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60 minutes to pm

  1. 1. 60 Minutes to Better Project Management Mohammed Osman, eMBA, P.Eng, PMP Afrina Company Qatar Doha Training Day August 01, 2006
  2. 2. About The Presenter <ul><li>Civil Engineer </li></ul><ul><li>Project Management Focus </li></ul><ul><ul><li>Technical, Construction </li></ul></ul><ul><li>Project Manager </li></ul><ul><li>PMI Certified </li></ul><ul><li>Member: APEG, PMI </li></ul>
  3. 3. Objective <ul><li>To provide you with tools and techniques for managing projects of varying size without adding unnecessary overhead. </li></ul>
  4. 4. Agenda <ul><li>Importance of Project Management </li></ul><ul><li>Key Planning Documents </li></ul><ul><li>Scope and Risk Management </li></ul><ul><li>Communications Management </li></ul><ul><li>Protecting Your PM Knowledge Base </li></ul><ul><li>Toolkit Summary </li></ul><ul><li>Questions and Answers </li></ul>
  5. 5. Project Manager <ul><ul><li>The conductor </li></ul></ul><ul><ul><li>of an orchestra </li></ul></ul>
  6. 6. Definitions Project – a temporary endeavor undertaken to create a unique product or service with a defined start and end point and specific objectives that, when attained, signify completion. Project Management – The application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project PM = organized common sense!!
  7. 7. The Importance of Project Management “ Good fortune brings in some boats that are not steered. Only direction can bring in the fleet.” -- William Shakespeare
  8. 8. Why We Need Improvement <ul><li>Only 28% of Projects Succeed! </li></ul><ul><li>Common Reasons for Failure </li></ul><ul><ul><li>Unrealistic Time Frames </li></ul></ul><ul><ul><li>Scope Creep </li></ul></ul><ul><ul><li>Changing Deliverables </li></ul></ul><ul><ul><li>Scope Hard to Define </li></ul></ul><ul><ul><li>Poor Communication </li></ul></ul>Source: Rita Mulcahy, PMP, RMC Project Management
  9. 9. How Can We Prevent Failure? Source: Rita Mulcahy, PMP, RMC Project Management Tools to Reduce Threat Failure Factor Threat Communication Plan Poor Communication Project Charter, WBS Scope Hard to Define Project Charter, Triple Constraint Analysis Changing Deliverables Project Charter, WBS Scope Creep WBS, Network Diagram Unrealistic Time Frames
  10. 10. Project Management Processes Source: PMBOK 2000, PMI
  11. 11. Key Planning Documents “ If You Fail to Plan, You Plan to Fail!”
  12. 12. Project Charter <ul><li>Defines and Authorizes the Project </li></ul><ul><li>Identifies the Project Manager </li></ul><ul><li>States the Project Objectives </li></ul><ul><li>Reinforces the Business Case </li></ul><ul><li>Product Description/Deliverables </li></ul><ul><li>One Page Maximum! </li></ul>
  13. 13. Sample Project Charter Source: Rita Mulcahy, PMP, RMC Project Management
  14. 14. Work Breakdown Structure <ul><li>Graphical Representation of Scope </li></ul><ul><li>Useful Visual Tool for Stakeholders </li></ul><ul><li>Easy to Create (Visio or Org Chart SW) </li></ul><ul><li>Excellent Planning and Scope Tool </li></ul><ul><li>Start With Post-Its and a Whiteboard </li></ul>
  15. 15. Sample WBS Reference: PMBOK 2000, PMI
  16. 16. AMTC E&M Systems Installation Contracts E&M Systems Supply Contracts Trackwork Sub-Contracts Construction Preparation Sub-Contracts Guideway Construction Sub-Contracts Control Centre Construction Contract Uhud Depot Construction Contract Design Sub-Contracts Station Construction Sub-Contracts Stations Guideway El. Alignment Several sub-contracts Substructure Section 2 Substructure Section 3 Substructure Section 1 Superstructure Construction Administration Division Trackwork design, supply & installation Transformer/rectifiers Switch panel Traction power network SCADA Communications Signaling system Fare collection system Rolling stock Wheel milling lathe Vehicle washing system Special equipment Communications Signaling system Power supply Fare collection Equipment supervision E&M installation supervision (10) 1 contract 1 contract ALMADINAH MONORAIL PROJECT EPC Contract for Proposed Tender Plan Uhud Stations Sabaq Baqi Quba Station 5,6 Civil Works EPC Contract Design Contracts Communications Signaling Train operations PS&D Control Centre Fare collection Design supervision North Depot Design management Geotechnical& Survey (2 contracts) E&M Integration Management Advisory Services 1 sub-contract 45 Contracts for Elevated Section Figure 8.1-1b Tender Plan for EPC Contract for Civil Works
