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Project Management Overview Introduction to
Project Management Overview Introduction to
Project Management Overview Introduction to
Project Management Overview Introduction to
Project Management Overview Introduction to
Project Management Overview Introduction to
Project Management Overview Introduction to
Project Management Overview Introduction to
Project Management Overview Introduction to
Project Management Overview Introduction to
Project Management Overview Introduction to
Project Management Overview Introduction to
Project Management Overview Introduction to
Project Management Overview Introduction to
Project Management Overview Introduction to
Project Management Overview Introduction to
Project Management Overview Introduction to
Project Management Overview Introduction to
Project Management Overview Introduction to
Project Management Overview Introduction to
Project Management Overview Introduction to
Project Management Overview Introduction to
Project Management Overview Introduction to
Project Management Overview Introduction to
Project Management Overview Introduction to
Project Management Overview Introduction to
Project Management Overview Introduction to
Project Management Overview Introduction to
Project Management Overview Introduction to
Project Management Overview Introduction to
Project Management Overview Introduction to
Project Management Overview Introduction to
Project Management Overview Introduction to
Project Management Overview Introduction to
Project Management Overview Introduction to
Project Management Overview Introduction to
Project Management Overview Introduction to
Project Management Overview Introduction to
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  • {NO ANIMATION} In this chapter we discuss the type of organization WSDOT is (project driven) and we look at the importance of project scheduling, especially within the MPD context, in delivering projects on time.
  • Organizational Drivers <click> Project Driven (temporary & unique) Or Non project driven (on-going) <click> Marketing, Engineering, Manufacturing (What are we? Primarily an Engineering Organization) <click> WSDOT (circle project driven) <click> (circle Engineering) <click> {At WSDOT, we are primarily a project driven, engineering organization} BACKGROUND INFO FOR INSTRUCTOR: The following discussion is quoted, inspired by and/or paraphrased from “A Guide to the Project Management Body of Knowledge” (PMBOK) by the Project Management Institute, Standards Committee, 1996. Organizations perform work which generally involves either operations (i.e. ongoing and repetitive) or projects (i.e. temporary endeavours undertaken to create a unique product or service). While most work may contain elements of both generally it is quite evident that the nature of work is predominantly projects OR operations in most organizations. Marketing – Selling/promoting a product or service Engineering – Designing/developing process or product Manufacturing – Production of product In WSDOT we are definitely a project driven organization designing and constructing new facilities or rebuilding existing facilities… each time we do so as a project.
  • Washington State Department of Transportation <click> Project Delivery (w/arrow) <click> & Accountability (w/arrow) [This is what Doug MacDonald's “bumper sticker” message from WSDOT is] THIS IS THE BOTTOM LINE MESSAGE OF WHAT WSDOT does as an organization WE DELIVER PROJECTS and are ACCOUNTABLE FOR DOING SO ON TIME and ON BUDGET and PROVIDING A QUALITY PRODUCT.
  • { NO ANIMATION} Project Delivery The basic objective Is to get the job done On time Within budget And according to specifications (standards & guidelines) Meeting or exceeding customer & stakeholder expectations
  • Overlapping Disciplines for successful project delivery <click> Application Area (w/ text & circle) Engineering <click> General Management (w/ text & circle) Personnel Administration Accounting <click> Project Management (w/ text & circle) These 3 discipline areas are all important to deliver a successful project. Scheduling is a part of Project Management. Application Area = technical skills, design manuals General Mgmt = accounting practices, Project Mgmt = tools directed specifically at delivering projects (Note: Engineering and Project Management are defined in more detail on the next 2 slides)
  • {NO ANIMATION} Engineering (w/picture) TOOLS Dictionary definition of Engineering – “The application of mathematical and scientific principles to practical ends as the design, construction, and operation of economical and efficient structures, equipment, and systems. TOOLS – WSDOT Design Manual, other manuals, software programs, your own experience and engineering judgment etc
  • Overlapping Disciplines for successful project delivery <click> Application Area (w/ text & circle) Engineering <click> General Management (w/ text & circle) Personnel Administration Accounting <click> Project Management (w/ text & circle) These 3 discipline areas are all important to deliver a successful project. Scheduling is a part of Project Management. Application Area = technical skills, design manuals General Mgmt = accounting practices, Project Mgmt = tools directed specifically at delivering projects (Note: Engineering and Project Management are defined in more detail on the next 2 slides)
  • { NO ANIMATION} Project Management (w/graphic) TOOLS –Design Manual chapter 140 TOOLS – PS8 Project Management software (maybe a participant or 2 additional examples of tools) DEFINITION is from PMBOK. Historically, WSDOT has been weak in providing tools for project management and scheduling. Now, WSDOT has new tools (DM 140 & PS8) to help develop and guide project managers in project delivery.
