project management

1. Project Management

2. Project Management Processes
0
Initiating Planning Controlling Closing
Executing
Time
Project Management Processes
100
Level of
Activity
50

3. Why We Need Improvement
• Only 28% of Projects Succeed!
• Common Reasons for Failure
– Unrealistic Time Frames
– Scope Creep
– Changing Deliverables
– Scope Hard to Define
– Poor Communication
Reference: “Monitoring Project Excellence with the Statement of Work” Megat Zainurul Anuar, Dreamsoft (M) Sdn Bhd

4. How Can We Prevent Failure?
Failure Factor Threat Tools to Reduce Threat
Unrealistic Time Frames WBS, Network Diagram
Scope Creep Project Charter, WBS
Changing Deliverables
Project Charter, Triple
Constraint Analysis
Scope Hard to Define Project Charter, WBS
Poor Communication Communication Plan
Reference: “Monitoring Project Excellence with the Statement of Work” Megat Zainurul Anuar, Dreamsoft (M) Sdn Bhd

5. • Mapping of Roles and Responsibilities
• Excellent Resource Planning Tool
• Types of Roles
– Responsible (R)
– Approve (A)
– Contribute/Consult (C)
– Informed (I)
Responsibility Assignment Matrix

6. Sample RAM
Architect
General
Contractor
Client … Laborer
Planning R I A
Demolition R I C
Rough In R I C
Finish R A
Reference: “Monitoring Project Excellence with the Statement of Work” Megat Zainurul Anuar, Dreamsoft (M) Sdn Bhd

7. Project Charter
• Defines and Authorizes the Project
• Identifies the Project Manager
• States the Project Objectives
• Reinforces the Business Case
• Product Description/Deliverables
• One Page Maximum!

8. Work Breakdown Structure
• Graphical Representation of Scope
• Useful Visual Tool for Stakeholders
• Easy to Create (Visio or Org Chart SW)
• Excellent Planning and Scope Tool
• Start With Post-Its and a Whiteboard

9. Sample WBS

10. Milestone Charts
• Key Events with Dates
• Strong Visual Aid – Status Meetings
• Excellent Communication Tool
– Management, Customers, Vendors, …
• Easily Developed Using Visio
• MS Project  Visio Integration

11. Scope Management
• Most Challenging PM Aspect
• Changes in Scope Usually Increase Risk!
• Establish a Change Control Process
• Require Change Request Forms
• Perform a Thorough Impact Analysis
• Maintain a Change Control Log

12. Risk Management
• All Projects Encompass Risk
• Risk Response Planning
– Avoid, Transfer, Mitigate, Accept
• Assign Risk Owners
• Determine Risk Response Before Risk Trigger
Occurs
• Most Important Weekly Agenda Item

13. Issues, Risks, and Key Decisions
• Maintain a Consolidated List (Excel)
• Each Item Uniquely Numbered (1..N)
• Ranked By Severity (Low, Med, High)
• Centrally Maintained by One Person!
• Distribute With Weekly Status Report
• Key Document for Project Archives

14. Weekly Status Report
• 1- 2 Page Maximum Length
• Bullet Points - Make it Easy to Read!
• Accomplishments from Previous Week
• “Top 10 List” for the Coming Week
• E-Mail 24 Hours Prior to Status Meeting
• Attach Issues/Risks/Key Decisions Log

15. Status Meetings
• 60 Minute Time Limit
• Publish Agenda 24 Hours Prior
• Phone Conference/Web Instructions
– Maintain Same Conference ID if Possible
• Base Information on Status Report
• Keep it Visual and Interesting!
– PowerPoint

16. Steering Committee Meetings
• Every Two Weeks or As Necessary
• Schedule in Advance
• Top Stakeholders / Key Decision Makers
• Working Session – Not Status
• Document any Decisions in I/R/KD Log

17. Tools for Every PM Process
Initiate Plan Execute Control Close
Charter X
WBS X X
I/R/KD X X X X X
Detailed
Plan
X X X
Milestone
Plans
X X X
Reference: “Monitoring Project Excellence with the Statement of Work” Megat Zainurul Anuar, Dreamsoft (M) Sdn Bhd

18. Tools for Every PM Process
Initiate Plan Execute Control Close
RAM X
Change
Request
X X X
Status
Report
X X X X X
Lessons
Learned
X
Archives X X X X X
Reference: “Monitoring Project Excellence with the Statement of Work” Megat Zainurul Anuar, Dreamsoft (M) Sdn Bhd

19. Toolkit Summary
Keep These Tools Handy and Use Them
When Appropriate

20. Protecting the Knowledge!
Help Strengthen Your Firm’s Project
Management Skills!

21. Lessons Learned
• Document Key Lessons from Project
• Involve the Entire Team
• The Good, The Bad, and The Ugly!
• Collect During Project Close-Out
• Include in Project Archives
• Useful for Future Projects

22. Project Archives
• Central Repository - Project Deliverables
• Enhances Your PM Knowledge Base
• Online is Preferable to Paper
– Scan paper documents if possible
• Intranet, Common Network Drive, Document
Mgt, Outlook Public Folder, …
• Central Location, Secure and Backed-Up!

23. Project Organization
(example)
Project Manager
Chief SystemEngineer
Integration Test Etc.
SoftwareEngineer Hardware Engineer
System Engineer
QA &Test
Project Controls
Contracts
Procurement
Staffing Need Actionee ECD ACD
•
•
•

24. Important Points
Point: (provide 2 sentence explanation):
Approach:
FOR EACH STEP INCLUDE: ACTION, ACTIONEE, ECD, ACD (WHAT, WHO, WHEN)
STEP Step Description (WHAT) Actionee (WHO) ECD (WHEN) ACD (WHEN)
Step 1
Step 2
Step 3
Step 4
Step 5

25. Major Decision Since Last Meeting
Decision Action Action ee Requestor ECD (when) ACD (when)
1
2
3
4
5
6

26. Major Schedule Changes Since Last
Meeting
Schedule Change Action ee Requestor ECD (when) ACD (when)
1
2
3
4
5
6

27. Risk List
Risk Impact Mitigation
1
2
3
4
5
6
Impact is major, medium, or minimum

28. Action Items from Previous Review
Action Item Action ee Requestor ECD (when) ACD (when)
1
2
3
4
5
6