Introduction To Project Management: Processes, Tools, & Techniques

Introduction to Project Management:
Processes, Tools, & Techniques

Introduction to Project Management:
Processes, Tools, & Techniques
Presented by the
PMI Pittsburgh Chapter
Proprietary - PMI Pittsburgh

Section 1:
Introduction

Objective:
This seminar provides an introduction to
the primary processes and knowledge
areas of applied project management,
including initiating, planning, executing,
controlling and closing of Information
Technology (I.T.) projects.
PMBOK® - 5 Major Project Management
(PM) Processes
INITIATING PLANNING
CONTROLLING EXECUTING
CLOSING

: Iterative & Overlapping
Executing
Process
LE V E L O F A C T I V I T Y
Planning
Process
Initiating Closing
Process Process
Controlling
Process
PROJECT PROJECT
START TI ME FINISH
CONCEPT DEVELOP IMPLEMENT CLOSEOUT
PHASES OF THE PROJECT LIFE CYCLE

Seminar Outline
1. Introduction
2. Project Management Overview
3. Project Initiating
4. Project Planning
INITIATING PLANNING
5. Project Executing CONTROLLING EXECUTING
6. Project Controlling CLOSING
7. Project Closing
8. Summary
Section 2:
Project Management Overview

PMBOK Definition of a Project :
A temporary endeavor undertaken to create
a unique product, service, or result.

Definition of “Operation Activity”
• On-going task
• Repetitive / cyclical
• Produces deliverables
• Consumes resources
• Incurs cost

PMBOK Definition of a Program :
“ . . . a group of related projects managed
In a coordinated way” to obtain benefits
not available from managing them individually.

PMBOK Definition of Project Management:
The application of knowledge, skills, tools, and
techniques to project activities to meet project
goals/requirements.

Benefits of Project Management :
• Meeting/Exceeding Customer Expectations
• Meeting Project Deadlines & Accountability
• Managing Projects Costs & Profit Margins
• More Efficient Resource Utilization
• Improved Communications

Liabilities of Project Management :
• Added Processes/Guidelines/Projects
• Increased Overhead/Administration
• Additional Time & Effort
• Weapon vs. Tool

What’s the key role/responsibility of the Project Manager?
Business Level Executives
Program Level PM / FM
Work Level Teams

Who’s a Project Stakeholder?

The Project Communications Plan:
• Contacts Listing
• Meetings Listing
• Reports Listing

Project Success Factors

The Five (5) Project Variables
Scope Resources
5 Key
Project
Variables PM
Quality
Time
Cost

Organization Approaches
To Managing Projects:
• Functional Organization
• Matrix Organization
• Projectized Organization

Organization Structures
XYZ
ENG OPR MKT SVC
FUNCTIONAL

XYZ
PM ENG OPR MKT SVC
PL1
PL2
PL3
MATRIX
XYZ
P
PM1 PM2 PM3 R
O
J T
ENG ENG ENG ENG E E
C A
OPR OPR OPR OPR T M
I
MKT MKT MKT MKT Z
E
SVC SVC SVC D
SVC

Project Organization Approaches
Functional Matrix Projectized
L
Maintenance
Priority
Enhancement
New Product H
(Strategic)

Seminar Outline
1. Introduction – Sam Provil, PMP
2. PM Overview – Sam Provil, PMP
3. Project Initiation – Mike Rapach, PMP
4. Project Planning – Larry Deckenbaugh, PMP
5. Project Execution – Susan Keaney, PMP
6. Project Control – Susan Keaney, PMP
7. Project Closure – Betsy Mullaugh, PMP
8. Summary – Fred Arnold, PMI Fellow
Section 3:
Initiating Projects
Initiation is successfully beginning the project to

create success in the end.

Objectives
• Describe the purpose of the initiation process

• Discuss managing expectations
• Develop a sample project proposal
• Learn about project lifecycles and how to reduce risk

Process Groups
Initiating Planning
Executing
Controlling
Closing
PMI Framework Document

Purpose of Initiation Process
• To commit the organization to a project or phase

• To set the overall solution direction
• To define top-level project objectives
• To secure the necessary approvals and resources
• To validate alignment with overall business objectives
• To assign a project manager

Initiating Core Process—Initiation
Input Process Output
1. Project description “Initiation is the process of 1. Project proposal
2. Strategic plan formally recognizing that a new 2. Project manager identified/
3. Project selection criteria project exists or that an existing assigned
project should continue into its
4. Historical information
next phase.”
Tools and Techniques