  • What is a “project” anyway? <click> “ Project” A temporary endeavor undertaken to create a unique product or service (underline temporary) – stress that a project is temporary, or has a finite duration for a… (underline unique product) - …unique product. A measurable “deliverable” for the customers and/or stakeholders. DEFINITION from PMBOK (Project Management Body of Knowledge) {Not just a ‘highway’ project, but all endeavors. All people (TT1 thru RA have responsibilities to deliver w/in a project}
  • 3 3 Basic Parameters of Project Management Requirements (w/bar) Time (w/ bar) Cost (w/bar) (Next slide will define these parameters) THE RESOURCE TRIANGLE DEPICTS THE THREE AREAS OF PROJECT MANAGEMENT THAT ARE EVER-PRESENT AND THAT EACH PROJECT MUST DEAL WITH.
  • 3 3 How are scope, schedule, and budget linked? (triangle w/ graphics) <click> Which Comes First? <click> You can prioritize the first (scope, schedule or budget), optimize the second and then accept the third. Initiation and Alignment defines the scope and is the foundation for further planning and execution. WBS is the framework for setting baselines for the schedule and the budget.
  • (Another reiteration from earlier in chapter 2. To develop a schedule, you need to work through the following steps.) And the way we develop the schedule is… <click> (Each bullet is animated with a click) (describe the development of each of the bulleted items and how they contribute to a completed project schedule.) (Pay attention and give a little more detail as to bullet #6 since it hasn’t really been addressed in the previous chapters)
  • My experience in the past with developing and managing a project goes like this… You are assigned a project… <click> Given the “parameters” or scope of the project.
  • (slide 21 with right figure changed) (rt. Text bubble w/ text) Initial enthusiasm to get going on a project!
  • And then the “top-down” approach, <click> The other 2 parameters, the time (schedule) and cost (budget) are already set.
  • Enthusiasm in now replaced with some hesitation, no input from the resources or their respective availability
  • Then the next thing that is asked is… <click> To develop the schedule (I thought they already told us when it’s finished?!) and develop the aging (Aging is the spending rate of the budget) which is for the budget that has already been set… You can probably see how “phony” or of little value this process is becoming…
  • And this goes back to the unbalanced weighting of the 3 circles (previous slide), as an agency, we have taken the time to train and develop the employees to prepare the design (scope), but how much effort is put into the development of the project management?
  • (Figure) <click> (thought bubble #1 w/ text) So we have the location of the project… <click> (thought bubble #2 w/ text) and the requirements and funding for the project… [Again, this is the where and what… the SCOPE (requirements) of the project)
  • (Figure) (thought bubble #1 w/ text) (thought bubble #2 w/ text) And the “top-down” schedule and budget…
  • (Figure) <click> (2 nd figure w/thought bubble & text) We start by making phone calls to others involved with the project development… <click> (2 nd figure w/thought bubble & text) and we begin to plug away at developing a schedule. (but now we use PS8 instead of MS Project)
  • (Gantt chart & large figure) (figure #1) (figure #2) (figure #3) (figure #4) (bubble w/ text) We then end up with a schedule is put together with minimal or no input and given to the team members… and forces the ad date that was given to the project manager. You can probably guess how accurate and how committed the project team is…
  • (Gantt chart & large figure) (figure #1) (figure #2) (figure #3) (figure #4) (bubble w/ text) A project manager needs to get input from the project team…
  • (Title w/ graphics) To develop a schedule and an estimated cost to complete, the project manager should Use an interdisciplinary team (IDT) approach. [This is best achieved at a pre-design, scoping, kick-off, stakeholders, or whatever you call it, meeting at the beginning of the project. Getting buy-in from all parties involved, getting resource commitments to time & costs, will allow the project manager to build a better schedule and have a better handle on managing the schedule, and managing any changes that come later in the project development]
  • Managing Project Delivery “ plan the work” (Developing the schedule and budget using and IDT approach) “ endorse the plan” (Getting buy-in and commitment from project team) This is only +/-10 % of project effort… “ Work the Plan” (active management of schedule and budget) This takes +/-90% of project effort.
