Project Management Rebekah 3 Witt 1 S The

Project Management Rebekah 3 Witt 1 S

The Project Management Process Initiating Planning Controlling Executing Closing 2

Initiating S This process group is the formal recognition that a new project exists. In this process, you typically set project goals, objectives and major milestones. 3

Planning S This process group includes defining resources and developing a schedule and budget for achieving the project objectives. The critical nature of this process has led to a common project management phrase: “plan to plan. ” 4

Executing S This process group involves coordinating personnel and resources to achieve the project goal. 5

Controlling S This process group includes completing project activities, measuring progress toward project objectives, and taking corrective action when necessary to bring the project back with the stated goals and objectives. A phrase often used to describe this process group is “work to plan”. 6

Closing S This process group includes processes for ensuring acceptance of the final product, bringing the project to an orderly conclusion, and reviewing lessons learned from the project. 7

Common Pitfalls S Choosing the wrong project manager S Selecting inappropriate team members S Inadequately defining tasks S Unclear project expectations S Unavailability of Resources S Lack of support from senior management 8

Three Fundamental Components S The project environment S The project manager S The project team 9

Internal Environment S A corporate culture that acknowledges and appreciates the efforts of team members S Good working relationships among team members S Open lines of communication S An environment of trust S A willingness to take risks S Recognition for effort and achievement 10

External Environment S The parent organization, whose policies and procedures can influence a project S The political environment, which can affect a project if government policies change S The current business climate, which can decrease the effectiveness of a project’s output S The geographical setting, which can delay a project if an environmental issue arises S Social commitments, which can influence a project due to responsibilities such as reduced environmental risks 11

Project Stakeholders S A project stakeholder can be an individual, group, or organization involved in a project or with interests that influence the project. Stakeholders can be either formal or informal. S Formal stakeholders have a direct interest or investment in a project. S Informal stakeholders are those who might be affected by a project’s result. 12

Formal Stakeholders S The project manager, who is ultimately responsible for the success or failure of a project S The project team members, who are directly responsible for completing project tasks S The parent organization, which provides project personnel and resources S The customer that requests the end product or service 13

Stakeholder Influence S Some stakeholders have specific requirements they want the project to meet, and their stake in the project is significant S Less critical stakeholders might also have specific requirements for the project, and it is up to the project team to decide if their requirements can be fulfilled S Some stakeholders need to feel involved and might want to provide input and feedback throughout the project 14

Project Management Duties S Produce a progress report monthly S Review the risk register monthly S Weekly communication meetings with Team Principals S Review weekly progress reports of Team Principals S Approval of purchase order requisitions 15

Project Management Duties S Approval of supplier invoices for payment S Weekly telephone updates to the sponsor S Induct new Team members into the project S Market the project internally S Produce a monthly project newsletter S Maintain a project blog 16

"The Mission is the No. 1 Priority, noone is bigger than the Mission!", 17

Project Management Dimensions Technical Transactional Transformational 18

Thinking S You may not recognize thinking as being a communication skill, but having a clear idea of symbolic internal reality you want to convey to another person or group of people is the beginning of effective communication. S If you don’t have the idea straight in your own mind, don’t be surprised if others get a different idea from your communication than what you thought you intended to say. 22

Listening 23 S Effective listening allows you to enter the reality of the other person and understand what their internal symbolic reality is. Only when you do this are you able to communicate effectively by understanding what they are sharing with you, even if it is very different from your personal perspective. S You can’t truly communicate with someone else if you don’t understand their internal reality.

Speaking S The third communication skill that leads to effective communication is your selection of words and the voice tones that you use when you speak them. While this may be the part that most people concentrate on, research has revealed that nonverbal communication has more impact than the actual words that you use. In fact, the nonverbal portion of the communication can actually change the meaning of the words that you say. 24

Nonverbal Communication S Nonverbal communication is the communication skill that usually receives little thought because it happens automatically. We actually learn to communicate nonverbally at a very young age (a baby crying) and are able to communicate quite effectively using only nonverbal communication. 25

Constraining Factors Cost Time Scope 26

Project Assumptions Project assumptions are statements that must be taken to be true in order for the project planning to begin. 27

Common Project Assumptions S Project staff resources will be available S Technical support will be available S Scope will remain unchanged 28

Project Objectives S Project objectives are the criteria used to measure whether a project is successful or not. Realistic and Attainable Specific in Terms of Scope Quantifiable in Terms of Time, Cost, and Quality Consistent with Organizational Plans, Policies, and Procedures. 29

SMART Scope S Specific S Measurable S Agreed Upon S Realistic S Time Bound 30

Scope Statement S Details of Contract S Project Objectives and Requirements S Scope of the Project S Project Timeline S Project Milestones and Deliverables 31

