A project is a temporary endeavor undertaken to create a unique product or service.
Project management is the application of knowledge, skills, tools and techniques to project activities in order to meet or exceed stakeholder needs and expectations.
The Context – Consulting Lifecycle
Project Management Processes
The Framework Project Delivery Life Cycle Project Management Processes Project Management Responsibilities Initiate Plan Execute Control Closure
Project Management – the Relationship Project Management Knowledge and Practice Planning, organizing, staffing, executing, controlling operations of an ongoing enterprise . Project categories with significant elements not present in other categories. Technical elements (software, construction) Management elements (govt. contracting, product development) Industry elements (automotive, financial elements) General Management Knowledge and Practice Application Area Knowledge and Practice
Project Life Cycle - Examples ERP Implementation Activity Based Management
Consulting Methodologies http://www.sgi.com/ http://www.murrayconsulting.org/ Develop business case and strategy report Propose solution, proof of concept, and rapid pilot Quality and project planning, propose implementation Solution design, system test, and knowledge transfer User testing, tuning, feedback and training Operational support and maintenance New features, enhancements, and follow up
The Consulting Process
Stages in the Consulting Process Evaluation Commitment Engagement Closure Maintenan ce
High level lead qualification
Client organization analysis
An approach to the potential project : s takeholder identification; Scope & objectives; I nitial effort and cost estimates ; P roject plan outline; Skills required; Staffing approach ;
Outline of the value proposition; Potential benefits; Critical risks; The contractual basis
Objective: To ensure that all factors related to the opportunity are considered prior to committing resources to propose for the work. This stage determines whether the client is one that the delivery organization is willing to be associated with, and that the opportunity is one the delivery organization wishes to undertake.
Potential change identification
Project approach development
Proposal and contract development
Contract negotiation and agreement
An approach, scope and objectives to the potential project
One of the following:
A contract is signed
The delivery organization decides not to propose
The client rejects the delivery organization's final proposal
Objective: To r each a mutually acceptable agreement on how to perform the project. If the opportunity is one that the delivery organization wishes to pursue then it builds commitment to the assignment.
Manage the stage with project management processes
Supporting project management documentation
Sign offs on phase deliverables/ intermediate work products
Final deliverable to meet the project objective
Objective: To transition to the envisioned state within the agreed scope. This stage is the ‘‘main course,’’ as it represents the focal point of the consulting engagement. Building upon what has come before, the consultant progressively undertakes a particular course of action to deal with the client’s situation and address the organization’s needs.
Measure client satisfaction
Harvest project knowledge
Confirm project completion
Finalize billing and collection
Plan for continuous maintenance and improvement
Formal evaluation documentation, including evaluation criteria & measurement, and summary reports
Objective: To close the project in an orderly manner. E valuation of project results determine the extent to which anticipated goals have been achieved. After closure the consultant may either move on to another project for the client or move on to another assignment elsewhere.
Providing client management with information current / future events
Receiving feedback on success by client management as a result of consulting assignment
Better relationship between the client and the consultant
A returning client for a subsequent assignment
Objective: It isn’t over until it’s over. For the successful consultant it is never over. This is the period during which consultants develop a post-project strategy for maintaining client contact, protecting their investment, and migrating their involvement to other areas within the account.
Iteration of the Processes Maintain Close Evaluate Commit Engage
Process Overlaps Initiating Planning Executing Controlling Closing
Identify all project stakeholders and their goals or interests
Communicate with stakeholders to firm up their commitments
Mobilize infrastructure for project
Mobilize project staff for the phase
Conduct project/phase kickoff meeting
Conduct initial team orientation/ training
Defining a project and organizing to start a project or a phase within a project. Definition and justification phase of a project is by definition started without a detailed plan. However, follow-on phases are initiated based on the plan developed as a deliverable of the previous phase.
Training to project team
Risk mitigation plan
Developing / maintaining a workable plan to execute the project/phase activities. Planning defines what needs to be done, when, by whom, and all resource requirements. Planning is a continuous process that interacts with project initiation, execution, and control. Level of detail depends on where the project is in its life cycle and its intended use.
Project procurement administration
Coordinating and authorizing people or other resources to carry out the plan. The project management activities in this phase are implementation of management mechanisms defined in the planning process.
Project plan tracking
Incidence management – monitor the effectiveness of the issue resolution, scope change request procedures
Project review meetings with stakeholders
Monitor resource utilization
Identify potential time, cost over-runs
The purpose of the project management control process is to identify potential problems early and prevent them from happening, or if that is not possible, minimizing their impact. Preventing problems is far easier and less costly than solving them. Listed below are some potential problems that may arise.
Obtain formal confirmation of project lifecycle phase closure
Measure client satisfaction
Review of project plan, scope and budget
Obtain formal authorization to proceed to next phase in the project lifecycle
Plan for resources, infrastructure for the subsequent phases
Formalizing the acceptance of the project or project phase and documenting lessons learned.
Project Management Responsibilities
Project Management Responsibilities Integration Scope Quality Time Cost Risk Communication Organization impact HR Management Procurement
Project Integration Management
Project plan development
Project plan execution
Overall change control
Agreed project management methodology
Ensures that all the elements of the project such as infrastructure, resources, end client buy-in & other project management responsibilities are coordinated properly
Scope change control
Scope / requirements definition
Work breakdown structure
Product baseline control
Project baseline control
No charging at windmills if your statement of work does not require you to do so. Scope management includes the processes to ensure that the project includes all the work required, and only the work required, to complete the project successfully .
Quality management plan
Operational definitions and checklist
Rework and process adjustments
Ensures that the project will satisfy the agreed-upon requirements. It includes quality planning, quality assurance and quality control.
Cost management plan
Budget updates / corrective action
Ensures that the project is completed within the approved budget. It consists of resource estimating, cost estimating, and cost monitoring and control.
Project network diagram (Gantt chart, PERT chart)
Ensures timely completion of the project. It consists of task or activity definition, activity sequencing, resource planning, activity duration estimating, and project schedule development and control.
Risk response development
Risk response control
Risk event statement
Opportunities to pursue/ignore, threats to accept/ respond to
Risk management plan
Identifying, assessing, and mitigating project risks associated with factors such as new technology, very tight schedule constraints, lack of availability of skilled resources, and readiness of the user organization to accept the change.
Communication management plan
Project records and archives
Provides timely and appropriate generation and dissemination of project information to management and other stakeholders to ensure that their expectations are consistent with the realities of the project.
Organizational Impact Management
Organizational readiness assessment
Organizational change plan
Training / knowledge transfer
Identifies organizational changes that must occur and develops appropriate communication and training programs for impacted departments and staff to support the new system.
Human Resource Management
Project organization planning
Role & responsibility definitions
Project organization plan
Input to performance appraisals
Provides effective leadership and management of the project team. Personal development and growth are key motivators for the project staff. Therefore, fostering development and growth are important parts of project Human Resource Management.
Contract negotiation and administration
Procurement management plan
Formal acceptance and closure
Includes all the processes required to acquire goods and services from outside the performing organization. Understanding the procurement process of the client organization and obtaining expert support on purchasing critical items for the project to minimize significant project delays.
Project Management Methodology, City of Los Angeles
A Guide to Project Management Body of Knowledge, PMI
Program and Project Management Methodology, PWCC
Resources from JRC Training Solutions
Thank You http://www.linkedin.com/in/shoumo http://thoughtzine.com