Introduction to Project Management. After Project Management Institute Education Department & slides from Bertrand Rose

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1 Itroductio to Project Maagemet After Project Maagemet Istitute Educatio Departmet & slides from Bertrad Rose

2 Ageda 1. Itroductio to project maagemet 2. Plaig projects 3. Risks i project maagemet 4. Kowledge ad documetatio 5. Role of the project maager 6. Commuicatio 2

3 Cotext Product complexity Productio complexity Orgaisatio complexity Icreasig kowledge Icreasig eeds of the customers Short-term results drive 3

4 Cotext Globalisatio (global market) vid= Icreasig competitio (less time, less moey) Multiatioal projects Importace of cultural differeces Depedece o techology 4

5 Project A project is a temporary edeavor udertake to create a uique product or service. Projects vs Operatios Uiqueess Temporary Progressive elaboratio Progressive elaboratio is most ofte used whe creatig the project or product scope, developig requiremets, determiig huma resources, schedulig, ad defiig risks ad their mitigatio plas 5

6 Projects Vs Operatios Projects Create ow orgaizatio, ad goals Productio process to be defied Catalyst for chage Quasi - uique product or service Heterogeeous teams Start ad ed date Usage locatio = Fial assembly lie Operatios Permaet orgaizatio, ad goals Maufacturig resources kow Maitais status quo Repetitive stadard product or service Homogeeous teams Ogoig Usage locatio maufacturig locatio 6

7 Project Maagemet - Stakeholders The applicatio of kowledge, skills, tools ad techiques to project activities i order to meet or exceed stakeholder eeds ad expectatios from a project. PMBoK Stakeholders people who are actively ivolved with the work of the project or have somethig to either gai or lose as a result of the project. 7

8 Project Maagemet «the process of guidig a project from its begiig through its performace to its closure.» Project maagemet icludes three basic operatios: Plaig: Specifyig the desired results, determiig the schedules, ad estimatig the resources Orgaizig: Defiig people s roles ad resposibilities Cotrollig: Recofirmig people s expected performaces, moitorig actios ad results, addressig problems, ad sharig iformatio with iterested people. 8

9 Project Maagemet (other poits of view) Project maagemet is about orgaizatio Project maagemet is about decisio makig Project maagemet is about chagig people s behavior Project maagemet is about creatig a eviromet to get critical projects doe! 9

10 A Balaced Project Time Cost Scope Quality 10

11 Project performace coditios Iformatio Accurate, timely, ad complete data for the plaig, performace moitorig, ad fial assessmet Commuicatio Clear, ope, ad timely sharig of iformatio with appropriate idividuals ad groups. Commitmet Team members persoal promises to produce the agreed upo results o time ad withi budget 11

12 Commo Pitfalls Uclear objectives Lack of seior maagemet support Lack of effective project itegratio Iadequate fudig Chage i busiess priorities Failure to alig project with compay's objectives Urealistic expectatios Ieffective team Lack of effective commuicatio processes Iability to move beyod idividual ad persoality coflicts Other? Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 12

13 Factors Affectig Project Success Project Sposorship at executive level Coordiatio ad relatios Adequacy of structure ad cotrol Project uiqueess, importace, ad public exposure Success criteria saliece ad cosesus Strog project maagemet The right mix of team players 13

14 Potetial Beefits of PM for the Orgaizatio Improved cotrol Improved project support opportuities Improved performace 14

15 Potetial Beefits of PM for You Future source of compay leaders High visibility of project results Growth opportuities Build your reputatio ad etwork Portable skills ad experiece 15

16 Laws of Project Maagemet No major project is ever istalled o time, withi budget, or with the same staff that started it. Yours will ot be the first. Projects progress quickly util they become 90% complete, the they remai at 90% complete forever. Whe thigs are goig well, somethig will go wrog. Whe thigs just caot get ay worse, they will. Project Plaig ad Implemetatio. by Abraham Shtub, Joatha F. Bard, ad Shlomo Globerso Copyright 1994 by Pretice-Hall, Ic.

