60 Minutes to Better Project Management Daniel Kent

60 Minutes to Better Project Management Daniel Kent, PMP Northern California OAUG Training Day March 7, 2005

About The Presenter n n Oracle Applications Since 1988 Financials Focus n n Technical, Functional Project Manager PMI Certified Member: Nor. Cal OAUG, PMI

Objective To provide you with tools and techniques for managing projects of varying size without adding unnecessary overhead.

Agenda n n n n Importance of Project Management Key Planning Documents Scope and Risk Management Communications Management Protecting Your PM Knowledge Base Toolkit Summary Questions and Answers

The Importance of Project Management “Good fortune brings in some boats that are not steered. Only direction can bring in the fleet. ” -- William Shakespeare

Why We Need Improvement n n Only 28% of Projects Succeed! Common Reasons for Failure n n n Unrealistic Time Frames Scope Creep Changing Deliverables Scope Hard to Define Poor Communication Source: Rita Mulcahy, PMP, RMC Project Management

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 Plan Source: Rita Mulcahy, PMP, RMC Project Management

Project Management Processes Source: PMBOK 2000, PMI

Key Planning Documents “If You Fail to Plan, You Plan to Fail!”

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

Sample Project Charter Source: Rita Mulcahy, PMP, RMC Project Management

Work Breakdown Structure n n n 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

Sample WBS Reference: PMBOK 2000, PMI

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

Sample RAM Architect General Contractor R I A Demolition R I C Rough In R I C Finish R A Planning Client … Laborer Reference: “Delivering Project Excellence with the Statement of Work” Michael G. Martin, PMP

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

Sample Milestone Chart

Scope and Risk Management “How does a project get to be a year behind schedule? One day at a time!” -- Anonymous

The Triple Constraint Time Cost Scope Source: “Delivering Project Excellence with the Statement of Work” Michael G. Martin, PMP

Scope Management n n n 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

Sample Change Control Form Source: “Delivering Project Excellence with the Statement of Work” Michael G. Martin, PMP

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

Issues, Risks, and Key Decisions n n n 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

Sample I/R/KD Log

Communications Planning “Project Managers Spend 90% of Their Time Communicating” -- PMI

Weekly Status Report n n n 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

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

Steering Committee Meetings n n n 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

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

Lessons Learned n n n 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

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

Toolkit Summary Keep These Tools Handy and Use Them When Appropriate

Tools for Every PM Process Initiate Plan Execute Control Close Charter WBS I/R/KD X X X X Detailed Plan X X X Milestone Plans X X

Tools for Every PM Process Initiate Plan Execute Control Close RAM Change Request Status Report Lessons Learned Archives X X X X

Resources n Project Management Institute (PMI) n n n www. pmi. org “Delivering Project Excellence with the Scope of Work, ” Michael G. Martin, PMP PMBOK 2000, PMI “PMP Exam Prep, ” Rita Mulcahey, PMP RMC Project Management n www. rmcproject. com

Questions and Answers