1. Project selection methods
2. Expert judgment

Managing Expectations
• Projects are:
– Limited in scope, resources, time, and money
– Intended to end
– Focused on a limited set of goals
• Manage Expectations towards what you can truly
commit to;not what everyone thinks is great
• Solving the business problem; not creating a great
piece of software

How to manage expectations
• Communication
• Involvement of all parties
• Focus on strategic goals of the organization
• Understanding limitations & truly prioritizing
• And by the way … communication

Project Proposal
Creating communication among project stakeholders to

achieve consensus

Project Proposal Content
• Scope definition
• Project objectives and benefits
• Project deliverables
• Acceptance criteria for project
• Assumptions
• Constraints
• Role definition and key staff
• High level schedule, budget
• Acceptance

Benefits of the Project Proposal
• Trade-offs between objectives and scope can be

negotiated.
• Level of involvement of the key stakeholders can be
negotiated.
• Availability of key personnel can be negotiated.
• Risks inherent in the schedule can be reviewed.
• The relationship between risk management and
contingency management can be discussed.

More Proposal Benefits
• Acceptance criteria for the project can be agreed to

by key stakeholders.
• Establishes a basic Project Plan
• Confirm how the project links to the business need
• Identify management responsibilities
• Make strategic procurement decisions, e.g., make,
buy, or identify qualified vendors

Results of Initiation Process
• Acceptance of Project proposal

• Project manager identified

Project Lifecycles
Project life cycle: The natural grouping of ideas,

decisions, and actions into Project phases, from
Project conception to operations to Project phase-
out.

How to choose a lifecycle
• Fixed or variable requirements

• Who controls the scope?
• Project Risk levels
• Time

Project Life Cycle
Example Phases
Concept and
Proposal
Development
Implementation
Verification
Termination
Initial Phase Intermediate Phases Final Phase


Waterfall Lifecycle
McConnell, 1996

Spiral Methodology
McConnell, 1996

Prototyping
McConnell, 1996

Summary
• Set Expectations of Customer and Management

• Establish Clear Objectives for the project
• Develop a Project Proposal
• Choose the Appropriate Project Lifecycle

Case Study Description
The project for the class is the building of a garage.
The requirements are as follows:
Build a 2 car, non-attached garage that architecturally

and asethically matches the home. Your project
sponsor and stakeholders will be the instructor of the
course.
This project will serve as a case study throughout the

course. Each phase will feed into the next, illustrating
the process of a normal project.

Exercise
Determine scope statement for your garage.
Your scope statement should be clear on
what you are going to do, and not going to do
within your project. Include assumptions,
constraints, and any major concerns that you
feel should be address during project
planning and later phases. Remember that
this output will feed into the next phases of
the project.

Section 4:
Project Planning

Goal: Introduce the Project Management skills for
planning projects focusing on critical areas
for IT projects
Objectives:
1) Learn how to perform a work breakdown
2) Be aware of activity analysis
3) Understand basics of project schedule
development
4) Be aware of Project Risk analysis
5) Understand techniques to develop a Project
Budget
PMBOK® - 5 Major Project Management
(PM) Processes
INITIATING PLANNING
CONTROLLING EXECUTING
CLOSING

The Project Plan is...
Where all of the pieces of the puzzle
come together! Why
What
How Who When

Review Project
Knowledge areas
Integration
Facilitative functions:
Scope Time
 Human Resource Mgt
Quality  Communications Mgt
 Risk Management
 Contract/Procurement Mgt
Cost

Work Breakdown - Overview
What is it?
A structured method for defining the work of the
project
Purpose
•To define all of the “deliverables” required to
meeting the scope of the project
•To identify additional deliverables that may have
been missed
•To create the framework for the project schedule
•To provide a forum for information sharing for the
project team and stakeholders
Work Breakdown Structure
Goal Project Goal
1 2 3 What
Deliverables Deliverable Deliverable Deliverable
and/or Objectives
Activity Activity
1.1 1.2 Activity Activity
Deliverable Deliverable Activity Activity How
Activity 1.2.1 1.2.2

Activity
Activity Deliverable Deliverable
WBS  Scope
Activity Activity
Activities Activity Activity
Activity Activity

WBS Planning Techniques
• Facilitated sessions
- Brainstorming technique
- Facilitator helps keep you focused and on schedule
- Should be well structured
- Have a predefined schedule
• Roles in facilitated sessions