17 Laws of Project Maagemet Whe thigs appear to be goig better, you have overlooked somethig. No system is ever completely debugged. Attempts to debug a system ievitably itroduce ew bugs that are eve harder to fid. A carelessly plaed project will take three times loger to complete tha expected A carefully plaed project will take oly twice as log. Project teams detest progress reportig because it vividly maifests their lack of progress. Project Plaig ad Implemetatio. by Abraham Shtub, Joatha F. Bard, ad Shlomo Globerso Copyright 1994 by Pretice-Hall, Ic.

18 Summary Defied key PM cocepts Described why PM is eeded Explaied differece betwee projects ad operatios Idetified treds i the PM eviromet Discussed project success ad failure factors Idetified potetial beefits of PM Video : 18

19 Key Cocepts Project phase: A collectio of logically related project activities usually culmiatig i the completio of a major deliverable. Project life cycle: Collectively the project phases are kow as the project life cycle. Product life cycle: The atural groupig of ideas, decisios, ad actios ito product phases, from product coceptio to operatios to product phase-out. 19

20 Geeric Cost ad Staffig Life Cycle 20

21 Project Life Cycle Example Phases Cocept ad Proposal Developmet Implemetatio Verificatio Termiatio Iitial Phase Itermediate Phases Fial Phase 21

22 Pharmaceutical Project Life Cycle Model 22

23 Spiral Methodology Evaluate Idetify Deploy Operatios ad Productio Support Test Uit Requiremets Evaluatio Evaluatio Risk Aalysis Busiess Requiremets Subsystem Requiremets System Requiremets First Build Proof of Cocept Coceptual Desig Logical Desig Secod Build Physical Desig Fial Build Fial Desig Costruct Desig 23

24 Importace of Phase Reviews Proposal Preparatio Requiremets Review Geeral Desig Review Requiremets Aalysis Detailed Desig Review Geeral Desig Uit Test Detailed Desig Code ad Debug 24

25 Phase Iitiatio Example Detailed Desig Phase Esure correctess ad completeess of previous phase, e.g., geeral desig phase Assess all aspects of requiremets, desig approach, ad deliverables Idetify ad work off items Determie cotractor rewards/paymet for closig phase Coduct a readiess review to begi ext phase, e.g., detailed desig phase Resource estimates ad availability Desig maturity Project pla review ad update Secure stakeholder approval to proceed 25

26 Summary Explaied the cocept ad purpose of project life cycles Defied the role of phase reviews i PM Described life cycle models Differetiated project life cycle ad product life cycle Applied a model to hypothetical ad real projects 26

27 Project maagemet process groups 27

28 5 stages of a project (PM BoK) Iitiatig Processes Plaig Processes Iitiatig Plaig Cotrollig Processes Executig Processes Executig Moitorig ad Cotrollig Closig Closig Processes 28

29 Characteristics of the 5 stages 29

30 Characteristics of the 5 stages 30

31 Iitiatig Projects 31

32 Process Iteractios Iputs Tools ad techiques Outputs Taxoomy 32

33 Purpose of Iitiatio Process 1. To commit the orgaizatio to a project or phase 2. To set the overall solutio directio 3. To defie top-level project objectives 4. To secure the ecessary approvals ad resources 5. Validate aligmet with strategic objectives 6. To assig a project maager 33

34 Iitiatig Core Process Iitiatio Iput Process Output 1. Product descriptio 2. Strategic pla 3. Project selectio criteria 4. Historical iformatio Iitiatio is the process of formally recogizig that a ew project exists or that a existig project should cotiue ito its ext phase. 1. Project charter 2. Project maager idetified/ assiged 3. Costraits 4. Assumptios Tools ad Techiques 1. Project selectio methods 2. Expert judgmet Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 34

35 Project Charter A documet issued by seior maagemet that provides the project maager with the authority to apply orgaizatioal resources to project activities. Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 35

37 Project Charter What must be doe? What are the required resources? What are the costraits? What are the short ad log term implicatios? Why do it? Whe must it be doe? Where must it be doe? Who does what? Who is behid the project? Who is fudig the project? Who is performig the work of the project?

