IS 455 Project Management online How to Launch

IS 455 Project Management (online) – How to Launch a TPM Project

Agenda: • Simulation Tips • How to Launch a TPM Project COPYRIGHT TOM SULZER © 2020 Introduction 2

Simulation Powered Learning Tip #7: To check how well you did in your simulation, download the Sample Student Grade Book from the IS 455 Resource page. In it are a number of worksheets. Fill in your information and it should give you a fairly close approximation of what you can expect. COPYRIGHT TOM SULZER © 2019 3

Simulation Powered Learning Tip #8: When you are getting your project started it is important to have everyone present. Don’t have the meeting without certain departments present. Reschedule so everyone is at the meeting. COPYRIGHT TOM SULZER © 2019 4

Effective Project Management: Traditional, Agile, Extreme Managing Complexity in the Face of Uncertainty Ch 06: How to Launch a TPM Project Presented by Tom Sulzer Copyright Tom Sulzer © 2020 5

Ch 06: How to Launch a TPM Project Summary of Chapter 6 Ø Ø Ø Ø Ø Using tools, templates, and processes to launch a TPM project Recruiting the project team Conducting the project kick–off meeting Establishing team operating rules Managing scope changes Managing team communications Assigning resources Resource–leveling strategies Finalizing the project schedule Writing work packages Copyright Tom Sulzer © 2020 6

Ch 06: How to Launch a TPM Project Tools, Templates, & Processes Used to Launch a Project Ø Ø Recruiting the Project Team Operating Rules Ø Ø Ø Problem Solving Decision Making Conflict Resolution Consensus Building Brainstorming Team Meetings Scope Change Management Process Communications Management Planning Work Packages Resource assignment Finalize the project schedule Copyright Tom Sulzer © 2020 7

Ch 06: How to Launch a TPM Project What Is a Project Team? Ø Ø A project team is a group of professionals committed to achieving common objectives, who work well together, and who relate directly and openly with one another to get things done. Project team membership Ø Ø Ø Co-Project manager – developer (chosen before Scoping) Co-Project manager – client (chosen before Scoping) Core team (chosen before Planning) Developer team (chosen before Launching) Client team (chosen before Launching) Contracted team (chosen after Launching) Copyright Tom Sulzer © 2020 8

Ch 06: How to Launch a TPM Project Characteristics of the core team Ø Ø Ø Ø Ø Commitment Shared responsibility Flexibility Task-oriented Ability to work within schedules and constraints Willingness for trust and mutual support Team-oriented Open-minded Ability to work across structure and authorities Ability to use project management tools Copyright Tom Sulzer © 2020 9

Ch 06: How to Launch a TPM Project Client Team Members Ø Ø Must understand their business unit processes Must be able to make decisions and commitments for their business unit Copyright Tom Sulzer © 2020 10

Ch 06: How to Launch a TPM Project Contract Team Members - Implications Ø Ø Ø Little variance in times they are available Know how their tasks relate to the project Commitment can be a problem Quality of work may be poor May require more supervision than core team Copyright Tom Sulzer © 2020 11

Ch 06: How to Launch a TPM Project Balancing a Team Ø Ø Developing a team deployment strategy Developing a team development plan Copyright Tom Sulzer © 2020 12

Ch 06: How to Launch a TPM Project Where Project Teams Can Improve Ø Ø Ø Ø Ø Work methods and procedures Knows appropriate technology Associate attraction and retention Staffing flexibility Service and product quality use Rate of output Decision making Reduced staff support level Reduced supervision Copyright Tom Sulzer © 2020 13

Ch 06: How to Launch a TPM Project Team Member Responsibilities Ø Ø Ø Ø Open communication Good listening skills Shared goals Positive outlook Creativity Respect for others Growth and learning Copyright Tom Sulzer © 2020 14

Ch 06: How to Launch a TPM Project Kick-Off Meeting Agenda Sponsor-led part Ø Ø Introduce the sponsor to the project team Introduce the importance of the project by the sponsor Introduce the project (client) Introduce the project (project manager) Copyright Tom Sulzer © 2020 15

Ch 06: How to Launch a TPM Project The Working Session Project Manager-led Agenda Ø Ø Ø Introduce the project team members to each other Write the Project Definition Statement Establish team operating rules Ø Ø Ø Ø Ø Problem solving Decision making Conflict resolution Consensus building Brainstorming Team meetings Review the project plan Finalize the project schedule Write work packages Copyright Tom Sulzer © 2020 16

