deliverables on the Web
• Project Charter Template [link] AlphaPM PM Toolkit
49
Project Health Check: Project Planning
B Project Planning B1 A Scope Statement has been produced and approved B2 A Work Breakdown Structure has been completed to cover all areas of the project
B3
A Project Schedule has been produced and approved, detailing all project activities, activity dependencies, project critical path, resource requirements, and project deliverables
B4 Details and assumptions for project costs and estimates are well documented
B5 A detailed Project Budget has been produced and approved to cover all phases of the project
B6 Contingency Funds have been allocated for the project. B7 Project Resource Requirements have been identified and approved
B8 A Scope Management Plan has been produced (identifies Change Management processes)
B9 A Quality Management Plan has been produced B10 A Staffing Management Plan has been produced B11 A Communications Management Plan has been produced B12 A Risk Management Plan has been produced B13 A Procurement Management Plan has been produced (if applicable)
SCORING RULES SCOREFully Agree (Best Practice) 4 to 6 Avg: 5Neutral (Needs improvement) 2 to 4 Avg: 3Fully Disagree (Not addressed) 0 to 2 Avg: 1
50
Best Practices
• A Scope Statement is produced to establish the project’s scope and formal approval is obtained before commencement of any further planning or development.
• Walkthroughs of all draft and the final Scope Statement are held with the key project stakeholders and Project Sponsor.
• Recommended Scope Statement content:- Project Objectives- Project Scope Description- Project Requirements- Project Boundaries- Project Deliverables- Project Acceptance Criteria- Project Constraints- Project Assumptions- Project Team Organization- Project Risks- Project Schedule Milestones- Project Cost/Benefit Estimates- Approvals (Client/IT Department)
• Project Scope is not well defined or documented before development commences, resulting in rework ..
• Formal approval for the project scope is not obtained , typically resulting in project delays and cost overruns.
Typical Issues Tools and Techniques
Actions Planned
For Further Reference• Step 5.1 – Develop the Scope Statement
AlphaPM Project Management Deliverables on the Web
• Scope Statement [link]AlphaPM PM Toolkit
51
Best Practices
• A Work Breakdown Structure (WBS) is a deliverable-oriented grouping of project elements that organizes and defines the total work scope of the project. Each descending level represents an increasingly detailed definition of the project work.
• A WBS is usually taken down to the “work package” level (typically about 80 hours on a large project), but can be decomposed further (for example, to activities). Each work package should usually produce a deliverable.
• There are three different approaches to building a WBS:- Analogous: WBS based on those from previous similar projects - Top Down: Start at the highest level and drill down- Bottom Up: Start at the work package or deliverable level, and build up. A combination of all three approaches is the most effective.
• Guidelines for building a WBS:- Only drill down to the level necessary to manage the project- At a minimum, the key project team members and stakeholders should be involved in building or reviewing the WBS- Ensure all key project deliverables are uniquely identified as an element- Avoid creating elements that are not “deliverable” oriented(an exception – project management, and other ongoing support activities)- Only one person should be responsible for each deliverable.- A deliverable should only appear at one place in the WBS- All WBS elements should be documented (scope, assumptions, constraints etc)
• If a structured approach to defining project requirements is not used, the resulting requirements are likely to be incomplete or incorrect.
A Work Breakdown Structure provides a good approach for defining project requirements and deliverables.
Typical Issues Tools and Techniques
Actions Planned
For Further Reference• Step 5.2 – Develop the Work Breakdown Structure
AlphaPM Project Management Deliverables on the Web
• Build Your Project Work Breakdown Structure – Microsoft Office Online [link]Step 5.2 – Develop the Work Breakdown Structure AlphaPM Project Management Deliverables on the Web
52
Best Practices
• Develop and baseline a Project Schedule, detailing:- all project activities- activity dependencies- project critical path- resource requirements- project deliverables
• The Project Schedule should include a schedule contingency.
• Scheduling Tools such as MS Project are extremely useful to:- Document project tasks and deliverables, and the relationships and dependencies between them- Facilitate the allocation, scheduling and tracking of resources needed to complete the tasks- Highlight critical paths and task delays- Facilitate project cost tracking- Provide an excellent communications tool (client and developers) (views can be filtered for each individual)- Provide a useful template for future projects
Information is portable to other Microsoft Office applications and can be linked to other projects
• A poorly defined Project Schedule makes it difficult to plan and implement a project successfully.
Typical Issues Tools and Techniques
Actions Planned
For Further Reference• MS Project Application Development Plan - Microsoft Office
Online [link]Step 5.6 – Develop the Project Schedule AlphaPM Project Management Deliverables on the Web
• MS Project Plan Template – ASG Software Solutions [link] Step 5.6 – Develop the Project Schedule AlphaPM Project Management Deliverables on the Web
• Microsoft Office Project [link]
• Open Workbench [link]Open-Source Project Scheduling for Windows
A Project Schedule has been produced and approved, detailing all project
activities . . . etc.
53
Best Practices
• Estimate Project Costs, using the completed project schedule and the rates established for your project resources
• Document all estimates and any related assumptions (e.g. regarding volumes, size, complexity of tasks, skill level of resources needed etc).
• Project estimates without related assumptions and corresponding details on how these are derived make it difficult to manage to the budget for the project.
Typical Issues Tools and Techniques
Actions Planned
For Further Reference• Project Estimating and Planning – Office of Government Commerce
(UK) [link]Step 5.5 – Estimate Project Activity Durations AlphaPM Project Management Deliverables on the Web
• Step 5.5 – Estimate Project Activity Durations AlphaPM Project Management Deliverables on the Web
• Step 5.7 – Estimate Project Costs AlphaPM Project Management Deliverables on the Web
•
• Project Estimating – University of Edinburgh Projects [link]AlphaPM PM Toolkit
54
Best Practices
• Establish the Project Budget , to cover all phases of the project(map to specific deliverables and phase completions)
• Projects are started before approval is received for the full cost of the project across all phases, including the operational phase.
Typical Issues Tools and Techniques
Actions Planned
For Further Reference• Step 5.7 – Estimate Project Costs
AlphaPM Project Management Deliverables on the Web
• Refine Project Budget (Sec 3.2.4 in the Planning Section) [link] Project Management Guidebook – NYS Office for TechnologyMethodology section AlphaPM Project Management Deliverables on the Web
55
Best Practices
• Include an allowance for project contingencies in your project budget: - Management Reserve for “unknown unknowns” (usually held by the Client Sponsor) For example, for additional work due to an unforeseen Company re-organization
- Project/Contingency Reserve for “known unknowns” (held by the Project Manager) For example, for delays caused by late delivery of necessary vendor software or hardware .
• The size and justification for the Project/Contingency Reserve can be determined through the development of the Risk Management Plan (see B12).
• Projects are too often estimated on an optimistic basis, without any contingency for unplanned events or delays (for example, in getting resources).
Typical Issues Tools and Techniques
Actions Planned
For Further Reference
• Project Risk and Contingency Analysis – Stanford Linear Accelerator Projects linkStep 5.7 – Estimate Project CostsAlphaPM Project Management Deliverables on the Web
• Project Contingency Budget based on Project Risks - Tech Republic link] Step 5.7 – Estimate Project CostsAlphaPM Project Management Deliverables on the Web
56
Best Practices
• All resources needed for the project are identified, assigned and available to the project in a timely fashion.