38 Project Charter Who What Where Why Whe

39 Project Charter Project Goal & Objective Sposor Stakeholders Timelie Resources required Deliverables Decisio makig Assumptios Risks Busiess process chages Project maager Project team Budget Sigatures

40 Sample Iitiatig Activities Negotiate, write, ad refie the project charter Cofirm how the project liks to the busiess eed Idetify maagemet resposibilities Idetify geographic locatios ivolved Test top-level objectives versus strategic busiess plas Make strategic procuremet decisios, e.g., make, buy, or idetify qualified vedors Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 40

41 Key Outputs of Iitiatio Process Project charter Project maager idetified/assiged Other key positios idetified/assiged Costraits idetified Assumptios idetified Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 41

42 Plaig process 42

43 Purpose of Plaig Processes To develop a project pla that: Facilitates later accomplishmet* Esures project wide itegratio Moitors chage effectively Provides decisio support iformatio to stakeholders Ca be updated by iterative plaig activities * Project Maagemet A Maagerial Approach, 1995, by Jack R. Meredith ad Samuel J. Matel Jr. Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 43

45 Core Plaig Processes Scope Plaig Iput Process Output 1. Product descriptio 2. Project charter 3. Costraits 4. Assumptios " the process of developig a writte scope statemet as the basis for future project decisios icludig, i particular, the criteria used to determie if the project or phase has bee completed successfully. 1. Scope statemet 2. Supportig detail 3. Scope maagemet pla Tools ad Techiques 1. Product aalysis 2. Cost/Beefit aalysis 3. Alterative idetificatio 4. Expert judgmet Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 45

46 Project Scope Statemet Purpose To provide a geeral descriptio of the sum of the products ad services to be provided by the project To develop a commo uderstadig of project scope amog stakeholders May make explicit some exclusios that, based o the audiece, would be assumed to be part of the project Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 46

47 Core Plaig Processes Scope Defiitio Iput Process Output 1. Scope statemet 2. Costraits 3. Assumptios 4. Other plaig outputs 5. Historical iformatio subdividig the major project deliverables (as idetified i the scope statemet) ito smaller more maageable compoets 1. Work breakdow structure Tools ad Techiques 1. Work breakdow structure templates 2. Decompositio Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 47

48 Work Breakdow Structure (WBS) A deliverable orieted groupig of project elemets which orgaizes ad defies the total scope of the project. Each descedig level represets a icreasigly detailed defiitio of a project compoet. Project compoets may be products or services. Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 48

49 WBS Purpose To defie: Solutio strategy or geeral approach Implemetatio tactics To support more accurate estimates of project duratio ad cost tha ca be made at the project level To provide a basis for estimatig project resources: Departmetal or subcotractor support Vedors ad their products Services Ay other idetifiable resource Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 49

52 Validate Your WBS All major elemets bee idetified at top level? Decomposed ito measurable compoets? Lower level(s) items ecessary? All iclusive? Would stakeholders agree WBS is satisfactory? Ca elemets be scheduled, budgeted, ad assiged to a uit that will accept resposibility? Too much or too little visibility ad cotrol? Ca status reports be geerated at all levels? Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 52

53 Usig the WBS to Estimate Cost Project maager establishes work requiremets by defiig the What shalls ad wills Whe sequece Why depedecies Fuctioal maagers estimate cost by determiig How equipmet ad methods Who type ad level of expertise Where locatio, departmet Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 53

54 Core Plaig Processes Activity Defiitio Iput Process Output 1. WBS 2. Scope statemet 3. Historical iformatio 4. Costraits 5. Assumptios Idetifyig the specific activities that must be performed to produce the various project deliverables. 1. Activity list 2. Supportig detail 3. WBS updates Tools ad Techiques 1. Decompositio 2. Templates Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 54

55 Core Plaig Processes Activity Sequecig Iput Process Output 1. Activity list 2. Product descriptio 3. Exteral depedecies 4. Madatory depedecies 5. Discretioary depedecies 6. Costraits 7. Assumptios idetifyig ad documetig iteractivity depedecies. 1. Project etwork 2. Activity list updates Tools ad Techiques 1. Precedece diagrammig method 2. Arrow diagrammig method 3. Coditioal diagrammig method 4. Network templates Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 55

