Project Management … an overview

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Project Management Project Management … an overview… an overview

Rodney Grubb, PE, PMP, PEMRodney Grubb, PE, PMP, PEMFebruary 28, 2013

Rev 11

Rodney Grubb, PE, PMP, PEMRodney Grubb, PE, PMP, PEMChairman, ASEM Professional Development & Chairman, ASEM Professional Development &

Continuing EducationContinuing EducationPresident RMX Technologies, LLCPresident RMX Technologies, LLC

[email protected] www.rmxtechnologies.net

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Today? – 45 minutesToday? – 45 minutes Why do we care?Why do we care? Project Management as a ProcessProject Management as a Process Some supporting activitiesSome supporting activities

– Communication, Earned Value, Risk Communication, Earned Value, Risk

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Session Guidance Enjoy and learn something useful Focus on communication, EV

management and risk Cheer or Boooo … just don’t ignore -

CWE

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PM is a Professional DisciplinePM is a Professional Discipline Accepted Body of KnowledgeAccepted Body of Knowledge College DegreesCollege Degrees Extensive Lessons LearnedExtensive Lessons Learned Professional Society – PMI Professional Society – PMI Certification Program (s), PMP and Certification Program (s), PMP and

othersothers Consistent VocabularyConsistent Vocabulary

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Why Project Management?Why Project Management?Why Plan?Why Plan?

In case something happens to the Lead person. In case something happens to the Lead person. To obtain management / team buy-in.To obtain management / team buy-in.

– This is what I am going to do.This is what I am going to do.– This is what it will take.This is what it will take.– This is how long and how much.This is how long and how much.

As a simulation of the project – don’t forget As a simulation of the project – don’t forget something.something.

Resources are limited – use them wisely.Resources are limited – use them wisely.

The tools are good even for small PROJECTS – just The tools are good even for small PROJECTS – just use the graded approach.use the graded approach.

Why Plan – consequences?Why Plan – consequences?

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Why is there interest in Project Why is there interest in Project Management?Management?

Resources Are LimitedResources Are Limited Jobs Are Regularly UnderestimatedJobs Are Regularly Underestimated Missed Schedules Are CommonMissed Schedules Are Common Staff / Support Downtime is a Wasted Resource – Staff / Support Downtime is a Wasted Resource –

Time Lost Cannot Be RecoveredTime Lost Cannot Be Recovered To Get the Most For the $$ Invested – ValueTo Get the Most For the $$ Invested – Value Project Management Can Project Management Can Improve the Way We Improve the Way We

Do Business Do Business – Plan, Do, Check, Act– Plan, Do, Check, Act Provides a consistent vocabulary and way to do Provides a consistent vocabulary and way to do

business business

Single set of objectives Finite life span Organized team effort Recognized project manager Impose unique set of requirements on

organization Authorized by top management

A PROJECT SHOULD BE VIEWED AS A SINGLE ENTITY!

What Is A Project?

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Project or Operations?Project or Operations?Another way to define a project – by comparison.Another way to define a project – by comparison.

Scope: Owner to builder: “I said the LEARNING TOWER of PISA.”

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A Project Management ProcessA Project Management Process Project Objectives – ValueProject Objectives – Value SOW – SOW – AlignmentAlignment with Customer with Customer

– What are the deliverables?What are the deliverables?– What is in and what is out of scope?What is in and what is out of scope?

WBS – To the Action LevelWBS – To the Action Level Schedule – Built on WBSSchedule – Built on WBS Estimate – Resource Loaded ScheduleEstimate – Resource Loaded Schedule Approval – Know the Decision MakerApproval – Know the Decision Maker GO! – Now GO! – Now Manage All ChangesManage All Changes

(PMBOK shows the process)(PMBOK shows the process)

Home improvement projects – issues? Home improvement projects – issues? (risk, scope, objective, cost) (risk, scope, objective, cost)

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Do you see project issues? Do you see project issues? Quality, risk, schedule, objective, scopeQuality, risk, schedule, objective, scope

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Project Planning OverviewProject Planning Overview

Have you heard: Have you heard:

““Scope, Schedule, or Scope, Schedule, or Budget: Budget:

pick two”pick two”

Project

Triple

Constraint

Scope

Cost/Budget Time/Schedule

Plan begins with scopePlan begins with scope Write scope statement in clear and narrow Write scope statement in clear and narrow

terms. terms. Provide statement of processes, internal Provide statement of processes, internal

entities, systems, customers, and outside entities, systems, customers, and outside entities that entities that will /will notwill /will not be part of project. be part of project.

