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Project ManagementRebekah 3Witt
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The Project Management Process
Initiating
ExecutingControlling
Planning
Closing
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Initiating
This process group is the formal recognition that a new project exists. In this process, you typically set project goals, objectives and major milestones.
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Planning
This process group includes defining resources and developing a schedule and budget for achieving the project objectives. The critical nature of this process has led to a common project management phrase: “plan to plan.”
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Executing
This process group involves coordinating personnel and resources to achieve the project goal.
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Controlling
This process group includes completing project activities, measuring progress toward project objectives, and taking corrective action when necessary to bring the project back with the stated goals and objectives. A phrase often used to describe this process group is “work to plan”.
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Closing
This process group includes processes for ensuring acceptance of the final product, bringing the project to an orderly conclusion, and reviewing lessons learned from the project.
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Common Pitfalls
Choosing the wrong project manager
Selecting inappropriate team members
Inadequately defining tasks
Unclear project expectations
Unavailability of Resources
Lack of support from senior management
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Three Fundamental Components
The project environment
The project manager
The project team
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Internal Environment
A corporate culture that acknowledges and appreciates the efforts of team members
Good working relationships among team members
Open lines of communication
An environment of trust
A willingness to take risks
Recognition for effort and achievement
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External Environment
The parent organization, whose policies and procedures can influence a project
The political environment, which can affect a project if government policies change
The current business climate, which can decrease the effectiveness of a project’s output
The geographical setting, which can delay a project if an environmental issue arises
Social commitments, which can influence a project due to responsibilities such as reduced environmental risks
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Project Stakeholders
A project stakeholder can be an individual, group, or organization involved in a project or with interests that influence the project. Stakeholders can be either formal or informal. Formal stakeholders have a direct interest or
investment in a project. Informal stakeholders are those who might be
affected by a project’s result.
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Formal Stakeholders
The project manager, who is ultimately responsible for the success or failure of a project
The project team members, who are directly responsible for completing project tasks
The parent organization, which provides project personnel and resources
The customer that requests the end product or service
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Stakeholder Influence
Some stakeholders have specific requirements they want the project to meet, and their stake in the project is significant
Less critical stakeholders might also have specific requirements for the project, and it is up to the project team to decide if their requirements can be fulfilled
Some stakeholders need to feel involved and might want to provide input and feedback throughout the project
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Project Management Duties
Produce a progress report monthly
Review the risk register monthly
Weekly communication meetings with Team Principals
Review weekly progress reports of Team Principals
Approval of purchase order requisitions
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Project Management Duties
Approval of supplier invoices for payment
Weekly telephone updates to the sponsor
Induct new Team members into the project
Market the project internally
Produce a monthly project newsletter
Maintain a project blog
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"The Mission is the No.1 Priority, no-one is bigger than the Mission!",
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Project Management Dimensions
Technical
Transactional
Transformational
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Thinking
You may not recognize thinking as being a communication skill, but having a clear idea of symbolic internal reality you want to convey to another person or group of people is the beginning of effective communication.
If you don’t have the idea straight in your own mind, don’t be surprised if others get a different idea from your communication than what you thought you intended to say.
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Listening
Effective listening allows you to enter the reality of the other person and understand what their internal symbolic reality is. Only when you do this are you able to communicate effectively by understanding what they are sharing with you, even if it is very different from your personal perspective.
You can’t truly communicate with someone else if you don’t understand their internal reality.
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Speaking
The third communication skill that leads to effective communication is your selection of words and the voice tones that you use when you speak them. While this may be the part that most people concentrate on, research has revealed that nonverbal communication has more impact than the actual words that you use. In fact, the nonverbal portion of the communication can actually change the meaning of the words that you say.
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Nonverbal Communication
Nonverbal communication is the communication skill that usually receives little thought because it happens automatically. We actually learn to communicate nonverbally at a very young age (a baby crying) and are able to communicate quite effectively using only nonverbal communication.
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Constraining Factors
Cost
ScopeTime
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Project AssumptionsProject assumptions are statements that must be taken to be true in order for the project planning to begin.
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Common Project Assumptions
Project staff resources will be available
Technical support will be available
Scope will remain unchanged
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Project Objectives
Project objectives are the criteria used to measure whether a project is successful or not.
Realistic and Attainable
Specific in Terms of Scope
Quantifiable in Terms of Time, Cost, and Quality
Consistent with Organizational Plans, Policies, and Procedures.
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SMART Scope
Specific
Measurable
Agreed Upon
Realistic
Time Bound
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Scope Statement
Details of Contract
Project Objectives and Requirements
Scope of the Project
Project Timeline
Project Milestones and Deliverables
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Scope Statement
Cost Estimation
Compensation and Payment
Roles and Responsibilities of the People Involved in the Project
Terms and Conditions, If any
Signature Block
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Project TeamA project team is a group of individuals who collectively have the skills required to complete a project.
