deeply practical project management website

2013-02-12 © 2007-2013 William Stewart – DeeplyPracticalProjectManagement.com 1

Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Author:Author:

William Stewart, PhD, PMPWilliam Stewart, PhD, PMP

(Bio on last page) (Bio on last page)

Deeply Practical Project Management:Deeply Practical Project Management:Tools, Tips, Tricks, & TechniquesTools, Tips, Tricks, & Techniques

“All success is rooted in either luck or failure. If you begin with luck, you learn nothing but arrogance.

However, if you begin with failure and learn to evaluate it, you also learn to succeed. Failure begets knowledge.

Out of knowledge you gain wisdom, and it is with wisdomthat you can become truly successful.”

– Standish Group, Chaos Report, 1995,First comprehensive review of project performance.

Scope

Risk

“Or you can take a training course and learn fromthe experience of thousands of others.”

– William Stewart, 2012.

http://DeeplyPracticalProjectManagement.com/


Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Use and ContactUse and Contact

An earlier version of this manual was approved by the Project Management Institute for a third-party training organization.

This document is provided for personal, single-user use. Please respect the effort put into the document by not copying it or using it for commercial use.

A version of this document is also available by training companies, organizations, and individual trainers for commercial use – please contact [email protected] for more information.

Please contact [email protected] if you wish the Author to deliver this course to your group anywhere in the world at excellent pricing.

Projects can be fun and satisfying – if you employ a few best practices to prevent the complexity from getting away from you. The information in this document should significantly help.

Enjoy!

Want to know when this manual is updated with new material? Simply send an email to the address [email protected], reply to the return email, and you will receive an occasional notification whenever an improved version is posted.


http://www.pmi.org/

mailto:[email protected]

mailto:[email protected]

mailto:[email protected]?subject=subscribe


Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

TestimonialsTestimonials

Comments from students who have taken courses from the Author – see more at DeeplyPracticalProjectManagement.com.

"Vast amount of actual experience to draw from, and he used it extremely well to bring the course material to life and to keep it interesting." – Jason Anderson, Canadian Air Transport Security Authority, Dec 2010.

"Fantastic! Amazing!! Best course I have ever taken because of Bill!!!" – M. McHale, Health Canada, Dec 2010.

"Very good real world examples and suggestions that we can apply right away when going back to work."– D. Glasberg, Public Health Agency of Canada, Sep 2010.

"Instructor spoke with clarity, plain language, great examples, using a pace which is easy to follow, good listener and took the time to review / refresh important details. One of the best instructors I have had to date anywhere."– C. Cudahy, Transport Canada, Oct 2010.

"Exceeded expectations. Best instructor I have ever had ... hands down!" – B. Armstrong, Canadian Broadcasting Corporation, Dec 2010.

"A very pleasant person. Knowledgeable and wants to impart knowledge. Ran course excellently. A first rate instructor." – M. Day, Canadian Department of National Defence, Jan 2011.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Kinds of Projects & Size of ProjectsKinds of Projects & Size of Projects

● How does this course and process apply to different kinds of work?

➢ The best practices of the world-wide standard PMI process are distilled from thousands of projects in all types of work, including product development, operational management, process improvement, construction, and many others.

➢ They help any kind of project work proceed more smoothly and accurately. ➢ The value of the process – for any kind of work – is to provide the project

manager and team with a small number of key tools and checkpoints, not too many and not too few, without too much detail or too little.

➢ The team can then work productively towards the project goal, and the Project Manager can plan, track, correct, and report on the project without being overwhelmed by complexity.

● How does this course and manual apply to different size projects?

➢ The process itself is independent of the scale of the project, small or large – they key is to spend the right amount of time in planning for the project size.

➢ As a rule of thumb, project planning should typically take about 2.5% to 5% of the anticipated project time and budget:➔ A one week 40 hour project should spend one to two hours in planning.➔ A one month 160 hour project should spend half a day to a day in planning.➔ A one year 2000 hour project should spend 1.5 to 2.5 weeks in planning.



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Administration & IntroductionsAdministration & Introductions

● Welcome

● Facility

● Timing – Start, End, Lunch, Breaks

● Cell Phones – Vibrate or Mute

● Questions?

● Let's Start!

● Tell us your:

➢ Name

➢ Organization

➢ Current job

➢ Typical kinds of projects you work on – process, construction, information technology, financial...

➢ Main course objective



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Course ObjectivesCourse Objectives

● Cover the project management best practices described by the Project Management Institute (PMI)® Project Management Body of Knowledge (PMBOK)®

➢ Initiation➢ Planning➢ Execution➢ Monitoring and Control➢ Closing

● Look at projects from theProject Manager's POV.

● Cover the essential, practical thread applicable to any type of project, industry or government, large or small.


http://www.pmi.org/


Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Chapter 0 – Project Management OverviewChapter 0 – Project Management Overview

0.1 – Processes

17. Why Processes Are Useful

0.2 – Success & Failure

18. Exercise 0.1 – Project Success & Failure

19. Causes of Project Failure

20. Causes of Project Success

0.3 – Foundation

21. Project Management Institute

22. Project Definition

23. Program Definition

24. PMBOK® Guide Project Phases

25. PMBOK® Guide Knowledge Areas

0.4 – Strategic Plan

26. Link to Strategic Plan

27. Exercise 0.2 – Your Strategic Plan

0.5 – Triple Constraint

28. The Triple Constraint

0.6 – Techniques & Tools

29. Project Management Tools

30. Project Management Techniques

0.7 – Players

31. Project Players

32. Role of Project Manager

33. Exercise 0.3 – Players for Your Project

0.8 – Scalability

34. Application To Small Projects

0.9 – Project Manager Skills

35. Project Manager Attributes

36. Communications

37. Team Formation

38. Team Foundations

39. Team Dynamics

40. Negotiation & Leadership



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Phase 1 – Project InitiationPhase 1 – Project Initiation

1.1 – Introduction

44. Project Manager Role

45. Where Projects Come From

1.2 – Charter

46. Project Charter Purpose

47. Charter Contents

1.3 – Scope

48. Project Objective

49. Objective – Process

50. Canadian Forces Health Information System – Objective

51. Assumptions and Constraints

52. Conceptual Solution

1.4 – Business Case

53. The Business Case

54. Benefit Cost Ratio

55. Business Case Examples

1.5 – Stakeholders

56. Project Stakeholders

57. Stakeholder Analysis

1.6 – Other Elements

58. Other Charter Elements

59. Exercise 1.1 – Your Project's Charter



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Phase 2 – Project PlanningPhase 2 – Project Planning



65. Planning Process Flow

66. Core Project Team

2.2 – Requirements

67. Objective to Requirements

68. Requirements – A Long Time Challenge

69. Importance of Requirements

70. Gathering Requirements

71. Requirements Example

72. Requirements Attributes

73. Requirements Key Points

74. Requirements Document & Approval

75. Example – Buying Chairs

76. Exercise 2.1 – Objective to Requirements

2.3 – Scope

77. Solution Definition

78. The Work Breakdown Structure

79. WBS Example – An Aircraft

80. WBS Example – Hiring

81. WBS Example – Warehouse / POS System

82. WBS Example – Banquet

83. WBS Example – Process Improvement

84. WBS Hierarchical Decomposition

85. WBS Phasing & Combined Methods

86. System Integration Hierarchical Decomposition

87. System Integration Project Phasing

88. WBS Key Points

89. Breaking Down By Length

90. Breaking Down By Responsibility

91. Breaking Down By Interim Delivery

92. Deliverables Work Packages Activities⇨ ⇨

93. WBS Dictionary

94. Relationship of WBS & Requirements

95. WBS Process

96. Exercise 2.2 – WBS

97. WBS Drawing Tool

2.4 – Logic

98. Network Diagram

99. Kinds of Precedence Links

100. Leads and Lags

101. Generic Example

102. Shed Example

103. Software Example

104. Process Improvement Example

105. Standards Development Example

106. Network Diagram Process

107. Network Diagram Patterns

108. Including Waiting Time

109. Exercise 2.3 – Develop a Network Diagram

110. Network Diagram Tool

2.5 – Estimating

111. Exercise 2.4 – The Power Of Estimation

112. Estimating Cost and Time

113. The Statistical Power Of Multiple Estimates

114. Time Estimation – Activity Breakdown

115. Activity Breakdown Adjustment



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Phase 2 (Cont'd) – Project PlanningPhase 2 (Cont'd) – Project Planning