  17. 17. Responsibility Assignment Matrix <ul><li>Mapping of Roles and Responsibilities </li></ul><ul><li>Excellent Resource Planning Tool </li></ul><ul><li>Types of Roles </li></ul><ul><ul><li>Responsible (R) </li></ul></ul><ul><ul><li>Approve (A) </li></ul></ul><ul><ul><li>Contribute/Consult (C) </li></ul></ul><ul><ul><li>Informed (I) </li></ul></ul>
  18. 18. Sample RAM Reference: “Delivering Project Excellence with the Statement of Work” Michael G.Martin, PMP … A I I A Client R R R I General Contractor Finish C Rough In C Demolition R Planning Laborer Architect
  19. 19. Milestone Charts <ul><li>Key Events with Dates </li></ul><ul><li>Strong Visual Aid – Status Meetings </li></ul><ul><li>Excellent Communication Tool </li></ul><ul><ul><li>Management, Customers, Vendors, … </li></ul></ul><ul><li>Easily Developed Using Visio </li></ul><ul><li>MS Project  Visio Integration </li></ul>
  20. 20. Sample Milestone Chart
  21. 21. Scope and Risk Management “ How does a project get to be a year behind schedule? One day at a time!” -- Anonymous
  22. 22. The Triple Constraint Time Cost Scope Source: “Delivering Project Excellence with the Statement of Work” Michael G.Martin, PMP
  23. 23. Scope Management <ul><li>Most Challenging PM Aspect </li></ul><ul><li>Changes in Scope Usually Increase Risk! </li></ul><ul><li>Establish a Change Control Process </li></ul><ul><li>Require Change Request Forms </li></ul><ul><li>Perform a Thorough Impact Analysis </li></ul><ul><li>Maintain a Change Control Log </li></ul>
  24. 24. Sample Change Control Form Source: “Delivering Project Excellence with the Statement of Work” Michael G.Martin, PMP
  25. 25. Risk Management <ul><li>All Projects Encompass Risk </li></ul><ul><li>Risk Response Planning </li></ul><ul><ul><li>Avoid, Transfer, Mitigate, Accept </li></ul></ul><ul><li>Assign Risk Owners </li></ul><ul><li>Determine Risk Response Before Risk Trigger Occurs </li></ul><ul><li>Most Important Weekly Agenda Item </li></ul>
  26. 26. Issues, Risks, and Key Decisions <ul><li>Maintain a Consolidated List (Excel) </li></ul><ul><li>Each Item Uniquely Numbered (1..N) </li></ul><ul><li>Ranked By Severity (Low, Med, High) </li></ul><ul><li>Centrally Maintained by One Person! </li></ul><ul><li>Distribute With Weekly Status Report </li></ul><ul><li>Key Document for Project Archives </li></ul>
  27. 27. Sample I/R/KD Log
  28. 28. Communications Planning “ Project Managers Spend 90% of Their Time Communicating” -- PMI
  29. 29. Weekly Status Report <ul><li>1- 2 Page Maximum Length </li></ul><ul><li>Bullet Points - Make it Easy to Read! </li></ul><ul><li>Accomplishments from Previous Week </li></ul><ul><li>“Top 10 List” for the Coming Week </li></ul><ul><li>E-Mail 24 Hours Prior to Status Meeting </li></ul><ul><li>Attach Issues/Risks/Key Decisions Log </li></ul>
  30. 30. Status Meetings <ul><li>60 Minute Time Limit </li></ul><ul><li>Publish Agenda 24 Hours Prior </li></ul><ul><li>Phone Conference/Web Instructions </li></ul><ul><ul><li>Maintain Same Conference ID if Possible </li></ul></ul><ul><li>Base Information on Status Report </li></ul><ul><li>Keep it Visual and Interesting! </li></ul><ul><ul><li>PowerPoint </li></ul></ul>
  31. 31. Steering Committee Meetings <ul><li>Every Two Weeks or As Necessary </li></ul><ul><li>Schedule in Advance </li></ul><ul><li>Top Stakeholders / Key Decision Makers </li></ul><ul><li>Working Session – Not Status </li></ul><ul><li>Document any Decisions in I/R/KD Log </li></ul>
  32. 32. Protecting the Knowledge! Help Strengthen Your Firm’s Project Management Skills!