Scope Statement S Cost Estimation S Compensation and Payment S Roles and Responsibilities of the People Involved in the Project S Terms and Conditions, If any S Signature Block 32

Project Team A project team is a group of individuals who collectively have the skills required to complete a project. Each member of the team has distinct skillsets 33

Picking A Winning Team S What skills are needed to finish the tasks in this project? S Are there known conflicts between potential team members? S Who will be the leader of the team? 34

Skill Matrix S Skill Level Required for the Job S Supervisory Requirements for the Job S Experience Level Required for the Job S Education Level Required for the Job 35

Test Skill Will Matrix 36

Identify Risk S Potential People Risks S Technology Based Risks S Organization Based Risks S Finance Based Risks S Law or Contract-Based Risks 37

Identify Risk S Physical Risks S Environment Risks S Special Circumstances S Look at Lessons Learned 38

WBS The Work Breakdown Structure (WBS) is a hierarchical structure that subdivides project work into smaller, more manageable pieces of work. 39

Gather Inputs S Scope S WBS Template S Constraints and Assumptions S Relevant Historical Information 40

Decide How to Organize S Major Product Deliverables S Life Cycle Phases S Organizational or Functional Responsibility S Geographical Locations 41

Activity An activity is a unit of project work that must be performed to complete a project deliverable. Every activity has a duration, cost and resource 42

Rule of 8/80 43

Dependencies S Mandatory – Activities are supposed to have a mandatory dependency if they have to be performed in a particular sequence for the work to be completed successfully. S Discretionary – Established by the project manager if there are no mandatory or external dependencies between activities. S External – An event or input outside the project activities that dictates the sequence of the activities. 44

Precedence Relationships S Finish to Start S Start to Start S Finish to Finish S Start to Finish 45

Lag S Lag is a modification in a logical relationship that delays the start of a successor activity Predecessor Successor 46

Lead S Lead is a modification in a logical relationship that allows the successor activity to start before the predecessor activity ends in a Finish-to-Start relationship. Predecessor Successor 47

Project Success S Dependent on Resource Availability S Realistic Start and Finish Dates for each Activity 48

Estimation S Optimistic happens 1 out of 6 times S Expected happens 4 out of 6 times S Pessimistic happens 1 out of 6 times Optimistic • 3 months Expected • 4 months Pessimistic • 6 months 49 25 Mo / 6

Baseline The schedule baseline is the version of the project schedule that is approved by stakeholders and serves as the basis for measuring the project's progress. 50

Schedule Development Terminology DU Duration ES Early Start EF Early Finish LF Late Finish LS Late Start 51

Critical Path is the path in the project schedule network diagram that has the longest duration. 52

Float is the amount of time an activity can be delayed without delaying the ES (Early Start) of the immediate successor activity. Total Float is the amount of time an activity can be delayed from its ES (Early Start) without delaying the project finish date. 53

Create Project Schedule S Perform an analysis to determine the period within which activities could be scheduled once resource limits and other known constraints are applied. S Evaluate the possible impact of any constraints and assumptions on schedule development. 54

Consider the Availability of Your Resources S Will you have the staff you need to perform the work when it is scheduled to be done? S Will you have access to the materials, facilities, and equipment you need to perform the work when it is scheduled to be done? 55

Consult Project Calendars S Are there any holidays during which your project team will not conduct work activities? S Will your project team conduct work activities on weekends? S When will your key project team members be taking vacations? S Are there any unmovable milestone dates that must be met? 56

Consider External Resource Constraints S Are there any regional or national holidays not previously accounted for? S Do you need to make considerations for travel time for meetings? 57

Review 58 S

The Project Management Process Initiating Planning Controlling Executing Closing 59

Project Assumptions Project assumptions are statements that must be taken to be true in order for the project planning to begin. 61

SMART Scope S Specific S The scope statement is an itemized definition of the outcome of the project. It explains what is to be included and excluded from a project. S Measurable S Agreed Upon S Realistic S Time Bound 62

Scope Statement S Details of Contract S Project Objectives and Requirements S Scope of the Project S Project Timeline S Project Milestones and Deliverables 63

Scope Statement S Cost Estimation S Compensation and Payment S Roles and Responsibilities of the People Involved in the Project S Terms and Conditions, If any S Signature Block 64

Picking A Winning Team S What skills are needed to finish the tasks in this project? S Are there known conflicts between potential team members? S Who will be the leader of the team? 65

WBS The Work Breakdown Structure (WBS) is a hierarchical structure that subdivides project work into smaller, more manageable pieces of work. 66

Rule of 8/80 67

Identify Risk S Potential People Risks S Technology Based Risks S Organization Based Risks S Finance Based Risks S Law or Contract-Based Risks 68

Identify Risk S Physical Risks S Environment Risks S Special Circumstances S Look at Lessons Learned 69