116. Including Resources

117. Effort –> Productive Time –> Duration

118. Estimation Spreadsheet

119. PERT & 3-Point Techniques

120. PERT & 3-Point Example

121. Delphi Technique

122. Exercise 2.5 – Time Estimation

123. Estimating Cost

124. Cost Roll-up – Bill of Materials

125. Handling Estimating Error

126. Exercise 2.6 – Cost Estimation

2.6 – Critical Path

127. The Schedule Critical Path

128. Critical Path Process

129. Network Diagram Example

130. Forward Pass

131. Backward Pass

132. Critical Path With Float

133. Exercise 2.7 – Determine Critical Path

2.7 – Schedule

134. Network Diagram Schedule⇨

135. Building the Schedule

136. Gantt Chart Schedule

137. Gantt Chart With Work Packages

138. Gantt Chart With Activities

2.8 – Milestones

139. Schedule Milestones

140. Exercise 2.8 – Choose Milestones

2.9 – Resources

141. Resource Planning

142. Resource Leveling

2.10 – Cost

143. Cost Baseline

2.11 – Risks

144. Risk Management

145. Risk Management Process

146. Risk Management Planning

147. Risk Identification

148. Standard Risk Statement Form

149. Risk Qualification

150. Risk Quantification

151. Quantification Estimation

152. Risk Register Example

153. Risk Budget Allocation

154. Response Planning

155. Other Risk Elements

156. Risk, Contingency & Management Reserves

157. Positive Risks – Opportunities

158. IT Risk & Security Standards

159. Exercise 2.9 – Prepare A Risk Register

2.12 – Communications

160. Communications Planning

161. Exercise 2.10 – Communications Plan

2.13 – Project Management Plan

162. The Project Management Plan



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Phase 3 – Project ExecutionPhase 3 – Project Execution



3.2 – Project Team

169. Building The Project Team

170. Project Team Key Points

171. Functional Organizations

172. Projectized Organizations

173. Matrix Organizations

174. Management of Matrix Organizations

175. Matrix Personnel Allocation

176. Delegation

177. Team Motivation

178. Managing People Conflict

3.3 – First Steps

179. The Kick-Off Meeting

180. Project Requirements Review


181. Communication Modes

3.5 – Problem Identification

182. Finding Root Causes

3.6 – Design & Build

183. Design Before Build

184. Build or Buy Decisions

185. Exercise 3.1 – Identify Design Elements

186. Software Development

187. Axosoft Scrum Diagram

188. Common I.T. Project Problems

3.7 – Procurement

189. Procurement Document Types

190. Contract Types

191. Selecting The Winner

192. Exercise 3.2 – Contract Approach

3.8 – Acceptance

193. Change Management

194. Scope Verification

195. Scenario Based Verification



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Phase 4 – Project Monitoring & ControlPhase 4 – Project Monitoring & Control



201. Managing Expectations

4.2 – Control Meetings

202. Project Weekly Heartbeat

203. Project Monthly Heartbeat

4.3 – Scope

204. Managing Scope

205. Change Control – Scope

206. Change Control – Schedule

207. Change Control – Cost

208. Exercise 4.1 – Change Control

4.4 – Time

209. Managing Schedule

210. Management of Critical Schedules

211. Critical Chain Management

212. Crashing & Fast-Tracking

213. Exercise 4.2 – Fast-Tracking

4.5 – Cost

214. Managing Cost

215. Cost Reports

4.6 – Quality

217. Managing Quality

218. Peer Reviews

219. Ensuring Fit For Use

4.7 – Risk

220. Managing Risk

4.8 – Earned Value Management

221. Earned Value Overview

222. Cost & Schedule Metrics

223. Earned Value Meaning

224. Project Projections

4.9 – Problem Resolution

225. Resolution Options

226. Persuasion Techniques

4.10 – Reporting

227. Project Reporting

228. Green, Yellow, Red Reporting

229. One Page Reporting

4.11 – Summary

230. Process Flowchart

231. Exercise 4.3 – Monitoring & Control



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Phase 5 – Project ClosurePhase 5 – Project Closure



5.2 – Contracts

236. Contract Closure

5.3 – Delivery

237. Delivery Key Points

238. Transition to Operations

239. Project Handover

240. I.T. System Delivery

5.4 – Lessons Learned

241. Lessons Learned Capture

5.5 – Team Transition

242. People Transition

5.6 – Final Report

243. Final Report

5.7 – Team Closeout

244. Team Closeout



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Project SelectionProject Selection

● Choose a team name.

● Choose a project:

➢ Something related to your work.

➢ Construct a building – hotel, office tower, house…

➢ Hold an awards banquet.

➢ Build a web site for hotel bookings.

➢ Create a set of financial standards.

➢ Re-engineer department work processes.

➢ Hold a conference on some subject.



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Chapter 0Chapter 0

Project Management OverviewProject Management Overview

The FoundationThe Foundation

““The loftier the building, the deeper must the foundation be laid.The loftier the building, the deeper must the foundation be laid.””

– – Thomas Kempis, 1380 - 1471.Thomas Kempis, 1380 - 1471.



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Chapter 0 – Project Management OverviewChapter 0 – Project Management Overview

0.1 – Processes

17. Why Processes Are Useful

0.2 – Success & Failure

18. Exercise 0.1 – Project Success & Failure

19. Causes of Project Failure

20. Causes of Project Success

0.3 – Foundation

21. Project Management Institute

22. Project Definition

23. Program Definition

24. PMBOK® Guide Project Phases

25. PMBOK® Guide Knowledge Areas

0.4 – Strategic Plan

26. Link to Strategic Plan

27. Exercise 0.2 – Your Strategic Plan

0.5 – Triple Constraint

28. The Triple Constraint

0.6 – Techniques & Tools

29. Project Management Tools

30. Project Management Techniques

0.7 – Players

31. Project Players

32. Role of Project Manager

33. Exercise 0.3 – Players for Your Project

0.8 – Scalability

34. Application To Small Projects

0.9 – Project Manager Skills

35. Project Manager Attributes

36. Communications

37. Team Formation

38. Team Foundations

39. Team Dynamics

40. Negotiation & Leadership



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Why Processes Are UsefulWhy Processes Are Useful

● How many items can a person keep in their head at the same time?

➢ Three to four – this is why phone numbers are split into sets of 3 to 4 digits.

● Take-aways?

1. Human beings are the smartest animals on this planet... but that's not saying very much! We should have humility about our capabilities.

2. The simple written list is still our most powerful and under-utilized tool.

3. Writing down processes captures tried-and-true best practices so we, and others, don't have to re-learn them.

● This project management process captures best practices from thousands of people's experience across many $B of work over several decades:

➢ It is a simple framework that can accept any kind of project.➢ It can save you great amounts of time, money, trouble, and stress.➢ It greatly increases the chances of scope, cost, and schedule success.

0.1 Overview – Processes

“It could take some people a little while to get used to 10-digit dialing, according to a University of Saskatchewan psychology professor. 'People will find

themselves having to have the number written down beside them more often.'”

– TheStarPhoenix.com, February 26, 2013.



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Exercise 0.1 – Project Success & FailureExercise 0.1 – Project Success & Failure

● What in your experience are the main causes of project failure?

● What in your experience are the main causes of project success?

0.2 Overview – Success & Failure



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Causes of Project FailureCauses of Project Failure

● Standish Group – Chaos Report (1995):

➢ First comprehensive review of project performance.

● Results – more than half of projects:

➢ Cost more than 190% of the original cost estimate.➢ Took more than 222% of the original schedule estimate.

● Ranked causes of project failure:

1 – Incomplete Requirements

2 – Lack of User Involvement

3 – Lack of Resources

4 – Unrealistic Expectations

5 – Lack of Executive Support

6 – Changing Requirements & Specifications

7 – Lack of Planning

8 – Didn't Need It Any Longer (!)

9 – Lack of IT Management

10 – Technology Illiteracy


Higher Level Summary:Top Three Causes of Project Failure

1 – Incomplete Scope2 – Scope Creep

3 – Insufficient User Reviews



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Causes of Project SuccessCauses of Project Success

● Standish Group – Chaos Report (1995)

● Ranked keys to project success:

1 – User Involvement

2 – Executive Management Support

3 – Clear Statement of Requirements

4 – Proper Planning

5 – Realistic Expectations

6 – Smaller Project Milestones

7 – Competent Staff

8 – Ownership

9 – Clear Vision & Objectives

10 – Hard-Working, Focused Staff




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Project Management InstituteProject Management Institute

● Established 1969.

