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1
Today’s Speaker
Carl Lefever, Principal Consultant, Improve & Grow
• Certified Lean Six Sigma Master Black Belt
• Personally completed 100+ projects
• Mentored 50+ project managers
• Practical, hands-on approach
2
Learning Objectives
• Learn the fundamentals of project management
• Review methods & tools to setup a project for success
• Learn methods to identify & organize tasks into a plan
• Learn best practices to manage a project to completion
• Review common pitfalls & strategies to overcome them
3
Agenda
• Project Management Overview
• Project Management Phases & Tools
• Common Pitfalls & Resolutions
• Q&A
4
Project Management
Overview
5
“Failing to plan is planning to fail”
6
The Importance of Good Project Management
• A research study found that 100% of “successful” projects had a good technical solution, while 90% of “unsuccessful” projects had a good technical solution
• A good technical solution doesn’t guarantee success
E = Q x AEffectiveness
of Solution
Quality of
Solution
Acceptance
of Solution
7
What is a Project?
A temporary endeavor undertaken to create a unique
product, service, process or result; a well defined project
has a specified goal, scope and timeline
Examples
• Develop & rollout a new procedure
• Install or upgrade a piece of machinery
• Implement new software or system
8
Reflection on Past Projects
Think back on your past experiences with projects…
• For projects that were successful, what was it that made
the project a positive experience?
• For projects that did not go as well as planned, what was
it that made it a negative experience?
9
Characteristics of Failed Projects
• Lack of sponsor or stakeholder support
• Incomplete and/or changing project requirements
• Insufficient planning and/or allocation of resources
• Technological incompetence
• Unrealistic expectations
• Unclear objectives
• Unrealistic timeframes
• New or untested technology
10
Characteristics of Successful Projects
• Clearly articulated goals with defined criteria for success
• Comprehensive plan with realistic schedules
• Active executive & stakeholder support
• Thorough communication planning
• Proactive issue resolution
• Stakeholder involvement throughout the life cycle
• A skilled Project Manager utilizing best practices & tools
• Commitment to success
11
What is Project Management?
Project management is the process and activity of
planning, organizing, motivating, and controlling resources
to achieve specific goals
Phases of Project Management
• Definition
• Planning
• Execution
• Closure
12
What is a Project Plan?
A formal document used to guide project execution
A Project Plan Includes:
• Project Phases
• Project Tasks
• Assigned Resources
• Task Due Dates
• Some project plans also detail task dependencies,
estimated work times, task durations and other info
13
Project Resources
• Project Manager
• Project Sponsor
• Project Stakeholders
• Project Team Members
14
What is a Project Manager?
A project manager is the person responsible for
accomplishing the stated project objectives
Project Manager Responsibilities
• Work with the sponsor to develop a project charter
• Lead project team through project
• Keep the project plan current
• Regularly update stakeholders
• Identify & resolve issues & barriers
15
What is a Project Sponsor?
A project sponsor is the individual, typically an executive
leader, who introduces & supports the project and provides
the necessary resources (funds, people, etc.)
Project Sponsor Responsibilities
• Helps define the project charter
• Assign project team & set expectations
• Resolve escalated issues and barriers
• Recognize and reward team successes
16
What is a Project Stakeholder?
A stakeholder is a person with an interest or concern in the
area(s) affected by the project
Project Stakeholder Responsibilities
• Attend project update meetings
• Support approved changes
• Inform project team of issues
17
What is a Project Team Member?
A team member is a person assigned to the team, typically
because of subject matter expertise in the affected process
areas or a particular discipline required by the project
(Information Technology, Human Resources, Finance, etc.)
Project Team Member Responsibilities
• Attend project team meetings
• Provide critical input
• Completed assigned tasks
• Alert project manager of issues
18
Phases of Project Management
Closure
Execution
Planning
DefinitionIdea
Goal
19
Project Management Phases & Tasks
• Develop Project
Charter
• Conduct
Stakeholder
Analysis
• Form Project
Team
• Develop Project
Plan
• Assess Risks
• Develop
Communication
Plan
• Complete Project
Tasks
• Monitor Progress
• Identify & Resolve
Issues
• Validate &
Summarize
Results
• Handoff Project
• Recognize Team
ClosureExecutionPlanningDefinition
20
Webinar Case Study
As an example for this webinar, we are going to use a case
study of an event management company (ABC Company)
that plans events for organizations. They’ve been using a
home grown system for planning customer events, but
want to find a better system that will automate pricing,
improve reporting and make communications more
efficient.
21
Project Definition
Phase
22
Project Definition Phase
“A problem well stated is a
problem half-solved.”