Each member of the team has distinct skillsets
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Picking A Winning Team
What skills are needed to finish the tasks in this project?
Are there known conflicts between potential team members?
Who will be the leader of the team?
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Skill Matrix
Skill Level Required for the Job
Supervisory Requirements for the Job
Experience Level Required for the Job
Education Level Required for the Job
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Test Skill Will Matrix
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Identify Risk
Potential People Risks
Technology Based Risks
Organization Based Risks
Finance Based Risks
Law or Contract-Based Risks
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Identify Risk
Physical Risks
Environment Risks
Special Circumstances
Look at Lessons Learned
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WBSThe Work Breakdown Structure (WBS) is a hierarchical structure that subdivides project work into smaller, more manageable pieces of work.
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Gather Inputs
Scope
WBS Template
Constraints and Assumptions
Relevant Historical Information
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Decide How to Organize
Major Product Deliverables
Life Cycle Phases
Organizational or Functional Responsibility
Geographical Locations
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ActivityAn activity is a unit of project work that must be performed to complete a project deliverable.
Every activity has a duration, cost and resource
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Rule of 8/80
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Dependencies
Mandatory – Activities are supposed to have a mandatory dependency if they have to be performed in a particular sequence for the work to be completed successfully.
Discretionary – Established by the project manager if there are no mandatory or external dependencies between activities.
External – An event or input outside the project activities that dictates the sequence of the activities.
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Precedence Relationships
Finish to Start
Start to Start
Finish to Finish
Start to Finish
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Lag
Lag is a modification in a logical relationship that delays the start of a successor activity
Predecessor
Successor
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Lead
Lead is a modification in a logical relationship that allows the successor activity to start before the predecessor activity ends in a Finish-to-Start relationship.
Predecessor
Successor
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Project Success
Dependent on Resource Availability
Realistic Start and Finish Dates for each Activity
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Estimation
Optimistic happens 1 out of 6 times
Expected happens 4 out of 6 times
Pessimistic happens 1 out of 6 times
Optimistic•3 months
Expected•4 months•4 months•4 months•4 months
Pessimistic•6 months
25 Mo / 6
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BaselineThe schedule baseline is the version of the project schedule that is approved by stakeholders and serves as the basis for measuring the project's progress.
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Schedule Development Terminology
DU Duration
ES Early Start
EF Early Finish
LF Late Finish
LS Late Start
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Critical PathCritical Path is the path in the project schedule network diagram that has the longest duration.
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FloatFloat is the amount of time an activity can be delayed without delaying the ES (Early Start) of the immediate successor activity.
Total Float is the amount of time an activity can be delayed from its ES (Early Start) without delaying the project finish date.
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Create Project Schedule
Perform an analysis to determine the period within which activities could be scheduled once resource limits and other known constraints are applied.
Evaluate the possible impact of any constraints and assumptions on schedule development.
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Consider the Availability of Your Resources
Will you have the staff you need to perform the work when it is scheduled to be done?
Will you have access to the materials, facilities, and equipment you need to perform the work when it is scheduled to be done?
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Consult Project Calendars
Are there any holidays during which your project team will not conduct work activities?
Will your project team conduct work activities on weekends?
When will your key project team members be taking vacations?
Are there any unmovable milestone dates that must be met?
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Consider External Resource Constraints
Are there any regional or national holidays not previously accounted for?
Do you need to make considerations for travel time for meetings?
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Review
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The Project Management Process
Initiating
ExecutingControlling
Planning
Closing
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Project Stakeholders
A project stakeholder can be an individual, group, or organization involved in a project or with interests that influence the project. Stakeholders can be either formal or informal. Formal stakeholders have a direct interest or
investment in a project. Informal stakeholders are those who might be
affected by a project’s result.
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Project AssumptionsProject assumptions are statements that must be taken to be true in order for the project planning to begin.
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SMART Scope
Specific
Measurable
Agreed Upon
Realistic
Time Bound
The scope statement is an itemized definition of the outcome of the project. It explains what is to be included and excluded from a project.
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Scope Statement
Details of Contract
Project Objectives and Requirements
Scope of the Project
Project Timeline
Project Milestones and Deliverables
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Scope Statement
Cost Estimation
Compensation and Payment
Roles and Responsibilities of the People Involved in the Project
Terms and Conditions, If any
Signature Block
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Picking A Winning Team
What skills are needed to finish the tasks in this project?
Are there known conflicts between potential team members?
Who will be the leader of the team?
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WBSThe Work Breakdown Structure (WBS) is a hierarchical structure that subdivides project work into smaller, more manageable pieces of work.