● First PMBOK® Guide published 1983.

● More than a million members in more than 185 countries.

● Certifications – 500K members:

➢ Project Management Professional (PMP)®

➢ Certified Associate in Project Management (CAPM)®

➢ Program Management Professionals (PgMP)®

➢ PMI Risk Management Professional (PMI-RMP)®

➢ PMI Scheduling Professional (PMI-SP)®

“The world’s leading not-for-profit membership associationfor the project management profession.”

– PMI®

PM

I is

a r

egi

ste

red

ma

rk o

f th

e P

roje

ct M

ana

gem

ent

Inst

itute

, In

c..

0.3 Overview – Foundation


http://www.pmi.org/


Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Project DefinitionProject Definition

● When do you know you have a project, and the project management process will be very helpful?

➢ Unique – We start out not knowing how to do it – scope, cost, schedule, and/or risks – and so have to figure it out and then monitor and control it.

➢ Temporary – The team comes together, plans the project, implements it, and goes on to another project.

“A project is a temporary endeavorundertaken to create a unique product, service, or result.”

– PMBOK® Guide.

PM

BO

K is

a r

egis

tere

d m

ark

of

the

Pro

ject

Ma

nage

men

t In

stitu

te,

Inc.

.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Program DefinitionProgram Definition

● Very important, but nowhere near as much fun as projects:

➢ Related Projects – Share outputs, inputs, budgets, people, etc.

➢ Coordinated Way – Needs a Program Manager to oversee and make decisions to optimize the projects as a group.

“A program is a group of related projects managed in a coordinated wayto obtain benefits and control not available from managing them individually.”

– PMBOK® Guide.

A

C

D

E

H

F

G

B

If there needs to be lots ofinteraction between the projectsof a program, e.g. weekly, thenit is probably better as one largeproject with several area leads.

PM

BO

K is

a r

egis

tere

d m

ark

of

the

Pro

ject

Ma

nage

men

t In

stitu

te,

Inc.

.

Communicate with theProgram Manager

to ensure they understandyour project's needs.

Provide lots of noticeabout your project'sschedule changes.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

PMBOK® Guide Project PhasesPMBOK® Guide Project Phases

● The key point of project management is to prepare a plan that improves the accuracy of estimation of scope, cost, time, and risk from about +/– 50% at the Initiation stage to about +/– 10% for management approval before proceeding.

● There must be a review at the end of planning where the Stakeholders provide feedback on the plan, and, if they wish adjustments, so the plan can be updated to maintain a balance between scope, cost, time, and risk before proceeding.

PM

BO

K is

a r

egis

tere

d m

ark

of

the

Pro

ject

Man

age

men

t In

stitu

te,

Inc.


±10% ±50%



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

PMBOK® Guide Knowledge AreasPMBOK® Guide Knowledge Areas

● Project management deals with nine “knowledge areas”:

➢ Integration➢ Scope➢ Time➢ Cost➢ Quality➢ Human Resources➢ Communications➢ Risk➢ Procurement

● Some of these are included in each of the five project phases.

● We will cover each of these areas throughout this manual.

Project Management probably startedwith building of the Egyptian Pyramids.

PM

BO

K is

a r

egis

tere

d m

ark

of

the

Pro

ject

Ma

nage

men

t In

stitu

te,

Inc.

.



http://www.youtube.com/watch?v=C1uxCBx2-UQ


Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Link to Strategic PlanLink to Strategic Plan

● The Strategic Plan is the leadership's identification of the 3 to 5 key objectives required for organization success over the next 3 to 5 years.

● Know, document, and communicate the link – projects that are:

➢ Unrelated to the Strategic Plan can easily be canceled.➢ Related to the Strategic Plan will be supported by senior management

even when they get in trouble.

Strategic Plan

Programs

Projects

Risk Budget

Risk Budget

Risk Budget

0.4 Overview – Strategic Plan

Know the link.



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Exercise 0.2 – Your Strategic PlanExercise 0.2 – Your Strategic Plan

● Class discussion:

Does your organization have a Strategic Plan?

Have you read it?

How does your organization's Strategic Plan influence your projects?

0.4 Overview – Strategic Plan



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Your TriangularSteering Wheel

The Triple ConstraintThe Triple Constraint

● Baseline the bottom of the triangle – scope – first:

➢ Only then will you be able to get an accurate time and cost .➢ The risk budget provides a shock absorber to help the other three in balance.

● “A change in any one of these constraints will change one or both of the others.”

➢ Always re-balance the triangle by making changes as needed.

● When one or more is stressed, ask the Stakeholders for direction:

➢ “Which constraint is the most important to you?”➢ They usually pick two.➢ Preserve those as best as possible.➢ Your project will then be an effective success.

Scope

Risk

The most importantconcept in PM:

“Keep it balanced”

(1) At end of planning whenyou receive Stakeholder

feedback, and (2) during theproject when scope increases.

0.5 Overview – Triple Constraint



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Project Management TechniquesProject Management Techniques

Two fundamental techniques are used throughout project management:

● Breakdown complex items into simpler parts, solve them, roll them up:

Break the project down into the five phases. Break the scope down into manageable size deliverables. Break the deliverables down into individual activities.

● Do one thing at a time to avoid thrashing:

List all the possible Stakeholders first, then decide how to communicate with them.

List all possible risks first, then shortlist them and quantify them. Build the schedule first, then resolve any resource conflicts.

0.6 Overview – Techniques & Tools



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Project Management ToolsProject Management Tools

● Project management can benefit greatly from the use of software application tools to handle a range of tasks:➢ Tools marked FOSS are Free Open Source Software (FreeOpenSourceSoftware.org).

● Requirements Management:➢ A spreadsheet can work for a few dozen, then need a database tool.➢ Specific applications: Doors, Requisite Pro, RTM.➢ Databases: Microsoft Access, LibreOffice Base (FOSS).

● Work Breakdown Structure:➢ The organization chart tool in Microsoft Word and PowerPoint, Org Plus.➢ A mind mapping application like FreePlane (FOSS).

● Network Diagram:➢ Any drawing tool with “connectors” so lines move with the boxes.➢ Microsoft PowerPoint, Visio, LibreOffice Draw (FOSS).

● Gantt Schedule:➢ Microsoft Project, Primavera, Gnome Planner (FOSS), ProjectLibre (FOSS).

● Estimates, Risk Register, Change Impact:➢ Any spreadsheet such as Microsoft Excel or LibreOffice Calc (FOSS).

0.6 Overview – Techniques & Tools


http://freeopensourcesoftware.org/index.php?title=Main_Page

http://freeopensourcesoftware.org/index.php?title=Applications#Office_Suite

http://freeopensourcesoftware.org/index.php?title=Applications#Mind_Mapping


http://freeopensourcesoftware.org/index.php?title=Applications#Project_Management




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Project PlayersProject Players

● Sponsor:

➢ Provides the funding.➢ Usually selects the Project Manager.➢ Provides organization level support.➢ Lead on solution of problems that you can't resolve.

● Customer:

➢ The end-users of the project output – they physically touch it.

● Stakeholders

➢ Are affected by the project and/or can affect the project.

● Project Manager (PM):

➢ Day-to-day manager of the project.

● Core Project Team (CPT):

➢ Helps the PM plan the project.

● Project Team:

➢ Implements the project and delivers the result.

0.7 Overview – Players

Essential the project include a lead from the business / area / domain of the project, someone

that understands the user's point of view.



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Role of Project ManagerRole of Project Manager

● The Project Manager should be one person with both the accountability and authority to plan and implement the project.

● The Sponsor should publicly assign the accountability and authority.

● When there is one person with accountability (they will be asked what went wrong if there are problems) then that person will have the courage to take the actions necessary to work towards project success.

● They should have the title Project Manager for complete clarity of their role throughout the organization.

● They must have direct access to the Sponsor / Customer.

0.7 Overview – PlayersU

ser

or

use

r re

pre

sen

tativ

e.



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Exercise 0.3 – Players for Your ProjectExercise 0.3 – Players for Your Project

● Who are these key players for your project?

Customer?

Sponsor?

Project Manager – You.

Core Project Team – what key people will you need to help plan and estimate the project?

0.7 Overview – Players



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Application To Small ProjectsApplication To Small Projects

● How does the project management process apply to small projects?

➢ Don't skip any steps, just don't spend more time than required.

● For any size project, typical % of time and $ spent on planning should be 2.5% - 5% of the project:

➢ For a one week project, spend 1 to 2 hours planning.➢ For a four week project, spend 0.5 of a day to 1 day planning.➢ For a three month project, spend 1.5 to 3 days planning.

