Project Management Overview

Project Management Project Management OverviewOverviewProject Management Project Management OverviewOverview

Half-Day WorkshopHalf-Day Workshop

Workshop ObjectivesWorkshop Objectives

Understand the business need behind every project.

Complete a business case justification to initiate a project.

Identify the key activities in the project life cycle (project phases).

Recognize the components of a project charter and how to appropriately scale them based on the size of a project.

Understand the business need behind every project.

Complete a business case justification to initiate a project.

Identify the key activities in the project life cycle (project phases).

Recognize the components of a project charter and how to appropriately scale them based on the size of a project.

Workshop ObjectivesContinued

Workshop ObjectivesContinued

Understand the role of the “Triple Constraints” in project management and apply it in determining project scope.

Keep projects on track by managing project risks and effectively using a communication plan.

Capture valuable project lessons and use them to define and improve project management practices within Colony.

Understand the role of the “Triple Constraints” in project management and apply it in determining project scope.

Keep projects on track by managing project risks and effectively using a communication plan.

Capture valuable project lessons and use them to define and improve project management practices within Colony.

Strategic Planning and Project Strategic Planning and Project ManagementManagementStrategic Planning and Project Strategic Planning and Project ManagementManagement

The The LinkLinkThe The LinkLink

Selecting The Right Project

Selecting The Right Project

Business need must be clearly identified and tied to corporate strategic objectives.

Business justification form is used to determine if the project is feasible. At this point, the project does not

officially exist.

Business need must be clearly identified and tied to corporate strategic objectives.

Business justification form is used to determine if the project is feasible. At this point, the project does not

officially exist.Microsoft

Word Document

What is a Project?What is a Project?What is a Project?What is a Project?

What is a Project?What is a Project?“A temporary endeavor undertaken to create a

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

unique product, service, or result.”*

Term Means that a Projecttemporarytemporary Has a beginning and endHas a beginning and end

endeavorendeavor Involves effort, workInvolves effort, work

to createto create Has an intention to produce something (project Has an intention to produce something (project "deliverables""deliverables"

uniqueunique One of a kind, rather than a collection of identical itemsOne of a kind, rather than a collection of identical items

productproduct Tangible objects, but could include things like computer Tangible objects, but could include things like computer software, film or stage workssoftware, film or stage works

serviceservice Might include the establishment of a day-care center, Might include the establishment of a day-care center, for instance, but not its daily operations.for instance, but not its daily operations.

resultresult

Such as outcomes or documents. For example, a Such as outcomes or documents. For example, a research project develops knowledge that can be used research project develops knowledge that can be used to determine whether or not a trend is present or a new to determine whether or not a trend is present or a new process will benefit the companyprocess will benefit the company

*2004 PMBOK Guide (p. 5).*2004 PMBOK Guide (p. 5).

Your Turn: What is Project Management?

Your Turn: What is Project Management?

There are few if any definitive definitions.

Project management knowledge is a shared understanding of what it takes to deliver products and services effectively.

Your definition should evolve and continuously improve with your knowledge and experience in Project Management.

There are few if any definitive definitions.

Project management knowledge is a shared understanding of what it takes to deliver products and services effectively.

Your definition should evolve and continuously improve with your knowledge and experience in Project Management.

Project Life CyclesProject Life Cycles

Project

InitiationPlanningExecutingMonitor

& Control

Closing

Simple Five-Phase Project Simple Five-Phase Project Life CycleLife Cycle

ProjectKnowledge

Areas

IntegrationManagement

Scope Management

TimeManagement

Cost Management

QualityManagement

H.R.Management

Comm-unication

Management

ProcurementManagement

Nine Knowledge Areas of the Nine Knowledge Areas of the Project PhasesProject Phases

Our Project Life CycleOur Project Life Cycle

Project

Initiation Definition Planning Executing Closure

Phase Purpose

Initiation Introduce Project to attain and create project charter

Definition

Document project scope and deliverables

Planning Create plan documenting the activities required to complete the project, along with sequence of activities, resources assigned to the activities, and resulting schedule and budgets.

Executing

Execute and manage the plan, using documents created in the planning phase.

Closure Formally review the project, including lessons learned and turnover of project documentation.

Continuous ImprovementContinuous Improvement

ProjectProject

InitiationInitiation PlanningPlanning ExecutingExecuting MonitoringMonitoringControllingControlling ClosureClosure

LessonsLessons

LearnLearneded

Selecting, Initiating, and Selecting, Initiating, and Chartering Chartering the Projectthe Project

Selecting, Initiating, and Selecting, Initiating, and Chartering Chartering the Projectthe Project

How Projects Are Originated

How Projects Are Originated

Project selection can be a difficult process, especially when there are a large number of potential projects competing for scarce dollars.

