Effective Project Management The University of California Berkeley
Effective Project Management The University of California Berkeley – School of Information
Class 3 Agenda n n n Project Premortem Knowledge Areas Select Teams Next Week Q & A © 2011 by Anne Walker. All rights reserved. 2
Knowledge Areas (KA’s) 1. 2. 3. 4. 5. 6. 7. 8. 9. Integration Management Scope Management Time Management Cost Management Quality Management Human Resource Management Communications Management Risk Management Procurement Management © 2011 by Anne Walker. All rights reserved. 3
Mapping KA’s to Process Groups © 2011 by Anne Walker. All rights reserved. 4
Integration Management n Develop Project Charter: Initiates the project and gains approval or sanctions the project and gives the project manager the authority to act and apply organizational resources to the project. n Develop the Project Management Plan: All activities needed to create and integrate all subsidiary plans into the Project Management Plan. n Direct and Manage Project Execution: Orchestrating how the project team performs the actions to implement the Project Management Plan and complete the work detailed in the Project Scope Statement. n Monitor and Control Project Work: Measures and balance the projects progress and any corrective or preventative actions needed to assure all project objectives are met. n Integrated Change Control: Includes evaluating all change requests, authorizing changes, and managing changes to project plans and deliverables. n Close Project or Phase: Completing all project activities, delivering the final project, turning over continual support to operations, and obtaining the client approval to formally close the project. © 2011 by Anne Walker. All rights reserved. 5
Scope Management © 2011 by Anne Walker. All rights reserved. 6
Stakeholder Input Team © 2011 by Anne Walker. All rights reserved. 7
Time Management © 2011 by Anne Walker. All rights reserved. 8
Getting to a Project Schedule © 2011 by Anne Walker. All rights reserved. 9
Cost Management n n n Develop a clear estimate of the costs involved, including not just labor costs but materials, third-party services like subcontractors, and miscellaneous expenses such as travel and facilities. Create a budget that sets expectations for the investment required to achieve the results desired. Disciplined cost control program so that costs are measured and managed as you deliver value. © 2011 by Anne Walker. All rights reserved. 1. Effort 2. Duration 3. Cost 10
Tips & Common Mistakes Tips n n Cost each task in the WBS to arrive at a total, rather than trying to cost the project as a whole. Agree on a tolerance with your customer for additional work that is not yet defined. Communicate any assumptions, exclusions or constraints you have to your customer. Provide regular budget statements to your customer, copying your team, so that they are always aware of the current position. Common Mistakes n Not understanding what is involved to complete an item of work. n Starting with an amount of money and making the project cost fit it. n Assigning resources at more than 80 percent utilization. n Failing to build in contingency. n Failing to adjust the estimate in accordance with changes in scope. n Dividing tasks between more than one resource. n Providing estimates under pressure in project meetings. n Giving single-data-point estimates rather than range estimates. © 2011 by Anne Walker. All rights reserved. 11
Quality Management n Types of quality ¡ ¡ Process Product © 2011 by Anne Walker. All rights reserved. 12
Cost of Quality (COQ) Total cost of all efforts related to quality throughout the product life cycle. ¡ Includes n n n Investment in preventing nonconformance to requirements Appraising the product or service for conformance to requirements Rework (failure to meet requirements) ¡ ¡ ¡ Internal (found by the project) External (found by the customer) Also called cost of poor quality © 2011 by Anne Walker. All rights reserved. 13
Cost of Conformance Cost of Nonconformance Prevention Costs (Build a quality product) n Training n Document processes n Equipment n Time to do it right Internal Failure Costs (Failures found by the project) n Rework n Scrap Appraisal Costs (Assess the quality) n Testing n Destructive testing loss n Inspections External Failure Costs (Failures found by the customer) n Liabilities n Warranty Work n Lost business Money spent during and after the project because of failures Money spent during the project to avoid failures © 2011 by Anne Walker. All rights reserved. 14
Human Resource Management n n Develop Human Resource Plan ¡ Identify & document roles, responsibilities, required skills, reporting relationships, staffing management plan ¡ Who does what when Acquire Project Team ¡ Confirm availability ¡ Obtain the team Develop Project Team ¡ Improve competencies ¡ Team interaction ¡ Team environment Manage Project Team ¡ Motivate team members, track performance, provide feedback, resolve issues, manage changes © 2011 by Anne Walker. All rights reserved. 15
People & Projects n n n People with sufficient functional skills and domain expertise can trump process, good or bad. Processes that are appropriate for the context, will help those people. But great people can overcome bad process to deliver a good product. Bad management that is incapable of understanding how to remove obstacles or how to see the project state can trump good people and good process. Managing people doesn't just mean acting as overseer, to see that they get their work done satisfactorily. It means involving people throughout the team in a creative role, to ensure that together you are all able to succeed. Involving people on broad issues is motivational. Never underestimate people. Their views can enhance everything: methods, standards, processes and overall effectiveness. Use your people and make it clear to them that you want and value their contributions. Find a way to reward people! © 2011 by Anne Walker. All rights reserved.
Communications Management n n n Identify Stakeholders Plan Communications Distribute Information Manage Stakeholder Expectations Report Performance Tip: You have two ears and one mouth, and you should use them in that proportion. © 2011 by Anne Walker. All rights reserved. 17
Communication Process Sender Generates Encodes Transmits the idea the message through a channel Decodes Checks the message the meaning Feedback Receiver © 2011 by Anne Walker. All rights reserved. 18
Communication Process Communications Management – Types n n n One-to-one n Conversations (in person and on the phone) n Meetings Electronic n Email messages n Web sites n Databases Written n Memos n Letters n Documents n Reports Two-way One-way © 2011 by Anne Walker. All rights reserved.
Determine… n n n Who needs what information When they will need it How it will be given By whom How often © 2011 by Anne Walker. All rights reserved. 20
Risk Management n n n Risk management is the systematic process of risk management planning, identifying, analyzing, and responding to project risks. Living with the possibility that future events may cause adverse effects You cannot eliminate all risk for your projects © 2011 by Anne Walker. All rights reserved. 21
Risk Management – The Life Cycle risk identification risk assessment risk mitigation risk monitoring & control § What are the risks? § What is the probability of loss that results from them? § How much are the losses likely to cost? § What might the losses be if the worst happens? § What are the alternatives? § How can the losses be reduced or eliminated? § Will the alternatives produce other risks? © 2011 by Anne Walker. All rights reserved.
Procurement Management Vendor Solicitation Vendor Selection © 2011 by Anne Walker. All rights reserved. 23
Why is Procurement Important to PM’s? n In developing any project, the project manager should consider the following questions carefully. ¡ ¡ ¡ n n Are there sufficient resources, qualified and available to work on my project? Would it be useful to obtain resources from other sources in order to gain access to expertise, or technology? Would costs be better controlled or reduced using outside resources? Most projects involve some external dependency whether it be purchasing goods or services. One method of allocating the responsibility for managing or sharing risks. © 2011 by Anne Walker. All rights reserved. 24
Procurement Documents n n n n Request for Information (RFI) Invitation for bid (IFB) Request for Proposal (RFP) Request for Quotation (RFQ) Statement of Work (SOW) Tender Notice Invitation for Negotiation Invitation for Seller’s Initial Response © 2011 by Anne Walker. All rights reserved. 25
Due Class 4 Required Reading ¡ Chapter 3 Project: High-level project statement © 2011 by Anne Walker. All rights reserved. 26
Q & A © 2011 by Anne Walker. All rights reserved. 27
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