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What Is a Project?
A temporary endeavor undertaken to create a unique product or service.*
Ter m tem p o ra ry en d ea vo r to crea te u n iq u e p ro d u ct servi ce M e a n s th a t a Pr o j e ct H a s a b eg i n n i n g a n d en d In vo l ves effo rt, w o rk H a s a n i n ten ti o n to p ro d u ce so m eth i n g (p ro ject "d el i vera b l es" On e o f a k i n d , ra th er th a n a co l l ecti o n o f i d en ti ca l i tem s Ta n g i b l e o b j ects, b u t co u l d i n cl u d e th i n g s l i k e co m p u ter so ftw a re, fi l m o r sta g e w o rk s M i g h t i n cl u d e th e esta b l i sh m e n t o f a d a y-ca re cen ter, fo r i n sta n ce, b u t n o t i ts d a i l y o p era ti o n s.
Where to Begin?
Look back over your previous project experiences. Chances are, youve used a little of each of these nine areas already. The PMBOK merely codifies them and attempts to give us a framework for understanding and applying project management knowledge productively.
Quality/Scope
Good
Quality/Scope
Co n s tr a i n t Ch a n g e Sh o rter Ti m e Red u ced Co st H i g h er Qu a l ity o r In crea sed Sco p e Re q u i r e d A d j u s tm e n t A l te r n a ti v e s (O n e o r Co m b i n a ti o n o f Bo th ) H i g h er Co st Red u ced Qu a li ty o r N a rro w ed Sco p e Mo re Ti m e Red u ced Qu a li ty o r N a rro w ed Sco p e Mo re Ti m e H i g h er Co st
Co n s tr a i n t Ti m e Co st Qu a li ty/Sco p e
Measu rem en t
Must be set by customer and sponsor near startup. May change over time, but a change is a significant event!
Ex a m p l e o f a Co m p l e te d Pr i o r i ty M a tr i x f o r a Co n str u cti o n Pr o j e ct
Co n s tr a i n t Ti m e Co st Qu a li ty/Sco p e
X X X
Measu rem en t Bu i l d i n g m u st b e co m p leted b y Octo b er 3 1 o f th i s yea r to a cco m m o d a te co rp o ra te m o ve. Co sts fo r th e p ro j ect m u st n o t ex ceed $ 2 2 . 5 m i l li o n . Mu st p ro vi d e w o rk sp a ce fo r 1 2 0 ca l l cen ter sta ff.
If these are the established priorities and measurements, what are some of the implications for the project if the project starts running late or shows signs of exceeding budget?
Enter risk scenario (how an event could jeopardize project outcome). Rate probability, impact, and degree of control using rating scale of:
1 = Low 2 = Medium 3 = High
Scenario:
Probability
Impact
Control
Index
Financial Impact:
Compute risk index using formula: If possible, enter financial impact. Probability * Impact Risk Index take: Determine actions to = Control
Ignore (do nothing) Eliminate (sidestep) Manage
Ignore
Eliminate
Manage
Contingencies:
For managed risks, indicate mitigations and contingencies and assign risk manager. Log actions taken as they occur.
Actions Taken
Action: Date:
Risk Scenario
Key stakeholders unavailable during project definition phase Vendors late in delivering required software for security system Loss of key team member in middle of project Power failure due to seasonal storms Final regulations controlling administration of new system late Scope changes require additional tasks and resources
Probability
2 2 1 1 2 2
Impact
3 2 3 3 3 3
Control
2 1 2 1 1 2
Index
3 4 1.5 3 6 3
Risk Scenario
Final regulations controlling administration of new system late Vendors late in delivering required software for security system Key stakeholders unavailable during project definition phase Power failure due to seasonal storms Scope changes require additional tasks and resources Loss of key team member in middle of project*
Probability
2 2 2 1 2 1
Impact
3 2 3 3 3 3
Control
1 1 2 1 2 2
Index
6 4 3 3 3 1.5
* How would this change if you learned that a team member has announced that she is a finalist for a new position at the home office 1,500 miles away?
1.