Precedece Diagrammig Method Copyright 1999

57 Project Schedule

58 Core Plaig Processes Activity Duratio Estimatig Iput Process Output 1. Activity lists 2. Costraits 3. Assumptios 4. Resource requiremets 5. Resource capabilities 6. Resource iformatio assessig the umber of work periods likely to be eeded to complete each idetified activity. 1. Activity duratio 2. Basis of estimates 3. Activity list updates Tools ad Techiques 1. Expert judgmet 2. Aalogous estimatig 3. Simulatio Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 58

59 Schedule Purpose Coverts the project pla to a operatig pla that is the basic tool for cotrollig project activities Beefits of a realistic schedule? Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 59

60 Beefits of a Realistic Schedule Framework for maagig critical project activities Determies plaed start ad completio dates Idetifies activity ad task precedece relatioships (depedecies) Aids project team i defiig critical commuicatio cotet Specifies times whe staff must be available (Resources assiged to tasks) Moitor tasks Gatt views of project Critical Paths Iputs from multiple teams that roll up to project maager Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 60

Schedulig Techiques Activity o Arrow Example Copyright

63 Network Techiques AOA Example Activities specified o arrows Also called arrow diagrammig method (ADM) Nodes show relatioship Set up Result 1 Result 2 Result 3 Work Fiish Activity 1 Activity 2 Activity 3 Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 63

64 Schedulig Techiques Activity o Node Activity o ode etwork format Arrows show precedece relatioships Nodes show activities 3 types of precedece relatioships Activity o ode 1 successor but o predecessor Activity o ode 2 predecessor ad successor Activity o ode 3 predecessor but o successor Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 64

66 Precedece Relatioships Start to Start Task A Tasks A ad B may start at the same time, but the successor (B) caot start util the predecessor (A) begis. Task B The directio of the arrow defies which task is the predecessor ad which is the successor. Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 66

67 Precedece Relatioships Fiish to Fiish Task A Tasks A ad B may ed at the same time, but the successor (B) caot fiish util the predecessor (A) fiishes Task B Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 67

69 PDM Example Divergig-Covergig Activities Divergig Activities Sigle predecessor with multiple successors Covergig Activities Multiple predecessors with sigle successor Pait Ceilig Prep Pait Walls Pait Walls (2d coat) Clea-up Pait Trim Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 69

70 Forward Pass Defiitios Early Start Date (ES) Earliest possible poit i time a activity ca start, based o the etwork logic ad ay schedule costraits Duratio (DU) Number of work periods, excludig holidays or other oworkig periods, required to complete the activity; expressed as workdays or workweeks Early Fiish Date (EF) Earliest possible time the activity ca fiish Forward Pass Startig at the begiig (left) of the etwork develop early start ad early fiish dates for each task, progressig to ed (right-most box) of the etwork Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 70

Forward Pass Calculatio Copyright 1999 Project

Task Idetificatio Forward Pass Copyright 1999

73 Backward Pass Defiitios Late Start Date (LS) Latest poit i time that a activity may begi without delayig that activity s successor If the activity is o the critical path, the project ed date will be affected Float or Slack Latest poit i time a task may be delayed from its earliest start date without delayig the project fiish date Late Fiish (LF) Latest poit i time a task may be completed without delayig that activity s successor If the activity is o the critical path, the project ed date will be affected Backward Pass Calculate late start ad late fiish dates by startig at project completio, usig fiish times ad workig backwards Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 73

Task Idetificatio Forward ad Backward Passes Copyright

76 Critical Paths Milestoes that impact dowstream milestoes ad the overall timelie of project If you are late o a task belogig to the Critical Path, the etire project is delayed

Schedulig Techiques Bar/Gatt Chart Copyright 1999

78 Core Plaig Processes Schedule Developmet Iput Process Output 1. Project etwork diagram 2. Activity duratio estimates 3. Resource requiremets 4. Resource pool descriptio 5. Caledars 6. Costraits 7. Assumptios 8. Leads ad lags determiig start ad fiish dates for project activities. Tools ad Techiques 1. Mathematical aalysis 2. Duratio compressio 3. Simulatio 4. Resource levelig heuristics 5. Project maagemet software 1. Project schedule 2. Supportig detail 3. Schedule maagemet pla 4. Resource requiremets updates Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 78