• ``Sharing`` of project resources is either avoided or kept to a very minimum (i.e. maximum of one other project assignment for any given resource).
• If sharing of resources with other projects is unavoidable, then the shared resource should be dedicated to the project (and physically co-located) for specific days each week.
• A Skills Inventory is maintained for all resources and mentoring and training programs implemented to address resourcing or skills shortfalls.
• Delays in acquiring adequate and qualified project resources is a frequent and common cause for project delays and overruns.
Typical Issues Tools and Techniques
Actions Planned
For Further Reference• Step 5.8 – Determine Resource Requirements
AlphaPM Project Management Deliverables on the Web
• Step 5.e – Develop the Staffing Management PlanAlphaPM Project Management Deliverables on the Web
• Staffing Management Plan [link]AlphaPM PM Toolkit
57
Best Practices
• The Scope Management Plan describes the organization and procedures to be used for scope verification and change control.
• The Scope Change process is documented to identify:- Who will identify and document changes and their impacts- How will they be documented, classified and prioritized- Who will approve and fund them- How will they be tracked
• `Scope Creep`- the addition of scope changes to the project without any corresponding changes to the project schedule or budget is one of the most common reasons why projects fail to meet their budget or schedule objectives.
Typical Issues Tools and Techniques
Actions Planned
For Further Reference• Step 5.a – Develop the Scope Management Plan
AlphaPM Project Management Deliverables on the Web
• Project Scope Planning – City of Los Angeles Project Managementand Training [link]Step 5.a – Develop the Scope Management PlanAlphaPM Project Management Deliverables on the Web
• Change Request & Change Request Log [link]AlphaPM PM Toolkit
Scope Management Plan (example of Scope Change process):
• All Scope Changes will be documented on a project Change Request and submitted to the Project Sponsor for initial approval to proceed with evaluating the Change Request• The Project Manager will arrange for the timely evaluation of the Change Request, and provide an estimate of the Cost and Schedule impact of the scope change, and document any other related impacts issues. • The Project Sponsor will approve/reject/defer the Change Request (or, for significant changes, submit the Change Request for approval by the Change Control Board).Significant changes are those that have a potential cost impact of $10,000 (for example) or more, or will result in any delay to the project cutover date.• All changes, and their disposition, will be logged in the project Change Request Log
58
Best Practices
• A Quality Management Plan is produced that defines the quality objectives and the organizational structure, resources, roles, responsibilities, procedures and processes that will be undertaken to achieve the quality objectives .
• Contents of the Quality Management Plan include:
- Quality Planning (organizing and planning for quality)• Policy • Quality Objectives• Quality Management Roles and Responsibilities
- Quality Assurance (verifying the project process and deliverable quality)
• Project Audits• Testing Tools• Testing processes (e.g. Unit/Integration/ System/ Acceptance
tests)
- Quality Control (identifying and correcting quality problems in the final deliverables)
• Deliverable Walkthroughs• Defect tracking and removal
• Quality Management is often not addressed , or only addressed in the testing stage.
An effective and comprehensive Quality Management Plan is needed to ensure that the project meets quality objectives (i.e. client requirements).
Typical Issues Tools and Techniques
Actions Planned
For Further Reference• Step 5.d – Develop the Quality Management Plan
AlphaPM Project Management Deliverables on the Web
• Quality Management Plan [link] (see Sec. 5)Texas Dept of Information Resources Step 5.d – Develop the Quality Management PlanAlphaPM Project Management Deliverables on the Web
• Quality Management Plan [link]AlphaPM PM Toolkit
• Quality Management – Mini Tutorial [link]AlphaPM PM Toolkit
59
Best Practices
• Project Team Roles and Responsibilities are well described and documented.
• Backup resources are available for all critical resources
• Requirements are identified and committed in advance of need.
• Project staffing requirements and priorities are planned and co-ordinated by the Project Management Office or other Resource Management function.
• Project staff resources are often only acquired on an “ad hoc” basis, with little co-ordination between projects, to ensure the timely availabilty of adequate and qualified resources.
Typical Issues Tools and Techniques
Actions Planned
For Further Reference• Step 5.e – Develop the Staffing Management Plan
AlphaPM Project Management Deliverables on the Web
• Project Team Roles and Responsibilities – Oregon Department of Human Resources [link]Step 5.e – Develop the Staffing Management PlanAlphaPM Project Management Deliverables on the Web
• Staffing Management Plan [link]AlphaPM PM Toolkit
60
Best Practices
• A Stakeholder Analysis is conducted for all key project stakeholders to identify the most effective method of communicating with them.
• A Communications Management Plan is developed for the project, identifying the method, frequency and responsibility for the communications with project stakeholders.
• Communications are “ad hoc” and unstructured.
Achieving good communications between all project stakeholders is difficult without a structured , consistent and formally documented process.
Typical Issues Tools and Techniques
Actions Planned
For Further Reference• Step 5.f – Develop the Communications Management Plan
AlphaPM Project Management Deliverables on the Web
• Communications Management Plan Template (includes a Stakeholder Analysis template also) [link] AlphaPM PM Toolkit
Stakeholder Communications Method
Frequency Responsibility Notes
Key Stakeholders Project Kickoff Meeting
Start of project
Program Management Office
•Both Team and Client Kickoff meetings recommended
Extranet ongoing Program Management Office
•Include project schedule, key project deliverables, meeting minutes, change request log, issues log
Client Executive Executive Steering Committee
Monthly – first Wednesday of each month
Account Manager •Review status, milestones met, earned value indicators. key issues
Client Sponsor Status Meetings
Status Report (email)
Weekly -Friday
Project Manager •Review project status, schedule, change requests, issues
Development team Status Meetings Weekly – Friday 11am
Project Manager •Provides input for subsequent meeting with client sponsor
Client managers Newsletter (email) Weekly - Friday
Project Management Office
Client Sponsor/
Key Client Stakeholders
Client Satisfaction Survey
Monthly/End of each phase
Account Manager/
Project Manager
•Informal (monthly)
•Formal (end of each phase)
61
Best Practices
• A Risk Management Plan is developed to describe the approach that will be taken to identify, analyze, manage and mitigate project risks.
• Contents of a Risk Management Plan include:- Methodology (processes, policies, tools and techniques)- Roles and responsibilities (roles of key Risk Plan stakeholders) - Budget (funds allocated for risk management)- Timing (frequency of risk assessments)- Scoring and interpretation (measurements)- Thresholds (when to respond)- Reporting formats (how the results will be distributed)- Tracking (how the risk process will be audited)
• Not anticipating and addressing project risks before they occur is a common factor in failed projects (remember the Titanic!).
Typical Issues Tools and Techniques
Actions Planned
For Further Reference• Step 5.g – Develop the Risk Management Plan
AlphaPM Project Management Deliverables on the Web
• Risk Management Plan [link] (see Sec. 9)Texas Dept of Information Resources Step 5.g – Develop the Risk Management PlanAlphaPM Project Management Deliverables on the Web
• Risk Response Plan template [link]AlphaPM PM Toolkit
• Risk Response Plan – Mini Tutorial [link]AlphaPM PM Toolkit
A Risk is a potential event or condition that, if it occurs, has a positive or negative effect on a project’s objectives.