Ch 06: How to Launch a TPM Project Definition Statement – Contents Ø Expands the POS Ø Ø Project objectives Assumptions, risks, and obstacles Copyright Tom Sulzer © 2020 17

Ch 06: How to Launch a TPM Project Definition Statement – Purpose Ø Ø Ø As a basis for continued project planning To clarify the project for the project team As a reference that keeps the team focused in the right direction As an orientation for new team members As a method for discovery by the team Copyright Tom Sulzer © 2020 18

Ch 06: How to Launch a TPM Project Establishing Team Operating Rules Ø Ø Ø Problem solving Decision making Conflict resolution Consensus building Brainstorming Team meetings Copyright Tom Sulzer © 2020 19

Ch 06: How to Launch a TPM Project Five Steps to Solving a Problem 1. 2. 3. 4. 5. Define the problem & the owner Gather relevant data and analyze causes Generate ideas Evaluate and prioritize ideas Develop an action plan Source: Creative Problem Solving and Opportunity Finding Copyright Tom Sulzer © 2020 J. Daniel Couger, 1995 Figure 06 -01 20

Problem-solving: Generic model – IS Department / UWEC 1. Define the problem 2. Identify alternative solutions 3. Evaluate alternatives and select one 4. Implement and follow up on the solution Copyright Tom Sulzer © 2020 Generate alternative solutions Evaluate and select an alternative Implement and follow up on the solution 21

Ch 06: How to Launch a TPM Project Five Steps to Solving a UWEC Problem Generic Problem Solving 1. 2. 3. 4. 5. Define the problem & the owner 1. Define the problem Gather relevant data and analyze causes Generate ideas 2. Identify alternative solutions Evaluate and prioritize ideas 3. Evaluate alternatives and select one Develop an action plan 4. Implement and follow up on the solution Source: Creative Problem Solving and Opportunity Finding J. Daniel Couger, 1995 Copyright Tom Sulzer © 2020 Figure 06 -01 22

Ch 06: How to Launch a TPM Project Decision Making Styles Ø Ø Ø Directive Participative Consultative Copyright Tom Sulzer © 2020 23

Ch 06: How to Launch a TPM Project Conflict Resolution I have a differenti dea! I’ll win at any cost! Conflict is good. Conflict is bad. Copyright Tom Sulzer © 2020 24

Ch 06: How to Launch a TPM Project Conflict Resolution § Avoidant § Combative § Collaborative Copyright Tom Sulzer © 2020 25

Ch 06: How to Launch a TPM Project Consensus Building Be careful--a consensus decision that equally satisfies all parties may be a bad decision after all. Copyright Tom Sulzer © 2020 26

Ch 06: How to Launch a TPM Project Brainstorming Method Ø Ø Ø Assemble individuals with knowledge of problem area Throw any/all ideas on the table Continue until no new ideas are uncovered Discuss items on the list Solutions begin to emerge Test each idea with an open mind Look for solutions that no individual could identify but the group may identify. Copyright Tom Sulzer © 2020 27

Ch 06: How to Launch a TPM Project Team Meetings Ø Ø Ø What is your purpose? How often? How long? Who should attend? Do we need an agenda? Are there minutes? Who takes them? Who gets them? Copyright Tom Sulzer © 2020 28

Ch 06: How to Launch a TPM Project Guidelines for Managing Meetings Ø Before the Meeting Ø Ø Ø Is the meeting necessary? Determine the purpose of the meeting Set the ground rules for the discussion Determine who really needs to be present and only invite those people Make notes and rehearse your presentation Start and end the meeting on time Copyright Tom Sulzer © 2020 29

Ch 06: How to Launch a TPM Project Guidelines for Managing Meetings Ø During the Meeting Ø Ø Ø Ø Specify a time limit and stick to it Identifying the specific objectives Gather input from the participants Keep things moving Use visual aids Periodically summarize the results of the discussion in terms of consensus achieved or disagreements still in progress Assign action items to team members Copyright Tom Sulzer © 2020 30

Ch 06: How to Launch a TPM Project ØDuring the Meeting – Specify a time limit and stick to it Class Agenda 10 min Class schedule 10 min Mentor Project check in 10 – 15 min Microaggression presentation 30 min Ch 6 notes / slides 15 min Review / Mid term questions Copyright Tom Sulzer © 2020 31

