Project Management an overview Rodney Grubb PE PMP

Project Management … an overview Rodney Grubb, PE, PMP, PEM February 28, 2013 Rev 11 9/10/2020 1

Rodney Grubb, PE, PMP, PEM Chairman, ASEM Professional Development & Continuing Education President RMX Technologies, LLC rgrubb@rmxt. co www. rmxtechnologies. net 9/10/2020 2

Today? – 45 minutes u Why do we care? u Project Management as a Process u Some supporting activities – Communication, Earned Value, Risk 9/10/2020 3

Session Guidance u Enjoy and learn something useful u Focus on communication, EV management and risk u Cheer or Boooo … just don’t ignore CWE

PM is a Professional Discipline u Accepted Body of Knowledge u College Degrees u Extensive Lessons Learned u Professional Society – PMI u Certification Program (s), PMP and others u Consistent Vocabulary 9/10/2020 5

Why Project Management? Why Plan? u u In case something happens to the Lead person. To obtain management / team buy-in. – This is what I am going to do. – This is what it will take. – This is how long and how much. u u As a simulation of the project – don’t forget something. Resources are limited – use them wisely. The tools are good even for small PROJECTS – just use the graded approach. 9/10/2020 6

Why Plan – consequences? 9/10/2020 7

Why is there interest in Project Management? u u u u Resources Are Limited Jobs Are Regularly Underestimated Missed Schedules Are Common Staff / Support Downtime is a Wasted Resource – Time Lost Cannot Be Recovered To Get the Most For the $$ Invested – Value Project Management Can Improve the Way We Do Business – Plan, Do, Check, Act Provides a consistent vocabulary and way to do business 9/10/2020 8

What Is A Project? n n n Single set of objectives Finite life span Organized team effort Recognized project manager Impose unique set of requirements on organization Authorized by top management A PROJECT SHOULD BE VIEWED AS A SINGLE ENTITY!

Project or Operations? Another way to define a project – by comparison. Scope: Owner to builder: “I said the LEARNING TOWER of PISA. ” 10

A Project Management Process Project Objectives – Value u SOW – Alignment with Customer u – What are the deliverables? – What is in and what is out of scope? WBS – To the Action Level u Schedule – Built on WBS u Estimate – Resource Loaded Schedule u Approval – Know the Decision Maker u GO! – Now Manage All Changes (PMBOK shows the process) u 9/10/2020 11

Home improvement projects – issues? (risk, scope, objective, cost) 9/10/2020 12

Do you see project issues? Quality, risk, schedule, objective, scope 9/10/2020 13

Project Planning Overview Have you heard: “Scope, Schedule, or Budget: pick two” 9/10/2020 14

Scope Project Triple Constraint Cost/Budget Time/Schedule

Plan begins with scope Write scope statement in clear and narrow terms. Provide statement of processes, internal entities, systems, customers, and outside entities that will /will not be part of project. Cross-reference scope statement, project objectives and project deliverables for consistency. Mark Twain – “I am sorry I did not have time to write you a short letter. ” 9/10/2020 - 16

Then we must manage scope Scope Creep is the Leading Cause of Project Failure Soooooo … it is really important that we document the scope and then manage changes Booooo!! 9/10/2020 - 17

Managing Teams is key to PM Success If Teams are so important to Successful Projects … what does a good team look like? Sports? Business? Professional Organizations? I know it when I see it … 9/10/2020 18

Do you see any team issues? ? u http: //www. youtube. com/watch? v=L 7 p. XIC 49 R 3 c

Team Examples u Think about the best team you have been a part of. u Why was it the best? u Research says that the most effective teams have common attributes … what are they? 9/10/2020 20

Any of these attributes? u Challenging Work u Clear Objectives u Over Communication u Involvement in planning u Team input u Shared effort u “Good” leader – Attributes? 21

“In the Beginning” …Does your organization charter teams / projects? u Why is it important? – Management buy-in – Team Understanding – Definition of Objectives and plan Do you have electronic Project Information? u How are project teams chartered in your organization? u You can control this process. . . Even if the organization does not require it. u 9/10/2020 22

WBS Process – The Action List WBS is Work Breakdown Structure – The Preparation is a Process u THINK Task List or Action Items u Action list to complete the Scope u Good Info in Your Book u Hierarchy – manageable pieces u ALL Of the Work u Action Level At the Bottom u There is Rarely “ONE Correct WBS” u 9/10/2020 23

Intro to Schedules The schedule is the heart of the plan u Tie it to the WBS – Action Level – Know who is responsible and involve them in scheduling u Understand Dependencies – Predecessors and Successors u Define your milestones u Use scheduling tools u Critical Path Concept – Critical Chain u 9/10/2020 24

Once we are underway there are execution processes § Measuring Progress § (cost and schedule variance) § Earned Value Concept § Communication § Human Resources § Risk Management

Monitoring Progress Track Against the Plan u Communicate the Objectives Regularly u Change Management is key – Recognize, document and agree u Report Progress – EARNED VALUE is about THE WORK ACCOMPLISEHED not the MONEY SPENT or TIME PASSED. u Understand Variance u Document what we learn and USE IT for planning, estimating, and risks and problems u 9/10/2020 26