62
Best PracticesA Procurement Management Plan is developed to :- Identify the Products and Services that will be obtained
externally
* Human Resources
* Consulting Services
* Applications
* Hardware
* Software- Identify the processes that will be used for each, as appropriate
* Make vs. Buy analysis (if applicable)* Request For Proposal* Selection* Contract (specify type eg.Fixed Price, Time and Materials)* Contract management (Change Control, Acceptance criteria)
• A Procurement Management Plan is needed to ensure products and services required for the project are obtained in a timely , fair and ethical manner, consistent with Company procurement policies, standards and practices.
Typical Issues Tools and Techniques
Actions Planned
For Further Reference• Step 5.h – Develop the Procurement Management Plan
AlphaPM Project Management Deliverables on the Web
• Procurement and Contractor Management – New York State Office for Technology [link]Step 5.h – Develop the Procurement Management PlanAlphaPM Project Management Deliverables on the Web
A Statement of Work should be used to define the work required:
- General Overview - Roles and Responsibilities
- Project Scope - Change Management process
- Tasks and Deliverables - Pricing
- Assumptions and Risks - Points of Contact
- Estimated Schedule - Acceptance/Signoff
63
Project Health Check: Project Execution & Control
C Project Execution & Control C1 The Project Schedule is reviewed and updated at least weekly C2 Project Costs are reviewed and compared to the Project Budget, at least monthly C3 Status Reports are prepared and issued weekly C4 Personnel resources are available on time to execute project activities C5 External resources are available on time, as needed C6 Changes are documented and controlled by the Change Management process C7 Project Issues are documented in an Issues Log, addressed and reviewed at least
weekly C8 All Project Deliverables are formally reviewed and accepted by the appropriate
parties C9 Project Performance is tracked and reported at least monthly using Earned Value
techniques C10 Project Quality is controlled through the implementation of the Quality Management
Plan
SCORING RULES SCOREFully Agree (Best Practice) 4 to 6 Avg: 5Neutral (Needs improvement) 2 to 4 Avg: 3Fully Disagree (Not addressed) 0 to 2 Avg: 1
64
Best Practices
• A Schedule Management Plan is produced and implemented.
• The Project Manager updates the project schedule on a weekly basis.
• The Project Manager reviews and ensures, with project team members, the validity of deliverable duration estimates and completion dates .
The Project Schedule should be reviewed at the weekly project team meeting (which should be followed within the same day by the weekly project meeting and schedule review with the Project Sponsor).
• Expected variances from the planned schedule are addressed with the project team and/or Project Sponsor, as appropriate.
• The project schedule is not maintained or updated in a consistent manner
• Project team members do not provide realistic estimates of the expected completion dates for their tasks and deliverables.
Typical Issues Tools and Techniques
Actions Planned
For Further Reference• Step 5.b – Develop the Schedule Management Plan
AlphaPM Project Management Deliverables on the Web
• Schedule Management Plan - Oregon Department of Human Services – PMO [link] Step 5.b – Develop the Schedule Management Plan AlphaPM Project Management Deliverables on the Web
65
Best Practices
• A Cost Management Plan is produced and implemented.
• Project Costs are reviewed and validated and used as input to the Project Performance Report (e.g. AlphaPM Project Dashboard).
• Project Costs for all project resources are not tracked in a complete and timely manner or compared to the project budget.
Typical Issues Tools and Techniques
Actions Planned
For Further Reference• Cost Management Plan - Oregon Department of Human Services –
PMO [link] Step 5.c – Develop the Cost Management Plan AlphaPM Project Management Deliverables on the Web
• Project Dashboard tool [link] AlphaPM Project Health Check files
66
Best Practices
• A clear and concise status report is issued weekly, providing a realistic status on key project deliverables and project issues.
• Status Reports do not provide a clear and realistic view of project status.
Typical Issues Tools and Techniques
Actions Planned
For Further Reference• Step 9 – Issue Status Reports
AlphaPM Project Management Deliverables on the Web
• Status Report Template [link] AlphaPM PM Toolkit
Contents of the Status Report:– Performance Report
- Schedule Performance Index- Cost Performance Index- Key Milestones Met
– Activities This Week– Activities Next Week– Issues and Actions Planned– Other
• Keep concise (do not pad)• Report on key activities and issues only• Focus on deliverables achieved or planned• Avoid “surprises”• Post to the project extranet
67
Best Practices
• A Staffing Management Plan is developed and implemented.
• Adequate, qualified resources are committed to the project and made available in a timely manner. .
• The PMO (or HR organization), with the support of all project managers, forecasts, tracks and co-ordinates the availability of all personnel resources and resolves any conflicts
• Adequate, qualified personnel resources are not available in a timely manner, causing project delays and failures.
Typical Issues Tools and Techniques
Actions Planned
For Further Reference• Step 5.e – Develop the Staffing Management Plan
AlphaPM Project Management Deliverables on the Web
• Step 5.8 – Determine Resource Requirements AlphaPM Project Management Deliverables on the Web
• Staffing Budget WorksheetHarvard Medical School - Project Management Info [link] Step 5.8 – Determine Resource Requirements AlphaPM Project Management Deliverables on the Web
• Define how and when project staff resources will be allocated to the project team
• Define how Staff Resources will be budgeted and tracked
• Define the Project Team Organization structure
68
Best Practices
• A Procurement Management Plan is developed and implemented.
• External resources are forecast, committed to the project and made available in a timely manner. ..
• External resources (e.g. vendor, contractor, client) are not available in a timely manner, causing project delays and failures.
• Obtaining contractor resources may require senior management approval and be subject to budget and other restrictions.
Typical Issues Tools and Techniques
Actions Planned
For Further Reference• Step 5.8 – Determine Resource Requirements
AlphaPM Project Management Deliverables on the Web
• Procurement and Contractor Management – New York State Office for Technology [link]Step 5.h – Develop the Procurement Management Plan AlphaPM Project Management Deliverables on the Web
• Identify the Products and Services that will be obtained externally
–Human Resources–Consulting Services–Applications–Hardware–Software
• Identify the processes that will be used for each, as appropriate
–Make vs. Buy analysis (if applicable)–Request For Proposal–Selection–Contract (specify type - Fixed Price, Time and Materials etc.)–Contract management (Change Control, Acceptance criteria)
69
Best Practices
• A Scope Management Plan is developed and implemented.
• A Schedule Management Plan is developed and implemented.
• A Cost Management Plan is developed and implemented.
• All scope changes are assessed for any impacts on project cost or schedule and reviewed and approved by the Project Sponsor.
• No formal Change Control process exists, or if it exists, is not followed consistently
• “Scope Creep” occurs – changes are introduced without formal review, approval and impact assessment.
Typical Issues Tools and Techniques
Actions Planned
For Further Reference• Step 5.a – Develop the Scope Management Plan
Step 5.b – Develop the Schedule Management Plan Step 5.c– Develop the Cost Management Plan AlphaPM Project Management Deliverables on the Web
• Change Request/Change Request Log [link] AlphaPM PM Toolkit
• Describe how project scope and scope changes will be identified and managed
Change Request process- Who will identify and document changes and their impacts- How will they be documented, classified and prioritized- Who will approve and fund them- How will they be tracked
70
Best Practices
• An Issues Log is used to document all key project issues
• The Issues Log is reviewed at least weekly with the project team leads to ensure timely resolution of all project issues.