● Produce all the key documents – if the project is small it should be quick and easy, and fit in just a few pages!

➢ Charter, requirements, deliverables, network diagram, schedule, cost roll-up, risk register, HR plan, communications plan.

● Now you have a standard, organized, baselined plan:

➢ Even for a very small project, you have removed significant uncertainty and stress, and considerably improved the chances of success.

➢ And you have a document you can provide to others to easily explain the project and plan.

0.8 Overview – Scalability

Not necessarily all

at once.



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Project Manager AttributesProject Manager Attributes

● Should have management and organization skills:

➢ Keep an action (todo) list, re-prioritize it once a day, and then work on the most important item first.

● Should have PM training, skills, and experience.

● Should have expertise in the project domain area – e.g. IT, Financial, Construction, etc.

Or a Deputy Project Manager in the area, and then lean on them for expertise.

● Should have soft-skills – “PM is a communications job”:

Communications. Team Dynamics. Negotiation. Leadership.

People do projects – so these are make or break for significant efforts.

0.9 Overview – Project Manager Skills



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Communications EssentialsCommunications Essentials

● Active listening:

➢ Listening is an active, energetic process.➢ Repeat internally what you hear.

● Basic communications model:

➢ Confirm messages you transmit:➔ “Let's make sure we are on the same page / wavelength / song-sheet,

can you give that back to me in your own words?”

➢ Confirm messages you hear:➔ “Let me make sure I got that, so you are saying ABCDEF?”

● Number of communications channels = n x (n-1) / 2

➢ For team of 5 the channels are 10, for team of 20 the channels are 190.➢ Smaller teams are better – size 5 is optimal if it fits the job:

➔ Large enough to get things done, small enough there is not too much communications overhead, and an odd number so less deadlock.

➢ Adding people to teams can slow them down.➢ Add one extremely skilled person that has just done the same job.

Sender ReceiverMessage

Feedback




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Team FormationTeam Formation

● Tuckman Model:

➢ All teams go through these four stages:

Forming – Storming – Norming – Performing

● You can't skip these stages.

➢ However you can accelerate the movement through the phases withmore meetings rather than less up front.

● Communicate to the team important Norms you want them to display:

➢ No interruptions.➢ Write down any actions.➢ Honesty.➢ Integrity.➢ Mutual accountability.➢ Etc.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Team FoundationsTeam Foundations

● Remove Interruptions:

➢ Until the team has a culture of non-interruption, it will function at partial productivity.➢ Interrupters usually are trying to help, they just can't stop themselves.➢ Technique to stop:

➔ Open hand + “I want to hear your input” + “First let me get my full thought out”.

➢ Tell your team this, then if they can't do it, you must step in when needed.

● Trust – the most necessary attribute of a high performing team:

➢ Be honest, or you can lose your team in seconds.➢ Admit your own mistakes – it makes taking risk for success by others OK.

➔ Admit and “let's move on” – never beat yourself up in front of the team.

➢ Delegate and be tolerant of errors – the only way to learn – mentor but don't do the work.➢ Use simple team building exercises at the start of a couple early meetings:

➔ Tell us your childhood dream job, not what you are doing now.➔ Tell us a hobby or interest you have that we don't know about.

➢ Use coffee breaks, pizza Fridays, to discuss elements of commonality, no work discussion.

“It's OK to admit our mistakes, that's how we learn.”

– President Barack Obama, Speech to CIA, 2009.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Team DynamicsTeam Dynamics

● Open Conflict (of ideas):

➢ Encourage the team to raise any concerns they may have about anything at any time.➢ For key subjects, ask the team one by one if they have any “comments or concerns” before

closing it.➢ Smooth the way:

➔ Reflect back what you heard before disagreeing. “So you are saying ABC?”➔ Avoid the word “you”.➔ Say “however” instead of “but”.

● Rotating Leadership:

➢ Everyone can lead – whoever is most experienced in that area, regardless of seniority.

● Mutual Accountability:

➢ The highest level of team performance.➢ “The entire project depends on every team member meeting their commitments to each

other.”➢ “If a commitment genuinely cannot be met, provide notice as far in advance as possible.”➢ “Hold each other accountable for your commitments, track each other down and ask for

delivery when required before taking to management.”




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Negotiation & LeadershipNegotiation & Leadership

● Negotiating basics:

➢ Believe that win-wins are possible:➔ The world is full of them – e.g. two sports teams trade offense for defense.

➢ State that you both want to obtain a successful agreement – you are on the same side.➢ Agree simple issues first to establish some momentum.➢ Know your top line and your bottom line.➢ Know a set of items you can give up along the way to agreement.➢ Get into these kinds of conversations – the essence of negotiation:

➔ “If I did this, could you do that?”➔ “If you did that, I could do this”.

➢ “Look for 55% / 45% wins, or the deal won't be sustainable”.

● Leadership basics:

➢ Continually emphasize the key goals – clear one sentence descriptions.➢ Motivate the team – why is this work worthwhile?➢ Solve the problems your team cannot.➢ Work constantly on increasing trust (see previous pages).➢ Resources:

➔ Colin Powell Leadership presentation – Google.➔ The Fun Standard – FunStandard.org.


From a non-smiling labor union negotiator for the US Teamsters

trucker's union.


http://www.google.com/search?as_q=%22general+colin+powell%22+AND+%22a+leadership+primer%22&as_epq=&as_oq=&as_eq=&as_nlo=&as_nhi=&lr=&cr=&as_qdr=all&as_sitesearch=&as_occt=any&safe=images&tbs=&as_filetype=pdf&as_rights=#hl=en&lr=&as_qdr=all&q=(%22general+colin+powell%22+AND+%22a+leadership+primer%22+AND+%22responsibility+to+the+welfare+of+the+group%22)+filetype:pdf&oq=(%22general+colin+powell%22+AND+%22a+leadership+primer%22+AND+%22responsibility+to+the+welfare+of+the+group%22)+filetype:pdf&gs_l=serp.3...31152.42532.0.43294.11.11.0.0.0.1.247.898.0j3j2.5.0.les;..0.0...1c.1j2.VWYlPj83-m4&pbx=1&bav=on.2,or.r_gc.r_pw.&fp=ac26b312fb52f5b8&biw=1094&bih=550

http://www.funstandard.org/


Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Chapter SummaryChapter Summary

● Good processes capture best practices so we don't have to remember or reinvent them.

● The Project Management Institute (PMI)® is the world-wide standard for maintaining the PM process and certifications.

● Projects are temporary and unique – that's when the PM process is really useful.

● Programs are sets of inter-related projects managed as a group.

● Both programs and projects should flow from the organization strategic plan.

● The 5 PM phases are Initiation, Planning, Execution, Monitoring & Control, and Closing.

● The 9 project management knowledge areas are Integration, Scope, Time, Cost, Quality, Human Resources, Communications, Risk, and Procurement.

● Scope, time, and cost are fundamentally inter-related: whenever one changes the other two must be rebalanced – the Project Manager's main job.

● Project management uses two key tools: (a) breaking down complex items into simpler parts, solving the parts, and rolling up; and (b) doing one thing at a time to avoid thrashing.

● There are several powerful automated tools to assist project management, including several “free open source software” applications.

● To be optimally effective, the Project Manager should have the accountability and authority to do the job publicly assigned by the Sponsor, and the title “Project Manager”.

● Project managers need PM skills, management skills, domain experience, and soft skills.

0. Overview – Summary



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Phase 1Phase 1

Project InitiationProject Initiation

The First GateThe First Gate

““We succeed only as we identify in life, or in war, or in anything else,We succeed only as we identify in life, or in war, or in anything else,a single overriding a single overriding objectiveobjective, and make all other considerations, and make all other considerations

bend to that one objective.bend to that one objective.””

– – President Dwight D. Eisenhower, President Dwight D. Eisenhower, Speech To NationSpeech To Nation, April 2, 1957, April 2, 1957



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Phase 1 – Project InitiationPhase 1 – Project Initiation



45. Where Projects Come From

1.2 – Charter

46. Project Charter Purpose

47. Charter Contents

1.3 – Scope

48. Project Objective

49. Objective – Process

50. Canadian Forces Health Information System – Objective

51. Assumptions and Constraints

52. Conceptual Solution

1.4 – Business Case

53. The Business Case

54. Benefit Cost Ratio

55. Business Case Examples

1.5 – Stakeholders

56. Project Stakeholders

57. Stakeholder Analysis

1.6 – Other Elements

58. Other Charter Elements

59. Exercise 1.1 – Your Project's Charter



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Project Manager RoleProject Manager Role

● The prospective Project Manager for the project is often known at the Initiation stage.

