December 8, 2012 Chris Wetli, PMP®, SCPM® Merrilee Tomlinson

NC FIRST FRC Team Workshops:Project Management

December 8, 2012Chris Wetli, PMP®, SCPM®Merrilee Tomlinson

A project has a definite beginning and ending

All projects have the same phases◦ Initiating, Planning, Executing, Monitor and

Controlling, Closing All projects have the following issues and

concerns◦ Scope, Time, Cost, Quality and Risk

What is a Project?

Happy customers Happy stakeholders On time deliverables On budget Team cohesion Innovation Team talent pool intensifies Diversify

◦ Create a community infrastructure like FLL teams or academic mentorship

What defines a success project?

Primary duties◦ Identify Requirements◦ Build a team

Organize existing resources◦ Maintain/analyze data ◦ Identifies and resolves gaps◦ Schedule resources◦ Organize capital ◦ Manages budget◦ Morale

Project Manager

Phases of a Project

Planning

Monitoring & Controlling

Initiating

Executing

Closing

The very start of the project◦ Kick off the project

Contains clear project goals and parameters Often involves the customer and

stakeholders Start controlling Scope

Initiating

Time spent up front to understand the requirements, analyze and correctly design a solution saves big in the end

Unexpected problems late in the development are project killers

Importance of Planning

Document all of the following:

• Brainstorm Solutions

• Make Sketches / Prototypes

• Identify Likely Solutions

• Use Decision Making Tool

• Select a Final Solution

• Complete Independent Reviews

• Create Work Breakdown Structure

Define Solution / System

Decision Making Tool

Option 1 Option 2 Option 3 Option 4

Weight 2 3 1 1

Complexity 2 3 1 4

Efficiency 2 3 3 1

Customer 2 2 3 1

Time 2 5 2 4

Development 4 5 2 4

Supplies $ 4 4 2 3

Score 18 25 14 18

1. List all areas of Solution/System2. Rate each option on it’s own (don’t compare at this point)3. Score each option

Best = 1Medium = 3Worst = 5

4. Total Scores5. Compare top 2 per scoring (weigh pros & cons)

Define Solution / System - One

Define Solution / System - Two

Team Structure: Defined Work

7 November 2006Program Management BasicsPurdue FIRST Programs Slide 12

Work

Organization

Budget

Team Structure: Organization

7 November 2006Program Management BasicsPurdue FIRST Programs Slide 13

Work

Organization

Budget

Team Structure: Budget

7 November 2006Program Management BasicsPurdue FIRST Programs Slide 14

Work

Organization

Budget

• Identify Key Deliverables

• Identify Critical Dates (FIRST, School, and so on)

• Estimate Task Durations

• Identify Task Dependencies

• Create Draft Schedule

• Review, Revise Until Issues Resolved

• Gain Acceptance From Stakeholders

Create a Schedule

Do what you have planned Do only what you have planned

Feedback and repeat from the top…

It’s important to document all activities during the execution phase

Executing

Design & Analysis

• Manufacture Components

• Make & Test Subsystems

• Integrate Subsystems and Test

• Audits and Reviews • Document Change Request

• Manage Change / Monitor Progress

• Manage Risk

• Complete & Deliver Product

Time to Execute

Gather feedback from all area leaders Sort feedback Manage and monitor resources

◦ People◦ Supplies◦ Tools

Manage schedule changes

Monitoring and Controlling

A project is closed upon successful implementation

This is a formal process to make sure you have met and completed all areas of the plan

Ensure your customer has their needs met Ensure your stakeholders have their needs

met

Closing

Start here…

Match people with their strengths and skills◦ Develop a skills matrix

Really helpful for rookie teams Identifies what training is needed, where you need to

get outside help (mentors) ◦ Develop an organizational chart

This must match the team structure and show every role’s responsibilities

◦ Everyone knows their role and responsibility

Step 1: Team Structure

Create a Work Breakdown Structure◦ Simply put it is a list of everything that you need

to do to complete the process Determine the form and function of every part and

what they need to do for you Fundraising, major events, support equipment, travel

and so on This ultimately becomes your project plan and needs

to be as detailed as you choose it to be so you can finish the plan and schedule

◦ Needs to match your Team Structure

Step 2: Plan the work

Estimate each item or system using a Resource Loading Diagram along with a Network Diagram◦ How much time (work hours) will each task take?◦ How many people are available and how many

hours are they available?◦ How many days/hours do you have to complete

the project?◦ Where are you short handed? How can you adjust

the schedule or tasks to make up for shortages? Make sure you are not double booking people

Step 2: Plan the work (cont.)

Make a simple project schedule which shows who’s doing what and when◦ Make it easy to read and update

Stick to your plan Monitor progress and update the schedule to show completed items

◦ Meet with the various team leads to obtain updates and learn any issues that arise Be flexible, you may have to alter the plan but this adds risk and could have

negative effect on project• Project Manager has a very important role

◦ Keep everyone productive, keep everyone positive, keep everyone on the same page, keep everyone motivated, keep everyone…you get the picture

◦ Ensure you add some elements of fun into the project◦ Show appreciation for team members

Celebrate completion of major items Acknowledge those going above and beyond

COMMUNICATE, COMMUNICATE, COMMUNICATE

Step 3: Develop a Project Schedule

Plan and schedule design reviews◦ Every day? Every other day? This needs to be held

until the design is completed Document! Be specific and detailed

◦ How subsystems will work together and connect as they are designed, built and integrated

Check your interfaces in the reviews ◦ If there are changes, it must be fully investigated,

documented in the plan, is understood and agreed upon Understand how the change will affect all tasks down the

line◦ Change Request Form

Step 4: Design Review

“What If” Leave a little time for disasters and unforeseen

issues Testing is essential to reduce risk – ensure you have

test cycles in your plan Set goals for features and functions and categorize

as “must have”, “Nice to have”, “wish list”◦ If a time crunch occurs then having these

prioritized will help you trim off which features and functions without stopping everything to discuss and determine what can fall off the plan.

Step 5: Risk Management

Failure Modes and Effective Analysis◦ Consider systems components◦ Identify symptoms of failure◦ Identify root cause◦ Predict consequences to other subsystems◦ Rank failure modes by severity (sev 1 hot, sev 2

medium, sev 3 low)◦ Rank failures by probability (sev 1 likely, sev 2

possible, sev 3 unlikely)

Step 5: Risk Management (cont.)

Step 6: Execute! ! !

Meet regularly with all area leaders Share and document all problems Manage and monitor resources

◦ People◦ Supplies◦ Tools

Manage schedule changes Adjust as needed

Step 7: Monitor & Control

Post season hold a Roses & Onions session◦ From what went well to what disasters occurred

Document so planning for next year can take them into account

Make sure you have met and completed all areas of the plan, including documentation

Throw a party for the team and celebrate your accomplishments!

Step 8: Close the Project

Resources and samples

USFIRST.org◦ Team Organization & Management

Project Management Institute◦ Project Management Book of Knowledge (PMBOK)

Resources