• Issues are not documented or tracked in a timely or consistent manner, resulting in project delays.
Typical Issues Tools and Techniques
Actions Planned
For Further Reference• Step 12 – Manage Project Issues
AlphaPM Project Management Deliverables on the Web
• Issues Log [link] AlphaPM PM Toolkit
71
Best Practices
• Prepare and implement a Deliverables Acceptance Plan
• Ensure you obtain formal client signoff on all key deliverables throughout the project
• Do not wait till the completion of each deliverable to gain acceptance
– Review deliverable samples at the beginning of the project– Review drafts and any related issues at regular intervals– Provide final draft for signoff
• Request signoff within pre-agreed period (e.g. 2 - 3 days)
• Get formal signoff– Resolve or escalate if signoff not given– Do not proceed until issue resolved and signoff received
• Arrange for a “maintenance” contract, to cover subsequent changes and minor enhancements, and/or for follow-on phases to cover additional functional requirements.
• Project Deliverables are not formally reviewed and accepted by the Project Sponsor, resulting in re-work or delays in getting final approval and closure for the project.
Typical Issues Tools and Techniques
Actions Planned
For Further Reference• Step 13 – Ensure Acceptance of all Deliverables
AlphaPM Project Management Deliverables on the Web
• Step 19 – Close the Project AlphaPM Project Management Deliverables on the Web
• Step 5.d – Develop the Quality Management Plan AlphaPM Project Management Deliverables on the Web
• Deliverables Acceptance Plan – Max Widemans Project Management Wisdom [link]Step 13 – Ensure Acceptance of all Deliverables AlphaPM Project Management Deliverables on the Web
72
Best Practices
• Project Performance is tracked using Earned Value measurement techniques
• Cost Performance Index• Schedule Performance Index
Note: The “standard” Schedule Performance Index gives erroneous measures once the project passes the scheduled cutover date, so Earned Schedule measurements should be used instead. (See Earned Schedule link)
• Simplistic measures are only used to measure project performance (e.g. Project is within budget) so true project progress is not known.
Typical Issues Tools and Techniques
Actions Planned
For Further Reference• Step 14 – Control the Project Scope, Schedule and Cost
AlphaPM Project Management Deliverables on the Web
• Project Dashboard tool [link] AlphaPM Project Health Check files
• Earned Value Management – Mini Tutorial AlphaPM PM Toolkit
• Earned Schedule [link] Step 14 – Control the Project Scope, Schedule and Cost AlphaPM Project Management Deliverables on the Web
73
Best Practices
• A Quality Management Plan is developed and implemented, to define the project quality objectives and the organizationalstructure, resources, roles, responsibilities, procedures and processes that will be undertaken to achieve the quality objectives .
• Minimal attention, if any, is paid to planning and implementing any Quality Management techniques on the project.
Typical Issues Tools and Techniques
Actions Planned
For Further Reference• Step 5.d – Develop the Quality Management Plan
AlphaPM Project Management Deliverables on the Web
• Step 7 – Carry Out Quality Assurance AlphaPM Project Management Deliverables on the Web
• Quality Management – Mini Tutorial [link] AlphaPM PM Toolkit
• Quality Management Plan [link] AlphaPM PM Toolkit
Quality Management Plan Contents:
Quality Planning (organizing and planning for quality)- Policy - Quality Objectives - Quality Management Roles and Responsibilities
Quality Assurance (verifying the project process and deliverable quality) - Project Audits- Testing tools- Testing processes (e.g. Unit, Integration, System, Acceptance tests)
Quality Control identifying and correcting quality problems in the final deliverables)- Deliverable Walkthroughs- Defect tracking and removal-
74
Project Health Check: Project Organization
D Project Organization D1 A project team organization structure is clearly documented and understood by all
stakeholders
D2 A facilitative Project Management Organization exists to support the project D3 All outside suppliers understand and are committed to the project goals and schedule D4 All members of the project team possess appropriate levels of expertise D5 The Project Sponsor is fully committed and available to support the project D6 Weekly status meetings are held with key project team members D7 Weekly status meetings are held with the Project Sponsor D8 Monthly meetings are held with the project Executive Steering Committee D9 A project kickoff meeting has been held for all key stakeholders at the start of the
project
D10 All new members of the project team receive an orientation to the project
SCORING RULES SCOREFully Agree (Best Practice) 4 to 6 Avg: 5Neutral (Needs improvement) 2 to 4 Avg: 3Fully Disagree (Not addressed) 0 to 2 Avg: 1
75
Best Practices
• In conjunction with the individual team members, the Project Manager should define and document the Project Team Roles and Responsibilities.
All roles should be covered, including vendor, contractor and client roles.
• These roles should be presented (at a summary level) at Kickoff and Project Orientation meetings, and discussed and agreed between the project manager and individual at a detailed level.
• Project team roles are too often not clearly defined and documented within a project, resulting in potential overlapping of roles , gaps in responsibilities, and difficulties in assessing and measuring individual performance at the end of the project.
Typical Issues Tools and Techniques
Actions Planned
For Further Reference• Step 5.e – Develop the Staffing Management Plan
AlphaPM Project Management Deliverables on the Web
• Project Team Roles and Responsibilities – Oregon Department of Human Services (PMO) [link]Step 5.e – Develop the Staffing Management Plan AlphaPM Project Management Deliverables on the Web
• Project Team Roles and Responsibilities – Ten Step [link]Step 5.e – Develop the Staffing Management Plan AlphaPM Project Management Deliverables on the Web
76
Best Practices
• A “Facilitative” type of Program Management Office exists within the organization to support the project, through timely project resourcing, funding, prioritization , methodologies, tools and templates and the resolution of escalated project issues.
• If a Program Management Office (PMO) is not available to support a project, it is more difficult to resolve project conflicts and issues regarding resources, funding etc.
Typical Issues Tools and Techniques
Actions Planned
For Further Reference• Program Management Office (PMO) - Project Management
FrameworkAlphaPM Project Management Deliverables on the Web
• Program Management Office (PMO) White Paper – Serena Software – Project Management Framework [link]AlphaPM Project Management Deliverables on the Web
Spectrum of PMO Types
77
Typical PMO Functions
Portfolio Management• Ensure Projects are selected for development based on Business Needs and Strategies
– Aligned with Corporate Goals and Objectives– Provide Strategic Business Value (or are mandatory)
Project Management Methodologies and Training• Provide Project Managers with project management methodologies, tools, templates and training
Project Performance Reporting• Ensure all Projects report their performance in a consistent manner, using Earned Value Management
metrics– Project Dashboard (track SPI, CPI, Key Milestones, Key Risks)
Project Initiation• Assist Projects at their initiation, to facilitate their startup.
Project Resourcing• Ensure Projects obtain the skills and resources needed, in a timely manner
Project Health Checks/Project Audits• Assist projects in the implementation of Project Health Checks• Conduct formal Project Health Checks (“Project Audits”) if the project is seen at risk
(e.g. SPI and/or CPI less than 0.9)
78
Best Practices
• Outside suppliers , vendors and contractors should document their plans, deliverables and assumptions through a Statement of Work.