Ch 06: How to Launch a TPM Project Guidelines for Managing Meetings Ø During the Meeting Ø Ø Ø Ø Specify a time limit and stick to it Identifying the specific objectives Gather input from the participants Keep things moving Use visual aids Periodically summarize the results of the discussion in terms of consensus achieved or disagreements still in progress Assign action items to team members Copyright Tom Sulzer © 2020 32

Ch 06: How to Launch a TPM Project Guidelines for Managing Meetings Ø After the Meeting Ø Ø Ø Time, place, and instructions for the next meeting Time and place of the meeting and list of attendees with their project role Agenda items discussed Decisions reached or held for further studies Action items and persons responsible for follow up and reporting back to the team at the next meeting Copyright Tom Sulzer © 2020 33

Ch 06: How to Launch a TPM Project Meetings Ø Ø Ø Daily status meetings Problem resolution meetings Project review meetings Frequency Length Purpose Team Room Copyright Tom Sulzer © 2020 34

Ch 06: How to Launch a TPM Project Daily Status Meetings n n 15 minutes Everyone stands Only reporting on tasks open for work and not yet done Status n n I’m on plan I am x hours behind schedule but have a plan to be caught up by this time tomorrow I am x hours behind plan and need help I am x hours ahead of plan and available to help Copyright Tom Sulzer © 2020 35

Ch 06: How to Launch a TPM Project Problem Resolution Meeting Agenda n n Only attended by those involved in the problem Who owns the problem? What is the resolution? When will it be completed? Copyright Tom Sulzer © 2020 36

Ch 06: How to Launch a TPM Project Review Meetings n n n Held at project milestone events Project review panel Formal presentation of project performance to date Copyright Tom Sulzer © 2020 37

Ch 06: How to Launch a TPM Project Team War Room Ø Ø Ø Physical layout Variations Operational uses

Ch 06: How to Launch a TPM Project Typical Scope Change Management Process Submit change request Reject Review change request Rework & Resubmit Request impact study Reject Review impact study Change approved for implementation Rework & Resubmit Figure 06 -02 Copyright Tom Sulzer © 2020 39

Ch 06: How to Launch a TPM Project Impact Statement - Contents Ø Ø Ø Ø What is the expected benefit of the change? How would the change affect the project’s cost? How would the change affect the project’s schedule? How would the change affect the software’s quality? How would the change affect the project’s resource allocation? Can the change be deferred to a later stage of the project or a later version of the software? Is the project at a point when making the change would risk destabilizing the software? Copyright Tom Sulzer © 2020 40

Ch 06: How to Launch a TPM Project Impact Statement – Possible Outcomes Ø Ø Ø It can be accommodated within project resources and timelines It can be accommodated but will require extension of deliverable schedule It can be accommodated within the current deliverable schedule but additional resources will be needed It can be accommodated but additional resources and extension of deliverable schedule will be required It can be accommodated with a multiple release strategy and by prioritizing the deliverables across the release dates It cannot be accommodated without a significant change to the project Copyright Tom Sulzer © 2020 41

Ch 01: What Is a Project? The Scope Triangle is a System in Balance ØThe Scope Triangle is a system in balance. t Ti m e s Co Scope and Quality Ø The lengths of the three sides exactly bound scope and quality. Ø Change in the variables will cause the system to be out of balance. Resource Availability Copyright Tom Sulzer © 2020 Figure 01 -02 42

Ch 06: How to Launch a TPM Project Impact Statement – Possible Outcomes Ø Ø Ø It can be accommodated within project resources and timelines It can be accommodated but will require extension of deliverable schedule It can be accommodated within the current deliverable schedule but additional resources will be needed It can be accommodated but additional resources and extension of deliverable schedule will be required It can be accommodated with a multiple release strategy and by prioritizing the deliverables across the release dates It cannot be accommodated without a significant change to the project Copyright Tom Sulzer © 2020 43

Ch 06: How to Launch a TPM Project Scope Change Request Form Project Name Change Requested By Date Change Requested Description of Change Business Justification Action Approved By Date Copyright Tom Sulzer © 2020 Figure 06 -03 44

Ch 06: How to Launch a TPM Project Tips to Help the Client Understand Scope Change Ø Ø Ø Business needs change or are discovered during the project Scope change requests are expected Project team will analyze the request’s impact on the project plan Project impact statement will define alternatives for accommodating the request Client will choose the alternative to be followed Project manager will adjust project plan accordingly and inform the client Copyright Tom Sulzer © 2020 45