Individually identify and jot down four possible risk scenarios this project might face. Share these within your group and create a Risk Priority Worksheet of your pooled risks. Score the risks. For the top two, brainstorm at least one mitigation and one contingency. Use the Risk Identification Worksheet as a guide, but you do not need to complete one for this exercise.
Probability
Impact
Control
Index
Financial Impact:
2.
Ignore
Eliminate
Manage
3. 4.
Contingencies:
5.
Actions Taken
Action: Date:
URGENT!!!
Selection Tools
N u m e r i c M e th o d Pa yb a ck Peri o d Net Presen t Va l u e D e s cr i p ti o n Determ i n es h o w q u i ck l y a p ro j ect reco u p s i ts co sts Esti m a tes th e cu rren t w o rth o f a n ti cip a ted ca sh fl o w s resu l ti n g fro m th e p ro j ect Sco res m u l tip l e p ro j ects a g a i n st a set o f selecti o n cri teria , w i th a l l cri teri a b ei n g eq u a l Sco res m u l tip l e p ro j ects a g a i n st a set o f selecti o n cri teria , w i th ea ch criteri o n a ssi g n ed a n u m eri c w ei g h t Ra n k o rd eri n g a n u m b er o f ca n d i d a te p ro jects b y system a tica l l y co m p a ri n g o n e w i th ea ch o f th e o th ers
Un w ei g h ted Selecti o n
Pa i rw i se Pri o ri ti es
Weighted Criteria
Criteria Weight Item
0
Total: 0
0
Total: 0
0
Total: 0
0
Total: 0
0
Total: 0
4 Good ROI 3
12
2 3
15
5
CEO Likes It
10
5 4
15
2
25
20
4 4
16
5
12
12
15
Our Winner!!
(hmmmm)
0
Total: 54
0
Total: 58
0
Total: 57
0
Total: 0
0
Total: 0
Criteria
Good ROI
CEO Likes It
Our Winner!!
(Still! So the boss was right..)
0
Total: 15
0
Total: 16
0
Total: 15
0
Total: 0
0
Total: 0
Item Scores 5 6
Number the items for identification purposes. Use the grid to compare each item with the other items on the list, circling the item that is the more preferred of the two. (You must make a choice for each pair!) Count the number of times each item was circled and enter its score on the bottom line of the grid. Rank order the list using the scores you have derived. The item with the highest score is #1. The item with the second-highest score is #2. (In case of a tie, you may either do a mini-grid for the tied items, or refer to your original preference when you were circling the items in the grid above.) Use less than a full grid for fewer than 10 items; expand grid for more items.
1. 2. 3. 4. 5. 6. 7.
Middlemarch Ulysses Remembrance of Things Past War and Peace Moby Dick Anna Karenina Pride and Prejudice
Item Scores 5 6
2*
1*
* Break ties. In this case, #1 and #6 as well as #3 and #6 were tied. Ties were broken merely by referring to previous choice made in the grid.
1. 2. 3. 4. 5. 6. 7.
Pride and Prejudice Ulysses War and Peace Middlemarch Moby Dick Remembrance of Things Past Anna Karenina
Item Scores 5 6
Phase-Based WBS
Partial WBS for Software Project Based on Phase
Customer Relationship Management System
Project Management
Requirements
Design
Build
Logical Design
Logical Design
etc.
Process Models Business Objectives Use Cases Preliminary Test Planning Logical Data Models Documentation Planning Training Requirements
Component-Based WBS
Partial WBS for Lux ury Townhouse Com plex by Com ponent
IYHTAYCAI* Village Project (*If you have to ask, you can't affort it)
Project Management
Buildings
Land Planning
Townhouse Units Clubhouse Gatehouses Pro Shop Documentation Planning Maintenance Staffing Requirements Permits and Inspections
Water and Sewers Roads and Access Lanes Retention Ponds 18-Hole Golf Course Permits and Inspections
Work Packages
Lowest level of WBS is called a Work Package if further deconstruction into activities is possible.
May be assigned as a subproject May be subordinated into WBS structure for estimating purposes
Activities at this level become the basis for time and duration estimates.
Assigning Responsibilities: Responsibility Matrix (Also Known as RACI Chart) Cross-reference of tasks and resources assigned to the project.
