Stage 1 Project Conceptualization and Definition James R
- Slides: 30
Stage 1: Project Conceptualization and Definition James R. Burns
Recitation b Name the core knowledge areas b Name the facilitating knowledge areas b Name the five stages of the lifecycle b How does PMBOK handle processes? b Name some processes associated with cost management b Name some processes associated with quality management
Recitation b What is the most important stage of PM? b Which project team member is busiest during the 1 st Stage? b What is the most important concern of the PM in this stage? b Name some deliverables of the 1 st stage?
The Stages in the Project Management Lifecycle STAGE 1: Conceptualizingand-Defining STAGE 2: Planning-and. Budgeting STAGE 3: Executing STAGE 5: Terminating-and. Closing STAGE 4: Monitoring-and-Controlling
Outline b The First Stage b Using a SOW b Defining Project Boundaries/Scope b Why getting this right is so important b The use of surveys and interviews b Definition of Deliverables and Due Dates b Managing stakeholder expectations
More outline b What the deliverables of this stage are b Why this has to be done expeditiously b Why iterations between this and the next stage may be necessary b How this stage gets done b Using Goldratt’s Thinking Process b Defining team roles and determining the organization b Assess Feasibility
Conceptualization and Definition Determine Construct Define Statement Requirements of Work Ensure fit with business strategy and priorities Identify dependencies with other projects Assess technology consistency Assess overall risk Assess Organizati on Feasibility Define scope, size and resource requirements Test alignment with strategies Test resource availability Planning and Budgeting Make GO/NO GO Decision
Processes--Scope management Initiation—defining a project charter Scope planning—scope statement Scope definition—defining a work breakdown structure Scope verification—formalizing acceptance Scope change control
The First Stage b Analogous to a missile or rocket b If the launch is “bad, ” the project may have to be killed • Just as a rocket that misfires must be detonated
Deliverables of this stage b Project stakeholders b Consensus --vision b. Requirements document b Project charter b What the Project deliverables are b Project team members? ?
Project stakeholders b This group must be molded into one in which there is a lot of cohesion and consensus b If you can’t get cohesion, then you may have to settle for a plurality or majority rule b It is most important that everyone knows up front what this project is about b Stakeholders who won’t get what they want from the project need to know this up front
Cohesion, Consensus and Commitment b You’ve got to get these prior to execution or you’ll never get them later on
Requirements document— CONTENTS b What the problem is b What functionality is needed b What inputs b. What outputs » Write this section first b What performance b What reliability
What kind of meeting is appropriate to begin discussions? b A Joint Requirements Definition Session (JRDS) b To create a strongly held shared vision of what the project is all about
Managing Different Views b The problem of ends vs. means values b This is relative to getting consensus b Stakeholder analysis
JIM JACK JOE JOHN ORGANIZATIO N Customer Project team member Hardware vendor Project sponsor Personal traits Not very computer literate, doesn’t know what he wants Terrific developer; lots of experience on similar projects Good sense of humor; a little lax on delivery due dates Very diluted; not convinced project is needed; doesn’t like Jill Relation project to Works for the marketing dept. Will do the database definitions of the product Provides both client and server hardware components Provides funds for project; can kill the project if he deems necessary Level interest of Moderate; is the end user of the deliverable High Moderate Level influence of None Moderate None High; can kill the project Involve her heavily in the user interface and database development Don’t’ distract him; keep him happy Stay after him, make certain he knows you absolutely have to have it on 3/3/3 Keep him informed; do as he says, now Suggestions for managing the relationship
Project Charter b Advantage here is that the rules are made explicit from the outset b Helps remind the PM and team what the goals/objectives are b ANNOUNCES THE PROJECT MANAGER
What else does the Project Charter announce? b Project stakeholders b Project scope b Project deliverables b Project assumptions b Project rules/processes b Project governance
b b NAME: b OBJECTIVES: b STAKEHOLDERS: b PROJECT MANAGER: b SCOPE: b DELIVERABLES: b ASSUMPTIONS: b RULES/PROCESSES: b GOVERNANCE: b COMMENTS: b SIGNATURES/SIGN OFFS: b
Methodology for Facilitation of JRDS b Goldratt Thinking Process b Senge’s Systems Thinking and System Dynamics b SWOT Methodology
Goldratt Thinking Process b What to Change to b How to Cause the Change
What to Change b We talked previously about the problems with mainframe/glass house architecture b Data were isolated/non integrated b Centralized MIS shop had long lead times b MIPS on mainframes were expensive and very much in demand b MIPS in PC were dirt cheap and idle most of the time b No WINDOWS/GUI Internet Interface
Data from different applications cannot be easily shared Each application was required to have its own data management component The technology of relational database engines as data management components was undeveloped The data management components of the various applications were completely unique; there was no reuse Each application had to reside entirely on the mainframe The technology of reuse was in its infancy
What to Change to b Modern distributed computing architectures
How to Cause the Change b Perhaps the most important part
Feasibility Assessment Process b Identify Dependencies with other projects b Assess overall risk b Test alignment with/impact on strategies and plans b Test resource availability b Submit deliverables for a quality gate inspection
MAKE GO/NO GO Decision
More process steps b Obtain funding b Review alternative approaches b Obtain necessary signoff signatures b Move to next stage
A Caveat b As Project Manager, you should avoid making quick and dirty estimates of duration and cost in this stage b {You may be forced to abide by your first rough estimates which are usually way off} b Instead, quote ranges that err on the up side, if your superiors insist on estimates as to duration and cost
Summary b This is the most important stage b There is a lot of PM involvement b PM must be courageous: • • Communicate Lead Negotiate Decide b A most important focus: • Build Consensus
- Conceptualization of project
- Project conceptualization
- Intensions
- Conceptualization and operationalization
- Case conceptualization cbt
- Conceptualization and measurement
- Case formulation cbt example
- Constructs in research
- James clayton lawson
- Clay lawson and russell odom
- Two stage tendering process
- Stage right stage left diagram
- Model conceptualization in simulation
- Methods of identifying customer needs
- Housing continuum
- Understanding and conceptualizing interaction
- Carl rogers case study
- Cbt basics
- Operationalize independent variable
- Conceptualization def
- Product conceptualization
- Stage 1 denial
- Staging positions
- Thrust stage diagram
- What is drama
- Stages of a multimedia project
- The role of project management in achieving project success
- Project background for project proposal example
- Modern project profiles in software project management
- Reducing project duration examples
- Introduction to project management kathy schwalbe