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Rule of 8/80
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Identify Risk
Potential People Risks
Technology Based Risks
Organization Based Risks
Finance Based Risks
Law or Contract-Based Risks
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Identify Risk
Physical Risks
Environment Risks
Special Circumstances
Look at Lessons Learned
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Analyze Risks
Qualitative Analysis
Qualitative Analysis is a method of assessing, ranking, and prioritizing risks for subsequent analysis.
Quantitative Analysis
Quantitative analysis is a numerical method used to assess the impact of risk and to measure the amount of damage that can take place.
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Risk Response Plan
A risk response plan is a plan used to decrease the possibility or impact of risk in order to accomplish project objectives.
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Types of Risk Response Plans
Avoidance Find a work-around so that the risk never occurs.
Acceptance
Decide to live with the consequences, should the risk occur.
Mitigation Prepare to deal with the risk through contingency planning
Transference
Get someone else to share the risk or underwrite it for you.
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5 Steps to Risk Management Model
Risk identification
Qualitative risk analysis
Quantitative risk assessment
Risk response planning
Risk monitoring and control
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Analyze the Data
Does the source of the data fully understand the risk?
Is the source reliable and trustworthy?
Is the amount of data sufficient to adequately analyze the risk?
What is the accuracy and quality of the data?
Are there risks that require further monitoring?
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Communication Plan
A communication plan is a plan that describes what information must be communicated to whom, by whom, when and in what manner.
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Understand Your Objectives
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Understand Your Audiences
Take time now list your Audience
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Plan Communications Messages and Channels
List forms of Communication
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Plan Message for Each Audience
What does the audience need and want to know?
When do we need to communicate?
What is the regular or preferred channel for reaching this audience?
For this specific audience and message, what is the most effective way to get your message across?
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Monitor Effectiveness
Get Feedback
Ask Different Audience “How it is working for them?”
Check Do They Understand the Message You are Trying to Convey
Can You Make it Better
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Put Yourself in Someone Else's Shoes
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What's Their Preferred Way of Receiving Information
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How to Keep Their Attention
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Track Communication
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Market Your Message
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Compan
y Policy
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Plan for change Control
Change is inevitable and unavoidable in any project.
You need to make sure none of your customers, stakeholders, or members of the project management team are surprised by delays to your scope and schedule.
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Project Change Control Plan
The project change control plan is developed early on in the project planning
process.
How change requests are documented and submitted,
Who has responsibility for what,
Sets up the steering committee.
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Guidlines
Identify what will be considered a change that is significant enough to require management approval
Gather any relevant historical data within the organization that relates to the process of identifying, documenting, approving or rejecting, and controlling changes to the project baselines
Determine the latitude the team would have in making autonomous decisions about changes
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Identify These Responsible Parties
The people who are able to initiate change requests. Stakeholders, project management team members
Who is authorized to give or withhold business approval to a request for change
Who has the authority to approve additional funding, overtime costs, purchase orders etc…
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Identify These Responsible Parties
Who will be responsible for executing the work necessary to satisfy the requested change
Person(s) who will be responsible for managing changes
Who are responsible for prioritizing changes and making qualitative decisions about them
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IT Change Process
Documenting the change request:When the client requests the change, that request is categorized and recorded, along with informal assessments of the importance of that change and the difficulty of implementing it.
Formal assessment:The justification for the change and risks and benefits of making/not making the change are evaluated. If the change request is accepted, a development team will be assigned. If the change request is rejected, that fact is documented and communicated to the client.
Planning:The team responsible for the change creates a detailed plan for its design and implementation, as well as a plan for rolling back the change should it be deemed unsuccessful.
Designing and testing:The team designs the program for the software change and tests it. If the change is deemed successful, the team requests approval and a date for implementation.
Implementation and review:The team implements the program and stakeholders review the change.
Final assessment:If the client is satisfied that the change was implemented satisfactorily, the change request is closed. If the client is not satisfied, the project is reassessed and steps may be repeated.
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Managing a ProjectNow the work begins
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Kick-Off MeetingConducted by the project manager at the beginning of a project.
Designed to mark the opening of project work.
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Purpose of Kick-Off Meetings
Introductions to client team members
Review project scope and objectives
Review high-level timelines and milestones
Review project responsibilities and deliverables
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Validate proposed workflow
Identify and address any challenges
Secure buy-in for the project purpose, plan and outcomes
Confirm next steps
Record any decisions made during the meeting
Purpose of Kick-Off Meetings
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Project Executive Summary
The Big Picture
High level Overview of the Project
This will serve as the Outline of the Kick-Off Meeting
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Project Goal
Where are We Going?
A Detail Account of What the Goal Is
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Project members and their roles
Who’s Doing What?
As Many of the Team Members as Possible Should be Present for Meeting
Introduce Each Team Member
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Project Scope and Deliverables
What Will be Done to Get There?