- Facilitator
- Scribe(s)
- Participants

WBS Workshop
10 Minutes
• Class participation with the instructor to produce a WBS for
building a garage

Activity Analysis
What is it?
Identifying information necessary to determine the amount
of work required to complete the “work” of the project
Purpose
• To define all activities that will be performed on the
project
• To sequence the activities
• To identify skills and resources required to complete
activities
• To estimate work effort of the activities
• To lay the groundwork for the project schedule
Activity Analysis
• Create Activity list
– Produce list of activities that will be performed for
every deliverable.
• Manually – as part of facilitated WBS work session
• Using a project scheduling tool
• Solicit the help of “subject matter experts”
– Have experts list activities by deliverable
– Eliminate duplicates
– Look for optimizations
– Maintain descriptions of each activity
– Sequence the activities based upon
dependencies
Activity Analysis
• Identify Resource Requirements
– Identify skills needed to complete each activity
– Assign resources or role with appropriate skills
– Create a Responsibility Assignment Matrix (RAM)
• A responsibility matrix is a valuable tool to ensure that
resources are identified correctly
• Clearly indicates responsibilities
• Provides an overview of the project responsibilities

Responsibility Assignment Matrix

Activity Analysis
• Estimate Activities
– Include indication of accuracy (e.g.  percent or Order of
magnitude)
– Use “subject matter experts” as much as possible
– Have multiple people provide the estimates
– Base upon historical information whenever possible
• Types of estimates
– Work/ Effort
– Duration
Document your methods and assumptions during

estimating!!!

Activity Analysis
• Estimate Activities (cont.)
– Determine experts and project team members to
provide estimates
– Agree on the units of measure (hours, days, etc)
– Have team members provide THREE estimates
• Optimistic (To)
• Pessimistic (Tp)
• Most likely (Tm)
– Calculate estimate
• Te= (To + 4(Tm) + Tp) /6

Schedule Development
What is it?
Developing a plan that describes the order and
timing of all work activities and who is responsible
for doing them
Purpose
• To determine WHEN work will be performed
• To identify WHO will do the work
• To analyze activity dependencies and sequences
• To evaluate resource requirements, availability and
utilization
• To Identify Milestones
What can scheduling software do?
• Planning:
– Creates a record of the WBS
– Automatically calculates duration, and start/finish dates
– Allows analysis of resource availability and allocation
– Calculates critical path
– Calculates duration based on resources and calendar
• Execution
– Tracks work performance against the plan
– Provides activity status information
– Helps you to identify when/where resources are constrained
NOTE: SOFTWARE CAN’T MANAGE YOUR PROJECT!!

Order to build a schedule when using scheduling tools
1. Setup Project Information (Calendar, Start date, etc).
2. Enter Deliverables & Activities (Records WBS)
3. Enter Estimates
4. Enter Predecessors
5. Enter Resource definitions (Calendar, working time, etc.)
6. Assign Resources to activities
7. Analyze the critical path
8. Make adjustments based on risk responses
9. Compress the schedule
10. Baseline the schedule

Schedule Example Using MS Project

Compressing the schedule:
• Examine the schedule for ways to reduce the total duration of the project
- Fast Tracking – compressing the project schedule by

overlapping activities that would normally be done in
sequence, such as coding and testing
- Crashing – Look at alternatives that provide the
maximum compression for the lease cost

Risk Management
What is it?
Identifying threats and opportunities that can affect the project and
planning to deal with them PROACTIVELY.
Purpose
• To identify potential threats and opportunities
• To qualify risks based upon probability and impact to the project
• To create a plan for mitigating or responding to the risk
• To quantify the impact to the project schedule and/or budget

Overview
Total Project Life Cycle
Initiate / Plan Execute Close
Define
INCREASING RISK
$ Value
Period when
Highest Risks
are Incurred
Period of
Highest
Risk Impact
TIME
Risk Identification
Identify the risk event(s)

• Keep them realistic
• Add them to the log
whenever they are
identified
(not just during planning)

Qualitative Risk Analysis
1. Estimate Probability
10% through 90%
2. Estimate Impact
High=3
Medium=2
Low=1
3. Calculate the Severity

Probability x Impact =
Severity
4. Use Severity to identify

the risks worth planning
Risk Response Planning and Quantification
• Ensures proactive planning to deal with risk events

• Response must be appropriate for the severity of the risk
• Quantifies the responses impact to the Schedule and Budget