● It is helpful for the Project Manager take the lead on preparation of the charter for the Sponsor:

➢ Likely has project management training – get the objective first!➢ Can help avoid the main problem – a charter so large it looks

impressive enough to justify skipping planning resulting in final approval of the project before planning produces an estimate of +/– 10%.

➔ Many bad things happen once the true time and cost become apparent after the project is underway.

● Requirements gathering by the Business Analyst or equivalent person (see planning section) should be under the supervision of the Project Manager:

➢ Help the B.A. avoid the common mistake of “making the Customer happy” by including much more than required by the project objective – the second most common cause of project failure.

1.1 Initiation – Introduction



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Where Projects Come FromWhere Projects Come From

● Project sources and causes:

➢ There is a “Need” – some problem that needs to be solved:

1. Operational costs are too high.

2. Senior management cannot obtain timely information.

3. There is an unrealized opportunity to sell a new product.

4. The company has no presence in the South American market.

5. The community wants a local baseball league.

● What to do if there is not enough information to start a project, to write a charter and identify numerical targets for the objective?

➢ Conduct a feasibility study:

1. Are there cost-effective ways to reduce operational costs?

2. Can decision information be extracted from existing data?

3. Does the company have the capability to develop the new product?

4. Can entry to the South American market be done at acceptable cost?

5. Can enough resources be found to build a community baseball league?

1.1 Initiation – Introduction



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Project Charter PurposeProject Charter Purpose

● Formally starts the project planning – not execution!

● Authorizes the PM to conduct the planning:

Often provides a specific budget and target date. PM can use the budget to obtain internal assistance, and sometimes

external assistance if consulting is needed in key areas for planning.

● Documents support commitments from required Stakeholders:

Obtain explicit sign-off or review at a meeting with all Stakeholders.

● Is sent to all Stakeholders by the Sponsor.

● Don't overdo the charter content – this is just a gate to project planning, not the plan itself.

1.2 Initiation – Charter



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Charter ContentsCharter Contents

● Typical Charter Table of Contents:

➢ Objective

➢ Assumptions

➢ Constraints

➢ Conceptual Solution

➢ Business Case

➢ Customer – end-user

➢ Sponsor – paying for it

➢ Stakeholders & Responsibilities

➢ Project Manager & Authority

➢ Initial Risks

First top-level baselineof the project scope.

1.2 Initiation – Charter



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Project ObjectiveProject Objective

● The ultimate benefits of the project desired by the Stakeholders, written down in concise, clear sentences – ideally one sentence, even if with commas.

● Popularized by Peter Drucker in book The Practice of Management, 1954:

Single sentences concise enough to provide a focused target. Identifies what needs to be achieved without confusing it with how.

● SMART acronym can be helpful, especially S,M,T:

Specific.➢ Measurable S⇦ hould have numbers. Agreed. Realistic. Time-bound.

● Examples:

Capture new channels to increase sales by 20% per year for 3 years. Develop improved workflow processes to increase productivity by 10% by 15 September. Implement automated booking system to decrease costs by 15% by 10 June. Add new security controls to reduce possibility of breaches by 90% by 25 March.

“This nation should commit itself to achieving the goal, before this decade is out,of landing a man on the moon and returning him safely to the earth.”

– President John F. Kennedy; Speech To Nation, May 25, 1961

1.3 Initiation – Scope

Overheard during a planning session:

“That's a great idea! However it's not in theobjective, and we aren't going to do that.”

Scope creep stopped before theproject even started!



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Objective – ProcessObjective – Process

● Convene a meeting of all Stakeholders.

● Use a laptop and projector to triple the effectiveness and halve the time:

➢ Participants can see the options and provide effective feedback.

● Start by typing “Objective:” on the first line for the eventually agreed result.

● Ask the senior Stakeholder (Sponsor, Customer, company executive) to provide a full sentence that defines the “ultimate outcome and benefit from your point of view”:

➢ Type that sentence on a second line in the document.

● Ask the next senior Stakeholder for their view, and type that sentence on a third line.

● Ask if anyone has any other suggestions – if so type those sentences as well.

● Then state “we have enough to work with, let's see if we can come to agreement on one sentence so we can fix the project target for the planning team”.

● As discussion proceeds, and agreement is reached on parts of the objective, type those parts on the first line – leave the second and later lines untouched for constant reference back to the first suggestions.

● Strive for S,M,T from the SMART model – specific, measurable, with a target date.

● This is the first place that differences in Stakeholder views are coordinated into a single purpose – the most important step in the project.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Canadian Forces Health Information System – ObjectiveCanadian Forces Health Information System – Objective

● “CFHIS will provide the capability to manage health information effectively and efficiently in support of decision making and enhanced operational effectiveness to improve the quality of health services throughout the CF by supporting the following goals:

➢ Establishing an Electronic Heath Record for all CF personnel that will enhance the effectiveness and efficiency of health services.

➢ Providing seamless, integrated, automated heath information to deployed CF formations.

➢ Making heath information a corporate shared resource that is readily available for decision making at all levels resulting in improved Quality of Life and enhanced operational effectiveness.

➢ Reducing DND current operations cost for health care information management.”

● Would have better as one sentence – example:

➢ “CFHIS will implement an Electronic Health Record capability for all CF personnel that enhances the effectiveness and efficiency of health services, improves quality of life, supports decision making at all levels, enhances operational effectiveness, and reduces operations costs.”

Too much for one project, solater moved to a separate phase.


Would have been better with a numerical target.



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Assumptions and ConstraintsAssumptions and Constraints

● Together with the objective, they are the first top-level definition of the project scope.

● Assumptions:

➢ Elements to assume are true during the planning phase.➢ E.g: Internal resources have all skills required, office space will be made

available for consultants, the feeder project ABC will finish in time.➢ Might turn out not to be true – review during risk planning.

● Constraints:

➢ Are absolutely true now – no assumptions are being made.➢ They limit planning flexibility – this can be very helpful.➢ Often budget and/or schedule limits, can also be standards, policies, etc.➢ E.g: The project must cost less than $1.2M, must take less than 10

months, must be compliant with existing policies and procedures.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Conceptual SolutionConceptual Solution

● Rarely is the solution left completely to the planning stage.

● Usually there is a top-level identification of the conceptual solution.

➢ There is at least a reasonable understanding the objective can be met.

● The biggest mistake is to specify the solution details in the Charter:

➢ Let the planning team apply their creativity.

● Examples:

➢ Integrated best-in-class off-the-shelf medical information software.➢ Updated set of improved departmental process and new floor plan.➢ Stores opened in the three major South American countries.➢ A site for the new local baseball league, leaders to assemble teams,

and a source of equipment.➢ Design for the new product, list of candidate customers.

● Sometimes this section is called “Major Deliverables”.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

The Business CaseThe Business Case

● Sometimes the business case is easy – the project must be done:

➢ Legal, health, or safety issues.➢ The decision has been made at a higher level, e.g. program level.

● Typical business case methods:

➢ Benefit Cost Ratio (BCR) = Benefits / Costs.➢ Net Present Value = Costs and Benefits normalized to this year.➢ Return On Investment (ROI) = Percentage return on expenditure.

● The cost and benefit estimates during initiation are often +/– 50%

➢ An approximate estimate is often good enough to make a hard decision:➢ Called a “Rough order of Magnitude” (ROM).➢ The whole point of planning is to improve this to +/– 10%.

““The question should be 'is it worth trying to do?' – not 'can it be done?'The question should be 'is it worth trying to do?' – not 'can it be done?'““

– – Allard Lowenstein, O Magazine, Sep. 2002.Allard Lowenstein, O Magazine, Sep. 2002.

1.4 Initiation– Business Case



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Benefit Costs RatioBenefit Costs Ratio

● Costs are relatively easy to estimate to +/– 50% accuracy:

➢ Analogous estimate: Compare to a similar project.➢ Or just estimate: (People x Time) + Everything else.

● Benefits estimation can be more challenging:

➢ Often: # years x (# incidences / year) x ( $ benefit / incident)➔ 3 to 5 years for process projects, can be much longer for capital projects.

➢ Common benefits you can put $ on:➔ Cost decreases.➔ Profit increases.➔ Productivity increases.➔ Avoidance of costs.