Ch 06: How to Launch a TPM Project Management Reserve Ø Ø A percentage (5 -10%) of the project duration is set aside as a time contingency for processing and incorporating scope change requests. Utilizing a Scope Bank to store prioritized functions and features not yet integrated into the solution will help manage Management Reserve. Copyright Tom Sulzer © 2020 46

Ch 06: How to Launch a TPM Project Scope Bank Ø Ø Ø Set up a scope request bank account with an initial deposit of time (5 -10 percent of total project work time) to be used to process cope changes and adjust the schedule. Utilize the Scope Bank to store prioritized change requests not yet integrated into the solution. Change requests can be handled at the end of a project cycle or as needed. Copyright Tom Sulzer © 2020 47

Ch 06: How to Launch a TPM Project Managing Team Communications Establishing a communications model including: Ø Ø Ø Timing Content Choosing Effective Channels Copyright Tom Sulzer © 2020 48

Ch 06: How to Launch a TPM Project Communications Management – The Process Sender Generates Encodes Transmits the idea the message through a channel Decodes Checks the message the meaning Feedback Receiver Copyright Tom Sulzer © 2020 49

Ch 06: How to Launch a TPM Project Communications Management – Types n n Conversations (in person and on the phone) Meetings Electronic n n n Two-way One-to-one Chat – Instant messaging Email messages Web sites Databases Written n n Memos Letters Documents Reports Copyright Tom Sulzer © 2020 One-way 50

Ch 06: How to Launch a TPM Project Communications Management – Interfaces Sponsor Team Managers Client Project Manager 3 rd Parties Project Team Members Copyright Tom Sulzer © 2020 Public 51

Ch 06: How to Launch a TPM Project Delegation: RASCI Matrix Confirm customer approval of scope Choose project team Plan project Define Budget Plan Kick-Off Meeting R R S C I S I R R A I R R= Responsible, accountable for successful completion A= Needs to Approve decisions S= Will provide Support for the “R” C= Available to Coach and Consult I= Needs to be kept informed of status Copyright Tom Sulzer © 2020 52

Ch 06: How to Launch a TPM Project Expanded Variation of the RASCI Matrix Tasks Task Lead Start Date End Date Est. End Pred. Succ. CP? Comments A Jack 1/1/18 1/3/18 1/2/18 Start B Y B Bob 1/5/18 1/12/18 1/13/18 A D Y C Cheryl 1/5/18 1/10/18 1/13/18 A D N D Harry 1/14/18 1/16/18 1/14/18 BC End Y Copyright Tom Sulzer © 2020 53

Ch 06: How to Launch a TPM Project Assigning Resources Figure 06 -04 Copyright Tom Sulzer © 2020 54

Ch 06: How to Launch a TPM Project Resource-Leveling Strategies Ø Ø Ø Utilizing available slack Shifting the project finish date Smoothing Copyright Tom Sulzer © 2020 55

Ch 05: How to Plan a TPM Project Early Start to Late Finish Window Figure 05 -22 Copyright Tom Sulzer © 2020 56

Ch 06: How to Launch a TPM Project Alternative Methods of Scheduling Tasks Ø Ø Ø Further decomposition of tasks Stretching tasks Assigning substitute resources Copyright Tom Sulzer © 2020 57

Ch 06: How to Launch a TPM Project Launch the Project – Finalize Resources & Schedule C 1 A 1 B 1 3 C 2 3 B 2 2 T W Duffy a 1 a 1 R F Ernie b 1 Fran c 1 S S T a 2 c 1 1 2 M b 2 C 3 2 A 2 M 2 W R F S S b 2 c 2 c 2 c 3 Copyright Tom Sulzer © 2020 Figure 06 -05 58

Ch 06: How to Launch a TPM Project Launch the Project – Work Packages A Work Package is a brief description at the subtask level that describes how a task will be completed. It is a primitive project plan. Work Packages should be written for: Ø Ø Critical path tasks High-risk tasks Tasks requiring scarce resources Tasks with large duration variances Copyright Tom Sulzer © 2020 59

Ch 06: How to Launch a TPM Project Launch the Project – Work Package Assignment Sheet Figure 06 -06 Copyright Tom Sulzer © 2020 60