Cross-reference scope statement, project Cross-reference scope statement, project objectives and project deliverables for objectives and project deliverables for consistency.consistency.

Mark Twain – “I am sorry I did not have Mark Twain – “I am sorry I did not have time to write you a short letter.”time to write you a short letter.”

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Then we must manage scopeThen we must manage scope

Scope Creep is Scope Creep is thethe Leading Cause Leading Cause of Project Failureof Project Failure

Soooooo … it is really important that we Soooooo … it is really important that we document the scope and then manage document the scope and then manage changeschanges

Booooooooo!!Booooooooo!!

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Managing Teams is key to PM SuccessManaging Teams is key to PM Success

If Teams are so important to Successful If Teams are so important to Successful Projects … Projects … what does a good team look likewhat does a good team look like??

Sports?Sports?Business?Business?

Professional Organizations?Professional Organizations?

I know it when I see it …I know it when I see it …

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Do you see any team issues?? http://www.youtube.com/watch?v=L7

pXIC49R3c

Team ExamplesTeam Examples Think about the best team you have Think about the best team you have

been a part of.been a part of.

Why was it the best?Why was it the best?

Research says that the most Research says that the most effective teams have common effective teams have common attributes … what are they?attributes … what are they?

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Any of these attributes?Any of these attributes? Challenging WorkChallenging Work Clear ObjectivesClear Objectives Over CommunicationOver Communication Involvement in planningInvolvement in planning Team inputTeam input Shared effort Shared effort ““Good” leader – Attributes?Good” leader – Attributes?

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““In the Beginning” …Does your In the Beginning” …Does your organization charter teams / projects?organization charter teams / projects?

Why is it important?Why is it important?– Management buy-inManagement buy-in– Team UnderstandingTeam Understanding– Definition of Objectives and planDefinition of Objectives and plan

Do you have electronic Project Do you have electronic Project Information?Information?

How are project teams chartered in your How are project teams chartered in your organization?organization?

You can control this process You can control this process ... Even if ... Even if the organization does not require it.the organization does not require it.

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WBS Process – The Action ListWBS Process – The Action List WBS is Work Breakdown Structure – The WBS is Work Breakdown Structure – The

Preparation is a ProcessPreparation is a Process THINK Task List or Action ItemsTHINK Task List or Action Items Action list to complete the ScopeAction list to complete the Scope Good Info in Your Book Good Info in Your Book Hierarchy – manageable piecesHierarchy – manageable pieces ALL Of the WorkALL Of the Work Action Level At the BottomAction Level At the Bottom There is Rarely “ONE Correct WBS”There is Rarely “ONE Correct WBS”

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Intro to SchedulesIntro to Schedules The schedule is the heart of the planThe schedule is the heart of the plan Tie it to the WBS – Action Level Tie it to the WBS – Action Level – –

Know who is responsible and involve Know who is responsible and involve them in scheduling them in scheduling

Understand Dependencies – Understand Dependencies – Predecessors and Successors Predecessors and Successors

Define your milestonesDefine your milestones Use scheduling toolsUse scheduling tools Critical Path Concept – Critical ChainCritical Path Concept – Critical Chain

Once we are underway there are execution processes

Measuring Progress Measuring Progress (cost and schedule variance)(cost and schedule variance)

Earned Value ConceptEarned Value Concept Communication Communication Human ResourcesHuman Resources Risk Management Risk Management

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Monitoring ProgressMonitoring Progress Track Against the PlanTrack Against the Plan CommunicateCommunicate the Objectives Regularly the Objectives Regularly Change Management is keyChange Management is key

– Recognize, document and agreeRecognize, document and agree Report Progress – EARNED VALUE is Report Progress – EARNED VALUE is

about about THE WORK ACCOMPLISEHED THE WORK ACCOMPLISEHED not not the MONEY SPENT or TIME PASSED. the MONEY SPENT or TIME PASSED.