80 Core Plaig Processes Resource Plaig Iput Process Output 1. WBS 2. Historical iformatio 3. Scope statemet 4. Resource pool descriptio 5. Orgaizatioal policies determiig what physical resources (people, equipmet, materials) ad what quatities of each should be used to perform project activities. 1. Resource requiremets Tools ad Techiques 1. Expert judgmet 2. Alteratives idetificatio Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 80

81 Core Plaig Processes Cost Estimatig Iput Process Output 1. WBS 2. Resource requiremets 3. Resource rates 4. Activity duratio estimates 5. Historical iformatio 6. Chart of accouts developig a approximatio (estimate of the costs of the resources eeded to complete project activities. 1. Cost estimates 2. Supportig detail 3. Cost maagemet pla Tools ad Techiques 1. Aalogous estimatig 2. Parametric modelig 3. Bottom-up estimatig 4. Computerized tools Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 81

82 Core Plaig Processes Cost Budgetig Iput Process Output 1. Cost estimates 2. WBS 3. Project schedule allocatig the overall cost estimates to idividual work items i order to establish a cost baselie for measurig project performace. 1. Cost baselie Tools ad Techiques 1. Aalogous estimatig 2. Parametric modelig 3. Bottom-up estimatig 4. Computerized tools Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 82

83 Core Plaig Processes Project Pla Developmet Iput Process Output 1. Other plaig outputs 2. Historical iformatio 3. Orgaizatioal policies 4. Costraits 5. Assumptios takig the results of other plaig processes ad puttig them ito a cosistet, coheret documet. 1. Project pla 2. Supportig detail Tools ad Techiques 1. Project plaig methodology 2. Stakeholder s skills ad kowledge 3. Project maagemet iformatio systems Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 83

84 Facilitatig Plaig Processes Quality plaig Commuicatios plaig Orgaizatioal plaig Procuremet plaig Solicitatio plaig Staff acquisitio Risk idetificatio Risk quatificatio Risk respose developmet Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 84

85 Sample Plaig Activities Subdividig deliverables ito maageable compoets Allocatig overall cost estimate to idividual work items Idetifyig the specific activities people must perform to produce the project deliverables Idetifyig the sequece ad duratio of activities Determiig project roles ad resposibilities Other? Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 85

86 Key Outputs of Plaig Processes The Project Pla Schedules Cost maagemet pla Budgets Cost baselie Risk maagemet pla Scope statemet Quality pla Work breakdow structure Staffig pla Pla updates Procuremet pla Resource requiremets Schedule maagemet pla Commuicatios pla Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 86

88 Purpose To coordiate, itegrate, ad maage all resources Why? i order to achieve the project objectives How? by carryig out the letter ad itet of the project pla While respodig to chage ad mitigatig risks Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 88

90 Core Executio Process Project Pla Executio Iput 1. Project pla 2. Supportig detail 3. Orgaizatioal policies 4. Corrective actio Process the primary process for carryig out the project pla. Output 1. Work results 2. Chage requests Tools ad Techiques 1. Geeral maagemet skills 2. Product skills ad kowledge 3. Work authorizatio system 4. Status review meetigs 5. Project maagemet iformatio system 6. Orgaizatioal procedures Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 90

91 Facilitatig Executio Processes Iformatio distributio Team developmet Quality assurace Scope verificatio Solicitatio Source selectio Cotract admiistratio Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 91

92 Sample Executig Activities Maagig work results ad requests for chage Usig tools ad techiques i project pla implemetatio Buildig effective relatioships with vedors ad project team members Choosig from potetial sellers Distributig status iformatio i time for stakeholders to act Other? Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 92

93 Cotrollig To keep the project o track i order to achieve its objectives as outlied i the project pla by: Moitorig ad reportig variaces Cotrollig scope chages Cotrollig schedule chages Cotrollig costs Cotrollig quality Respodig to risks Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 93

95 Core Cotrollig Processes Performace Reportig Iput Process Output 1. Project pla 2. Work results 3. Other project records collectig ad dissemiatig performace iformatio. This icludes status reportig, progress measuremets, ad forecastig. 1. Performace reports 2. Chage requests Tools ad Techiques 1. Performace reviews 2. Variace aalysis 3. Tred aalysis 4. Eared value aalysis 5. Iformatio distributio systems Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 95