Budget Development
What is it?
Budget development is the process by which an estimate
for the total monetary cost of a project is produced
Purpose
• To identify costs required to produce the project
deliverables
• To produce an accurate estimate of project costs
• To obtain approval for project funding
• To provide a basis for monitoring and controlling
spending

A Project Budget is…
a project cost and cash flow estimate based upon the
best information available at the time

Identify Budget Items (for each deliverable in the WBS)
Techniques:
• Analogous - use historical information
• Parametric - use predefined tables
• Bottom-up - recommended
 Uses brainstorming & storyboarding
 Involve representatives from each area that will be
providing deliverables to the project
 Can be done as part of WBS session
 Involve key stakeholders in budget development
 Use PERT when appropriate for budget estimating
Identify Budget Items (for each deliverable in the WBS)
How to Identify:
• Examine each element in the WBS
• Review available product requirements
• Identify what you need to produce the
deliverable(s) or perform the activities
• List budget items in a budget worksheet
• Estimate costs for each budget item
• Estimate costs for labor

Class Participation!
Identify budget items for the following…
Be sure to agree on
3.0 the units for cost
Roof
estimating:
Grand Total
$9.850.00 • Dollars
3.1 3.2 3.3
• Thousands (K)
Framing Roof Deck Trim • Millions (M)
• Trusses - $4,500.00 • Underlay - $300.00
• Fasteners - 150.00 • Shingles - 3,500.00 Total
• Wall plates - 350.00 • Nails 100.00 $$750.00
$5,000.00
3.3.1 • Rent Air Gun 200.00
3.3.2 3.3.3
Gutter $4,100.00 Venting
Soffit & Facia
•Gutter $250.00 • Facia - $200.00 •Roof Vent $50.00
•Hangers 50.00 • Soffit $150.00
• $300.00 • Nails $ 50.00
Proprietary - PMI Pittsburgh • $400.00
Budget Worksheet Example
Be sure to find out how your

company and/or client does
budget estimating and/or project
accounting. What information do
they need from you?

Additional Tips For IT Projects
• Document your project strategy...
• Document project performance metrics...
• Be sure to obtain approval for the project plan
• Be sure to notify key stakeholders when the project plan
is approved (or rejected!)
• DO NOT “leave it on the shelf” after approval. The
project plan is a living document that helps you to
manage the project better. It must be reviewed and
updated through-out the life of the project!!

Document The Project Strategy
Provides place to document project specific

details such as:
• Phases of the project
• Team Organization
• Project Specific Controls
• Any additional information

Document Project Performance Metrics
Why have them in a project plan?
• Metrics can provide clear, measurable, and consistent mechanisms for

tracking and measuring project success
• They are an effective way to target areas for improvement and identify
lessons learned

Document Project Performance Metrics
Key Points about Metrics...
• All metrics should be:
Specific
Measurable
Attainable
Realistic and Relevant
Time constrained
• Metrics are tools for targeting learning

References
1. A guide to the Project Management body of Knowledge, PMBOK
Guide, 2000 Edition.
2. Fundamentals of Project Management, Second Edition, James P.
Lewis, © 2002.
3. Organizing Projects for Success, Vijay K. Verma, © 1995.
4. Project Management in the Information Systems and Information
Technologies Industries, Francis Hartmand and Rafi A. Ashrafi, ©
2002 Project Management Journal, Vol. 33, 5-15.
5. Risk Management Concepts and Guidance, Carl L. Pritchard ©
2001
6. INCOSE, International Council on Systems Engineering,
Measurements Working Group, http://www.incosemwg.org

Sections 5 and 6:
Project Execution and Control

Project Management Life Cycle
Initiation Planning
Execution
Control
Closeout
• Project Management Institute

Project Execution/Control
• Project Execution: Implementing the project
plan and doing the work!
– Coordinating the resources
– Working the plan
• Project Control: Ensuring the project
objectives are met.
– Monitoring and measuring progress
– Taking corrective action as needed

Project Execution/Control
• Interaction of key processes to ensure
successful project delivery
– Pre-proposal/Proposal
– Design
– Development/Production
– Testing
– Implementation
• Why is this important?
– Ensures controlled application of project
processes
– Not just reacting to “emergencies”

Project Execution
• The process of coordinating the people and
other resources to carry out the plan.
• The focus of this phase is:
– Project plan execution
– Quality assurance
– Team development
– Information distribution

Project Plan
• Completed during planning phase.
• Identifies the “how’s” of a project.
• Is proactive in nature -- anticipates what
might happen and how to address it when it
does.