Analyze Risks Qualitative Analysis Quantitative Analysis S Qualitative Analysis is a method S Quantitative analysis is a of assessing, ranking, and prioritizing risks for subsequent analysis. numerical method used to assess the impact of risk and to measure the amount of damage that can take place. 70

Risk Response Plan S A risk response plan is a plan used to decrease the possibility or impact of risk in order to accomplish project objectives. 71

Types of Risk Response Plans Avoidance Find a work-around so that the risk never occurs. Acceptance Decide to live with the consequences, should the risk occur. Mitigation Prepare to deal with the risk through contingency planning Transferenc e Get someone else to share the risk or underwrite it for you. 72

5 Steps to Risk Management Model S Risk identification S Qualitative risk analysis S Quantitative risk assessment S Risk response planning S Risk monitoring and control 73

Analyze the Data S Does the source of the data fully understand the risk? S Is the source reliable and trustworthy? S Is the amount of data sufficient to adequately analyze the risk? S What is the accuracy and quality of the data? S Are there risks that require further monitoring? 74

Communication Plan A communication plan is a plan that describes what information must be communicated to whom, by whom, when and in what manner. 76

Understand Your Objectives 77

Understand Your Audiences S Take time now list your Audience 78

Plan Communications Messages and Channels S List forms of Communication 79

Plan Message for Each Audience S What does the audience need and want to know? S When do we need to communicate? S What is the regular or preferred channel for reaching this audience? S For this specific audience and message, what is the most effective way to get your message across? 80

Monitor Effectiveness S Get Feedback S Ask Different Audience “How it is working for them? ” S Check Do They Understand the Message You are Trying to Convey S Can You Make it Better 81

Put Yourself in Someone Else's Shoes 82

What's Their Preferred Way of Receiving Information 83

How to Keep Their Attention 84

Track Communication 85

Market Your Message 86

n Compa c li y Po y 87

Plan for change Control S Change is inevitable and unavoidable in any project. S You need to make sure none of your customers, stakeholders, or members of the project management team are surprised by delays to your scope and schedule. 88

Project Change Control Plan The project change control plan is developed early on in the project planning process. S How change requests are documented and submitted, S Who has responsibility for what, S Sets up the steering committee. 89

Guidlines S Identify what will be considered a change that is significant enough to require management approval S Gather any relevant historical data within the organization that relates to the process of identifying, documenting, approving or rejecting, and controlling changes to the project baselines S Determine the latitude the team would have in making autonomous decisions about changes 90

Identify These Responsible Parties S The people who are able to initiate change requests. S Stakeholders, project management team members S Who is authorized to give or withhold business approval to a request for change S Who has the authority to approve additional funding, overtime costs, purchase orders etc… 91

Identify These Responsible Parties S Who will be responsible for executing the work necessary to satisfy the requested change S Person(s) who will be responsible for managing changes S Who are responsible for prioritizing changes and making qualitative decisions about them 92

IT Change Process S Documenting the change request:  When the client requests the change, that request is categorized and recorded, along with informal assessments of the importance of that change and the difficulty of implementing it. S Formal assessment:  The justification for the change and risks and benefits of making/not making the change are evaluated. If the change request is accepted, a development team will be assigned. If the change request is rejected, that fact is documented and communicated to the client. S Planning:  The team responsible for the change creates a detailed plan for its design and implementation, as well as a plan for rolling back the change should it be deemed unsuccessful. S Designing and testing:  The team designs the program for the software change and tests it. If the change is deemed successful, the team requests approval and a date for implementation. S Implementation and review:  The team implements the program and stakeholders review the change. S Final assessment:  If the client is satisfied that the change was implemented satisfactorily, the change request is closed. If the client is satisfied, the project is reassessed and steps may be repeated. 93

Managing a Project Now the work begins 94

Kick-Off Meeting Conducted by the project manager at the beginning of a project. Designed to mark the opening of project work. 95

Purpose of Kick-Off Meetings S Introductions to client team members S Review project scope and objectives S Review high-level timelines and milestones S Review project responsibilities and deliverables 96

Purpose of Kick-Off Meetings S Validate proposed workflow S Identify and address any challenges S Secure buy-in for the project purpose, plan and outcomes S Confirm next steps S Record any decisions made during the meeting 97

Project Executive Summary S The Big Picture S High level Overview of the Project S This will serve as the Outline of the Kick-Off Meeting 98

Project Goal S Where are We Going? S A Detail Account of What the Goal Is 99

Project members and their roles S Who’s Doing What? S As Many of the Team Members as Possible Should be Present for Meeting S Introduce Each Team Member 100

Project Scope and Deliverables S What Will be Done to Get There? S Discuss What Type of Work Will be Done to Reach the Goal S Also Discuss What Work Won’t be Done 101