  • Active Management of the Project Schedule & Budget Regular comparison of “ Planned” (activities, accomplishments, costs, etc.) With “ Actuals” (activities, accomplishments, costs, etc.) (highlight Active in title) (highlight Schedule & Budget in title)
  • Transcript

    • 1. Project Management Overview Introduction to Project Scheduling
    • 2. Project driven or Non Project driven Organizational “drivers” Marketing Engineering Manufacturing
    • 3. & Washington State Department of Transportation Project Delivery Accountability
    • 4. Meet or exceed customer and stakeholder expectations GET THE JOB DONE! Project Delivery Accountability
    • 5. Overlapping Disciplines for Successful Project Delivery Project Management Body of Knowledge Interpersonal Skills General Management Knowledge & Skills Understanding the Project Environment Application Area Knowledge, Standards, & Regulations PMBOK, Third Edition
    • 6. Engineering TOOLS  WSDOT Design Manual, etc.
    • 7. Overlapping Disciplines for Successful Project Delivery Project Management Body of Knowledge Interpersonal Skills General Management Knowledge & Skills Understanding the Project Environment Application Area Knowledge, Standards, & Regulations PMBOK, Third Edition
    • 8. Project Management TOOLS  Executive Order 1032.00 Project Management On-Line Guide PDIS, PS8, etc.
    • 9. Executive Order 1032.00
      • … directs WSDOT employees to deliver capital transportation projects consistent with the principles and practices of the department’s project management process.
      • Further direction given to:
        • Executive Managers
        • Project Managers
        • Project Team Members
        • Specialty Groups
        • HQ Staff
    • 10. Project Management On-Line Guide http://www.wsdot.wa.gov/Projects/ProjectMgmt/Process.htm
    • 11. “ Project” A temporary endeavor undertaken to create a unique product or service.
    • 12. “ Trade Off” Triangle” QUALITY BUDGET (Cost) PROJECT RISK SCOPE (Requirements) SCHEDULE (Time)
    • 13. How are Scope, Schedule, and Budget linked? Which Comes First? Prioritize, Optimize, Accept SCOPE BUDGET SCHEDULE
    • 14. The Project Team Project (Project Manager)  Manager  Manager  Manager  Manager  Manager  Manager  Manager
    • 15. Stakeholders Project Team Members  Managers $ ponsor Sr. Mgmt. Project Manager
    • 16. Project TO (Organization Breakdown Structure - OBS) $ ponsor Sr. Mgmt. Project Manager Team Member  Manager   Team Member Q S $ R
    • 17.
      • Project Description
      • Team Mission/ Assignment
      • Major Milestones
      • Boundaries
      • Team Identification
      • Roles & Responsibilities
      • Measures of Success
      • Operating Guidelines
      • Work Breakdown Structure (WBS) / Master Deliverables List (MDL)
      • Task Planning & Scheduling
      • Budget
      • Risk Planning
      • Communication Plan
      • Change Management Plan
      • Quality (QA/QC) Plan
      • Transition & Closure Plan
      • Project Team Commitment
      • Management Endorsement
      • Implement Transition Plan
      • Review Lessons Learned
      • Reward & Recognize
      • Archive
      • Managing Scope, Schedule & Budget
      • Manage Risks
      • Manage Change
      • Communicate
        • Progress
        • Issues
        • Lessons Learned
      Project Management Process Initiate & Align Endorse the Plan Work the Plan Transition & Closure Continuous Communication Plan the Work
    • 18.