Ch 06: How to Launch a TPM Project Launch the Project – Work Package Description Form Copyright Tom Sulzer © 2020 Figure 06 -07 61

Ch 06: How to Launch a TPM Project Class discussion #1: You have recently been promoted to the position of project manager. Your team consists of senior members of the technical staff, and it is time to establish the team operating rules. You expect some resistance because the team is experienced and you are a project manager who they see as still “challenged. ” How would you go about doing this? Copyright Tom Sulzer © 2020 62

Ch 06: How to Launch a TPM Project Class discussion #2: Your project managers have been able to communicate very effectively with all of your clients except one. Getting feedback from this client has always been a nagging problem. What should you do? Copyright Tom Sulzer © 2020 63

Ch 06: How to Launch a TPM Project Class discussion #3: Your past projects gave the client wide berth when it came to suggesting changes at any time they saw fit. Often they expressed an unbridled enthusiasm in making frequent changes, many of which were not well thought out. Times have changed, and you need to implement effective management control. Describe your plan to implement good scope change control practices. Copyright Tom Sulzer © 2020 64

Ch 06: How to Launch a TPM Project Class discussion #4: A number of your clients seem to be abusing the change request process. You have seen an increase in the number of frivolous requests. These, of course, must be researched and resolved, and that takes away from the time that your team members have to do actual project work. From a process point of view, what might you do? Be specific. Copyright Tom Sulzer © 2020 65

Ch 06: How to Launch a TPM Project Class discussion #5: Discuss the concept of the work package as an insurance policy. How is it an insurance policy, and what might it contain that would make it an insurance policy? Copyright Tom Sulzer © 2020 66

Next Week: • How to Monitor and Control a TPM Project • SPL Tip COPYRIGHT TOM SULZER © 2020 67

Mini Review Midterm is: – Online (25 questions, 40 minutes) – Cumulative (Chapters 1 – 6) – 1 attempt – Open text – Open note – No in class meeting Midterm is NOT: – Not group work – Not use a lifeline (e. g. phone a friend) Copyright Tom Sulzer © 2020 68

Mini Review (Cont. ) – Forward / Backward Pass Midterm Review (cont. ) Forward Pass – Early Schedule n n n Left to right (start to finish) Determines Early Start and Early Finish ES + duration – 1 = EF Backward Pass – Late Schedule n n n Right to left (finish to start) Determines Late Start and Late Finish LF - duration + 1 = LS Copyright Tom Sulzer © 2020 69

Mini Review (Cont. ) – Forward Pass Calculations – Early Schedule Figure 05 -19 Copyright Tom Sulzer © 2020 70

Mini Review (Cont. ) – Backward Pass Calculations – Late Schedule Figure 05 -20 Copyright Tom Sulzer © 2020 71

Mini Review (Cont. ) – Critical Path Figure 05 -21 Copyright Tom Sulzer © 2020 72

Mini Review (Cont. ) – 1 2 Activity A 2 1 2 4 3 How did we get these #s? 8 Activity B 2 3 4 12 Activity C 5 8 12 13 16 Activity F 4 5 7 Activity D 3 5 7 8 10 13 16 Activity E 3 10 12 Copyright Tom Sulzer © 2020 73

Mini Review 3 6 9 B (S=2) 4 1 2 5 13 D (S=0) 5 8 9 13 2 15 F (S=0) 2 A (S=0) 2 1 14 3 8 C (S=0) 6 3 8 9 11 14 15 E (S=2) 3 11 13 Activity Slack = LF-EF (or LS-ES) Copyright Tom Sulzer © 2020 74

Mini Review (Cont. ) – Computing Slack 2 1 Activity A 2 1 (S=0) 2 4 3 8 Activity B 2 3 (S=0) 4 12 Activity C 5 8 (S=0) 12 13 16 Activity F 4 5 7 Activity D 3 5 (S=0) 7 8 10 13 (S=0) 16 Activity E 3 10 (S=2) 12 Copyright Tom Sulzer © 2020 75

Mini Review (Cont. ) – Critical Path 2 1 Activity A 2 1 (S=0) 2 4 3 8 Activity B 2 3 (S=0) 4 12 Activity C 5 8 (S=0) 12 13 16 Activity F 4 5 7 Activity D 3 5 (S=0) 7 8 10 13 (S=0) 16 Activity E 3 10 (S=2) 12 Copyright Tom Sulzer © 2020 76