Intro2 Pm

Unlock Your Project-Potential

Introduction
to Project Management
What you absolutely need to

All right reserved - b.genotte@mypc-academy.com
know in order to run
successful project

Baudouin Genotte, PMP


Objectives

 Provide an overview of how a project can be performed in
a professional way using a industry recognized

methodologies
 Explain the value of performing projects this way

Introduction to Project Management 3


Agenda

 The broad context of projects
 The project context

 Project management methodologies
 The project manager survival kit
 Exercise



THE BROAD CONTEXT OF PROJECTS



The Organizational Context of Portfolio
Management

The Standard for Portfolio Management – 2nd Edition page 9



Portfolio Management Life Cycle

CREATE SELECT PLAN MANAGE

New Organization Resource Strategy

Projects / Ideas Strategy Constraints Execution

Portfolio Portfolio Portfolio
Value Prioritization Planning Delivery
Assessment & & &
Selection Scheduling Execution

Status from Project Review Dependencies
Active Projects Teams Schedule Constraints

RE-ASSESS



Project Management Office(s)

«A Project Management Office is an
organizational body or entity that has
various responsibilities related to the
centralized and coordinated management
of the projects under its domain»



THE PROJECT CONTEXT



What is a Project ?

A project is A project is a temporary
a temporary endeavor organization that is

undertaken to create a created for the
unique purpose of delivering
product, service, or one or more business
result. products according to
an agreed Business
Case



Project Phases

Idea

Problem
Opportunity Inputs Project Management Team

Phases Initial Plan) Intermediate(s) Closing

Project Charter Plan Acceptance
Management
Scope Baseline Approval
Outputs Statement Progress Closure
WBS
Project Product
Deliverables Service
Result



Project Life Cycle

A collection of generally sequential project phases
whose name and number are determined by the
control needs of the organization or organizations
involved in the project.
A life cycle can be documented with a
methodology



Project Managers Interpersonal Skills

Team Building

Leadership

Motivation
Management Efficient Communication


Project Management Life Cycle

MONITOR &
CONTROL

Project Health,
Change requests,
Performance Reports,
Accepted Deliverables

INITIATE PLAN EXECUTE CLOSE

Project Project Work Final Product Service
Charter, Plan Performance or result transition,
Stakeholders (Communication, Scope, Information, Lessons Learned
WBS, Schedule, Costs, Risks, Issues
Resources, Risks) Deliverables



PROJECT MANAGEMENT
METHODOLOGIES



PMBOK and PRINCE2



PMBOK in a nutshell

 42 Processes

 5 Process Groups  9 Knowledge Areas



Prince2 in a nutshell

 Four integrated elements Business
Case
 The 7 Principles

Progress
 The 7 Themes Organization
Prince2
 The 7 Processes Processes
Change Quality
 Tailoring Prince2 to the
Project Environment Risks Plans

Prince2 Themes

Prince2 Principles



Prince2 in a nutshell – The Journey

Subsequent Final
Initiation
Pre-Project Delivery Delivery
Stage
Stage(s) Stage

Directing
Directing a Project
SU
SB SB CP
Managing
IP CS CS

Delivering MP MP
SU : Starting Up a Project, DP : Directing a Project, IP : Initiating a Project, CP : Closing a Project
SB : Managing a Stage Boundary, CS : Controlling a Stage, MP : Managing Product Delivery



Initiation
Planning
Execution
Monitoring and Control
Closing

THE PROJECT MANAGER SURVIVAL KIT



The project manager survival kit

PROJECT INITIATION



Project Charter
Mandate & Commitment



Project
Charter



Project Stakeholders

«Project stakeholders
are individuals and/or

organizations that are
actively involved in the
project, or whose
interests may be
positively or negatively
affected as a result of
project execution or
project completion»


Stakeholder Analysis
High Power

•B

Keep Manage
Satisfied Closely
•A •E

Low Interest High Interest
•D
Monitor
Keep
(Minimum
Informed
Effort)
•C

Low Power



Stakeholder Register & Mgt Strategy



Project Stakeholders
& Communication Planning
 Determines the information and communication needs of
the stakeholders:

 who needs what information
 when they will need it (frequency)
 how it will be given to them, and by whom.