Some selection methods are highly intuitive; others try to add rigor through more scientific selection processes.

Project selection can be a difficult process, especially when there are a large number of potential projects competing for scarce dollars.

Some selection methods are highly intuitive; others try to add rigor through more scientific selection processes.

The Project CharterThe Project Charter

The project charter is the project’s “license to do business.”

It should come from someone outside the project itself with funding-ability, resource-assignment, and decision-making authority sufficient to support the project. This person is usually referred to as the project sponsor.

The project charter is the project’s “license to do business.”

It should come from someone outside the project itself with funding-ability, resource-assignment, and decision-making authority sufficient to support the project. This person is usually referred to as the project sponsor.

Why do we Need a Project Charter?

Why do we Need a Project Charter?

Primary purpose: To get approval to proceed with the project and obtain sufficient approval for resources to move to the next phase of the project.

Communicate to stakeholders and other interested parties the mission and the project’s objectives.

Communicate to the project team what they are expected to accomplish.

Primary purpose: To get approval to proceed with the project and obtain sufficient approval for resources to move to the next phase of the project.

Communicate to stakeholders and other interested parties the mission and the project’s objectives.

Communicate to the project team what they are expected to accomplish.

Project Charter Components

Project Charter Components

Project Mission Project Scope Project Objectives Project Assumptions Project Constraints Milestones Project Risks Stakeholders Signature Page Granting Authority to

Proceed

Project Mission Project Scope Project Objectives Project Assumptions Project Constraints Milestones Project Risks Stakeholders Signature Page Granting Authority to

Proceed

Writing SMART Objectives

Writing SMART Objectives

SSpecificpecificObjectives should specify what they want to achieve.

MMeasurableasurabl

ee

You should be able to measure whether you are meeting the objectives or not.

AAchievablechievableThe objectives you set are achievable and attainable.

RRealisticealisticYou can realistically achieve the objectives with the resources you have.

TTimelyimelyState when the objectives will be attained.

Project AssumptionsProject Assumptions

Almost every lesson includesthe reminder “Don’t Assume!! ”

Turn that around and make it“Document Assumptions! ”

Don’t expect others to read your mind.Capture as many assumptions as possible

to include in your initial project charter.Don’t be surprised if others do not share

all of your assumptions. This is the time to resolve differences—before the project is underway!

Almost every lesson includesthe reminder “Don’t Assume!! ”

Turn that around and make it“Document Assumptions! ”

Don’t expect others to read your mind.Capture as many assumptions as possible

to include in your initial project charter.Don’t be surprised if others do not share

all of your assumptions. This is the time to resolve differences—before the project is underway!

Triple ConstraintsTriple Constraints

ScopeScope

Cost

CostTi

me

Tim

e

Or, in plain Or, in plain EnglishEnglish

Fast

Fast

Cheap

Cheap

GoodGood

QualityQuality

QualityQuality

Triple Constraints Trade-off

Triple Constraints Trade-off

Tim

eTi

me C

ostCost

ScopeScope

QualityQuality

Constraint Constraint ChangeChange

Required Adjustment Alternatives Required Adjustment Alternatives

(One or Combination of Both)(One or Combination of Both)

Shorter TimeHigher Cost

Reduced Quality or Narrowed Scope

Reduced Cost More Time Reduced Quality or Narrowed Scope

Higher QualityIncrease in Scope

More Time Higher Cost

Triple Constraints:Setting Priorities

Triple Constraints:Setting Priorities

ConstraintMost

FlexibleModerately

FlexibleLeast

Flexible

Scope X

Cost X

Time X

Flexibility MatrixFlexibility Matrix

Determining the flexibility within the Determining the flexibility within the Triple Constraints early in the project is Triple Constraints early in the project is

very important to project success. very important to project success.

Defining the ProjectDefining the ProjectDefining the ProjectDefining the Project

Project Stakeholders:Examples

Project Stakeholders:Examples

Project Benefactor and Upper Management Project sponsor Project Office/project advisory boards Executive Management

Project Requestor Project Manager and Team Internal Consultants

Legal Audit IT infrastructure Human Resources Department

External entities affected by the project Customers Vendors Governmental agencies and Other Regulatory Bodies

Project Benefactor and Upper Management Project sponsor Project Office/project advisory boards Executive Management

Project Requestor Project Manager and Team Internal Consultants

Legal Audit IT infrastructure Human Resources Department

External entities affected by the project Customers Vendors Governmental agencies and Other Regulatory Bodies

Defining ScopeDefining Scope

Product Scope versus Project Scope Product Scope: The sum of the

features that make up the product or service created by the project.