➢ At an absolute minimum list the areas of benefits – what are the good reasons you doing the project?

● Also consider payback period / break-even time:

➢ More than 3 years for process projects is a warning bell:➔ The world will completely change by that time.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Business Case ExamplesBusiness Case Examples

● Hold wine and cheese food tasting event:

➢ Cost = $20K facility rental + $20K advertising costs = $40K➢ Benefits = 2500 tickets @ $20 + 25 vendors @ $1000 / booth = $75K➢ BCR = 1.875 / 1 or ROI = 87.5%

● Implement automated purchase order system to save personnel time:

➢ Cost = $25K software + $25K people costs = $50K➢ Benefits = Save 15 minutes for each purchase order

= 3 yrs x 5K purchase orders x $10 time = $150K

➢ BCR = 3 / 1 or ROI = 300%

● Upgrade computers from Windows NT to Windows XP:

➢ Cost = $400K software + $100K people costs = $500K➢ Benefits = Avoid $400K/year increased support costs

= 3 yrs x $400K = $1.2M➢ BCR = 2.4 / 1 or ROI = 240%

● Information package to help clean up toxic dumps:

➢ Cost = 2 people x 2 months = $25K➢ Benefits = less infrastructure and health spending

= 3 yrs x ( 0.05% x 50K dumps = 25 ) x ( $100K benefit per cleanup ) = $7.5M

➢ BCR = 300 / 1 or ROI = 30,000%


Real examples.

!



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Project StakeholdersProject Stakeholders

● Every organization and person that is affected by the project or can affect the project:

➢ Include those that oppose the project!➔ You might be able to address some of their issues and reduce opposition.

➢ Assign one key representative from each Stakeholder group to ease management.➢ Determine what is most important to each Stakeholder – Scope, Time, or Cost.

● Stakeholder analysis:

➢ For larger projects this analysis can be extensive – career history, likes and dislikes, etc.➢ For any size projects record at least this basic stakeholder profile – ask them:

➔ What is most important to them: Scope, Time, Cost, ranked in order of 1, 2, and 3.➔ Key need: One sentence defining project success from their point of view.

● Purposes:

➢ Help define the requirements to identify the full scope as first step in planning.➢ Are who you communicate with regularly during the project to manage expectations.➢ Provide direction when you need to balance the triple constraint.

● Supporting Stakeholders:

➢ Identify and record in the charter the area of responsibility for those Stakeholders whose support is necessary to the project.

➢ Obtain their sign-off on the charter to get buy-in before planning begins:➔ Can be an email agreement, even a positive reply to your email.➔ Can be agreement in a final review meeting.

1.5 Initiation – Stakeholders



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Stakeholder AnalysisStakeholder Analysis

● Stakeholder analysis is performed to:

➢ Understand the different points of view of the different stakeholders.➢ Understand what is most important to them to assist meeting it.➢ Help manage their expectations as the project proceeds.➢ Understand what level of communication is required.

● Interview and record:

➢ Triple constraint priorities ➢ Key needs.➢ Level of communication desired.

Stakeholder Analysis

Project: Departmental Process Improvement Project (DPIP)

Stakeholder: David Smith, CEOPriorities: Scope, Time, Cost. Needs: Improved efficiency.Comms: Plan approval, Project final report.

Stakeholder: Anne Baker, Department HeadPriorities: Time, Scope, Cost. Needs: Minimal disruption.Comms: Plan approval, Plan changes, Project Final Report.

Stakeholder: Carol Fraser, Director FacilitiesPriorities: Cost, Time, Scope. Needs: Minimum purchasing.Comms: Core team member – everything.

Stakeholder: Department StaffPriorities: Time, Scope, Cost. Needs: Fast implementation.Comms: Schedule, Process and floor plan changes.

1.5 Initiation – Stakeholders



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Other Charter ElementsOther Charter Elements

● Customer – the end-user:

➢ If building a school – the teachers, children, and maintenance personnel.

● Sponsor – pays for it:

➢ If building a school – the school board.

● Project Manager and Authority:

➢ Name and authority – directly communicate with the Customer, access financial information, etc.

● Initial risks:

➢ Significant areas of risk known at the charter stage.➢ E.g.: Dependencies on other projects, external events.

1.6 Initiation – Other Elements



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Exercise 1.1 – Your Project's CharterExercise 1.1 – Your Project's Charter

● What are the following Charter elements for your project?

Objective

Assumptions

Constraints

Conceptual Solution

Business Case

Customer

Sponsor

Stakeholders & Responsibilities

Project Manager (You)

Initial risks (if any)

1.6 Initiation – Other Elements



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se


● The signed charter formally starts project planning, not execution.

● The most important part of the charter is the objective – no work, including the business case, should proceed without the objective baselined.

● Together with the objective, the assumptions and constraints are the top-level baseline of the project scope.

● The business case helps management decide if the charter should be signed and planning done, and also later provides key team motivation info.

● Stakeholders help you define requirements, and provide triple constraint direction when required.

● Obtain supporting Stakeholder commitment at the charter stage to solve a lot of common issues later.

● Other sections of a typical charter include the Customer, Sponsor, Project Manager, major deliverables, and initial risks.

1. Initiation – Summary



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Phase 2Phase 2

Project PlanningProject Planning

The Second GateThe Second Gate

““Plans are worthless, but Plans are worthless, but planningplanning is everything. is everything.””

– – President Dwight D. Eisenhower, President Dwight D. Eisenhower, SpeechSpeech, Nov. 14 1957., Nov. 14 1957.

He was exaggeratingto make the point.

His point.



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Phase 2 – Project PlanningPhase 2 – Project Planning



65. Planning Process Flow

66. Core Project Team

2.2 – Requirements

67. Objective to Requirements

68. Requirements – A Long Time Challenge

69. Importance of Requirements

70. Gathering Requirements

71. Requirements Example

72. Requirements Attributes

73. Requirements Key Points

74. Requirements Document & Approval

75. Example – Buying Chairs

76. Exercise 2.1 – Objective to Requirements

2.3 – Scope

77. Solution Definition

78. The Work Breakdown Structure

79. WBS Example – An Aircraft

80. WBS Example – Hiring

81. WBS Example – Warehouse / POS System

82. WBS Example – Banquet

83. WBS Example – Process Improvement

84. WBS Hierarchical Decomposition

85. WBS Phasing & Combined Methods

86. System Integration Hierarchical Decomposition

87. System Integration Project Phasing

88. WBS Key Points

89. Breaking Down By Length

90. Breaking Down By Responsibility

91. Breaking Down By Interim Delivery

92. Deliverables Work Packages Activities⇨ ⇨

93. WBS Dictionary

94. Relationship of WBS & Requirements

95. WBS Process

96. Exercise 2.2 – WBS

97. WBS Drawing Tool

2.4 – Logic

98. Network Diagram

99. Kinds of Precedence Links

100. Leads and Lags

101. Generic Example

102. Shed Example

103. Software Example

104. Process Improvement Example

105. Standards Development Example

106. Network Diagram Process

107. Network Diagram Patterns

108. Including Waiting Time

109. Exercise 2.3 – Develop a Network Diagram

110. Network Diagram Tool

2.5 – Estimating

111. Exercise 2.4 – The Power Of Estimation

112. Estimating Cost and Time

113. The Statistical Power Of Multiple Estimates

114. Time Estimation – Activity Breakdown

115. Activity Breakdown Adjustment



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Phase 2 (Cont'd) – Project PlanningPhase 2 (Cont'd) – Project Planning

116. Including Resources

117. Effort –> Productive Time –> Duration

118. Estimation Spreadsheet

119. PERT & 3-Point Techniques

120. PERT & 3-Point Example

121. Delphi Technique

122. Exercise 2.5 – Time Estimation

123. Estimating Cost

124. Cost Roll-up – Bill of Materials

125. Handling Estimating Error

126. Exercise 2.6 – Cost Estimation

2.6 – Critical Path

127. The Schedule Critical Path

128. Critical Path Process

129. Network Diagram Example

130. Forward Pass

131. Backward Pass

132. Critical Path With Float

133. Exercise 2.7 – Determine Critical Path

2.7 – Schedule

134. Network Diagram Schedule⇨

135. Building the Schedule

136. Gantt Chart Schedule

137. Gantt Chart With Work Packages

138. Gantt Chart With Activities

2.8 – Milestones

139. Schedule Milestones

140. Exercise 2.8 – Choose Milestones

2.9 – Resources

141. Resource Planning

142. Resource Leveling

2.10 – Cost

143. Cost Baseline

2.11 – Risks

144. Risk Management

145. Risk Management Process

146. Risk Management Planning

147. Risk Identification

148. Standard Risk Statement Form

149. Risk Qualification

150. Risk Quantification

151. Quantification Estimation

152. Risk Register Example

153. Risk Budget Allocation

154. Response Planning

155. Other Risk Elements

156. Risk, Contingency & Management Reserves

157. Positive Risks – Opportunities

158. IT Risk & Security Standards

159. Exercise 2.9 – Prepare A Risk Register


160. Communications Planning

161. Exercise 2.10 – Communications Plan

2.13 – Project Management Plan

162. The Project Management Plan



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se


● Has all required accountability, responsibility, and authority to prepare a proper project management plan.