Project Item Project Definition Risk Management Detailed Design Weekly Web Bulletin etc. Sponsor A A A I Project Manager A R R R Project Team R R R R Project Office I C C I
G (5d)
H (5d) I (0d)
E (12d)
Critical path is A-B-F-G-H-I, with total duration of 29 days. There is one non-critical path A-C-D-E-I, with total duration of 23 days. NOTE: Task A has no slack because it is on the critical path.
Once again, the critical path is A-B-F-G-H-I, with total duration of 29 days. There is one non-critical path A-C-D-E-I, with total duration of 23 days. NOTE: Task A has no slack because it is on the critical path.
Networked Tasks
Scheduling Algorithm Exercise Determine Early Start/Early Finish, Late Start/Late Finish And Critical Path
ES LS
EF LF
ES LS
EF LF
ES LS
EF LF
ES LS
EF LF
ES LS
EF LF
ES LS
EF LF
ES LS
EF LF
ES LS
EF LF
In forward pass, ES = latest EF of predecessor In backward pass, LF = earliest LS of successors Task is CRITICAL if ES=LS and EF=LS (no Slack) Task is NON-CRITICAL if ES<>LS and Slack = LS ES (or LF EF)
0 165
30 195
30 195
60 225
Slack = 165
0 0
0 0
135 135
225 225
225 225
225 225
0 45
0 45
45 45
135 135
135 195
165 225
Slack = 60
Rule #1: Rule #2: Rule #3: Rule #4: In forward pass, ES = latest EF of predecessor In backward pass, LF = earliest LS of successors Task is CRITICAL if ES=LS and EF=LS (no Slack) Task is NON-CRITICAL if ES<>LS and Slack = LS ES (or LF EF)
Once start date/time entered, other calculations automatic with project management software
Project Stakeholders
Individuals and organizations that are actively involved in the project, or whose interest may be positively or negatively affected as a result of project execution or project completion. 2000 PMBOK Guide Short list
Project benefactor Project requestor Project manager and team Those affected by the project
Internal Consultants
Defining Scope
Product Scope Versus Project Scope
Product Scope: The sum of the features that make up the product or service created by the project. Project Scope: All of the activities and resources required to produce the target product or service.
Manage Enterprise
Sell Widgets
Maintain Accounts
Run HR
Manage Sales
Sell Product
Support Systems
Develop Systems
Design Websites
Hire Staff
Develop Courses
Here weve drilled down into the Widget World organization and depicted the major functions within the company. Ideally, the top level should encompass the entire organization. We have been charged with evaluating a flawed sales support system that provides automated training and support to the sales staff. The scope of the training product is therefore the box labeled Support Sales.
Sales Staff
IT Dept
Sales Managers
HR Department
The software product, usually drawn as a rounded-corner square, and always in the center of the graphic
One rectangle for each class of individual (e.g., customer) or organization (e.g., HR) that might interact with the software solution One rectangle (with an extra line inside the top) for each class of system (e.g., your HR System) that may interact with the software product One arrow for each major class of information that flows to or from the software product
HR Dept
Requirements Approvals/$
IT Systems Support
Completed System
Progress Reports
Interim Versions
Recommendations/ Approvals
Template Designs
Content Rules
Sales Managers
One rectangle for each class of individual (e.g., project sponsor) or organization (e.g., IT Department) that may interact with your software development project team in developing the software product One rectangle (with an extra line inside the top) for each class of system (e.g., a course module library) that be used by the software development project team in developing the software product
One arrow for each major class of information that flows to or from software development project team
Project
Initiation Execution Close-Out
Project
Initiation
Ph a se In i ti atio n D e fin iti o n Plan n in g
Definition
Planning
Implementation
Closure
Im p l e m e n ta ti o n Clo su re
Pu r p o s e In tro d u ce p ro j e ct to attai n ap p ro va l a n d cre ate p ro je ct ch a rte r D o cu m e n t p ro je ct sco p e , d e live ra b le s, a n d m e th o d s fo r co n tain i n g sco p e . Cre ate p l an d o cu m e n ti n g th e activitie s re q u ire d to co m p le te th e p ro j e ct, a lo n g w ith se q u e n ce o f acti vitie s, re so u rce s a ssi g n e d to th e a cti vi ti e s, a n d re su ltin g sch e d u le a n d b u d g e ts. Ex e cu te a n d m an a g e th e p l an , u sin g a rti facts cre ate d in th e p lan n in g p h a se . Fo rm all y re vie w th e p ro je ct, in clu d in g le sso n s le a rn e d a n d tu rn o ve r o f p ro je ct d o cu m e n tatio n .