Charles Kettering
23
Project Definition Phase
Purpose
• Turn a good idea into a project with a clear goal to be
completed within a specified timeframe and budget
Key Steps & Tools
• Develop Project Charter – goals, scope & constraints
• Conduct Stakeholder Analysis – assess stakeholder buy-in
• Form Project Team – assemble right team members
24
Project Charter
Purpose
• Establish a clear business
case & objective for project &
define critical boundaries such
as timeline, budget & scope
Charter Elements
• Business Case
• Project Objective
• Assumptions, Risks, Budget
• Project Scope
• Project Resources
25
Business Case
• Describes the business reason for the project and provides relevant
information to help place the project in context
• A good business case includes:
• Relevant data highlighting the importance of this project
• Reference information on time or costs associated with the problem
being solved
• Relationship between this project and company strategy
• Example:
• “Big Printer’s customers depend upon them for quick turnaround
and press downtime has been identified as the largest cause for
late shipments. In the last year, they had over 1,000 down time
hours related to “waiting for material” delays with $150,000 in
unnecessary labor costs.”
26
Project Goals & Objectives
• Clear goals help:
• Focus the team
• Guide project efforts
• Clarify expectations
• Keep goals S.M.A.R.T.
• Specific
• Measurable
• Achievable
• Realistic
• Time Bound
Examples:
• Reduce pressroom “waiting for
materials” downtime delay hours
by 50% by November 30, 2014
• Have all North East employees
trained & certified in project
management by the end of 1Q
2015.
• Develop and validate Product X
in time for product launch on
January 15, 2015
27
Project Scope Management
• Successful projects have a clearly defined scope; scope
defines what is in and out of focus for the project team
• Examples Include:
• Product Lines
• Departments
• Solution Sets
• Level of Investment
• In general, a project should take no longer than 6 mos.
• If necessary, break into separate, smaller projects
• Tip: Focus on areas with largest impact
28
Assumptions, Risk & Budget
Assumptions
• It is important to identify and clearly state any
assumptions that are critical to project success
Risk
• Outline key project risks, such as dependencies upon key
resources, budget limitations or external factors such as
pending regulations
Budget
• Be sure to clarify what, if any, finances have been
dedicated to the project; if no budget has been defined,
develop one and seek approval
29
Project Charter Template
• Microsoft Excel Template
• Captures critical project
information
• Travels with project as
official record of goals,
scope, etc.
• In many organizations,
charters must be
“approved” for project work
to begin
30
31
Stakeholder Analysis
Purpose
• Identify the key stakeholders of a project, assess the level
of commitment to project goals & develop plans to resolve
issues with commitment where necessary
Elements
• Name of stakeholders / stakeholder groups
• Current & desired level of commitment to project goals
• Actions to resolve issues & action owners
32
Levels of Stakeholder Engagement
1. Actively Opposed
2. Uncooperative
3. Neutral
4. Help it Work
5. Enthusiastic Support
Current Engagement Where are they now?
Desired Engagement Where do you need them to be?
Tip: You don’t need
everyone to be a 5,
but must resolve any
1’s or 2’s before
proceeding
33
Stakeholder Analysis Template
StakeholdersLevel of
Influence
Current
Commitment
Level
Desired
Commitment
Level
Key Concerns & Needs Action StepsRelationship
Owner
Sales Staff High 4=HelpitWork5 = Enthusiastic
Support
Needs to save time, provide
accurate pricing
Provide demonstration of
how system will work, collect
user requirements and build
into project plan
Carl L
Activities Staff Medium 3=Neutral 4 = Help it Work
Needs to be easy to use,
provide notice of last minute
changes
Provide demonstration of
how system will work, collect
user requirements and build
into project plan
Carl L
Kitchen Staff Medium2=
Uncooperative4 = Help it Work
Don't want to change current
reports, must provide notice
of large changes
Provide demonstration of
how system will work, collect
user requirements and build
into project plan
Carl L
Housekeeping
StaffLow 3=Neutral 4 = Help it Work
Need better access to
information on the fly, need
notice of changes
Provide demonstration of
how system will work, collect
user requirements and build
into project plan
Carl L
Maintenance Staff Low 3=Neutral 4 = Help it Work
Need reports that show setup
requirements, need to be
able to block out locations for
planned maintenance
Provide demonstration of
how system will work, collect
user requirements and build
into project plan
Carl L
34
Forming the Project Team
Work with Sponsor to select team members that have:
• Relevant subject matter expertise
• Availability & willingness to work on project
• Credibility with stakeholders
• Influence with process personnel
• Positive attitude towards project
Other Tips
• Limit team to 5 – 7 team members
• Obtain approval before inviting a member to team
35
Project Kick-off Team Meeting
• Review Project Charter
• Review Team Roles
• Solicit Feedback from Team
• Set Agenda & Date for Next Meeting
36
Project Definition Summary
At the conclusion of this phase, you should have:
• Clearly stated the business case for the project
• Described the project objectives and goals
• Clarified scope and boundaries of the project
• Identified your stakeholders & their level of engagement
• Developed a plan to address stakeholder concerns
• Formed your project team & held your first meeting
37
Pitfalls & Resolutions for Project Definition
Common Pitfalls Resolution Strategy
Poorly defined project scopeUtilize scope management exercise to help
team work through defined scope
Lack of defined metrics or targetsEstablish clear targets for due dates,
budgets and performance
Lack of sufficient team resourcesElevate issue to stakeholders, develop plan
to compensate
Unrealistic targetsNegotiate reasonable targets before
proceeding
Lack of stakeholder commitmentUtilize stakeholder analysis to uncover
issues & develop action plan
38
Project Planning
Phase
39
Project Planning Phase
“A goal without a plan is
just a wish.”