96 Core Cotrollig Processes Overall Chage Cotrol Iput 1. Project pla 2. Performace reports 3. Chage requests Process Overall chage cotrol is cocered with: (a) ifluecig the factors which create chage to esure that chages are beeficial, (b) determiig that a chage has occurred, ad (c) maagig the actual chage whe ad as they occur. Tools ad Techiques 1. Chage cotrol system 2. Cofiguratio maagemet 3. Performace measuremet 4. Additioal plaig 5. Project maagemet iformatio systems Output 1. Project pla updates 2. Corrective actio 3. Lessos leared Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 96

98 Facilitatig Cotrollig Processes Risk Respose Cotrol Iput Process Output 1. Risk maagemet pla 2. Actual risk evets 3. Additioal risk idetificatio ivolves executig the Risk Maagemet Pla i order to respod to risk evets over the course of the project. 1. Corrective actio 2. Updates to the risk maagemet pla Tools ad Techiques 1. Workarouds 2. Additioal risk respose developmet Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 98

99 Key Cost Cocept Eared Value A method for measurig project performace The budgeted cost of work performed for a activity or group of activities Compares the plaed amout of work with the accomplished amout of work to determie if cost ad scheduled performace is as plaed Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 99

100 Cotrollig Activities Reportig status versus pla ad forecastig Respodig to chages i risk Completig ad settlig the cotract, icludig resolvig of ay ope items Idetifyig ad reportig schedule slips Determiig whether schedule updates require pla modificatios Other? Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 100

101 Closig the project Formalizig acceptace of the project ad brigig it to a orderly ed by: Closig the cotract Achievig admiistrative closure Capitalizig the kowledge Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 101

103 Core Closig Processes Cotract Close-out Iput Process Output 1. Cotract documetatio ivolves both product verificatio (was all work completed correctly ad satisfactorily) ad admiistrative close-out (updatig of records to reflect fial results ad archivig of such iformatio for future use. 1. Cotract file 2. Formal acceptace ad closure Tools ad Techiques 1. Procuremet audits Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 103

104 Core Closig Process Admiistrative Closure Iput Process Output 1. Performace measuremet documetatio 2. Documetatio of the product of the project 3. Other project records verifyig ad documetig project results to formalize acceptace of the product by the sposor, cliet or customer. 1. Project archives 2. Formal acceptace 3. Lessos leared Tools ad Techiques 1. Performace reportig tools ad techiques Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 104

105 Sample Closig Activities Esurig a record of lessos leared is developed, documeted, ad made available for future projects Verifyig acceptace of products or services Collectig all required project records Determiig if fial products meet specificatios Assessig the quality, correctess, ad completeess of all formal project acceptace documets Give performace appraisals ad assist i the plaed trasfer of persoel to other projects or positios Other? Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 105

106 Commuicatio Flow Authorizatio Start Iitiatig Processes Plaig Processes Plas ad Updates Chages Cotrollig Processes Status Guidace Executig Processes Directio Closig Processes Operatios Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 106

107 HR Requiremets PM positio descriptios Reward system cogruece Career paths Competecy models Traiig ad developmet opportuities Certificatio Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 107

Fuctioal Orgaizatio Copyright 1999 Project

109 Fuctioal Orgaizatio Potetial Advatages Clear reportig relatioships Highly specialized expertise Homogeeous group Drive for techical excellece Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 109

110 Fuctioal Orgaizatio Potetial Issues Project boudaries limited to disciplie Barrier to customer ifluece ad satisfactio Employee developmet opportuities limited Project maager depedet o persoal ifluece Hierarchical decisio ad commuicatio processes Overwork techical issues versus build to stadard Fosters part-time roles Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 110

113 Project-Based Orgaizatio Potetial Advatages Strog project maager role Full-time admiistrative staff Clear accoutability Fosters co-locatio Improved focus Cost ad performace trackig Decisio-makig Customer relatioships Commo processes Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 113

114 Project-Based Orgaizatio Potetial Issues Lesseig of employee s professio idetity Reduced focus o techical competece Leadership by the otechically skilled Focus o admiistrative work versus techical Devaluig of fuctioal maagers Process versus deliverable emphasis Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 114

