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7/28/2019 Module 2 Rev - Proejct Management Overview
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Project Management Overview
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Project driven orNon Project driven
Organizational drivers
Marketing Engineering Manufacturing
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Washington State
Department of Transportation
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Meet or exceed customer and stakeholder expectations
GET THE JOB DONE!
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Overlapping Disciplines
for Successful Project Delivery
Project ManagementBody of Knowledge
Interpersonal
Skills
General
Management
Knowledge &
Skills
Understanding
the Project
Environment
Application AreaKnowledge,
Standards, &
Regulations
PMBOK, Third Edition
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Engineering
TOOLSWSDOT Design Manual, etc.
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Overlapping Disciplines
for Successful Project Delivery
Project ManagementBody of Knowledge
Interpersonal
Skills
General
Management
Knowledge &
Skills
Understanding
the Project
Environment
Application AreaKnowledge,
Standards, &
Regulations
PMBOK, Third Edition
7/28/2019 Module 2 Rev - Proejct Management Overview
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TOOLS Executive Order 1032.00
Project Management On-Line Guide
PDIS, PS8, etc.
Project Management
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Executive Order 1032.00
directs WSDOT employees to deliver
capital transportation projects consistent
with the principles and practices of the
departments project management process.
Further direction given to: Executive Managers
Project Managers Project Team Members
Specialty Groups
HQ Staff
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Project Management On-Line Guide
http://www.wsdot.wa.gov/Projects/ProjectMgmt/Process.htm
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Project
A temporary endeavor
undertaken to create a
unique product or service.
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SCOPE (Requirements)
Trade Off Triangle
PROJECTRISK
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How are Scope, Schedule,
and Budget linked?
Which Comes First?
SCOPE
Prioritize, Optimize, Accept
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The Project Team
Project
(Project Manager)
Manager
Manager
Manager ManagerManager
Manager
Manager
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Stakeholders
Project Team Members
Managers
$ponsorSr. Mgmt.
ProjectManager
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Project TO(Organization Breakdown Structure - OBS)
$ponsorSr. Mgmt.
ProjectManager
TeamMember
Manager
TeamMember
QS
$R
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Initiate& Align
Endorsethe Plan
Workthe Plan
Transition& Closure
ProjectDescription
Team Mission/Assignment
Major Milestones
BoundariesTeamIdentification
Roles &Responsibilities
Measures ofSuccess
OperatingGuidelines
Work BreakdownStructure (WBS) /Master DeliverablesList (MDL)
Task Planning &
SchedulingBudget
Risk Planning
CommunicationPlan
Change
Management PlanQuality (QA/QC)Plan
Transition &Closure Plan
Project Team Commitment
Management Endorsement
ImplementTransition Plan
Review LessonsLearned
Reward &Recognize
Archive
Continuous Communication
Planthe Work
Managing Scope,Schedule & Budget
Manage Risks
Manage Change
Communicate
Progress
Issues
LessonsLearned
Project Management Process
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1. Team Mission Statement
2. Work Breakdown Structure
3. Task Planning & Analysis
4. Precedence or Network Diagram
5. Resource loaded schedule
6. Resolve resource conflicts & risk7. Endorsement & Commitment
Schedule Building Blocks
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Here is your new project
SR #,M.P. limits,Program
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All right!Lets do it!
Here is your new project
SR #,M.P. limits,Program
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And the AD date is
February 19, 2007 (at 10:00).And the project P.E. budget is$850,000.
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O.K.,If yousay so!
And the AD date is
February 19, 2007 (at 10:00).And the project P.E. budget is$850,000.
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Uncertainty
Time
Top-down estimate approach
(Analogous Estimating - based onprevious project experience)
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Now, put together a schedule
that will meet this AD dateand do a monthly aging of thatfunding.
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O.K., yeah.You bet. Illget right on it!
Now, put together a schedule
that will meet this AD dateand do a monthly aging of thatfunding.
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Cumm
.$s
Time
16 months
$850,000
$53K/month
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SR #M.P. # toM.P. #
I - ?Program
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AD date ofFebruary 19,2007 ?
Budget of$850,000 ?
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Guess Illmake some
phone calls
Ive got PS8!Ill get
this projectschedule ready!
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O.K., everybody, hereis the project schedule.Please meet the listed
submittal dates.Thanks!
Now
2/19/07
28 5 12 19 26 2 9 16 23 30 7 14 21 28 4 11 18 25 1
Apr May Jun Jul Aug
Qtr2, 2003 Qtr3, 2003
Technician3,Technician2
Technician3,Technician2
Technician3
Technician3,Technician2
Technician3,Technician2
Technician3,Technician2
Technician3,Technician2
Technician3,Technician2
Technician3,Technician2
Task #
1
2
3
4
5
6
7
8
9
10
11
12
13
14
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Oh? Yeah,right!O.K., sure!
Whatever...
Now
28 5 12 19 26 2 9 16 23 30 7 14 21 28 4 11 18 25 1
Apr May Jun Jul Aug
Qtr2, 2003 Qtr3, 2003
Technician3,Technician2
Technician3,Technician2
Technician3
Technician3,Technician2
Technician3,Technician2
Technician3,Technician2
Technician3,Technician2
Technician3,Technician2
Technician3,Technician2
Task #
1
2
3
4
5
6
7
8
9
10
11
12
13
14
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Use an interdisciplinary team approach
Schedule & Budget Development
i i
28 5 12 19 26 2 9 16 23 30 7 14 21 28 4 11 18 25 1
Apr May Jun Jul Aug
Qtr2, 2003 Qtr3, 2003
Technician3,Technician2
Technician3,Technician2
Technician3
Technician3,Technician2
Technician3,Technician2
Technician3,Technician2
Technician3,Technician2
Technician3,Technician2
Technician3,Technician2
Task #
1
2
3
4
5
6
7
8
9
10
11
12
13
14
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Project Performance Baseline
Work
Breakdown
Structure
(WBS)
Risk
Planning
BudgetTask Planning
& Scheduling
Progressive Elaboration
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ProjectPerformance
Baseline
Change
Management Plan
Quality Plan
(QA/QC)
Communication
Plan
Transition &
Closure Plan
Project Management PlanProject
Management Plan(including Initiate &
Align
documentation)
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Initiate& Align
Endorsethe Plan
Workthe Plan
Transition& Closure
ProjectDescription
Team Mission/Assignment
Major Milestones
BoundariesTeamIdentification
Roles &Responsibilities
Measures ofSuccess
OperatingGuidelines
Work BreakdownStructure (WBS) /Master DeliverablesList (MDL)
Task Planning &
SchedulingBudget
Risk Planning
CommunicationPlan
Change
Management PlanQuality (QA/QC)Plan
Transition &Closure Plan
Project Team Commitment
Management Endorsement
ImplementTransition Plan
Review LessonsLearned
Reward &Recognize
Archive
Continuous Communication
Planthe Work
Managing Scope,Schedule & Budget
Manage Risks
Manage Change
Communicate
Progress
Issues
LessonsLearned
Project Management Process
M i P j t D li
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Plan the Work
Work the Plan
Endorse the Plan
+ 10% of
Project effort
+ 90% of
Project effort
Initiate & Align
Managing Project Delivery
A i
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Regular comparison of
Planned
(activities, accomplishments, costs, etc)
with
Actuals(activities, accomplishments, costs, etc)
ActiveProject Management
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