Key Performance Metrics and Success Factors S Evaluation S Be as Specific as Possible so that Everyone is on the Same Page 102

Communication Plans and Meetings S Collaboration methods? S Weekly status meetings S Project plan status updates S Management updates S Task and activity planning sessions 103

Start Meeting on a Positive Note S Name one thing you’ve accomplished since the last meeting that you’ve been proud of? S Name a person who has helped you since the last meeting. S Mention one thing you’re looking forward to in the coming week/month? S What’s the funniest thing someone has told you in the last week? S Mention something interesting you’ve learned since the last meeting 104

How to Execute the Project Plan S Ensure that the project starts and finishes on time, within the budget and within the scope. S Comply with any organizational policies and procedures. S Decide on a system that will allow the work of activities and deliverables. 105

Praise and Motivate the Contributors S Send out congratulatory email announcements to the whole group when individual contributor make their deadlines. S Thank contributors for their efforts, both individually and publicly. 106

Ways to Motivate Employees S Recognition/Attention S Applause S Training S On-the-Spot Praise S Leadership Roles S Team Spirit 107

Ways to Motivate Employees S Executive Recognition S Social Gatherings S Casual Dress Day S Time Off S Additional Responsibility 108

Gags and Gimmicks S Plastic/rubber whale for "whale" of a performance. S Pillsbury dough boy for the person raisin' the most bread. S Cardboard stars for star-studded performances. S Plastic phonograph records for setting a new record. S California raisins for those with the highest percentage of "raisin" their productivity. S Special parking space for the person who drives the hardest. 109

Track Project Progress S Track Performance of the Project S Update Project Plan S Update Weekly Ideal S No more then 2 weeks 110

Variance Management S Method of measuring the variances and taking corrective action in order to achieve the planned outcome. S Find the problem and fix it. 111

Analyze Work Against Planned Performance S Ask team members who are closest to the work S Is there a variance S What is the cause of the variance 112

Corrective Measurements S Fast-Tracking – find task that can be done as concurrently S Crashing – Allocate more resources to activities S Outsourcing – Secure services and expertise from an outside source S Resource Leveling – Readjust the work as appropriate so that people are not over allocated S Reducing project scope 113

Document Lessons Learned As You Go 114

Report Performance reporting is the process of gathering and communicating information regarding the current status of a project as well as projection for progress over time. 115

Types of Performance Reports Status Report Describes what has been achieved in the current period. Budget, scope, schedule, risks, variances identified and how to correct Progress Report Gives a summary of the progress of the project towards its objectives, compares current with baseline of Project Forecast Report Projects the timelines and cost of a project for a future period based on the current status of the project 116

Gags and Gimmicks S Toy cymbals for those "symbolizing" total effort. S Special Mountain Dew can for that person who exemplifies the "can do" attitude. S A figurine of E. T. for out-of-this-world performance. S The Eveready Bunny for those that keep going, and going. S Large Tootsie Roll replica for those on a "roll. " S A drum for the person that "drums" up the most business. 117

Personnel Evaluations S Personnel evaluations involve tracking the performance of team members and providing feedback. S Needs to be done on a regular basis S Identify if training is necessary S Resolve conflicts with team members S Keep people motivated 118

How to Implement Change Control S When a change request has been submitted, justify why it should be investigated. S Analyze the change request S Document and communicate the change request S Determine the impact of change on the project 119

How to Implement Change Control S If necessary, get back to the requester with questions S Discuss the change and its impact with the stakeholders S Get sign-off from all stakeholders on actions to be taken S Update the project plan to include the changes made and then proceed 120

Closeout Phase You have successfully executed the project plan and obtained all deliverables from the project team. 121

How to Close a Project S Prepare a project termination checklist that may be useful when closing out a project or phase. S Gather and organize performance measurement documentation, product documentation and other relevant project records for easy review by stakeholders. S Release project resources 122

How to Close a Project S Update records to ensure that they reflect final specifications. Be sure to update the resource pool database to reflect new skills and increased levels of proficiency. S Analyze project success and effectiveness and document lessons learned. S Prepare lessons learned reports and a final project report. 123

How to Close a Project S Obtain project approval. Demonstrate to the customer or sponsor that the deliverables meet the defined acceptance criteria to obtain formal acceptance of the phase or project. This may involve preparing an end-ofproject report or giving a presentation S Archive a complete set of indexed project records. S Celebrate the success of the project with the team and other stakeholders. 124

Create a Final Report S Make a summary of how the project was carried out. S Provide an overview of the project’s initial objectives and specifications. S Explain any changes to objectives and specifications, the reasons behind the changes, and how the changes were executed. 125

Create a Final Report S Present the initial budget, identify the actual project costs, and explain variances if any. S Describe the deliverables of each phase. S If the project was terminated prior to completion, state reasons for the same. 126