Larry Elder
40
Project Planning Phase
Purpose
• To identify & organize all of the tasks and resources
necessary to achieve the chartered goal of the project
Key Steps & Tools
• Identify & Organize Tasks into a Project Plan
• Assess Project Risks & Develop Mitigation Plan
• Develop Communication Plan
41
Process for Identifying & Organizing Tasks
Task
Task
TaskTask
Task
Task
Task
Task
Task
Task
Task
Task
Task
Task
Task
Task
Task
Task
Task
Task
Task Task
Task
TaskTask
Task
Task
Task
TaskTask
Task
Task
Task
Task
Task
Task
Brainstorm Tasks Group Tasks Create Logical Sequence1 2 3
42
Components of a Project Plan
Project Plan Components
• Tasks – items that need to be complete (from prior step)
• Resources – people required to complete tasks
• Dependencies – tasks that rely on completion of other tasks
• Durations – estimated time to complete the task
• Start & End Dates – planned start and end dates for each task
Project Plan Tools
• Project Plan Template (see following slide)
• Software Applications like Microsoft Project
• Online Applications like Basecamp
43
Developing a Project Plan
• We’ve already identified project tasks and organized them into phases and a logical sequence based on dependencies
• Now we need to identify task durations, which will enable us to assign start and end dates
• We also need to assign task resources or owners
Task
Task
Task
Task
TaskTask
Task
Task
Task
Task
Task
Task
How long
will this
task take?
Who will
work on
this task?
44
Critical Path & Projected End Date
What is the critical path?
• The subset of project tasks
that will determine the end
date of the project
• A task on the critical path is
one that if late by even one
day, will extend the end
date of the entire project
• While all tasks are
important, these are the
most critical to manage
Task
Task
Task
Task
TaskTask
Task
Task
Task
Task
Task
Task
45
Project Plan Template
46
Project Planning Software
• There are software programs designed to automate the
development and management of projects
• Desktop Software Example: Microsoft Project
• Online Application Example: Basecamp
• These software programs can save you lots of time,
particularly when dealing with complex projects
• Just be careful not to get lost in the details and technical
nature of project management and lose sight of the goal
47
Risk Management
• Risks are potential occurrences that would have a negative impact on project outcomes
• Risk can be reduced - proactive risk management is fundamental to successful project management
48
Risk Mitigation
• Identify Major Risks
• Identify major risks as work starts and later identify risks in detail
• Develop and maintain a list of risks using the Risk Assessment Worksheet
• As you learn more about various risks, document them in more detail
• Analyze Risks
• For each risk, quantify the severity posed
• Identify actions to mitigate the risk
• Determine what resources should be applied to mitigate the risk
• Manage Risks
• Risk management is an ongoing responsibility
• Revisit your existing risks on a regular basis
• Challenge project team to pay attention to risk
49
Risk Assessment Example
• Project: Install a new state of the art production line for a
key product category that will dramatically increase
production capacity & reduce operating costs by 4Q 2014
• Key Risk: Current backup plan is to use existing product
line, however management has diverted all maintenance
plans to other lines since current line is being retired
• Severity: High; if installation schedule falls behind by
more than 30 day, critical customer contracts will be lost
and financial backing for project will be lost.