  33. 33. Lessons Learned <ul><li>Document Key Lessons from Project </li></ul><ul><li>Involve the Entire Team </li></ul><ul><li>The Good, The Bad, and The Ugly! </li></ul><ul><li>Collect During Project Close-Out </li></ul><ul><li>Include in Project Archives </li></ul><ul><li>Useful for Future Projects </li></ul>
  34. 34. Project Archives <ul><li>Central Repository - Project Deliverables </li></ul><ul><li>Enhances Your PM Knowledge Base </li></ul><ul><li>Online is Preferable to Paper </li></ul><ul><ul><li>Scan paper documents if possible </li></ul></ul><ul><li>Intranet, Common Network Drive, Document Mgt, Outlook Public Folder, … </li></ul><ul><li>Central Location, Secure and Backed-Up! </li></ul>
  35. 35. Toolkit Summary Keep These Tools Handy and Use Them When Appropriate
  36. 36. Tools for Every PM Process X X X X Control X X Milestone Plans X X Detailed Plan X X X X I/R/KD X WBS X Charter Close Execute Plan Initiate
  37. 37. Tools for Every PM Process X X X X X Archives X X Control X Lessons Learned X X X X Status Report X X Change Request X RAM Close Execute Plan Initiate
  38. 38. PM Processes Scope Schedule Cost Planning Executing Controlling Initiating Closing
  39. 39. <ul><li>The Project Management Plan is: </li></ul><ul><li>An established PM best practice </li></ul><ul><li>the project roadmap for performing the job correctly, on time, and within budget </li></ul><ul><li>designed to plan, manage and control project execution </li></ul><ul><li>first drafted before kick off and completed early in the Business Requirements Phase </li></ul><ul><li>updated throughout the project life cycle to reflect changes </li></ul><ul><li>ensures that all stakeholders are aligned on scope, delivery strategy, roles, responsibilities, deadlines, and acceptance criteria </li></ul><ul><li>prepared and maintained by the Project Manager through input from and dialogue with the project team </li></ul><ul><li>the baseline to measure project performance </li></ul>What is a Project Management Plan ?
  40. 40. <ul><li>to clarify the mandate obtained by the Project Manager from the Sponsor </li></ul><ul><li>to clearly confirm the boundaries (scope) of the project and the product </li></ul><ul><li>to clearly establish the delivery strategies, key milestones and management dimensions </li></ul><ul><li>to communicate effectively with all stakeholders including all project team members </li></ul><ul><li>It is the primary communication source </li></ul>Why a Project Management Plan ?
  41. 41. <ul><li>It’s an evolving strategic plan – prepare it and communicate it at the kick off meeting </li></ul><ul><li>It’s a mandate - a statement of work (it’s not intended to be a repository of project data and status) </li></ul><ul><li>It’s the what and how the project team will deliver the product </li></ul><ul><li>It is the presentation vehicle for Phase Approvals </li></ul><ul><li>Must be signed-off by the project Sponsor </li></ul>Key Purpose of Project Management Plan
  42. 42. The contents of a Project Management Plan <ul><li>1. EXECUTIVE SUMMARY </li></ul><ul><li>1.1 What and Why </li></ul><ul><li>1.2 When </li></ul><ul><li>1.3 How Much </li></ul><ul><li>1.3.1 Development Cost </li></ul><ul><li>1.3.2 Maintenance Support Costs </li></ul><ul><li>1.4 Key Risks </li></ul><ul><li>1.5 Key Players </li></ul><ul><li>2. PROJECT DRIVERS </li></ul><ul><li>2.1. Purpose and Objectives </li></ul><ul><li>2.2. Scope </li></ul><ul><ul><li>2.2.1 Product/Service Scope </li></ul></ul><ul><ul><li>2.2.2 Project Scope </li></ul></ul><ul><li>2.3. Dependencies </li></ul><ul><li>2.4. Assumptions </li></ul><ul><li>2.5. Constraints </li></ul><ul><li>2.6. Benefits </li></ul><ul><li>2.7. Impacts on the business </li></ul><ul><li>2.8. Strategies & Tactics </li></ul><ul><li>2.9. Success Criteria </li></ul><ul><li>DELIVERY STRATEGY & APPROACH </li></ul><ul><li>3.1. Strategy </li></ul><ul><li>3.2. Approach </li></ul><ul><li>4. MANAGEMENT DIMENSIONS </li></ul><ul><ul><li>4.1. Governance </li></ul></ul><ul><ul><li>4.2. Change management </li></ul></ul><ul><ul><li>4.3. Risk Management </li></ul></ul><ul><ul><li>4.4. Time/Schedule Management </li></ul></ul><ul><ul><li>4.5. Cost Management </li></ul></ul><ul><li> 4.6 Quality Management and V&V </li></ul><ul><ul><li>4.7. Resource Management </li></ul></ul><ul><ul><li>4.8. Communication Management </li></ul></ul><ul><ul><li>4.9. Vendor Management </li></ul></ul><ul><li> 4.10. IS/IT Impacts </li></ul><ul><li> 4.10.1 On the IS/IT Infrastructure </li></ul><ul><li> 4.10.2 On Maintenance/Support Operation </li></ul><ul><li> 4.11. Architecture </li></ul><ul><ul><li>4.11.1 Present Mode of Business: </li></ul></ul><ul><ul><li>4.11.2 Future Mode of Business: </li></ul></ul><ul><li>A. REFERENCES </li></ul><ul><li>B. GLOSSARY </li></ul>
  43. 43. Resources <ul><li>Project Management Institute (PMI) </li></ul><ul><ul><li>www.pmi.org </li></ul></ul><ul><li>“ Delivering Project Excellence with the Scope of Work,” Michael G. Martin, PMP </li></ul><ul><li>PMBOK 2000, PMI </li></ul><ul><li>“ PMP Exam Prep,” Rita Mulcahey, PMP </li></ul><ul><li>RMC Project Management </li></ul><ul><ul><li>www.rmcproject.com </li></ul></ul>
  44. 44. Questions and Answers