 Identifying the informational needs of the stakeholders
and determining a suitable means of meeting those needs
is an important factor for project success
 Determines the best communication method for each
situation


Communication Management Plan



Project versus Project Management
Objectives and Success
Satisfied Balancing the competing
Users / Customers project constraints
Scope

Value
&
Benefits

Satisfied
Business Stakeholders
Resources


SMART Project Objectives

Major Term Minor Term
S Specific Significant, Stretching, Simple
M Measurable Meaningful, Motivational, Manageable
A Agreed Appropriate, Achievable, Attainable, Assignable,
Actionable, Action-oriented
R Relevant Realistic, Results focused/oriented, Rewarding
T Time-Bound Time framed, Timeboxed, Timetabled, Trackable




PROJECT PLANNING



Scope, WBS, Baseline

 Product scope and
Project scope

 Product scope : The
features and functions that
characterize a product,
service, or result
 Project scope : The work
that needs to be
accomplished to deliver a
product, service, or result
with the specified features
and functions.



WBS – Work Breakdown Structure

Project

Phase 1 Phase 2

Deliverable Deliverable Deliverable Deliverable Deliverable
1.1 1.2 2.1 2.2 2.3

Work Package Work Package Work Package Work Package Work Package
1.1.1 1.2.1 2.1.1 2.2.1 2.3.1

Work Package Work Package Work Package Work Package Work Package
1.1.2 1.2.2 2.1.2 2.2.2 2.3.2

Work Package Work Package Work Package
1.1.3 2.1.3 2.2.3



WBS & Work Package

Request

Description

Acceptance
Criteria

Output
Deliverable



Scope Baseline

Work Package Roles & Responsibility RACI / RASCI Dates Planned
Id + Description Responsible Accountable Consulted Support Informed Start Finish Costs

WP 1.1.1

WP1.1.2

….



Defining Responsibility with a RACI matrix

 A RACI matrix [which is a form of a Responsibility Assignment
Matrix (RAM)] describes the participation by various roles in

completing tasks or deliverables for a project or business
process.
 It is especially useful in clarifying roles and responsibilities in
cross-functional/departmental projects and processes.
 RACI is derived from the four key responsibilities : Responsible,
Accountable, Consulted, Informed



RACI Roles

Code Role Description
R Responsible The individual(s) who actually completes the task, the doer(s).

This person is responsible for action/implementation.
The responsibility can be shared.
The degree of responsibility is determined by the individual with a
«A»
A Accountable The individual who is ultimately responsible.
Includes a Yes/No authority and a Veto power.
Only one « A » can be assigned to a deliverable/task
In some case « A » can be combined with « R » => « A/R »
C Consulted The individual(s) to be consulted prior to a final decision or action.
This incorporates a two-way communication.
I Informed The individual(s) who needs to be informed after a decision or action
is taken.
This incorporates a one-way communication.



Rules to keep in mind
when creating a RACI matrix
 Only have one Accountable person.
 More than one and the task may not get done due to confusion

 Try to limit the number of Responsible persons in a row to
one
 More than this and there will likely be duplication of work
 A Responsible person and an Accountable person must be
assigned to every row
 Must be assigned to persons with lowest ranks
 To avoid any confusion as to who is doing what, you should
have just one role assigned to a given person for each task in
the matrix.
 One exception is that sometimes the Accountable person may also be
the Responsible person.



High Level Responsibility per WP


WP 1.1.1

WP1.1.2

….



Schedule Definition Steps

Define Sequence Develop
Activities Activities Schedule

Estimate Activity
Estimate
Duration
Activity
Resources



Realistic Schedule

Don’t plan to fail from the work?
start!  Do you have a commitment

for the resource utilization?
 Accurate estimates
 From the person who will do
 Avoid domino effect
the work  Build buffer into your plan

 Consider the real resource  Don’t disclose these buffers
availability (Student syndrome)
 Full time is less than 100%  Consider things beyond
 No over-allocated resources
the control of the project
 Do have critical resources?  External constraints
Can you transfer part of their



Schedule Baseline


WP 1.1.1

WP1.1.2

….



Cost Estimation

@ WP level

Cost Baseline
S-Curve



Cost Baseline


WP 1.1.1

WP1.1.2

….