Contents of the Statement of Work should include:- General Overview- Project Scope- Task and Deliverable Objectives- Assumptions and Risks- Estimated Schedule- Vendor Roles and Responsibilities- Client Roles and Responsibilities- Pricing- Vendor and Client Points of Contact- Acceptance and Signoff
• Regularly scheduled meetings should be held between project and supplier executive management to review project progress and address escalated issues.
• Outside suppliers often do not receive adequate governance or communications from project and executive management.
Typical Issues Tools and Techniques
Actions Planned
For Further Reference• Procurement Excellence Model – Office of Government Commerce
Step 10 – Manage Procurement of External Resources AlphaPM Project Management Deliverables on the Web
• Statement of Work [link] AlphaPM PM Toolkit
• Statement of Work – North Carolina ENR ITS [link]Step 2 – Develop the Project Charter AlphaPM Project Management Deliverables on the Web
79
Best Practices
• A Staffing Management Plan should be used to forecast when the particular skills and resources are needed (and when they can be released from the project).
• All junior team members should have a senior team lead as a mentor (either from within or external to the project).
• A Training Plan should be developed to document the formal and informal training required by the project team members.
• If team members do not have the appropriate levels of expertise, deliverables are likely to be delayed and systems integration is typically also delayed and unsuccessful.
• Team members morale and job satisfaction are reduced, if they do not feel they have the skills to do the job effectively.
Typical Issues Tools and Techniques
Actions Planned
For Further Reference• Top Ten Qualities of a Project Manager – Project Smart.co.uk
Soft Skills [link]AlphaPM Project Management Deliverables on the Web
• Project Management and Leadership Handbook – itmWEB.comSoft SkillsAlphaPM Project Management Deliverables on the Web
• Step 5.e – Develop the Staffing Management Plan AlphaPM Project Management Deliverables on the Web
• Step 8 – Develop Your Project Team AlphaPM Project Management Deliverables on the Web
• Staffing Management Plan [link] AlphaPM PM Toolkit
• Training Plan template - Oregon Dept of Human Services (PMO) Step 8 – Develop Your Project Team AlphaPM Project Management Deliverables on the Web
The Project Manager needs strong Leadership skills:- Drive. Does the project manager have a strong desire to succeed?- Ability to Build Consensus. Can the project manager get key individuals to work together towards common ends?- Ability to Take Risks. Can the project manager recognize opportunities and find ways to seize them?- Ability to Communicate. Is the project manager able to communicate clearly and convincingly to all parties?- Experience. Does the project manager have a track record of success? Look for characteristics and experiences that relate directly to the project at hand.- Technical Knowledge. Does the project manager possess demonstrated knowledge in the appropriate technical fields?- Sense of the Big Picture. Does the project manager understand the project from a broad business perspective?
Source: Project Management & Leadership Handbook www.itmweb.com
80
Best Practices
• The involvement and commitment of the Project Sponsor should be confirmed before a project is approved and initiated.
• For a large project, it is beneficial to have an Executive Sponsor as well, to provide Executive support and oversight to the project.
• A critical success factor on any project is the full involvement, commitment and availability of the Project Sponsor.
Typical Issues Tools and Techniques
Actions Planned
For Further Reference• Step 5.e - Develop the Staffing Management Plan
AlphaPM Project Management Deliverables on the Web
• Project Sponsor Roles - Monash University ITS (next slide) [link] Step 5.e - Develop the Staffing Management Plan AlphaPM Project Management Deliverables on the Web
• Project Sponsor Charter - Thomsett International [link] Step 5.e - Develop the Staffing Management Plan AlphaPM Project Management Deliverables on the Web
81
Project Sponsor/Executive Sponsor RolesSome of the activities that a Project Sponsor will normally undertake include:• Providing direction and guidance for key business strategies and initiatives• Negotiate funding for the project• Actively participating in initial project planning• Identifying project Steering Committee members• Working with the Project Manager to develop the Project Charter• Identifying and quantifying business benefits to be achieved by successful implementation of the project• Identifying project critical success factors• Approving major deliverables such as the Project Charter, Project Plan and Risk Management Plan• Reviewing and approving changes to plans, priorities, deliverables, schedule, etc.• Gaining consensus among stakeholders when differences of opinion occur• Assisting the project when required (especially in an 'out-of-control' situation) by exerting their organizational authority and ability to influence• Assisting with the resolution of inter-project boundary issues• Managing the realisation of benefits• Chairing the Project Steering Committee• Reviewing project progress on a regular basis• Supporting the Project Manager in conflict resolution• Advising the Project Manager of any changes in business direction or policy which may have an effect on the project• Encouraging stakeholder involvement and building and maintaining their ongoing commitment through effective communication strategies• Advising the Project Manager of protocols, political issues, potential sensitivities, etc.• Evaluating the project's success on completion.
Typically an Executive Sponsor would be responsible for the following:• Brokering funding for the project• Providing strategic direction and advising the Project Sponsor of relevant organization or external issues which may have an impact on the
project• Making major project decisions, especially when there are differences of opinion amongst Steering Committee members• Acting as an arbiter in conflict situations• Reviewing and signing off major deliverables• Reviewing project progress on a regular basis• Communicating project status at a senior level (eg. Executive committees and governing bodies).
Source: Monash University ITS, Australia
82
Best Practices
Project Team Status Meetings
• Schedule weekly
• Face to face (or conference calls, if remotely located)
• Issue and follow an agenda
• Review status of project progress, issues, risks and impacts
• Distribute minutes promptly and maintain on the project extranet
• Document and follow up on action items (use the Issues Log)
Status Reports should be produced within a day of the Status Meeting(see next slide).
• Team Project Meetings are not held regularly or formally (agenda, minutes etc.), resulting in meetings and project communications not being effective or productive .
Typical Issues Tools and Techniques
Actions Planned
For Further Reference• Step 9 – Issue Status Reports
AlphaPM Project Management Deliverables on the Web
• Step 12 – Manage Project Issues AlphaPM Project Management Deliverables on the Web
• Status Report - see next slide [link] AlphaPM PM Toolkit
83
Status Reports
For week ending Status Report
[Project Name]
Prepared by
Performance Report
Schedule Performance Index:
Cost Performance Index:
Key milestones met
[Highlight any key milestones completed this week]
Activities This Week
[Highlight the major activities completed this week]
Activities Next Week
[Highlight the major activities planned for next week]
Issues and Actions planned
[Highlight any project issues and actions planned to address them]
Other
[Highlight any other relevant status information – e.g. key staff changes]
Contents of a Status Report:– Performance Report
- Schedule Performance Index- Cost Performance Index- Key Milestones Met
– Activities This Week
– Activities Next Week
– Issues and Actions Planned
– Other
• Keep concise (do not pad)• Report on key activities and
issues only• Focus on deliverables achieved
or planned• Avoid “surprises”• Post to the project extranet
A soft copy of a Status Report template is provided in the PM Toolkit
84
Best Practices
Client Status Meetings
• Schedule weekly
• Face to face (or conference calls, if remotely located)
• Issue and follow an agenda
• Review status of project progress, issues, risks and impacts
• Distribute minutes promptly and maintain on the project extranet
• Document and follow up on action items (use the Issues Log)
Status Reports should be produced within a day of the Status Meeting.