Project Plan
• Comprised of:
– Communications Plan
– Quality Management Plan
– Change Management Plan
– Schedule/Cost Management Plans
– Risk Plan
• Used to manage the project and ensure
successful delivery of product(s) to client.

Project Communications
• Critical to project “control” and “execute” phases.

• What do we need to communicate and to whom?
• Who needs what and why?
• Internal communications?
• External communications?
– Clients
– Vendors
– Others

Communications Planning
• Determining the information and
communication needs of the stakeholder(s)
and the sources to meet those needs.
– Accomplished through stakeholder identification
and analysis.
– Documented and managed via a project
Communications Management Plan.

Sample Communications Plan
Description / Purpose Frequency Media/Distribution Audience/Distribution Responsibility
Internal Project Meetings/Reports
Investment Solutions Outsourcing

Committee Monthly/Thur. @ 3:00 Conf Call: 23430642 Steve P; staff; sales, etc.
Susan K; Donna M; Christi
C.
Project Executive/Sponsor Briefing TBD TBD Susan
Weekly PACE Warehouse Project

Internal Status Meeting Weekly/Tues. @ 1:00 PMConference Call Marcie H. and Project Team Marcie
Senior Management Status Jim Pa. and staff; Vince S;
Meeting/Report (XL Capital PACE Rich T.; Steve P.; Peter D.;
Project) Bi-Weekly/Fri @ 7:30 AMReport/Presentation et al Susan/Donna
Weekly/Thursdays @
Business Implementation Status Report noon Report Steve P.; Rich T. Susan
Susan/Maria/Others as
Project Management Weekly Meeting TBD Conference Call needed Susan
Client Meetings/Reports:
Susan T; Karen G., Roger

Clinet X- Accelerated Close Initiative As needed Conference Call F.; Susan
Donna M.; Mary Lyn T.;

Client X -- X A Initiative As needed Conference Call John G.; Dave M Susan/Maria

Communications Tools
PM can enhance project communications and
team effectiveness by:
– Developing and using a Communications
Management Plan
– Being a communications expeditor
– Using a “war room”
– Holding effective meetings
– Setting the example

•
Additional Communication
Standardized Email distribution lists
Tools
– “cc’s” to team members (especially on client emails!)
– Includes client
– Can use filters
– Should not replace face to face communications!!!!!!!!!!!!!!
• Instant messaging
– Good for client calls
• Structured Meetings
– Pre-meetings
– Agendas with meeting objectives
• Send out before meeting to allow for preparation time
– Minutes/action items
– Meeting summary for client calls with sign-off if appropriate

•
Additional Communication Tools
Documentation needs and conventions
– Naming, storage, retrieval, control
• “Out of Office” emails
• Establish communications “rules” at
beginning of project
– Document, share and revisit with team
members/stakeholders throughout the project
• Others?

Project Execution Exercise
• Create a Communications Plan to determine
what, how, when and to whom you will need
to communicate regarding your project.

Additional Project
• Issue resolution
Execution Needs
– What is an issue?
• Steps for issue resolution:
– Identify and record
– Assign (priority, assignee, due date)
– Review
– Resolve/verify
– Lessons learned

Issue Escalation
What does the team
If the project team is lead do?
unable to adequately What to they add
resolve issue... raise to that the team can't?
Team Lead
No No
Issue Team Lead Issue
Issue Project Team Senior Manager
resolved? (Project Sponsor) resolved?
 Issue is ID'd/assigned Yes

 The project team attempts resolution
 Key points:
 Distribution lists help with Does issue
communicating to the right have a
people commercial
 Helps to keep the right people impact?
informed
Engagement
Manager (Program
Manager)
The Engagement Manager is

considered more of a subject
matter expert on the project.
They will not resolve issues as
much as provide input that will
help the team or team leader
resolve it.
-- Client Impacts

Project Control
• The process of ensuring that the project objectives
are met by monitoring and measuring progress and
taking corrective action when needed.
• The focus of this phase is to:
– Measure project performance against the plan to identify
variances/deviations and take corrective action as
necessary.
– It includes
• Overall change control
• Scope change control
• Schedule control
• Cost control
• Quality control
• Performance reporting

First “Law” of Change Control –
Changes to One Affect Changes to All!
Scope Time
Quality
Cost
Change
• Concerned with: Control Management
– Influencing the factors which create changes to
ensure that changes are agreed upon
– Determining that a change has occurred
– Managing the actual changes when and as they
occur
• Change requests vs. scope creep

Change Requests
• Most change requests are the result of:
– An external event
– An error or omission in defining the scope of the
product or project
– A value-adding change (e.g., new technology, new
software version, etc.)