116 Summary Reviewed how orgaizatioal approaches ca impact the effectiveess of project maagemet Fuctioal orgaizatio Matrix orgaizatio Project-based orgaizatio Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 116

118 Project Itegratio Maagemet A subset of project maagemet that icludes the processes required to esure that the various elemets of the project are properly coordiated. Project pla developmet Project pla executio Overall chage cotrol Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 118

119 The Itegratio Challege Software Product Developmet Example Proposal Request Proposal Phase Overlapped phases ca yield cost ad schedule beefits but add to the itegratio challege Requiremets Aalysis Phase Geeral Desig Phase Detailed Desig Phase Code ad Debug Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 119

120 Characteristics of Effective Itegratio Overlapped processes Effective chage cotrol ad commuicatio systems Reduced developmet time ad cost Early ad ogoig ivolvemet of all stakeholders Early visibility of results Early problem idetificatio ad resolutio Use all relevat expertise at earliest meaigful time Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 120

121 Project Scope Maagemet Icludes the processes required to esure that the project icludes all of the work required, ad oly the work required to complete the project successfully. Iitiatio Scope plaig Scope defiitio Scope verificatio Scope chage cotrol Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 121

122 Key Scope Cocepts Cofiguratio Maagemet A mechaism to track budget, schedule variaces, ad deliverable versios Specificatio A precise defiitio of a physical item, procedure, service, or result for the purpose of purchase ad/or implemetatio of a item or service Sources of Scope Chage Variatio i govermet regulatios Failure to iclude a required feature i the desig of the product Customers who chage their mids about the desired ature of the deliverable Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 122

123 Key Scope Cocepts (cotiued) Work Breakdow Structure A deliverable-orieted groupig of process elemets that orgaizes ad defies the total scope of the project Each descedig level represets a icreasigly detailed defiitio of a project compoet Project compoets may be products or services Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 123

124 Project Time Maagemet Defiitio A subset of project maagemet that icludes the processes required to esure timely completio of the project Processes Activity defiitio Activity sequecig Activity duratio estimatig Schedule developmet Schedule cotrol Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 124

125 Purpose of Schedulig Processes Illustrates iterdepedece of project activities, work packages, ad work uits Moitors ad cotrols timig of project work Guides the allocatio of resources Drives persoel availability issues ad activities Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 125

Kitche Remodelig Summary Float Copyright 1999

132 Project Cost Maagemet the processes required to esure that the project is completed withi the approved budget. Resource plaig Cost estimatig Cost budgetig Cost cotrol Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 132

133 Oe Performace Measuremet Eared Value Budgeted Cost of Work Performed (BCWP) Related Terms Budgeted Cost of Work Scheduled (BCWS) Actual Cost of Work Performed (ACWP) Budget at Completio (BAC) Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 133

136 What Is the SV? Dollars (000) ACWP = $73,000 BCWS = $56,000 BCWP = $30,800 (55% completed) Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Actual ACWP Eared Value BCWP Curret Date Pla BCWS Schedule Variace (SV) Project Maagemet A Maagerial Approach, 1995, by Jack R. Meredith ad Samuel J. Matel Jr. Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 136

137 What Is the CV? Dollars (000) ACWP = $73,000 BCWS = $56,000 BCWP = $30,800 SV = $-25, Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Pla BCWS Actual ACWP Cost Variace (CV) Eared Value BCWP Curret Date Project Maagemet A Maagerial Approach, 1995, by Jack R. Meredith ad Samuel J. Matel Jr. Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 137

138 What Is the Time Variace? (000) Dollars ACWP = $73,000 BCWS = $56,000 BCWP = $30,800 SV = - $25,200 CV = - $42, Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Actual ACWP STWP Eared Value BCWP TV 6 mos. Delay ATWP Pla BCWS Cost Variace (CV) Project Maagemet A Maagerial Approach, 1995, by Jack R. Meredith ad Samuel J. Matel Jr. Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 138

139 Project Quality Maagemet A subset of project maagemet that icludes the process required to esure that the project will satisfy the eeds for which it was udertake. Quality plaig Quality assurace Quality cotrol Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 139