● Supervises the business analyst preparation of requirements (if internal project).

● Authorized in the Charter to visit all Stakeholders for information, clarification, and finalization of support commitments.

● Authorized in the Charter to visit functional managers and other departments to negotiate for personnel and other resources required during planning and execution.

● Reviews the plan during development with Stakeholders to obtain interim direction if needed – e.g. after requirement gathering if clear the cost constraint cannot be met.

● Chairs the key meetings and finalizes all elements of the project management plan – scope, time, cost, risks.

● Reviews the final project management plan with Stakeholders at the all important second gate, obtains any direction, and re-balances the triple constraint as required.

● Has a professional and ethical requirement to never propose or proceed with an infeasible plan – one without enough time, cost, and risk budget to achieve the planned scope – in order to protect the Sponsor, project team, and Customer.

2.1 Planning – Introduction



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Planning Process FlowPlanning Process Flow

Do a complete job, but only spend 2.5% - 5% of the anticipated project budget – you are not doing detailed planning, only producing a project plan that is within ± 10% of the actual outcome. Each step can be reviewed with the Stakeholders to get interim direction – e.g. the scope is too large.

±10% ±50%

Prepared by Customerif commercial RFP. Response if commercial RFP.


Try to meet any time and $ constraints from the charter.

However, if they cannot be met, you have a plan to present and adjust before you start.

Work BreakdownStructure

Deliverables only.Documents, material,

services, facilities.Max 6 levels.

Requirements

CompleteConsistentFeasible

Demonstrable------

Needs not wantsWhat not how

Q: “Why, why...”Q: “What else...”

Prototyping

Project Plan

Scope = WBSTime = Gantt ChartCost = Cost Curve

Risk = Risk Register------

Network DiagramRequirementsBusiness Case

HR PlanComms Plan

Change Control Plan

Schedule

Cost Curve

NetworkDiagram

Flow of deliverables.

Just logic,no numbers.

Estimation

TimeCosts-----

Activity breakdown.Pert / 3-point.

Delphi.



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Core Project TeamCore Project Team

● Works for the PM.

● Helps develop the Project Management Plan – deliverables, cost and time estimates, risk register.

● One key representative from each of the project areas – technical, financial, training, logistics, etc.

● Should be either the team that will implement the project, or their managers, so they take it seriously.

● Start by reviewing any project final reports and lessons learned from similar past projects.

““There is no wider gulf in the universe than yawns There is no wider gulf in the universe than yawns between those on the hither and thither side of vital experience.between those on the hither and thither side of vital experience.””

– – Rebecca West, Black Lamb and Grey Falcon, 1941.Rebecca West, Black Lamb and Grey Falcon, 1941.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Objective to RequirementsObjective to Requirements

Objective

Ultimate project benefits.

Functional Requirements

Functions & features. Quantities. Applicable standards.

2.2 Planning – Requirements

Be Complete!

The most common mistake is missing a

requirement essential to the objective:

“It was a classic case of not getting the

requirements sufficiently defined from the

beginning. And so it required a continuous

redefinition of requirements that had a

cascading effecton what had already been designed and

produced.”

– FBI Inspector General Glenn Fine, Failure of

$170M Virtual Case File project.

But Don't Gold-Plate!

However, the nice -to-have's and while-we-are-at-its that aren't

essential to the objective will first blow up your project, and

then sink it.

“We started with a big bang approach and put

every possible requirement into the

program, which made it very large and very

complex.”

– Elizabeth McGrath, US Air Force Deputy Chief Management

Officer, Failure of $1B Expeditionary Combat

Support System project.



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Requirements – A Long Time ChallengeRequirements – A Long Time Challenge

Circa 1980




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Requirements ExampleRequirements Example

Extract from Canadian Forces Health Information System (CFHIS) project – 1,200 requirements.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Importance of RequirementsImportance of Requirements

● Standish Group Chaos Report (1995) – main causes of project failure:

1 – Incomplete requirements.

2 – Lack of user involvement.

6 – Changing requirements & specifications.

● KPMG Canada Survey (1997) – main causesof project failure:

1 – Unclear / change of requirements.

2 – Poor project management.

3 – Lack of executive sponsorship & management buy-in.

● “Requirements Errors account for 70% to 85% of rework”:

➢ Dean Liffingwell, Calculating the Return on Investment from More Effective Requirements Management, American Programmer 10(4): 13–16, 1997.

● “Poor requirements account for 71% of project failures”:

➢ Robert Grady, Insights into Software Project Management, Proceedings of the Applications of Software Measurement Conference, 227–239, 1999.


True Stories

● A hospital in Ontario builds a new wing. On opening it is discovered that the elevator doors are not wide enough to admit stretchers without having to lower the safety rails.

● A hospital in Quebec builds a new wing. On opening it is discovered the elevators are 4 inches too short, they cannot fit in a stretcher at all.



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Gathering RequirementsGathering Requirements

● Business Analysts are the professional requirements experts.

● During planning we identify all the functional requirements – the “what's”:

➢ The design requirements are the “how” and are defined as the first step in execution.

● Interview all Stakeholders:

➢ “What is needed to meet the Objective”➢ “Why? Why? Why?”➢ “What else do I need to know?”➢ Scenarios / workflows / use cases.

● If there is great uncertainty, prototyping can help to build the “outside” quickly and cheaply:

➢ Mockups.➢ Cardboard models.➢ Drawings.➢ Walkthroughs.➢ Example screens and reports.

● If there are no Business Analysts available – just do it yourself!

International Institute ofBusiness Analysis – IIBA.org



http://www.iiba.org/


Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Requirements AttributesRequirements Attributes

● The Business Analysis must identify the needs, not the wants:

“Users know what they want, not always what they need.”

● Attributes of a good requirements document:

Complete. Consistent. Feasible. Demonstrable.

● Identify the boundary, what is in and what is out:

Geography, organizations, training, etc.

● Common mistake – don't design the solution now:

Identify what is needed – functional requirements only – not how to accomplish it, which will be determined by the team in design during execution.

““You can't always get what you You can't always get what you wantwant, but if you try sometimes,, but if you try sometimes,well you just might find, you get what you well you just might find, you get what you needneed.”.”

– – Rolling Stones, Let It Bleed, 1969.Rolling Stones, Let It Bleed, 1969.

“I need a rocket ship.”

“Why?”

“Well, I have to have one.”

“Why?”

”I need to travel.”

“Why?”

“I need to travel acrosstown once a month.”

“That's the requirement.”




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Requirements Key PointsRequirements Key Points

● Break the Objective down into what is needed to achieve it.

● Long time convention is that each requirement includes the word “shall”:

➢ “The something shall do something…”

● Collected related requirements together into sections:

➢ Size, finishing, interfaces, support, training, etc.

● Use a maximum of two priority levels: Mandatory and Desirable:

➢ If two levels, be prepared to only get the Mandatory.➢ One level is best – include only essential requirements.

● Use an automated tool if more than a few dozen:

➢ Trace each requirement to an objective, to deliverables, to verification steps...➢ A spreadsheet can work up to a point, need a database if several hundred.➢ Requirements specific tools: Doors, Requisite Pro, RTM.➢ Databases: Microsoft Access, LibreOffice Base (free open source software):

➔ Less expensive, much more flexible – especially for reporting.





Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Requirements Document & ApprovalRequirements Document & Approval

● How much detail goes into the requirements document?

➢ MORE: If in any doubt perform additional investigation, since the most common project mistake is missing essential functional requirements.

➢ MORE: Around half the cost and time of the entire planning phase is commonly spent during the requirements identification process.

➢ LESS: However, don't include anything not essential to the objective – the nice-to-haves and the while-we-are-at-its that will blow up and then sink your project.

➢ LESS: Stop above the level of “how” – no design! – too costly now, too much information for planning, too restrictive on potentially better creative solutions.