• Mitigation Plan: Continue critical maintenance items on
existing production line until new line is operational and
has passed all validation tests
50
Risk Inventory & Assessment Worksheet
51
Communication Plan
Purpose
• To develop a plan for communicating project progress &
information to stakeholders before, during & after project
Communication Plan Components
• Audience
• Message
• Media
52
Developing a Communication Plan
• Who needs to know about the project? (Audience)
• What do they need to know? (Message)
• How should this be communicated (Media)
• When should it be communicated (Timing)
• Who should handle the communication? (Owner)
53
Communication Plan Template
54
Project Planning Summary
At the conclusion of this phase, you should have:
• Identified all of the known tasks to complete the project
• Organized tasks into logical phases and sequence
• Documented dependencies between tasks
• Developed a formal project plan with dates and owners
• Established the “critical path” and projected end date
• Determined a plan to keep project stakeholders informed
55
Common Pitfalls & Resolutions
Common Pitfalls Resolution Strategy
Unrealistic project timelineReview project plan with team, adjust
based on their input
Plan developed without
considering risks
Work with team to develop a risk
assessment & mitigation plan
Failure to keep stakeholders
informed of progress
Incorporate stakeholder updates into
communication planning
Insufficient resourcesElevate issues to stakeholder, adjust
project plan as needed
Unidentified tasks arise after
project plan is approved
Incorporate into project plan & determine
effect on overall schedule & budget,
elevate to stakeholders for approval
56
Project Execution
Phase
57
Project Execution Phase
“Planning without action
is futile, action without
planning is fatal.”
— Cornelius Fitchner
58
Project Execution Phase
Purpose
• Execute the plan to achieve the chartered results
Key Steps & Tools
• Complete Project Tasks
• Monitor Progress
• Identify & Resolve Issues
59
Complete Project Tasks
Project Manager Role
• Ensure all tasks have been assigned to appropriate
resources and that all resources are aware
Tips
• Don’t assign tasks without owner’s agreement
• Do assign due dates to all tasks
• Be firm (where needed) and flexible (when possible)
60
Monitor Progress
Project Manage Role
• Document progress, update project plan and adjust
project plan as needed
Tips
• Hold regular project team meetings
• Use project plan to review progress
• Discuss significant delays to identify specific issues
• Agree on actions plans to address issues
• Send out notes, including action items
61
Tracking Your Project Performance
62
Identify & Resolve Issues
Project Manager Role
• Communicate project progress in accordance with
communication plan & elevate issues to sponsor &
stakeholders as needed for resolution
Tips
• Communicate early and often
• Don’t let your sponsor be surprised by raised issues
• Engage your stakeholders in dealing with resistance
63
Project Execution Summary
At the conclusion of this phase, you should have:
• Completed the tasks outlined in the project plan
• Met with project team regularly throughout execution
• Collected actual task data on the project plan
• Resolved any outstanding issues or barriers to completion
• Communicated project progress to key stakeholders
64
Pitfalls & Resolutions for Project Execution
Common Pitfalls Resolution Strategy
Stakeholders change/expand
project scope
Determine impact of scope change and
share findings with stakeholders
Resistance from Stakeholders
during Implementation
Identify the type of resistance and respond
accordingly
Unresolved Issues Solicit support from sponsors
Extended Project DurationIf necessary, break project into smaller
increments that each have deliverables
Lack of Team Motivation See response on stakeholder resistance
65
Project Closure Phase
66
Project Closure Phase
“A project is complete when it
starts working for you, rather
than you working for it.”
— Scott Allen
67
Project Closure Phase
Purpose
• To confirm completion of project deliverables and
communicate project success
Key Steps & Tools
• Validate & Summarize Results
• Handoff Project to Stakeholders
• Recognize Team
68
Validate & Summarize Results
Project Manager Role
• Use observation, data and stakeholder feedback to
confirm that project deliverables have been met
• Document project results in a formal report or
presentation and deliver to project stakeholders
Tools
• Procedural Audits
• Financial Reports – cost & revenue performance
• Process Data – key performance metrics
• Personnel Surveys
69
Project Hand-off
Project Manager Role
• Ensure that appropriate measures are put in place to
ensure that project achievements can be sustained after
the project team is formally disbanded
Tools
• Standard Operating Procedures
• Process Audit Checklists
• Performance Dashboards
70
Team Recognition
Project Manager Role
• Work with sponsor to recognize team effort thru
meaningful rewards and recognition
Tips
• Keep it Simple
• Make it Meaningful
• Be Consistent
71
Project Closure Summary
At the conclusion of this phase, you should have:
• Verified the achievement of project goals
• Instituted measures to ensure progress is sustained
• Documented & communicated results to stakeholders
• Transferred ownership back to process owners
• Formally disbanded the project team
• Celebrated success & recognized team accomplishments
72
Pitfalls & Resolutions for Project Closure
Common Pitfalls Resolution Strategy
Project over budgetIn each instance, review situation, identify
root causes; for systemic, repetitive issues,
consider changes to project management
process that would reduce or eliminate the
problem
Project failed to meet chartered
results
Project exceeded chartered
timeline
Incomplete project handoff Establish formal project closure process
Lack of team recognitionDevelop recognition standards and include
in formal project management process