Refer to your textbook for more information

EXERCISE




PROJECT EXECUTION



Project Execution

 Planning is about  Execution is about

PLAN THE WORK WORK THE PLAN



The Tuckman Model
Five Stages of Team Building

Storming

Norming
Forming
Conflict 

Performing
Adjourning

Project Life Cycle 

Team Guarded Confront Resolve Trust Regrets
Direction High High Less Self High
PM
Support High High Less High




PROJECT MONITORING &
CONTROLLING



Project Monitoring & Controlling
in a nutshell
Options Corrective
Plan
Evaluation actions

Execution Root Cause Acceptable
Analysis Variances?

No Yes Doc Lessons
Results Learned
No

Acceptable
Analyze Monitor
Variances? Yes



Project Monitoring & Controlling
Measuring Progress & Forecasting Future
Plan of a resource working full time

Past Future

Baseline Man Days 10 md 30 md 20 md 33%

Reporting Worked 8 md Another 24 md to complete the delivery
27% 25%

Reality 4 md 4 md 4 md 4 md 4 md 4 md 4 md 4 md
Full Time is 80% Initial baseline duration of 6 weeks
in this case becomes actually a duration of 8 weeks
Start Date Status Date Finish Date

Work : 30 to 32 Man Days = + 2 Man Days
Duration : 6 to 8 weeks = + 2 weeks



Earned Value Management

BAC

PV
EV

AC



Earned Value Management
& Management by Exception
 Typical management
tolerances for CPI and SPI are
Danger Zone

 Index within 1 +/- 0,05
1,10
 Index above 1 +/- 0,05 and
Time Performance

Assess and Adjust
within 1 +/- 0,10
1,05
OK  Index above 1 +/- 0,10
1,00 Zone  Index trending slowly in either
+/- 0,05 direction
0,95
 Assess and Adjust
+/- 0,10
0,90  Index trending rapidly in
Assess & Take either direction
Corrective Actions
 Assess & Take Corrective Actions
0,90 0,95 1,00 1,05 1,10
Cost Performance


Performance
Report



Integrated Change Control

 Lack of Change  Real request for change,
Management is the first  Corrective action,

cause of troubled projects  Preventive action,

 Need for a communicated  and defect repairs.

change control process  Approved (real) changes
 All change requests must  baseline update
be in writing and be  Corrective and preventive

justified actions do not normally
affect the project baselines,
 Change Requests can only the performance
include against the baselines.



Change
Request




PROJECT CLOSING



Close Project or Phase

 This includes all of the activities necessary for
administrative closure of the project or phase,

 Actions and activities necessary to satisfy completion or exit
criteria for the phase or project
 Actions and activities necessary to transfer the project’s
products, services, or results to the next phase or to production
and/or operations
 Activities needed to collect project or phase records, audit
project success or failure, gather lessons learned and archive
project information for future use by the organization.



Lessons Learned

 What did we do right? And How?
Lessons Learned

 What did we do wrong? And Why?

 What were the KPIs (key performance indicators) and CSFs
(critical success factors)?

 What future recommendations can be made?

 How, when, and to whom should the information be
disseminated?


Example of Lessons Learned Report
What Worked Well What Can Be Improved
Requirements definition and management

Scope definition and management

Schedule development and control

Cost estimating and control

Quality planning and control
Human resource availability, team
development, and performance
Communication management

Stakeholder management

Reporting

Risk management

Procurement planning and management

Process improvement information

Product-specific information

Other



We hope you will not experience the
following project phases…

Initiating Wild Enthusiasm Disillusionment

Search for the Punishment of
Chaos
Guilty the Innocents

Praise and
Gather project
promotion of the
requirements
non participants



Some more information

APPENDIX



P30 aligns Portfolios, Programmes and
Projects



Source : IIBA
Collect Requirements BABOK
Knowledge Areas

Business Analysis Planning and Monitoring
What do I need to do?
Specify the how the business analysis tasks will be performed

Identify the deliverables produced
Describe how changes will be controlled and managed
Solution
Elicitation Requirements Assessment and
Enterprise Analysis
What do the Analysis Validation
Why are we doing
Stakeholders What must the Does the solution
this?
need? solution do? do what it is
suppose to do?

Requirements Management and Communication
Does everyone understand and agree?
Focus on presenting and communicating documented requirements to all
stakeholders to bring the group to a consensus on project scope.
Identify and manage changes



Collect Requirements

The purpose is
to reach
a common
understanding



Change Log



Issue and Action Log



Decision Log



Assumption and Constraint Log



Risk Register



Team
Charter


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