• Status Meetings are not held regularly or formally (agenda, minutes etc.), with the Client Sponsor, resulting in meetings and project communications not being effective or productive .
•
Typical Issues Tools and Techniques
Actions Planned
For Further Reference• Step 9 – Issue Status Reports
AlphaPM Project Management Deliverables on the Web
• Step 12 – Manage Project Issues AlphaPM Project Management Deliverables on the Web
• Status Report [link] AlphaPM PM Toolkit
85
Best Practices
Executive Steering Committee
• Membership:•Client Sponsor•Client Executive•Project Manager•Project Manager’s Executive•Program Manager (if PMO exists)•Account Manager (if applicable to project)
• Schedule regularly (typically monthly)
• Keep items brief and at a high level
• Typical Agenda•High level summary of project status(Key Deliverables and Milestones)•Project Budget status•Key Issues (and planned actions to address)•Key Risks (and planned actions to mitigate).
• Status Meetings are not held regularly or formally (agenda, minutes etc.), with the Project and Client Executive, resulting in delays in addressing project issues, and a lack of ongoing support for the project.
Typical Issues Tools and Techniques
Actions Planned
For Further Reference• Step 16 – Report Project Performance
AlphaPM Project Management Deliverables on the Web
• Steering Committee – Minnesota Office of Enterprise Technology[link]Step 16 – Report Project Performance AlphaPM Project Management Deliverables on the Web
• Executive Steering Committee Procedures Manual – North Carolina ENR ITS [link]Step 16 – Report Project Performance AlphaPM Project Management Deliverables on the Web
•
86
Best Practices
• A Kickoff Meeting is held to orient all project team members at the beginning of a project.. Separate meetings may be held for the Client stakeholders and project team members. - Assists the understanding of individual and organizational roles and responsibilities- Ensures all stakeholders understand project processes- Clarifies project success measures- Facilitates early project teaming and bonding- Facilitates realistic expectations (scope, deliverables, schedules etc)
• Without a formal Kickoff Meeting for all project stakeholders, projects are likely to be slower in getting organized and will typically be less productive.
Typical Issues Tools and Techniques
Actions Planned
For Further Reference• Step 4 – Hold the Project Kickoff Meeting
AlphaPM Project Management Deliverables on the Web
• Kickoff Meeting presentation template [link] AlphaPM PM Toolkit
Kickoff Meeting Agenda:- Introductions (Review Agenda, Session Objectives, Ice Breaker exercise)- Client Executive/Sponsor Briefing (Business and Project Vision, Company culture and values, Client Organization) - IT Organization Briefing (Overview of IT organization, culture, values) - Project Approach (Project Life Cycle, deliverables (with samples), scope management, communications plan, project extranet)- Project Team Organization (Client and Development team roles and responsibilities, Team organization chart )- Project Vision (Facilitated workshops)- Risk Assessment (Identification and mitigation of key risks)- Measures of success- Next steps
87
Best Practices
• A formal project orientation is given to team members who join the project after the Kickoff meeting has been held.
• A senior project team member is assigned to mentor new and/or junior team members.
• New members (and often existing members) do not receive any orientation to the project, resulting in lower productivity , morale and effectiveness,
Typical Issues Tools and Techniques
Actions Planned
For Further Reference• Step 8 – Develop your Project Team
AlphaPM Project Management Deliverables on the Web
• Project Orientation Presentation template – Gannthead.com [link] Step 8 – Develop your Project Team AlphaPM Project Management Deliverables on the Web
• Project Orientation Checklist – ITtoolbox.com [link]Step 8 – Develop your Project Team AlphaPM Project Management Deliverables on the Web
88
Project Health Check: Project Methodology
E Project Methodology E1 A formal and documented Project Life Cycle methodology is followed by the project
team E2 The Project Life Cycle methodology applies project management "best practices" E3 Templates are available for all key project management deliverables E4 Lessons Learned are documented and reviewed at each Phase end and at Project
Completion E5 A Project Notebook/Extranet is used to maintain all project documentation
SCORING RULES SCORE
Fully Agree (Best Practice) 4 to 6 Avg: 5Neutral (Needs improvement) 2 to 4 Avg: 3Fully Disagree (Not addressed) 0 to 2 Avg: 1
89
Best Practices
• A Project Life Cycle is used to define the particular end products and deliverables to be produced by the project.
This Project Life Cycle is the integrated with the Project Management Methodology and deliverables (see next two slides).
• Lack of a formal and well documented Project Life Cycle methodology will result in extended project development, with less likelihood of the project meeting budget and schedule commitments.
Typical Issues Tools and Techniques
Actions Planned
For Further Reference• Project Management Methodology Section
AlphaPM Project Management Deliverables on the Web
• Project Management Guidebook – New York State Office for Technology [link] Project Management Methodology or Alphabetical Section AlphaPM Project Management Deliverables on the Web
90
Project Management Integration with the Project Life Cycle
Project Life CycleDeliverables
Project Life Cycle Reference: Adobe Development Centre [link]91
Project Management Integration with the Project Life Cycle
Initiating Project Charter Project Repository Internal Project Kickoff Meeting Scope Statement Client Project Kickoff Meeting
Planning Project Plan Subsidiary Management Plans Risk Response Plan Communications Plan
Executing Project Deliverables Quality Assurance Status Report
Monitoring& Controlling
Change Request/Log Issues Log Deliverable Acceptance Project Performance Report (Dashboard)
Closing Lessons Learned Project Closure Project Celebration
Project Management
Project Management Deliverables
Project Life CycleDeliverables
Project Life Cycle Reference: Adobe Development Centre [link]92
Project Management Integration with the Project Life Cycle
Initiating Project Charter Project Repository Internal Project Kickoff Meeting Scope Statement Client Project Kickoff Meeting
Planning Project Plan Subsidiary Management Plans Risk Response Plan Communications Plan
Executing Project Deliverables Quality Assurance Status Report
Monitoring& Controlling
Change Request/Log Issues Log Deliverable Acceptance Project Performance Report (Dashboard)
Closing Lessons Learned Project Closure Project Celebration
Project Management
Project Life Cycle Reference: Adobe Development Centre [link]
Waterfall Project Life Cycle
Iterative Project Life Cycle Agile Project Life Cycle
Source: Microsoft Solutions Framework
Phase 1REQUIREMENTS
Phase 2DESIGN
Phase 5MAINTENANCE
Phase 3DEVELOPMENT
Phase 4TESTING
93
Best Practices
• A “Continuous Improvement” approach should be applied to evolve the methodologies, which should be flexible and adaptable enough to meet the ongoing needs of the organization.
• “Lessons Learned” documented during and at the end of every project within the organization should be used to develop and evolve the Project Life Cycle and Project Management methodology.
• Methodologies are often not evolved to keep in step with the evolution of the business and enabling technologies.
Typical Issues Tools and Techniques
Actions Planned
For Further Reference• Project Management Methodology Section
AlphaPM Project Management Deliverables on the Web
• Best PracticesStep 18 – Document Lessons Learned AlphaPM Project Management Deliverables on the Web
• Project Management Guidebook – New York State Office for Technology [link] Project Management Methodology or Alphabetical Section AlphaPM Project Management Deliverables on the Web
94
Best Practices
• A Project Intranet should be used to make readily available the Project Life Cycle and Project Management methodologies and related tools and templates.