Continuous Improvement
Lessons
Learned
Project
Initiation Definition Planning Implementation Closure
Communication Plan
Communication Team Briefing Format Restricted Intranet Frequency Daily at 9:00 Distribution Team and stakeholders with access to secure project info area Team, sponsor, senior management Webmaster, IT Department Sponsor, Senior Management All internal stakeholders All internal stakeholders All internal stakeholders All internal stakeholders
Weekly Web Bulletin Technical Incident Report Budget and Schedule Detail Accomplishments and Setbacks Schedule Milestones Cost-to-Date Milestones Current Top 5 Risks
Internal Intranet Email Spreadsheets and Detailed Gantt Chart Email and Intranet Email and Intranet Email and Intranet Email and Intranet
All in all would you say that the project was successful? Why or why not?
How close was the project to meeting its scheduled completion date?
Did the project meet its final stated objectives? Why or why not?
What tools and techniques were used in planning and tracking the project?
Did the scope of the project change after the project was underway? If so, what was the overall impact of the change of scope? How were changes approved?
How was project status communicated during the course of the project?
How were risks managed for the project? Were they identified ahead of time? Did any unforeseen occurrerences hinder the progress of the project?
At the end of the project, was there a formal lessons-learned process or any sort of review similar to the one used here?
In general, how well did the team members collaborate? Why was this so?
Did team members work together in a single physical area or were they physically separated?
What were the primary modes of team communication? Which ones worked best? Which ones worked least well?
Were all team members available at the times they were needed for project work or status meetings? What impact did this have on the project?
Were all stakeholders and subject matter experts available to answer questions when needed? What impact did this have on the project?
Was any kind of project management software, such as Microsoft Project, used for the project? What are the ways it was used (for example, scheduling, reporting, and cost reporting).
What other tools (word-processors, spreadsheets, presentation software, or diagramming tools) were used in the project?
Was the project team able to obtain adequate advice and technical support for the technology tools used in the project? How could it improve?
Are there any areas about which you would like to learn more in order to make you more effective in working on your next project? What resources are available for obtaining that knowledge or skill?
Stakeholders Report/Celebration
Communicate Results Pinpoint Successes Propose Maintenance/Corrective Measures if needed
share contributing success factors present plans for corrective action
Sharpen the Saw for the future Project Best Practices Celebrate Successes!!!!
These are the knowledge areas and skills that were new to me that I will be able to use in my project work in the future.
These are the knowledge areas and skills introduced in the workshop on which I might need a refresher to use comfortably.
These are the steps I want to take within the next six months
These are goals related to project management that I want to achieve within the next two years.
Bibliography
Adams, John R., and Campbell, Bryan, Roles and Responsibilities of the Project Manager, 4th Edition, Project Management Institute, 1990 Baker, Sunny and Kim, The Complete Idiot's Guide to Project Management, New York, NY: Alpha Books, 1998. Bennatan, E.M, On Time Within Budget: Software Project Management Practices and Techniques, 3rd Edition, New York, Wiley. 2000. Brooks, Fredrick. The Mythical Man-Month. Addison Wesley. 1995. DeWeaver, Mary F. and Gillespie, Lori C., Real-World Project Management: New Approaches for Adapting to Change and Uncertainty. New York: Quality Resources, 1997. Dinsmore, Paul C., Human Factors in Project Management. New York: AMACOM, 1990. Doyle, Michael and Straus, David, How to Make Meetings Work, New York: Jove Books, 1982. Greer, Michael, The Manager's Pocket Guide to Project Management, Amherst, MA: HRD Press, 1999. Greer, Michael, The Project Manager's Partner: A Step-by-Step Guide to Project Management, Amherst, MA: HRD Press, 1996. Haynes, Marion E., Project Management. Crisp Publications, 1989. Laufer, Alexander and Hoffman, Edward J., Project Management Success Stories: Lessons of Project Leadership, New York, Wiley. 2000. Lewis, James P., Fundamentals of Project Management. New York: AMACOM, 1997. Lock, Dennis, Project Management (Sixth Edition). New York: Wiley, 1996.