Project Scope: All of the activities and resources required to produce the target product or service.

Product Scope versus Project Scope Product Scope: The sum of the

features that make up the product or service created by the project.

Project Scope: All of the activities and resources required to produce the target product or service.

Identifying Project RisksIdentifying Project RisksIdentifying Project RisksIdentifying Project RisksUsing A Risk RegisterUsing A Risk Register

Microsoft Office Excel Worksheet

Planning and Scheduling the Planning and Scheduling the ProjectProjectPlanning and Scheduling the Planning and Scheduling the ProjectProject

Sources of Project Activities:

Sources of Project Activities:

BrainstormingBrainstorming

Communication Made Simple

Communication Made Simple

The Two-Floor Rule Every stakeholder should receive information

at just the right level of detail for them. High-level managers won’t want to see all

the gory details of the project. Your team members need to see a great deal

more. If your level of reporting is appropriate, and

one of your stakeholders steps into the elevator and asks about the status of the project, you should be able to brief him or her by the time the elevator stops two floors away.

The Two-Floor Rule Every stakeholder should receive information

at just the right level of detail for them. High-level managers won’t want to see all

the gory details of the project. Your team members need to see a great deal

more. If your level of reporting is appropriate, and

one of your stakeholders steps into the elevator and asks about the status of the project, you should be able to brief him or her by the time the elevator stops two floors away.

Communication PlanCommunication Plan

Communication Format Frequency Distribution

Team Briefing Restricted Intranet

Daily at 9:00 AM

Team and Stakeholders with access to secure project information area

Weekly Web Bulletin

Internal Intranet

WeeklyTeam, Sponsor, Senior Management

Technical Incident Report

Email Immediately Webmaster, IT Dept.

Budget and Schedule Detail

Spreadsheets and detailed Gantt Chart

Bi-WeeklySponsor, Senior Management

Accomplishments and Setbacks

Email and Intranet

Weekly All internal Stakeholders

Schedule Milestones

Email and Intranet

Weekly All internal Stakeholders

Cost-to-date Milestones

Email and Intranet

Weekly All internal Stakeholders

Current Top 5 Risks

Email and Intranet

Weekly All internal Stakeholders

A Word About ToolsA Word About Tools

Many people assume that project management is about management software. That’s like saying that

residential construction is all about hammers!

Such tools will often make your work simpler and handle complex calculations with ease.

However, without a solid understanding of PM concepts, the tools often provide an illusion of project control that does not exist.

Learn the concepts, then the tool.

Many people assume that project management is about management software. That’s like saying that

residential construction is all about hammers!

Such tools will often make your work simpler and handle complex calculations with ease.

However, without a solid understanding of PM concepts, the tools often provide an illusion of project control that does not exist.

Learn the concepts, then the tool.

Implementation: Implementation: Project Execution and ControlProject Execution and ControlImplementation: Implementation: Project Execution and ControlProject Execution and Control

Simple Tools For TrackingSimple Tools For Tracking

Top Five Risks as of 2/15/2007

Rank/Previous

Rank

Risk Status Activities This

Period

Activities Planned for Next Period

Cost-to-Date Milestones as of 2/15/2007

ID Milestone

Scheduled Cost to Date

Actual Cost to Date

Cost-to-Date

Variance

Accomplishments and Setbacks for Period Starting 2/9/04 – 2/15/07

Accomplishments for Period Setbacks for Period

Project Close and Continuous Project Close and Continuous ImprovementImprovementProject Close and Continuous Project Close and Continuous ImprovementImprovement

Stakeholders Report and Celebration

Stakeholders Report and Celebration

Communicate ResultsPinpoint SuccessesPropose Maintenance/Corrective

Measures if needed share contributing success factors present plans for corrective action

“Sharpen the Saw” for the future Project Best Practices

Celebrate Successes!!!!

Communicate ResultsPinpoint SuccessesPropose Maintenance/Corrective

Measures if needed share contributing success factors present plans for corrective action

“Sharpen the Saw” for the future Project Best Practices

Celebrate Successes!!!!

What’s Next?What’s Next?What’s Next?What’s Next?

Questions???Questions???Questions???Questions???