• Completed deliverables from previous projects should be accessible to all project teams.
• Lack of good tools and templates will greatly increase the length of development time and lower the likelihood of project success.
Typical Issues Tools and Techniques
Actions Planned
For Further Reference• Project Management Methodology Section
AlphaPM Project Management Deliverables on the Web
• AlphaPM PM Toolkit [link]
• Project Management Templates – Methodology sectionAlphaPM Project Management Deliverables on the Web
95
Best Practices
• Lessons Learned are collected during the project, in a Lessons Learned log, and formally identified and documented at the end of the project (see next slide).
• Lessons Learned from each project are both stored in a Repository, and summarized and distributed to other project and management teams within the organization.
• Lessons Learned are not collected .
• Even if they are collected, they are not disseminated or actioned in any way by other project teams.
Typical Issues Tools and Techniques
Actions Planned
For Further Reference• Step 18 – Document Lessons Learned
AlphaPM Project Management Deliverables on the Web
• Lessons Learned - Office of Government Commerce (UK) [link] Step 18 – Document Lessons Learned AlphaPM Project Management Deliverables on the Web
96
Poll E4: Lessons Learned
Lessons Learned in your organization are usually:
oCaptured, disseminated and applied to other projects
o Captured, but not disseminated or applied to other projects
o Not captured at all1
<<<<
97
Lessons Learned
Ongoing– Collect “lessons learned” throughout
the project– Synthesize at the end of each phase– Disseminate and action to address
Topics to addressWhat worked well
What could be done better
– Were requirements and schedules met to client satisfaction
– Was the project within budget– Was there a good balance between
scope, schedule and budget– Was the project methodology
effective– Were risks identified and addressed
effectively– Was team morale good– Was there good participation by and
communications with all stakeholders
– Were deliverables of good quality
At the end of each phase/project – Hold a formal “lessons learned”
review with key team members and stakeholders
– Provide an advance agenda– Facilitate with an external facilitator– Personal issues are “out of bounds”– Intent is to improve the process, not
find a scapegoat– Apply lessons learned to future
projects across the organization
98
Best Practices
• A Project Notebook/Extranet is developed for use by all project stakeholders.
• Without a well structured and maintained project repository, dissemination of project information, deliverables etc is too often ad hoc and not timely or accurate.
Typical Issues Tools and Techniques
Actions Planned
For Further Reference• Step 3 – Establish the Project Notebook/Extranet
AlphaPM Project Management Deliverables on the Web
• Project Notebook – North Carolina ENR ITS [link] Step 3 – Establish the Project Notebook/Extranet AlphaPM Project Management Deliverables on the Web
Project Notebook/Extranet Contents:
- Client Kickoff Meeting presentations- Project Charter - Project Requirements- Project Plan- Subsidiary management plans- Project Schedule (baseline and current) - Status meetings- Steering Committee Meetings - Issues Logs- Change Requests/Change Requests Log- Risk Assessment Logs- All key deliverables - Project Contact List- Vacation Schedules
99
Project Health Check: Project Performance
F Project Performance F1 Earned Value Management measures are used to track and report project
performance F2 The Project is on schedule (Schedule Performance Index >= 1.0) F3 The Project is within budget (Cost Performance Index >= 1.0) F4 The project is following company Project Life Cycle standards and processes F5 The Project Sponsor is satisfied with project and project team performance F6 Project Team morale is excellent F7 Project Communications are timely and meet the needs of all stakeholders
SCORING RULES SCOREFully Agree (Best Practice) 4 to 6 Avg: 5Neutral (Needs improvement) 2 to 4 Avg: 3Fully Disagree (Not addressed) 0 to 2 Avg: 1
100
Best Practices
• Project Performance is tracked using Earned Value measurement techniques
• Cost Performance Index• Schedule Performance Index
Note: The “standard” Schedule Performance Index gives erroneous measures once the project passes the scheduled cutover date, so Earned Schedule measurements should be used instead.
• Simplistic measures are only used to measure project performance (e.g. Project is within budget) so true project progress is not known.
Typical Issues Tools and Techniques
Actions Planned
For Further Reference• Step 14 – Control the Project Scope, Schedule and Cost
AlphaPM Project Management Deliverables on the Web
• Project Dashboard [link] AlphaPM Project Health Check Files
• Earned Value Management – Mini Tutorial [link] AlphaPM PM Toolkit
• Earned Schedule [link] Step 14 – Control the Project Scope, Schedule and Cost AlphaPM Project Management Deliverables on the Web
Same as C9101
Best Practices
• What are the best ways to keep a project on schedule?
• What are the best ways to get a project back on schedule?
• What are the reasons that typically cause a project to be late?
Typical Issues Tools and Techniques
Actions Planned
For Further Reference• Step 14 – Control the Project Scope, Schedule and Cost
AlphaPM Project Management Deliverables on the Web
• Project Dashboard [link] AlphaPM Project Health Check Files
• Earned Value Management – Mini Tutorial [link] AlphaPM PM Toolkit
• Earned Schedule [link] Step 14 – Control the Project Scope, Schedule and Cost AlphaPM Project Management Deliverables on the Web
102
Best Practices
Typical Issues Tools and Techniques
Actions Planned
For Further Reference
• What are the best ways to keep a project within budget?
• What are the best ways to get a project back within budget?
• What are the reasons that typically cause a project to exceed their budget?
• Step 14 – Control the Project Scope, Schedule and Cost AlphaPM Project Management Deliverables on the Web
• Project Dashboard [link] AlphaPM Project Health Check Files
• Earned Value Management – Mini Tutorial [link] AlphaPM PM Toolkit
• Earned Schedule [link] Step 14 – Control the Project Scope, Schedule and Cost AlphaPM Project Management Deliverables on the Web
103
Best Practices
• Follow company Project Life Cycle standards and processes in spirit and principle, but be allowed to adapt and interpret them to balance the needs of the project with the value and benefits of following standard processes across the organization.
• Introduce and adapt project management “best practices” to the needs of your project and organization.
• A Project Manager may wish to avoid using the organization’s Project Life Cycle standards and processes:- Because they are cumbersome- Do not cover the type of project- They are not well understood
Typical Issues Tools and Techniques
Actions Planned
For Further Reference• Best Practices
Step 18 – Document Lessons Learned AlphaPM Project Management Deliverables on the Web
• Project Management Methodology Section AlphaPM Project Management Deliverables on the Web
104
Best Practices
• Client satisfaction surveys are conducted both formally and informally throughout the project.
What are some of the ways you have surveyed your client ?
• No formal (or even informal) survey of Client satisfaction is conducted throughout the project.
Typical Issues Tools and Techniques
Actions Planned
For Further Reference• Step 16 – Report Project Performance
AlphaPM Project Management Deliverables on the Web
• Client Satisfaction Surveys – Trusted Advisor Associates [link]Step 16 – Report Project PerformanceAlphaPM Project Management Deliverables on the Web
• Client Satisfaction Surveys – Auditor General of Alberta [link]Step 16 – Report Project PerformanceAlphaPM Project Management Deliverables on the Web
105
Best Practices
• What are the ways you can improve team morale?