Understand VarianceUnderstand Variance Document what we learn and USE IT for Document what we learn and USE IT for

planning, estimating, and risks and planning, estimating, and risks and problemsproblems

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Communication is critical to Communication is critical to successful project plan & executionsuccessful project plan & execution Push communication Push communication

– don’t wait … be proactivedon’t wait … be proactive– Use Use your processyour process so something doesn’t get missed so something doesn’t get missed– Five times ruleFive times rule – say it, write it, e-mail it … – say it, write it, e-mail it …

Pull the stringPull the string … if you feel uneasy then … if you feel uneasy then ask the question.ask the question.

““Seek first to understand then to be Seek first to understand then to be understood” – Covey understood” – Covey

Are you listening … or waiting your turn to Are you listening … or waiting your turn to talk?talk?

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COMMUNICATIONS – COMMUNICATIONS – Succinct? Why? Succinct? Why?

The Six-Word Novel – Hemmingway The Six-Word Novel – Hemmingway

"For sale: baby shoes, never worn.“ "For sale: baby shoes, never worn.“ "Epitaph: He shouldn't have fed it.“"Epitaph: He shouldn't have fed it.“““machine. Unexpectedly, I’d invented a time “machine. Unexpectedly, I’d invented a time “"Will this do (lazy writer asked)?“"Will this do (lazy writer asked)?“““He read his obituary with confusion.”He read his obituary with confusion.”"Oh, that? It's nothing. Not contagious." "Oh, that? It's nothing. Not contagious."

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Again … CommunicationAgain … Communication Consider a Communications Consider a Communications

(Management) Plan(Management) Plan Use Your Computer or PDA to Remind Use Your Computer or PDA to Remind

You … Then Call or VisitYou … Then Call or Visit Vary Communication Format Vary Communication Format Regularly with the Regularly with the CustomerCustomer With With Team MembersTeam Members – 5 TIMES Rule? – 5 TIMES Rule? With With ManagementManagement

Actual PM QuotesCOMMUNICATIONS"We know that communication is a problem, but the company is not going to discuss it with the employees.“

"E-mail is not to be used to pass on information or data. It should be used only for company business."

TEAMWORKQuote from the boss: "Teamwork is a lot of people doing what 'I' say."

RISK"What I need is a list of specific unknown problems we will encounter."

"This project is so important, we can't let things that are more important interfere with it."

"Doing it right is no excuse for not meeting the schedule."

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RISK Management and Contingency RISK Management and Contingency Planning – part of planning AND executionPlanning – part of planning AND execution

What kinds of risk are there?What kinds of risk are there?– ScopeScope– ScheduleSchedule– FinancialFinancial– SafetySafety

Where are the tasks recorded?Where are the tasks recorded? Some Key questions – KEY TASKSSome Key questions – KEY TASKS

– What Could Go Wrong?What Could Go Wrong?– Is it a Big Deal if That Happens?Is it a Big Deal if That Happens?– How Will I Prevent That? – ACTION How Will I Prevent That? – ACTION – What Will I Do When it Happens Anyway?What Will I Do When it Happens Anyway?

THE NEW ACTIONS GO INTO THE WBS.THE NEW ACTIONS GO INTO THE WBS.

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RISKS and Contingency PlanningRISKS and Contingency Planning

Know and use Potential Problem Analysis – Know and use Potential Problem Analysis – PPA PPA – Identify the Identify the Critical Tasks Critical Tasks from the WBS?from the WBS?– Ask what could go wrong at this step?Ask what could go wrong at this step?– Ask “Is it a big deal if that happens?”Ask “Is it a big deal if that happens?”– Is it is a big deal then how will I prevent it? – What Is it is a big deal then how will I prevent it? – What

ACTION will I take? Document the action.ACTION will I take? Document the action.– What will I do when it happens anyway?What will I do when it happens anyway?

THE ACTIONS GO INTO THE WBS.THE ACTIONS GO INTO THE WBS.