Change Control
• The PM must be concerned with:
– Influencing the factors that affect change
– Ensuring that the change is beneficial
– Determining that a change has occurred
– Managing changes as they occur
• All proposed changes must be thoroughly

evaluated before a decision can be reached
regarding the proposed change!

Change Control System
• A collection of formal, documented
procedures, paperwork, tracking systems and
approval levels for authorizing changes. May
include:
– Change control plan/procedures
– Change control board
– Change request/notification forms
• Should be tailored to your specific project.

Change Control System
• Design of system depends upon:
– What is important to the organization?
– What are we attempting to do?
– Which aspects of the work (e.g., scope, schedule,
budget) are most important for us to track and
control?
– What are the critical points in the process at which
controls should be placed?

Key Points
• Control should be exercised over what is
considered to be important (to client,
organization, etc.)
• What is controlled (i.e., measured) tends to
become important.
• The effort used to control a project should be
“worthwhile” and make sense
– $3 battery vs. $100 control

Inputs to Scope Change Control
• Performance reports - provide information on
scope performance (e.g., which interim
products have been completed, which are
not, etc.)
• Change requests - can be oral or written,
formal or informal, direct or indirect, internally
or externally initiated, legally mandated or
optional

Performance Reports
• What are the qualities/characteristics of a
good performance report?
– How often should we report?
– What should we report?
– To whom should we report?
• Key Point: A client or project sponsor should
not learn about a problem from a
performance report!

Sample Project Status Report
Project Report Template
Project Name:
Prepared by:
Date:
Status of Project Relative to Project Objectives:
Scope (On scope? If off scope, how serious?)
Schedule (On schedule? Ahead or behind by how much, etc.)
Cost (On budget? Under or over by how much, etc.)
Quality
Progress Report: (what is completed, what is in process, key changes made, when and why, etc.)
Forecasting: (estimate of future project status and progress)
Other issues or comments:
Issue: Who Will Address:
Project Report Submitted to:

Name: Title: Date:
Name: Title: Date:
Name: Title: Date:

Sample Project Change Request
Project Change Request Template
Project Name:
Prepared by:
Date:
Changes are being made to the following:

Project Charter Project Management Approach
Scope Statement Work Breakdown Structure
Performance Measurement Baselines Major Milestones and Target Dates
Key Staff Risk Management Plan
Scope Management Plan Schedule Management Plan
Cost Management Plan Quality Management Plan
Staffing Management Plan Communications Management Plan
Risk Response Plan Procurement Management Plan
Changes to Supporting Detail? (explain):
Description of Changes being made:
1.
Risk Issues Prompting Changes:
Corrective Action:
2.
Corrective Action:
3.
Corrective Action:
Stakeholders being notified:

Name/Title: Signature: Date:
Name/Title: Signature: Date:

Scope Change Control
• Scope Change Control:
– Establish and use a change control plan/process.
• Who/what/how/when
– Requires constant monitoring by PM and team.
– Ensures thorough analysis of all proposed
changes so that full impact (time, cost, risk) is
understood prior to change acceptance and/or
implementation.

Scope Change Control
Scope/
Detailed Scope Scope Validation/
1 High-level Scope Requirements Requirements
Statement/ Verification
Definition Gathering Approval and "sign-
Document (WBS)
off"
Project Manager/ PM/Sponsor

Project Team Project Manager/Team
Team Client
Yes
Document Change/
Identication and Accept
2 Proposed Scope Communication of Incorporate into
Analysis of Change Proposed
Change Impact to Client Schedule, Scope
(time, budget, etc.) Change?
and Budget
Client/ Team Project Manager No

Project Manager
Stakeholders
Scope Change Document Reason

Policy/Procedure for Rejection
 Change control form Project Manager

 Change control log

Communications Channel for
Project Changes
If Change Impacts: Need to Notify:
Schedule or Budget Production Manager
Quality Lead Designer
Client Project
Manager/Sponsor
Change Control Example
Priority of Change is If It Impacts:

Considered:
High Milestone or significant
budget impact
Medium Overall schedule but
not a milestone
Low Work packet task

Scope Creep
• What do we mean by “scope creep”?
– Changes to the project that result in additional
work.
– “Expanding expectations”
– “Creeping elegance”
– “Gold plating”
• If not properly identified and managed
properly, your project may come in
considerably over budget and/or behind in
schedule.