140 Project HR Maagemet the processes required to make the most effective use of the people ivolved with the project. Orgaizatioal plaig Staff acquisitio Team developmet Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 140

Resposibility Chart Copyright 1999 Project

142 Resposibility Chart Characteristics Work Package Level Compoets WBS activity Resposible orgaizatio Resposible positio title or perso Type of resposibility Approvig authority Prime implemetatio accoutability Support Notificatio Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 142

143 Project Risk Maagemet the processes cocered with idetifyig, aalyzig, ad respodig to project risk. Risk idetificatio Risk quatificatio Risk respose developmet Risk respose cotrol Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 143

145 Project Commuicatios Maagemet the timely ad appropriate geeratio, collectio, dissemiatio, storage, ad ultimate dispositio of project iformatio. Commuicatios plaig Iformatio distributio Performace reportig Admiistrative closure Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 145

146 Project Procuremet Maagemet icludes the processes required to acquire goods ad services from outside the performig orgaizatio. Procuremet plaig Solicitatio plaig Solicitatio Source selectio Cotract admiistratio Cotract closeout Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 146

147 Summary Idetified ad described the ie kowledge areas ad the core processes i each Allocated typical processes ad activities to their appropriate kowledge area Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 147

148 Uit 10: Role of the Project Maager Upo completio, you will be able to Idetify, i your eviromet, the most critical project maager: Roles Resposibilities Iterpersoal skill requiremets Your kowledge area gaps ad stregths Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 148

149 Project Maager Roles Decisio-maker Maager Coach Sales perso Commuicatio chael PM expert Ecourager Facilitator Power broker Behavior model Discipliaria Other? Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 149

150 Project Maager Resposibilities Project pla implemetatio Achievemet of objectives Project itegratio Commuicatios Stakeholder relatios Chage maagemet system Priority establishmet ad maiteace Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 150

151 More Resposibilities Staff acquisitio, retetio, ad motivatio Selectio ad use of PM tools ad techiques Compliace with regulatios, state ad federal laws, ad orgaizatio policies ad procedures Resolvig team coflicts Negotiatig wi/wi solutios Deliver the project o time ad withi budget Other? Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 151

Skill ad Kowledge Requiremets Copyright 1999

153 Competecy ca be defied as A qualificatio equal to a positio requiremet, or Capacities oe must possess to perform satisfactorily i a positio. Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 153

154 Success depeds o your Kowledge Behaviors Attitude Orgaizatioal eviromet Project eviromet Fit Self-kowledge ad ability to adjust Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 154

155 Exercise 10-1 Project Maager Iterpersoal Skills Use the hadout to assess the iterpersoal skills required to maage a project successfully i your orgaizatio; the assess your skills, ad idetify skill gaps ad stregths Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 155

156 Recogizig a Successful Project Maager Meets cost, schedule, techical, ad missio objectives Plus Attais high levels of satisfactio ad perceptio of project success from: Cliet Sposor Users Team Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 156

157 Example of a Orgaizatio Competece Assessmet Tool CMM backgroud Levels of Software Egieerig Maturity Model Basic Repeatable Defied Maaged Optimized Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 157

158 Why Readig Your Eviromet Is Importat Assessmets reveal: Fit betwee you, the orgaizatio, ad the project Your developmet eeds ad stregths PM strategies most likely to be successful PM strategies to be avoided Guide for tools ad techiques selectio Guide your performace expectatios of self ad others Ad They: Ifluece your ow maagemet style Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 158

159 A Balacig Act Schedule requiremets cost The Project Risk Risk Customer Expectatio Busiess Objective Source: William Gedro, presetatio at 1998 PMI Global Forum Copyright 1999 Project Maagemet Istitute, Ic. All Rights Reserved. 159

160 Why this matters to YOU Most of us get to where we are by some techical or specific set of skills If you wat to get thigs doe, you eed a good bled of Busiess kowledge People maagemet Kowledge of orgaizatioal politics AND a area of techical expertise Those are the people that make thigs happe!

Internal Control Framework

Internal Control Framework Iteral Cotrol Framework NMASBO Boot Camp October 2017 Make up of participats Superitedets Aspirig Superitedets School Districts Charter Schools Former Coaches 1 Take Away Items A iteral cotrol system is