Risk Management PlanningRisk Management Planning

RISK IS:RISK IS:An uncertain event that can have positive An uncertain event that can have positive oror negative effects on our project. negative effects on our project. The WBS allows us to consider the The WBS allows us to consider the circumstances and conditions of each circumstances and conditions of each deliverable for risks within our project. deliverable for risks within our project. Once risks are identified, we can then run Once risks are identified, we can then run them through qualitative and quantitative them through qualitative and quantitative analysis to capture which risks need analysis to capture which risks need mitigation and which ones we can live withmitigation and which ones we can live with

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PPA Form PPA Form Action ItemAction Item Potential Potential

ProblemProblemRiskRisk??

PAPA CACA

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SummarySummary

Plan the work – Handle the details – Plan the work – Handle the details – Document the resultsDocument the results

Use task list, schedule, and budget to Use task list, schedule, and budget to measure progressmeasure progress

Actively manage and communicateActively manage and communicate Amount expended AND work completed Amount expended AND work completed

are necessary to know statusare necessary to know status When a project ends – document When a project ends – document Again and again – Communicate Again and again – Communicate

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Class Objectives – how did we do?Class Objectives – how did we do?

1.1. Define a project?Define a project?2.2. Introduce a PM ProcessIntroduce a PM Process3.3. Show how PM elements fit togetherShow how PM elements fit together4.4. Intro supporting processes – Intro supporting processes –

communications, EV management, communications, EV management, risk managementrisk management

Questions?Questions?

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Using the Graded Approach to Using the Graded Approach to Project ManagementProject Management

First – It Has to Be Safe!First – It Has to Be Safe! Think “VALUE ADDED”Think “VALUE ADDED”

– Value addedValue added– Value enablingValue enabling– WasteWaste

Graded Approach to Graded Approach to PlanningPlanning and and ImplementationImplementation

Don’t Spend a Dollar to Monitor a Nickel’s Don’t Spend a Dollar to Monitor a Nickel’s WorkWork

How Would I Do It At Home?How Would I Do It At Home? Start With Common SenseStart With Common Sense BUT: Some Requirements are Not NegotiableBUT: Some Requirements are Not Negotiable

– Safety Safety – Environmental permits Environmental permits – Waste managementWaste management

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Project Management & Lean Project Management & Lean Principles Principles

Understand Value AddedUnderstand Value Added Flow – the Schedule – the PlanFlow – the Schedule – the Plan Recognize Value Added, Enabling, and Recognize Value Added, Enabling, and

Waste in Your Planning, Tasks, and Waste in Your Planning, Tasks, and ImplementationImplementation

Critical Path – Critical ChainCritical Path – Critical Chain References – “Building a Project Driven References – “Building a Project Driven

Enterprise” and “Critical Chain”Enterprise” and “Critical Chain”

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TEAM CHARTER – a form to use to TEAM CHARTER – a form to use to document “it”document “it” (setting up a project) – agreement / contract? (setting up a project) – agreement / contract?

Project Team CharterProject Team Charter Team – _______________ Date – _______________Team – _______________ Date – _______________ Project Objective Statement: Mission / Desired Results:Project Objective Statement: Mission / Desired Results: Scope / Guidelines / Schedule: (what is included and Scope / Guidelines / Schedule: (what is included and

excluded)excluded) Required Resources:Required Resources:

– Equipment: Equipment: – Materials: Materials: – Support:Support:– Budget:Budget:

Accountability / Communicating Results: (Who, how, Accountability / Communicating Results: (Who, how, and how often)and how often)

Client:Client: Team:Team: Management:Management: Deliverables / Outcomes / Consequences:Deliverables / Outcomes / Consequences: Team Members:Team Members: Approvals – Sign offsApprovals – Sign offs

Project Risk Management

Project Risk Management processes include:– Risk Management Planning - deciding how to approach,

plan, and execute risk management activities for a project.– Risk Identification - determining which risks might affect

project and documenting their characteristics.– Qualitative Risk Analysis - prioritizing risks for subsequent

further analysis or action by assessing and combining their probability of occurrence and impact.

– Quantitative Risk Analysis - numerically analyzing effect on overall project objectives of identified risks.

– Risk Response Planning - developing options and actions to enhance opportunities, and to reduce threats to project objectives.

– Risk Monitoring and Control - tracking identified risks, monitoring residual risks, identifying new risks, executing risk response plans, and evaluating their effectiveness throughout project life cycle.

PM History VideoPM History Video http://www.youtube.com/watch?v=C

1uxCBx2-UQ&feature=fvwrel

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