Project Management Briefing

Background BSME, Masters Organizational Development, PMP Quality improvement instructor Adjunct professor at Keller and Franklin 20 years industry experience in PM Customer facing Internal customers Director – Applications Delivery Progressive Medical Organizer – Central Ohio PMO leaders forum

BSME, Masters Organizational Development, PMP

Quality improvement instructor

Adjunct professor at Keller and Franklin

20 years industry experience in PM

Customer facing

Internal customers

Director – Applications Delivery Progressive Medical

Organizer – Central Ohio PMO leaders forum

Agenda Introductions/expectations PM101 What is a project and project management? Roles and responsibilities The project process Teamwork Communication Managing Expectations Key Decision Points The Change Equation Feedback Survey Data Analysis and action planning

Introductions/expectations

PM101

What is a project and project management?

Roles and responsibilities

The project process

Teamwork

Communication

Managing Expectations

Key Decision Points

The Change Equation

Feedback Survey Data

Analysis and action planning

Introductions/expectations What do you want to get out of today? Quick survey

What do you want to get out of today?

Quick survey

What is a project ? Temporary endeavor undertaken to create a unique product or service Carried out by people to meet a specific objective Schedule, resources, scope/quality

Temporary endeavor undertaken to create a unique product or service

Carried out by people to meet a specific objective

Schedule, resources, scope/quality

Objectives of a Project 3 Project Objectives: Performance Time Cost Expectations of clients are not an additional target, but an inherent part of the project specifications

3 Project Objectives:

Performance

Time

Cost

Expectations of clients are not an additional target, but an inherent part of the project specifications

The Definition of a “Project” Must make a distinction between terms: Program - an exceptionally large, long-range objective that is broken down into a set of projects Task - set of activities comprising a project Work Packages - division of tasks Work Units - division of work packages In the broadest sense, a project is a specific, finite task to be accomplished

Must make a distinction between terms:

Program - an exceptionally large, long-range objective that is broken down into a set of projects

Task - set of activities comprising a project

Work Packages - division of tasks

Work Units - division of work packages

In the broadest sense, a project is a specific, finite task to be accomplished

Characteristics of a Project Have a purpose Have a life cycle Interdependencies Uniqueness Conflict

Have a purpose

Have a life cycle

Interdependencies

Uniqueness

Conflict

What is project management ? A set of processes, systems and techniques for effective planning and control of projects and programs

A set of processes, systems and techniques for effective planning and control of projects and programs

Why Project Management? Companies have experienced: Better control Better customer relations Shorter development times Lower costs Higher quality and reliability Higher profit margins Sharper orientation toward results Better interdepartmental coordination Higher worker morale

Companies have experienced:

Better control

Better customer relations

Shorter development times

Lower costs

Higher quality and reliability

Higher profit margins

Sharper orientation toward results

Better interdepartmental coordination

Higher worker morale

Top 10 reasons for project success User involvement Executive Management Support Clear Statement of Requirements Proper Planning Realistic Expectations Smaller Project Milestones Competent Staff Ownership Clear Vision & Objectives Hard-Working, Focused Staff Source: Standish Group

User involvement

Executive Management Support

Clear Statement of Requirements

Proper Planning

Realistic Expectations

Smaller Project Milestones

Competent Staff

Ownership

Clear Vision & Objectives

Hard-Working, Focused Staff

The Project Life Cycle Stages of a Conventional Project: Slow beginning Buildup of size Peak Begin a decline Termination

Stages of a Conventional Project:

Slow beginning

Buildup of size

Peak

Begin a decline

Termination

The Project Life Cycle

The Project Life Cycle Time distribution of project effort is characterized by slow-rapid-slow

Time distribution of project effort is characterized by slow-rapid-slow

The Project Life Cycle Risk during project life cycle With most projects there is some uncertainty about the ability to meet project goals Uncertainty of outcome is greatest at the start of a project Uncertainty decreases as the project moves toward completion

Risk during project life cycle

With most projects there is some uncertainty about the ability to meet project goals

Uncertainty of outcome is greatest at the start of a project

Uncertainty decreases as the project moves toward completion

Project processes Initiating Definition/ planning Execution Closeout Idea/need Close out Celebrate Charter Plan Deliverables Teamwork, communications, expectation mgmt, decision making

Roles and responsibilities Project Manager Charter Project plan Close out report Senior Management Team Members Other Stakeholders End users Project Client/ Sponsor Support Staff

Initiation Who: Project sponsor, project manager, senior management What: Project charter Why: Provide team direction Explain rationale for project Define expectations Define limit, constraints, priorities Provide foundation for project planning Assurance Resources Scope Idea/need Charter Go/no go?