Scope Creep
• Contributing factors:
– Poorly defined/understood customer requirements
• Trying to maintain “good” customer relations
• Changing client requirements
– “Creeping elegance” or over-engineering the
solution
• Desire to make it “better”

Requirements Gathering
• Talk to ALL project stakeholders to ensure a
thorough understanding of project
requirements.
– Functional
– Technical
– End-user
• Document all requirements identified
– Key stakeholder sign-off

Baselines
Baseline = the original, approved plan (for a
project, work package or activity)
– Facilitate scope management, progress reviews
and earned value analysis
– Enable comparisons of what was originally in
scope vs. what is being considered
– Enable comparisons of “where I am now” vs.
“where I should be now”
– Allow for “what-if” analysis

Baselines (cont.)
• Scope, schedule and cost baselines
• Are established after a formal walk –through
and approval of the project plan (with
customer if appropriate)
• Can only be changed through a formal
change control process

Avoiding Scope Creep
• It is the Project Manager’s responsibility to
take the lead on controlling project scope.
• Project Sponsor must “walk the talk” with
respect to importance of scope creep.
• Detailed requirements definition/analysis and
documentation to identify and rank project
requirements
– e.g., Joint Application Design (JAD)

Avoiding Scope Creep
• Document, document, document!
– Anticipate areas of miscommunication.
– Be as succinct as possible.
– Add what is NOT required.
– Obtain sign-off by key stakeholders.
• Use signed-off scope and requirements
documents to manage your project
– What’s “in” and what’s “out”

Risk Management
What is project risk?
• What could go wrong with your project?
• What could keep this project from completing
successfully?
• Risk Categories
– Technical, quality and performance
– Project management
– Organizational
– External

Risk Management
• Risk = the probability that a given process,
task, or activity cannot be accomplished as
planned.
• Risk can represent either an exposure to loss
or a potential for reward.
• There are 2 possible outcomes for each risk
identified: 1) real reward or loss, or 2)
opportunity loss or reward.

Risk Management
• Risks are classified as internal (under the
control of the project team) or external (not
under the control of the project team)
• Process:
- Identify the risk
- Analyze the risk (probability of occurrence; value,
impact)
- Identify actions needed to manage risk [avoid,
accept, mitigate, deflect]
- Track and monitor

Potential Risk Factors
• Areas to consider when identifying project
risks:
– Resources (general and specific)
– Technology
– Schedule
– Training
– Testing
– Industry standards (current or evolving)
– Organizational changes, support, issues

Potential Risk Factors
• Risk Factors to consider (cont.):
– Product stability
– Dependence on client (or others) for
data/inputs/etc.
– Others?
• What risks do you see impacting your project(s)?
• Start listing what you know you don’t know and
build on that list.

Exercise for Controlling a Project
• You now have a change in the project.
• As the project is beginning, your spouse has
suggested a change. He/she would like the
garage changed to have additional room for
lawn and other equipment.
• You will now need to manage this change in
terms of your project plan.
• You should determine the impacts to your
project schedule and cost, review, and adjust
accordingly.

Summary – Project
• So what haveExecution
we learned?and Control
– Communications – at ALL levels and ALL phases
of the project is critical to its success.
– Requirements definition, documentation, sign-off
and understanding among all stakeholders is
imperative to project control and execution.
– The Project Manager is the key!

Section 7:
Project Closing
Don’t believe everything you think.

Goal: Introduce the final PMI process group necessary for successful project
management implementation
Objective:
•Introduce the main elements of the Closing Process
•Outline Benefits for Using Project Management Processes
•Provide Tips for Project Manager about the Closing Process
•Review Pathways & Pitfalls for Closing Process

Process Focus – Closing
Initiating
Planning
Controlling Executing
Closing
CLOSING

Project Closing – Elements:
• Administrative Close Out – Generating, gathering, disseminating information to
formalize phase or project completion, including
evaluating the project, compiling lessons learned for use
in planning future phases or projects
• Contract Close Out – Completion and settlement of the contact including

resolution of any open items

Administrative Close Out Activities:
• Collect all project records
• Document performance measures resulting from performance reviews,

variance, trends and earned value analysis
• Formalize acceptance/signoff of the product by the sponsor, client, customer
• Archive project documentation
• Verifying project results in preparation for formal acceptance
• Create and Complete Punch List
• Conduct and Document the lessons learned
• Perform final appraisal review of team members