      • Team Mission Statement
      • Work Breakdown Structure
      • Task Planning & Analysis
      • Precedence or Network Diagram
      • Resource loaded schedule
      • Resolve resource conflicts & risk
      • Endorsement & Commitment
      Schedule Building Blocks
    • 19.
      • Here is your new project –
        • SR #,
        • M.P. limits,
        • Program
    • 20.
      • Here is your new project –
        • SR #,
        • M.P. limits,
        • Program
      All right! Lets do it!
    • 21. And the AD date is February 19, 2007 (at 10:00). And the project P.E. budget is $850,000.
    • 22. O.K.,If you say so! And the AD date is February 19, 2007 (at 10:00). And the project P.E. budget is $850,000.
    • 23. Uncertainty Time “Top-down” estimate approach (Analogous Estimating - based on previous project experience)
    • 24. Now, put together a schedule that will meet this AD date and do a monthly aging of that funding.
    • 25. O.K., yeah. You bet. I’ll get right on it! Now, put together a schedule that will meet this AD date and do a monthly aging of that funding.
    • 26. Cumm. $’s Time
      • 16 months
      • $850,000
      • $53K/month
    • 27. SR # M.P. # to M.P. # I - ? Program
    • 28. AD date of February 19, 2007 ? “ Budget” of $850,000 ?
    • 29. Guess I’ll make some phone calls I’ve got PS8! I’ll get this project schedule ready!
    • 30. O.K., everybody, here is the project schedule. Please meet the listed submittal dates. Thanks! Now 2/19/07
    • 31. Oh? Yeah, right! O.K., sure! Now Whatever...
    • 32. Use an interdisciplinary team approach Schedule & Budget Development
    • 33. Project Performance Baseline “ Progressive Elaboration” Work Breakdown Structure (WBS) Risk Planning Budget Task Planning & Scheduling
    • 34. Project Performance Baseline Change Management Plan Quality Plan (QA/QC) Communication Plan Transition & Closure Plan Project Management Plan Project Management Plan (including Initiate & Align documentation)
    • 35.
      • Project Description
      • Team Mission/ Assignment
      • Major Milestones
      • Boundaries
      • Team Identification
      • Roles & Responsibilities
      • Measures of Success
      • Operating Guidelines
      • Work Breakdown Structure (WBS) / Master Deliverables List (MDL)
      • Task Planning & Scheduling
      • Budget
      • Risk Planning
      • Communication Plan
      • Change Management Plan
      • Quality (QA/QC) Plan
      • Transition & Closure Plan
      • Project Team Commitment
      • Management Endorsement
      • Implement Transition Plan
      • Review Lessons Learned
      • Reward & Recognize
      • Archive
      • Managing Scope, Schedule & Budget
      • Manage Risks
      • Manage Change
      • Communicate
        • Progress
        • Issues
        • Lessons Learned
      Project Management Process Initiate & Align Endorse the Plan Work the Plan Transition & Closure Continuous Communication Plan the Work
    • 36. “ Plan the Work” “ Work the Plan” “ Endorse the Plan” + 10% of Project effort + 90% of Project effort “ Initiate & Align” Managing Project Delivery Scalability
    • 37. Regular comparison of “ Planned” (activities, accomplishments, costs, etc) with “ Actuals” (activities, accomplishments, costs, etc) Active Project Management
    • 38.
      • Project Description
      • Team Mission/ Assignment
      • Major Milestones
      • Boundaries
      • Team Identification
      • Roles & Responsibilities
      • Measures of Success
      • Operating Guidelines
      • Work Breakdown Structure (WBS) / Master Deliverables List (MDL)
      • Task Planning & Scheduling
      • Budget
      • Risk Planning
      • Communication Plan
      • Change Management Plan
      • Quality (QA/QC) Plan
      • Transition & Closure Plan
      • Project Team Commitment
      • Management Endorsement
      • Implement Transition Plan
      • Review Lessons Learned
      • Reward & Recognize
      • Archive
      • Managing Scope, Schedule & Budget
      • Manage Risks
      • Manage Change
      • Communicate
        • Progress
        • Issues
        • Lessons Learned
      Project Management Process Initiate & Align Endorse the Plan Work the Plan Transition & Closure Continuous Communication Plan the Work

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