Who: Project sponsor, project manager, senior management

What: Project charter

Why:

Provide team direction

Explain rationale for project

Define expectations

Define limit, constraints, priorities

Provide foundation for project planning

Initiation Scope Customer needs and requirements Organizational needs and requirements Acceptance criteria Assurance Risk limit Reviews and approval required Status reports required Resources Team assignments Deadlines Spending and staffing limit Constraints Project priorities

Scope

Customer needs and requirements

Organizational needs and requirements

Acceptance criteria

Assurance

Risk limit

Reviews and approval required

Status reports required

Resources

Team assignments

Deadlines

Spending and staffing limit

Constraints

Project priorities

Initiation – The Charter Business case Project objectives Project customer Customer needs Customer requirements Final Deliverables Customer acceptance criteria Organizational goals/priorities Organizational acceptance criteria Risk limits Review and approval required Status reports required Team assigments Deadlines Spending and staffing limit Constraints “ If you know where you are going you are likely to get there.” Yogi Berra

Business case

Project objectives

Project customer

Customer needs

Customer requirements

Final Deliverables

Customer acceptance criteria

Organizational goals/priorities

Organizational acceptance criteria

Risk limits

Review and approval required

Status reports required

Team assigments

Deadlines

Spending and staffing limit

Constraints

Definition/Planning Who: Project manager, project team, customers What: Project Plan Why: Make sure there is agreement between sponsor, customer and project team on what final deliverables will be To describe in detail the things that must be produced by whom by when To clarify boundaries of project responsibility To create a referencable document to manage validation, expectation and change against Assurance Resources Scope Charter Project Plan Go/no go?

Who: Project manager, project team, customers

What: Project Plan

Why:

Make sure there is agreement between sponsor, customer and project team on what final deliverables will be

To describe in detail the things that must be produced by whom by when

To clarify boundaries of project responsibility

To create a referencable document to manage validation, expectation and change against

Project processes Initiating Definition/ planning Execution Closeout Idea/need Close out Celebrate Charter Plan Deliverables Teamwork, communications, expectation mgmt, decision making

Definition/Planning Scope Final and interim deliverables Scope boundaries Subproject breakdown Assurance Risks and countermeasures Reviews and approval Status reports Resources Team composition Schedules Spending and staffing estimates

Scope

Final and interim deliverables

Scope boundaries

Subproject breakdown

Assurance

Risks and countermeasures

Reviews and approval

Status reports

Resources

Team composition

Schedules

Spending and staffing estimates

Definition/Planning – The Project Plan Project Charter Project Definition/Scope Statement Work Breakdown Structure Network Diagram Staffing Plan Schedule Risk analysis Budget Assumptions Communication plan Quality plan Management plan Project control plan Responsibility charts

Project Charter

Project Definition/Scope Statement

Work Breakdown Structure

Network Diagram

Staffing Plan

Schedule

Risk analysis

Budget

Assumptions

Communication plan

Quality plan

Management plan

Project control plan

Responsibility charts

Definition/Planning Tools Stakeholder analysis Work breakdown structure Gantt charts Network diagrams Templates Documentation analysis Previous lessons learned Estimation databases

Stakeholder analysis

Work breakdown structure

Gantt charts

Network diagrams

Templates

Documentation analysis

Previous lessons learned

Estimation databases

Execution and control Who: Project manager, project team, customer What: Final Deliverables Execute the plan Manage change Produce and validate deliverables Manage Change Report Progress Monitor progress Project Plan Final Deliverables

Who: Project manager, project team, customer

What: Final Deliverables

Execute the plan

Manage change

Produce and validate deliverables

Execution and control Monitor progress Scope Assurance Resources Manage Change Monitor the environment Change requests Manage change Report Progress Team meetings Status reports Sponsor/customer review and signoff meetings

Monitor progress

Scope

Assurance

Resources

Manage Change

Monitor the environment

Change requests

Manage change

Report Progress

Team meetings

Status reports

Sponsor/customer review and signoff meetings

Cost of change The longer you wait to make the change the more it will cost!!

Execution/control tools Progress reviews Change control Environmental scanning Assumption validation Variance analysis Trend projection Validation techniques Performance reporting

Progress reviews

Change control

Environmental scanning

Assumption validation

Variance analysis

Trend projection

Validation techniques

Performance reporting

Closeout Who: Project manager, project team, customer, sponsor What: Close out report Transition to operations Capture lessons learned Create reference documentation for future Lessons Learned Sponsor Review Solicit feedback Close out report Final Deliverables Celebrate!!