Contract Close Out Activities:
• Verify product/service acceptance
• Update records based on final contract results
• Archive contract documentation of completed work results
• Notification to end-user of contract completion
• Obtain formal acceptance

Closing – Process Flow:
Input Input Tools & Techniques Output
1. Project Charter 1. Project mgmt methodology 1. Administrative Closure Archives
2. Project Scope Statement - 9 knowledge areas 2. Contract Closure Archives
3. Tools
Project Plan - 5 process groups 3. Final Product, Service, Result
4. Contract Documentation 2. “Expert” Judgment 4. Environment & Org. Updates
5. Organizational Process Documents 5. Organization Process Assets
6. Output
Budget Worksheet
7. Risk Plan and log
8. Performance Reports
8. Contract Deliverables
Project Integration Management Overview

www.pmi.org, May, 2004

Closing – Why This Process is Important
“Only by examining our mistakes and applying the lessons learned can
one stem the tide of project failures and enhance an organization’s
probability of success”
Chaos: A Recipe for Success

The Standish Group International, Inc.
1999

What is the Number One Reason
Projects Fail?
11%
8% Project Team Politics
43%
Lack of Resources
Scope Creep
38%
Inadequate Executive
Sponsorship
Source: PM Network, May 2004, p.12

Closing - Why This Process is Hard
to Get
• Requires Speaking Truth to Power about the project
• Assessment required on whether business goals met
• Requires Discipline to finish the project
•throughout the Organization
•With End User
•With other Stakeholders
• Everyone is Tired
• The Art, The Science, and …..

Business Values Derived from Use of
Project Management Processes:
• Increases Your Company’s ability to integrate new employees quickly into its
business
• Allows employees to concentrate on project, not operational or procedural
elements
• Provides systematic approaches to Risk Management – gets risks out earlier and
minimizes impact
• Adjustment periods between projects is decreased by using basic tools &
techniques
• Provides communication channels throughout Company
• Ties in Senior Management

Section 8:
Summary

To paraphrase one of the old Heinz slogans (remember
– we are in Pittsburgh):
“How do you get 9 PMBOK Knowledge Areas

into a single day?”
Scope Risk
Time Communications
Integration
Cost Procurement
Quality Human Resources

Also,
“ How do you get 5 major Project
Management Processes into a single
day?”
Initiating
Planning
Controlling
Executing
Closing

Primary Objectives
• Introduction to Project Management
• Identification of Primary Process & Knowledge Areas
• Applied Project Management
• IT Projects Focus
• Tools, Templates, National Standard (PMBOK Guide) –
Useful Things

A Project Manager’s Observations:
• Success
• Focus on the Important Things (the
responsibilities of the Project Manager)
– Scope, Time, Cost, Quality, Risk, Communication,
Procurement, Human Resources and Integration
• We are involved in various levels of
Technology – but it is a People Business

Project Management
• A continuous process of learning and
improving
• Leadership
• Accountability

Continuous Improvement
• Questions – call/email the presenters
• Project Management Institute (PMI) Pittsburgh Chapter
(Meetings are free)
• PMI membership
• Pittsburgh Technology Council - IT Network
• Local Universities and Colleges
• PMI Project Management Professional certification

Thank You!
• Attendees (can’t leave until you complete the evaluation
forms)
• Clients
• Hosts – Pittsburgh Technology Council
• PMI Educational Foundation
• PMI Pittsburgh Chapter
• PMI’s Volunteer Member Presenters

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Introduction to Project Management:

Processes, Tools, & Techniques

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CONCEPT DEVELOP IMPLEMENT CLOSEOUT

PHASES OF THE PROJECT LIFE CYCLE

5. Project Executing CONTROLLING EXECUTING

6. Project Controlling CLOSING

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Business Level Executives

Work Level Teams

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ENG OPR MKT SVC

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PM ENG OPR MKT SVC

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Initiation is successfully beginning the project to

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• Describe the purpose of the initiation process

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PMI Framework Document

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• To commit the organization to a project or phase

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Tools and Techniques

PMI Framework Document

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• And by the way … communication

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Creating communication among project stakeholders to

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• Trade-offs between objectives and scope can be

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• Acceptance criteria for the project can be agreed to

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• Acceptance of Project proposal

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Project life cycle: The natural grouping of ideas,

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• Fixed or variable requirements

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Initial Phase Intermediate Phases Final Phase

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• Set Expectations of Customer and Management

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