Communication is critical to successful project plan & execution u Push communication – don’t wait … be proactive – Use your process so something doesn’t get missed – Five times rule – say it, write it, e-mail it … Pull the string … if you feel uneasy then ask the question. u “Seek first to understand then to be understood” – Covey u Are you listening … or waiting your turn to talk? u 9/10/2020 27

COMMUNICATIONS – Succinct? Why? The Six-Word Novel – Hemmingway "For sale: baby shoes, never worn. “ "Epitaph: He shouldn't have fed it. “ “machine. Unexpectedly, I’d invented a time “ "Will this do (lazy writer asked)? “ “He read his obituary with confusion. ” "Oh, that? It's nothing. Not contagious. " 9/10/2020 28

Again … Communication u Consider a Communications (Management) Plan u Use Your Computer or PDA to Remind You … Then Call or Visit u Vary Communication Format u Regularly with the Customer u With Team Members – 5 TIMES Rule? u With Management 9/10/2020 29

Actual PM Quotes COMMUNICATIONS u "We know that communication is a problem, but the company is not going to discuss it with the employees. “ u "E-mail is not to be used to pass on information or data. It should be used only for company business. " TEAMWORK u Quote from the boss: "Teamwork is a lot of people doing what 'I' say. " RISK u "What I need is a list of specific unknown problems we will encounter. " u "This project is so important, we can't let things that are more important interfere with it. " u "Doing it right is no excuse for not meeting the schedule. "

RISK Management and Contingency Planning – part of planning AND execution u u What kinds of risk are there? – Scope – Schedule – Financial – Safety Where are the tasks recorded? Some Key questions – KEY TASKS – What Could Go Wrong? – Is it a Big Deal if That Happens? – How Will I Prevent That? – ACTION – What Will I Do When it Happens Anyway? THE NEW ACTIONS GO INTO THE WBS. 9/10/2020 32

RISKS and Contingency Planning u Know and use Potential Problem Analysis – PPA – – Identify the Critical Tasks from the WBS? Ask what could go wrong at this step? Ask “Is it a big deal if that happens? ” Is it is a big deal then how will I prevent it? – What ACTION will I take? Document the action. – What will I do when it happens anyway? u THE ACTIONS GO INTO THE WBS. 9/10/2020 33

Risk Management Planning RISK IS: An uncertain event that can have positive or negative effects on our project. u The WBS allows us to consider the circumstances and conditions of each deliverable for risks within our project. u Once risks are identified, we can then run them through qualitative and quantitative analysis to capture which risks need mitigation and which ones we can live with 9/10/2020 - 34

PPA Form Action Item 9/10/2020 Potential Problem Risk ? PA CA 35

Summary Plan the work – Handle the details – Document the results u Use task list, schedule, and budget to measure progress u Actively manage and communicate u Amount expended AND work completed are necessary to know status u When a project ends – document u Again and again – Communicate u 9/10/2020 36

Class Objectives – how did we do? 1. 2. 3. 4. Define a project? Introduce a PM Process Show PM elements fit together Intro supporting processes – communications, EV management, risk management 9/10/2020 37

Questions? 9/10/2020 38

Using the Graded Approach to Project Management u u u u First – It Has to Be Safe! Think “VALUE ADDED” – Value added – Value enabling – Waste Graded Approach to Planning and Implementation Don’t Spend a Dollar to Monitor a Nickel’s Work How Would I Do It At Home? Start With Common Sense BUT: Some Requirements are Not Negotiable – Safety – Environmental permits 9/10/2020 – Waste management 39

Project Management & Lean Principles Understand Value Added u Flow – the Schedule – the Plan u Recognize Value Added, Enabling, and Waste in Your Planning, Tasks, and Implementation u Critical Path – Critical Chain u References – “Building a Project Driven Enterprise” and “Critical Chain” u 9/10/2020 40

TEAM CHARTER – a form to use to document “it” (setting up a project) – agreement / contract? u u u Project Team Charter Team – ________ Date – ________ Project Objective Statement: Mission / Desired Results: Scope / Guidelines / Schedule: (what is included and excluded) Required Resources: – – Equipment: Materials: Support: Budget: Accountability / Communicating Results: (Who, how, and how often) Client: Team: Management: Deliverables / Outcomes / Consequences: Team Members: Approvals – Sign offs 9/10/2020 41

Project Risk Management u Project Risk Management processes include: – – – Risk Management Planning - deciding how to approach, plan, and execute risk management activities for a project. Risk Identification - determining which risks might affect project and documenting their characteristics. Qualitative Risk Analysis - prioritizing risks for subsequent further analysis or action by assessing and combining their probability of occurrence and impact. Quantitative Risk Analysis - numerically analyzing effect on overall project objectives of identified risks. Risk Response Planning - developing options and actions to enhance opportunities, and to reduce threats to project objectives. Risk Monitoring and Control - tracking identified risks, monitoring residual risks, identifying new risks, executing risk response plans, and evaluating their effectiveness throughout project life cycle.

PM History Video u http: //www. youtube. com/watch? v= C 1 ux. CBx 2 -UQ&feature=fvwrel 9/10/2020 43