The University of California Berkeley Extension X470 Project Management Lisa Bausell

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The University of California Berkeley Extension

X470 Project ManagementLisa Bausell

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X470 Project Management

1 Project Management

Introduction

Project Initiation

2 Project Planning

Scope

Workflow

3 Project Planning

Resources

Finalization

4 Project

Baseline

Monitor & Control

5 Project

Reporting & Communication

Closure

6 Project Management

Review

Presentations

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Official Roster and Grade Option

1. DO NOT fill in your final grade, I’ll do that!

2. Double check your name on the roster and note any needed changes

after your name

3. Write in the Grade Option you have selected

CLG – Credit Letter Grade

CP/NP - Credit Pass/Not Pass

NC - Not for Credit

4. Sign (Student Signature)

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Final• Name on paper

• Complete final and turn it in

• Ask me questions if you don’t understand something

• We will finish when everyone is done

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Project Closure• Close Project

• Verify Scope

• Assess Lessons Learned

• Present Final Projects

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Close Project (or Phase)Finalize all activities across all the project management process groups to formally complete the project or phase. (PMBOK 4.6)

•Verify scope and obtain project sign-off.•Recognize accomplishments.•Send a final project report to communicate that the project is done.

•Assess Lessons Learned.•Archive project data.

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Verify ScopeFormalize acceptance of the completed project deliverables. (PMBOK 5.4)

Although scope verification is done at the end of a project (or phase/iteration), success depends on earlier work. As you approach completion, validate:

• Requirements for each project deliverable• Tests and acceptance criteria• Who will be responsible for evaluating results

and formally accepting project deliverables

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Obtain Project Sign-offWithin your team, verify that all project deliverables at least meet all agreed-upon acceptance criteria.

Present your project results to the individual stakeholders who will evaluate them, and request formal sign-off.

If there are issues, work to resolve them promptly, through:

• Fixing the problems• Negotiating scope changes consistent with delivered results

(If issues persist, propose project baseline changes for additional effort or budget needed to obtain sign-off.)

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Recognize Accomplishments• Thank project team members in person, or at least

in writing, for their contributions to the project’s success.

• Praise people publicly (as culturally appropriate).• Reward people using available recognition

programs.• Celebrate success. Schedule similar events for

global teams

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Send a Final Project ReportA final project report is similar to a typical status report, with particular attention to:

• Project completion and success.• Significant results.• Recognition for the work done by specific

contributors.• Final project statistics and other metrics.

Let people know you are done!

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Project Management in Action

• PMO

• Project Charter

• Project Scope

• Project Estimates

• Project Risks

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PMO

Successes and Failures

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What problems are we trying to solve?

• Each business unit doing “their” projects

• Project selection by loudest voice

• Project failure rate too high

• Lack of consistency

• Resources not coordinated

• Project rollout not well planned

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Services of a PMO

• Data for project selection• Standards and metrics• Policies• Resource Management• Software• Time tracking• Cost tracking• TRANSPARENCY

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PMO Involvement

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Definition

• PSO

• PMO

• EPMO

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Projects and Programs

“A program is defined as a group of related projects managed in a coordinated way… A project may or may not be part of a program, but a program will always have projects.”

Project

Project Project

Project Project

Program

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Who are the customers of the PMO

• Project Managers

• Stakeholders

• Sponsors

• Executives

• Department Managers

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PMO – Keeper of the stats

• Lessons learned

• Trending

• Find projects in trouble early

• Executive decision making support

• Resource planning (past, current, future)

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Link to corporate strategy

Help to do the right projects and not just do projects right

Strategic planning/project committees– Finance– IT– Business– HR– Link to CEO

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PMO in action

• Who do the PMs work for?

• Who makes decisions of what projects to do?

• Delivery of updates and news (PMO? PM’s?)

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PMO Road to Failure

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Problems

• Perception ? Reality? – No buy-in – Bad for cowboys and cowgirls– Too much time needed to track– Cumbersome process holds up work– Neutralizes power

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Case studyHow not to start a PMO

• Do too much at once

• Bring in consultants to do all the planning

• Plan for MONTHS and then implement everything

• Don’t get participation from all levels

• Go too slow or too fast

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Success tips for PMO’s

• Executive support• User support• PM’s need to see the benefit• Scope in line with organization• Show value immediately• Deliver news to different audiences in

different ways• Continuous improvement!

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PMO Maturity

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Project Management in Action

• PMO

• Project Charter

• Project Scope

• Project Estimates

• Project Risks

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Project CharterProject charters include information such as:

• Project purpose or justification• Project leader/manager• Project sponsor authorizing the work• Measurable objectives and initial requirements• Milestone schedule• Initial budget• Completion criteria• High-level risks

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Project Scope“Developing a detailed description of the project and product.” (PMBOK 5.2)

Scope definitions may be called (or be part of):• Project Charter• Project Data Sheet• Proposal• Reference Specifications• Statement of Work• Plan of Record• …

Whatever you call it, write it down.

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Project Estimates• Accuracy

• Getting input

• “Budget” estimates

• Creating a baseline

• Measuring results

• Making changes

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• Identify specifics, not just general risks.

• List the “Top 10”—Keep risks visible.

• Document contingency plans.

• Assign triggers and owners.

• Plan responses to all big risks and document all risks.

• Assess project size (effort months).

• Establish project contingency reserves, based on risk (time and/or budget).

Project Risks

Risks:

1. Key staff

leaves

2. Earthquake

3. Test Failure

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Risk ResponsesBrainstorm responses to risks, considering:

• Avoidance (Replan project to remove the risk)• Mitigation (Revise plans to lower risk probability

and/or impact)• Transfer (Shift all or part of risk impact to others)• Acceptance (Leave plans unchanged, but

monitor the risk, and where appropriate, establish contingency plans for recovery.)

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Present Final Projects

Your turn!

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Course Evaluations

Course Title: Project Management

Instructor: Lisa Bausell

Term Fall Year: 2013

Today’s Date: 11/01/2013

EDP