Discuss What Type of Work Will be Done to Reach the Goal
Also Discuss What Work Won’t be Done
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Key Performance Metrics and Success Factors
Evaluation
Be as Specific as Possible so that Everyone is on the Same Page
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Communication Plans and Meetings
Collaboration methods?
Weekly status meetings
Project plan status updates
Management updates
Task and activity planning sessions
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Start Meeting on a Positive Note
Name one thing you’ve accomplished since the last meeting that you’ve been proud of?
Name a person who has helped you since the last meeting.
Mention one thing you’re looking forward to in the coming week/month?
What’s the funniest thing someone has told you in the last week?
Mention something interesting you’ve learned since the last meeting
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How to Execute the Project Plan
Ensure that the project starts and finishes on time, within the budget and within the scope.
Comply with any organizational policies and procedures.
Decide on a system that will allow the work of activities and deliverables.
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Praise and Motivate the Contributors
Send out congratulatory email announcements to the whole group when individual contributor make their deadlines.
Thank contributors for their efforts, both individually and publicly.
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Ways to Motivate Employees
Recognition/Attention
Applause
Training
On-the-Spot Praise
Leadership Roles
Team Spirit
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Executive Recognition
Social Gatherings
Casual Dress Day
Time Off
Additional Responsibility
Ways to Motivate Employees
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Gags and Gimmicks
Plastic/rubber whale for "whale" of a performance.
Pillsbury dough boy for the person raisin' the most bread.
Cardboard stars for star-studded performances.
Plastic phonograph records for setting a new record.
California raisins for those with the highest percentage of "raisin" their productivity.
Special parking space for the person who drives the hardest.
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Track Project Progress
Track Performance of the Project
Update Project Plan
Update Weekly Ideal No more then 2 weeks
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Variance Management
Method of measuring the variances and taking corrective action in order to achieve the planned outcome.
Find the problem and fix it.
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Analyze Work Against Planned Performance
Ask team members who are closest to the work
Is there a variance
What is the cause of the variance
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Corrective Measurements
Fast-Tracking – find task that can be done as concurrently
Crashing – Allocate more resources to activities
Outsourcing – Secure services and expertise from an outside source
Resource Leveling – Readjust the work as appropriate so that people are not over allocated
Reducing project scope
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DocumentDocument Lessons Learned As You Go
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Report PerformancePerformance reporting is the process of gathering and communicating information regarding the current status of a project as well as projection for progress over time.
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Types of Performance Reports
Status Report Describes what has been achieved in the current period. Budget, scope, schedule, risks, variances identified and how to correct
Progress Report Gives a summary of the progress of the project towards its objectives, compares current with baseline of Project
Forecast Report Projects the timelines and cost of a project for a future period based on the current status of the project
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Gags and Gimmicks
Toy cymbals for those "symbolizing" total effort.
Special Mountain Dew can for that person who exemplifies the "can do" attitude.
A figurine of E.T. for out-of-this-world performance.
The Eveready Bunny for those that keep going, and going, and going.
Large Tootsie Roll replica for those on a "roll."
A drum for the person that "drums" up the most business.
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Personnel Evaluations
Personnel evaluations involve tracking the performance of team members and providing feedback.
Needs to be done on a regular basis
Identify if training is necessary
Resolve conflicts with team members
Keep people motivated
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How to Implement Change Control
When a change request has been submitted, justify why it should be investigated.
Analyze the change request
Document and communicate the change request
Determine the impact of change on the project
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How to Implement Change Control
If necessary, get back to the requester with questions
Discuss the change and its impact with the stakeholders
Get sign-off from all stakeholders on actions to be taken
Update the project plan to include the changes made and then proceed
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Closeout PhaseYou have successfully executed the project plan and obtained all deliverables from the project team.
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How to Close a Project
Prepare a project termination checklist that may be useful when closing out a project or phase.
Gather and organize performance measurement documentation, product documentation and other relevant project records for easy review by stakeholders.
Release project resources
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How to Close a Project
Update records to ensure that they reflect final specifications. Be sure to update the resource pool database to reflect new skills and increased levels of proficiency.
Analyze project success and effectiveness and document lessons learned.
Prepare lessons learned reports and a final project report.
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How to Close a Project
Obtain project approval. Demonstrate to the customer or sponsor that the deliverables meet the defined acceptance criteria to obtain formal acceptance of the phase or project. This may involve preparing an end-of-project report or giving a presentation
Archive a complete set of indexed project records.
Celebrate the success of the project with the team and other stakeholders.
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Create a Final Report
Make a summary of how the project was carried out.
Provide an overview of the project’s initial objectives and specifications.
Explain any changes to objectives and specifications, the reasons behind the changes, and how the changes were executed.
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Create a Final Report
Present the initial budget, identify the actual project costs, and explain variances if any.
Describe the deliverables of each phase.
If the project was terminated prior to completion, state reasons for the same.