• Project Team morale can be low for a wide variety of reasons- No Leadership- No Recognition of work accomplished- Unrealistic goals- Poor communications within the project- Team members not being developed or challenged- Team members do not have the right skills or experience
Typical Issues Tools and Techniques
Actions Planned
For Further Reference• Soft Skills Section
AlphaPM Project Management Deliverables on the Web
• Motivating Your Team - AllPM Newsletter [link]Step 8 – Develop the Project Charter AlphaPM Project Management Deliverables on the Web
106
Best Practices
• Implement the Communications Management Plan.
• Adapt and update the Communications Management Plan to meet the changing needs of the project.
• A Communications Management Plan has not been developed or implemented
Typical Issues Tools and Techniques
Actions Planned
For Further Reference• Step 5.f – Develop the Communications Management Plan
AlphaPM Project Management Deliverables on the Web
• Communications Management Plan Template (includes a Stakeholder Analysis template also) [link] AlphaPM PM Toolkit
107
Project Health Check: Risk Management
G Risk Management G1 A Risk Management Plan has been produced
G2 A Risk Response Log is maintained for all significant project risks, with appropriate actions, target dates and owners for each Risk
G3 Project Risks are reviewed and updated regularly and at phase ends G4 Project Risks are actioned appropriately
SCORING RULES SCOREFully Agree (Best Practice) 4 to 6 Avg: 5Neutral (Needs improvement) 2 to 4 Avg: 3Fully Disagree (Not addressed) 0 to 2 Avg: 1
108
Best Practices
Typical Issues Tools and Techniques
Actions Planned
For Further Reference
• A Risk Management Plan is developed to describe the approach that will be taken to identify, analyze, manage and mitigate project risks.
• Contents of a Risk Management Plan include:- Methodology (processes, policies, tools and techniques)- Roles and responsibilities (roles of key Risk Plan stakeholders) - Budget (funds allocated for risk management)- Timing (frequency of risk assessments)- Scoring and interpretation (measurements)- Thresholds (when to respond)- Reporting formats (how the results will be distributed)- Tracking (how the risk process will be audited)
• Not anticipating and addressing project risks before they occur is a common factor in failed projects (remember the Titanic!).
• Step 5.g – Develop the Risk Management PlanAlphaPM Project Management Deliverables on the Web
• Risk Management - Texas Dept. of Information Resources (See Sec. 9) [link]Step 5.g – Develop the Risk Management PlanAlphaPM Project Management Deliverables on the Web
• Risk Response Log template [link]AlphaPM PM Toolkit
• Risk Response Plan – Mini Tutorial [link]AlphaPM PM Toolkit
A Risk is a potential event or condition that, if it occurs, has a positive or negative effect on a project’s objectives.
Same as B12109
Best Practices
• A Risk Response Log is maintained and actioned for all significant project risks, with appropriate actions, target dates and owners for each Risk
• Risks are not addressed on a formal , consistent or timely basis, resulting in undue impacts and missed opportunities.
Typical Issues Tools and Techniques
Actions Planned
For Further Reference• Step 5.g – Develop the Risk Management Plan
AlphaPM Project Management Deliverables on the Web
• Risk Management - Texas Dept. of Information Resources (See Sec. 9) [link] Step 5.g – Develop the Risk Management PlanAlphaPM Project Management Deliverables on the Web
• Risk Response Log template [link]AlphaPM PM Toolkit
• Risk Management – Mini Tutorial [link]AlphaPM PM Toolkit
110
Best Practices
Typical Issues Tools and Techniques
Actions Planned
For Further Reference
• A Risk Response Log is maintained and actioned for all significant project risks, with appropriate actions, target dates and owners for each Risk
• Risks are reviewed and actioned at the weekly Team and Client meetings
• Key Risks are identified in the Project Performance Dashboard
• Key Risks are reviewed and addressed at the Monthly Executive Steering Committee.
• Risks are not addressed on a formal , consistent or timely basis, resulting in undue impacts and missed opportunities.
• Step 5.g – Develop the Risk Management PlanAlphaPM Project Management Deliverables on the Web
• Risk Management - Texas Dept. of Information Resources (See Sec. 9) [link] Step 5.g – Develop the Risk Management PlanAlphaPM Project Management Deliverables on the Web
• Risk Response Log template [link]AlphaPM PM Toolkit
• Risk Response Plan – Mini Tutorial [link]AlphaPM PM Toolkit
111
Best Practices
Typical Issues Tools and Techniques
Actions Planned
For Further Reference
• A Risk Response Log is maintained and actioned for all significant project risks, with appropriate actions, target dates and owners for each Risk
• Risks are reviewed and actioned at the weekly Team and Client meetings
• Key Risks are identified in the Project Performance Dashboard
• Key Risks are reviewed and addressed at the Monthly Executive Steering Committee.
• Risks are not addressed on a formal , consistent or timely basis, resulting in undue impacts and missed opportunities.
112
• Risk Response Log template [link]AlphaPM PM Toolkit
• Risk Response Plan – Mini Tutorial [link]AlphaPM PM Toolkit
• Step 5.g – Develop the Risk Management PlanAlphaPM Project Management Deliverables on the Web
• Risk Management - Texas Dept. of Information Resources (See Sec. 9) [link] Step 5.g – Develop the Risk Management PlanAlphaPM Project Management Deliverables on the Web
EXERCISE Step 4 – Identify any Corrective Actions Needed
• Summarize all items needing corrective action
– Key Items – Minor Items
• Assess against– Business Goals– Executive Support– Budget Availability– Resource Availability– Technical viability– Vendor viability
113
EXERCISE Step 5 – Prepare and Implement an Action Plan
• Project Health Check Assessment– Summary of Findings and Recommendations
• Go/No-Go Recommendation
– If “No-Go”, give rationale– If “Go”, identify constraints
(e.g. need for Schedule Extension, Budget Increase, key Resources etc.)
• Action Plan– Revised Project Plan (what, who, when)– Revised Project Dashboard
================= Stop here ===================• Executive Approval
– Present to Executive Management– Obtain approval and budget (if needed) to proceed
• Implement Revised Project Plan
114
EXERCISE Present your Project Health Check Findings and Recommendations
Prepare a short presentation, summarizing
• Project Goals• Project Performance (Dashboard)• Project Health Check Assessment
• Summary Chart• Major Areas needing corrective
action• Action Plan (What, Who, When)
(5 to 10 slides)
115
Open Forum
Project Health Check Workshop
116
Wrap up
• Review outstanding individual and “parking lot” project management issues
• Complete Workshop Evaluation (or Webinar Survey) form
117
end
118
Capability Maturity Model Integration
1. Initial
Process characterized for projects and is often
reactive2. Managed
3. Defined
Process characterized for the organization and is proactive.
(Projects tailor their process from the organization’s standard).
4. Quantitatively Managed
Process measured and controlled
5. OptimizingFocus on Process
Improvement
Matur
ity
Processes unpredictable, poorly controlled and
reactive
CMMI is a model that consists of best practices for system and software development and maintenance. The model may also be used as a framework for appraising the process maturity of the organization.Source: Wikipedia
Capability Maturity Model - Integrated
Source: Wikipedia
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