Bibliography
Martin, Paula and Tate, Karen. Getting Started in Project Management. New York, Wiley, 2001. Meredith, Jack R. and Mantel, Jr., Samuel J., Project Management: A Managerial Approach. 5th Edition. New York. Wiley. 2003. Penner, Donald. The Project Managers Survival Guide. Battelle Press, 1994. Peters, Tom, Reinventing Work: The Project 50: Fifty Ways to Transform Every "Task" Into a Project That Matters. New York. Alfred A. Knopf, 1999. Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK Guide) -- 2000 Edition, 2001. Roberts, W. Leadership Secrets of Attila the Hun. Warner Books, 1987. Schrage, Michael. Shared Minds: The New Technologies of Collaboration. New York: Random House. 1990. Thomsett, R. People and Project Management. Yourdon Press, 1980. Verzuh, Eric. The Fast Forward MBA in Project Management: Quick Tips, Speedy Solutions, and Cutting-Edge Ideas. New York, Wiley. 1999. Wideman, R. Max (Editor). Project and Program Risk Management: A Guide to Managing Project Risks and Opportunities. Project Management Institute, 1992. Wysocki, Robert K. et al, Building Effective Project Teams. New York: Wiley, 2001. Wysocki, Robert K. et al, Effective Project Management. New York: Wiley, 1995.
Pr o j e ct A ssu m p ti o n s
Li s t a t l ea s t th re e Pr o j ec t A s s u m p t i o n s .
Pr o j e ct Co n str a i n ts
See Pr o j ec t Pri o r i t y M a tr i x i n A p p en d i x . Li s t a n y o t h e r c o n s tr a i n ts h er e.
Pr o j e ct Ph a se s
I n d i ca te t h e p h a s e s o f th e p r o p o s e d p r o j ec t.
M i l e sto n e s
Li s t m a j o r m i l es to n e s f o r p ro j e ct i d e n t i f i ed s o f a r . (I n c l u d e a t l ea s t f i v e th ro u g h o u t th e l i f e o f th e p r o j ec t. )
Pr o j e ct Ri sk s
A tta c h Ri s k I d en ti f i c a t i o n W o rk s h e et s a n d Ri s k Pr i o ri t y W o r k s h e et .
Sta k e h o l d e r s
A tta c h Po ten ti a l Sta k e h o l d er s W o rk s h e et.
Si g n a tu r e Pa g e G r a n ti n g Au th o r i ty to Pr o ce e d
O b t a i n s i g n a tu re s o f Pro j e ct Sp o n s o r a n d Pro j ec t M a n a g er . Pro j ec t Sp o n s o r Si g n a t u r e: Pro j ec t M a n a g er Si g n a tu re:
Level 5Optimization
Rewards of PMMM
The promise of continuous process improvement through repeatable processes, benchmarking, and optimization: To break the triple constraint and achieve
Faster!!
Cheaper!!
S M A R T
Objectives should be stated in terms that include that include some quantitative target for the end product. pecific There should be some way of actually testing whether or not that stated target has been met. easurable The desired objective must be one that is actually possible to achieve within the time and cost parameters provided. ttainable The desired objective should relate directly to the organization's business needs and stated mission. elevant The boundaries for completion date of the desired objective should be either a specific date or time or an "offset" from the beginning of the project. (For example, must be completed within five months of project launch.)
ime-Bound
Project Assumptions
Almost every lesson includes the reminder Dont Assume!! Turn that around and make it Document Assumptions!
Dont expect others to read your mind. Capture as many assumptions as possible to include in your initial project charter. Dont be surprised if others do not share all your assumptions. This is the time to resolve differences before the project is underway!