Who: Project manager, project team, customer, sponsor

What: Close out report

Transition to operations

Capture lessons learned

Create reference documentation for future

Closeout Solicit Feedback Customer Sponsor Team members Other stakeholders Lessons Learned Scope Assurances Resources Project Process Team Process Sponsor review Lessons learned Recommendations for improvement

Solicit Feedback

Customer

Sponsor

Team members

Other stakeholders

Lessons Learned

Scope

Assurances

Resources

Project Process

Team Process

Sponsor review

Lessons learned

Recommendations for improvement

Teamwork Consider all stakeholders as part of the team Team leadership Accountability – Individual and mutual Trust Team mission objectives Team meetings Criteria for success Decision making Conflict resolution Make sure team sees the end customer

Consider all stakeholders as part of the team

Team leadership

Accountability – Individual and mutual

Trust

Team mission objectives

Team meetings

Criteria for success

Decision making

Conflict resolution

Make sure team sees the end customer

Communication The single biggest determinant of project success Number of possible communication paths: (n 2 – n)/2 where n = number of people involved Transparency – Action must not be secretive: the community members must know what is going on.

The single biggest determinant of project success

Number of possible communication paths: (n 2 – n)/2 where n = number of people involved

Transparency – Action must not be secretive: the community members must know what is going on.

Communication upward To whom: Senior executive About what: Highlight issues, risks, and exceptions Tools used: Exception reports Weekly status reports Project charter E-mail updates Face-to-face reviews Communication plan Strengthens buy in and support from top Source: Jason P. Charvat No surprises

To whom: Senior executive

About what: Highlight issues, risks, and exceptions

Tools used:

Exception reports

Weekly status reports

Project charter

E-mail updates

Face-to-face reviews

Communication plan

Strengthens buy in and support from top

Communication Laterally To whom: Clients, vendors, functional managers About what: Negotiations for resources, budgets, time allocations Tools used: Communication Plan Statement of Work Contracts E-mail Requires diplomacy and tact Source: Jason P. Charvat Manage tradeoffs and get resources

To whom: Clients, vendors, functional managers

About what: Negotiations for resources, budgets, time allocations

Tools used:

Communication Plan

Statement of Work

Contracts

E-mail

Requires diplomacy and tact

Communication Downward To who: Project team to provide direction About what: Highlight tasks pending, scheduled tasks, dates, and general team briefings Tools used: Agendas, minutes E-mail Project Brief Project Plan Issue logs Requires delegation skills Source: Jason P. Charvat Execute the plan

To who: Project team to provide direction

About what: Highlight tasks pending, scheduled tasks, dates, and general team briefings

Tools used:

Agendas, minutes

E-mail

Project Brief

Project Plan

Issue logs

Requires delegation skills

Managing expectations Sponsors/clients Requirements Validation points Change control Peers Manage the “white space” – handoff – interfaces Resources Team members Roles, responsibility, accountabilities Project boundaries

Sponsors/clients

Requirements

Validation points

Change control

Peers

Manage the “white space” – handoff – interfaces

Resources

Team members

Roles, responsibility, accountabilities

Project boundaries

Key Decision points Charter Scope Resources Risks Project Plan Team resourcing Baseline Budgets Schedule Scope Change control Customer acceptance

Charter

Scope

Resources

Risks

Project Plan

Team resourcing

Baseline

Budgets

Schedule

Scope

Change control

Customer acceptance

The Change Equation Change = (D)(V)(F) > cost of change D = Dissatisfaction with status quo V = Vision of the change F = Process for making change occur The realities D but no V or F = frustration D and F but no V = flavor on month V and F but no D = wishful thinking that eventually turns into passivity

Change = (D)(V)(F) > cost of change

D = Dissatisfaction with status quo

V = Vision of the change

F = Process for making change occur

The realities

D but no V or F = frustration

D and F but no V = flavor on month

V and F but no D = wishful thinking that eventually turns into passivity

Things to ponder On the importance of planning - To act is easy; to think is hard.— Goethe On defining requirements - To acquire information, one must ask, to acquire knowledge, one must study; but to acquire wisdom, one must observe On the project manager - Leadership is the capacity to translate vision into reality. --Warren G. Bennis On defining deliverables - We think in generalities, but we live in detail. Alfred North Whitehead On why we use PM - "He means well" is useless unless he does well. –Plautus

On the importance of planning - To act is easy; to think is hard.— Goethe

On defining requirements - To acquire information, one must ask, to acquire knowledge, one must study; but to acquire wisdom, one must observe

On the project manager - Leadership is the capacity to translate vision into reality. --Warren G. Bennis

On defining deliverables - We think in generalities, but we live in detail. Alfred North Whitehead

On why we use PM - "He means well" is useless unless he does well. –Plautus

Thank you