● Put in a formal document and circulate:

➢ Typical name: Project Requirements Document (PRD).

● Essential to have the Stakeholders review and approve in writing:

➢ Hold a final review meeting, walk through every single requirement to obtain any final changes and approval – hold another meeting if many changes.

➢ State more than once: “Any requirement identified now will be five to ten times less costly to include in the project than one added once underway.”

➢ Helpful if you can state: “Any additions later will come out of your budget!”




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Example – Buying ChairsExample – Buying Chairs

● It does not matter how small the job is – if you don't have a good set of requirements, you will get into trouble!

● Example – you are buying chairs – if you don't get a list like the following collected, written down, reviewed with the stakeholders, updated as needed, and then approved, you will likely have problems later:

➢ The chairs shall have padded seats and back supports.➢ The chairs shall have arm rests.➢ The chairs shall roll on castor wheels suitable for use on carpeted floors. ➢ The chairs shall be adjustable up and down with a control operable with one

hand.➢ The chair backs shall be adjustable back and forth with a control operable with

one hand.➢ The chairs shall be a uniform dark color.

● Approximate later return on investment for each minute and dollar spent on gathering a good requirements set for any project: 50 – 1000 to one.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Exercise 2.1 – Objective to RequirementsExercise 2.1 – Objective to Requirements

● What are the key requirements for your project?

Needs not wants.

What is required not how.

Quantities, Standards, Functions, Features, Quality …




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Solution DefinitionSolution Definition

● In order to provide the Core Project Team with enough information to plan and estimate the project, it is often useful to first identify a top-level solution definition, based on the Conceptual Solution from the Charter:

➢ This is not the detailed design: remember the purpose of the planning stage is only to estimate the project +/- 10% to obtain stakeholder feedback and approval so the real work can be done by the full team if the project plan is approved.

➢ Often a picture or a list of the major required deliverables.

● E.g.: Canadian Forces Health Information System project:

➢ Top-level system architecture diagram of the major components of hardware, software, networks.

● E.g.: Department process improvement project:

➢ Major deliverables: Updated process documents, updated floor plans, list of equipment to be purchased.

● E.g. New local baseball league:

➢ Major deliverables: Field identification, league executive, list of required equipment, documentation (rule books, etc.), financing plan.

2.3 Planning – Scope



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

The Work Breakdown StructureThe Work Breakdown Structure

● Deliverables are tangible outputs of work at points at which you can unambiguously tell something is finished:

Hardware. Software. Facilities. Documents, document, documents.

● The WBS is the official scope baseline, because it includes both the product and all the other items that will take time and cost money:

Product Scope: Derived from the Solution Definition (previous page), covers all the requirements.

Everything Else: Includes all the rest of the non-product deliverables required to carry out the project – the plans, designs, reviews, approvals, check-lists, inspections, tests, training, contracts, support documentation, etc.

PM

BO

K is

a r

egis

tere

d m

ark

of

the

Pro

ject

Ma

nage

men

t In

stitu

te,

Inc.

.

“ “A A deliverabledeliverable-oriented hierarchical decomposition of the work-oriented hierarchical decomposition of the workto be executed by the project team to accomplish the project objectivesto be executed by the project team to accomplish the project objectives

and create the required and create the required deliverablesdeliverables..””

– – PMBOKPMBOK®® Guide. Guide.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

WBS Example – An AircraftWBS Example – An Aircraft

One of the very first WBS, for organization of a very complex endeavor.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

WBS Example – HiringWBS Example – Hiring

Should this betwo deliverables or one?




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

WBS Example – Warehouse / POS SystemWBS Example – Warehouse / POS System

Should this be3 deliverables, 2, or 1?

PM reaction: What is the deliverable?How will we know it's finished?




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

WBS Example – BanquetWBS Example – Banquet

Usually not on the WBS,since this is what we are

preparing now, so we will havethis when the project starts.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

WBS Example – Process ImprovementWBS Example – Process Improvement

Project: Department Process Improvement Project (DPIP)

Objective: Develop more efficient department processes and improved floor plan to increase productivity by 20%.

Used later in course.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

WBS Hierarchical DecompositionWBS Hierarchical Decomposition

Classic method: Decompose the project into parts, then

decompose those, repeat until of “manageable” size.

Best for large projects and those with substantial material

component.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

WBS Phasing & Combined MethodsWBS Phasing & Combined Methods

PhasingGood for projects where phases

are a major characteristic.

CombinedGood when project has some

product, some phases.

Bottom Line: Try hierarchical decomposition first, be flexible, and then try to collect significant numbers of

deliverables with an attribute in common together.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

System Integration Hierarchical DecompositionSystem Integration Hierarchical Decomposition2.3 Planning – Scope

Exactly the same deliverables in this version of this WBS and

the one on the next page.



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

System Integration Project Phasing System Integration Project Phasing 2.3 Planning – Scope

Exactly the same deliverables in this version of this WBS and the one on the previous page.



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

WBS Key PointsWBS Key Points

● When in doubt, make a deliverable the name of a document that captures the output of the work:

➢ Analyze Regulations ⇨ Applicable Regulations Document.

● Each deliverable is assigned to one Core Project Team member during planning that is then responsible for its time and cost estimation.

● Add a PM branch to catch Project Management activity cost and time, including of at least these deliverables:

➢ The Project Plan – captures the PM's salary and other PM functions.➢ The Risk Budget – captures the cost and time in the risk reserve.➢ Closeout – captures all the work in closing the project (Chapter 5).

● Make sure you have enough plans, reviews, and approvals:

➢ E.g. add a plan deliverable before most substantial streams of work to give the Lead some time to do detailed preparation once the project is underway – remember the Project Plan you are preparing now is just a top-level document with enough detail to be sure the estimate is within +/- 10%.

● Rule of thumb – a WBS six levels or more deep can usually be restructured to flatten it out – e.g. six is sufficient for building an airplane.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Breaking Down By LengthBreaking Down By Length

● Three factors guide how far you breakdown adeliverable:

➢ Length, Responsibility, and an Interim Deliverable.

● Length: Any deliverable longer than two weeks must be decomposed into mini-deliverables called “work packages” of maximum two weeks in length (up to four weeks for large multi-year projects):

➢ Provides smaller, more manageable components of work for estimation, therefore producing longer, more accurate estimates for the whole deliverable.

➢ Establishes checkpoints for later monitoring so you can tell every month if schedule is slipping.

● E.g: say preparation of a document deliverable will take more than a month:

➢ It could be broken up into the following eleven more manageable, trackable work packages (shown here in the network diagram format covered in the next section).

OutlineExecutive

InputFirstDraft

StakeholderFeedback

SecondDraft

ExecutiveFeedback

StakeholderFeedback

Final

ExecutiveFeedback

ExecutiveApproval

ApprovedFinal

Work packages must be added tothe Gantt schedule for tracking

(see later sections), but areoptional on the WBS and

network diagram – PM decision.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Breaking Down By ResponsibilityBreaking Down By Responsibility

● Responsibility: If different people or groups are responsible for different parts of a deliverable, it should be broken up into parts each led by a single person or group.

➢ Provides clearer components of work for estimation.➢ Provides clearer components of work for later monitoring and control.

● Example – the plan for a conference has three main parts, which will be led by three different people:

➢ Break up the plan into the three different parts:

ConferencePlan

Catering(Bob)

Speakers

(Albert)

Venue(Cathy)




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Breaking Down By Interim DeliveryBreaking Down By Interim Delivery

● Interim Delivery: If another deliverable can start part way through the current deliverable, the current deliverable should be broken up into two parts, with the first part being an interim deliverable from which the other deliverable can start:

➢ Provides clearer components of work for estimation.➢ Enables clear presentation of the project logic in the network diagram.➢ Results in a faster and more accurate schedule.

● Example: The user manual for an application is started after the design, then completed after the final build.

ApplicationDesign

ApplicationBuild

UserManual

Draft

UserManual

Final

ApplicationUser

Manual




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Deliverables Work Packages Activities⇨ ⇨Deliverables Work Packages Activities⇨ ⇨

Tasks / Activities

Do this 1 day Do that 3 days Do this 5 days Do that 4 days Do this 2 days Do that 1 day

Project Manager

Team Members

Deliverables andwork packages are theProject Manager's view.

Activities are the team member's view.


“Basis Of Estimate” (BOE)is the team member's

estimate, never on WBSor network diagram,

possibly in Gantt schedule.

In Gantt schedule for sure, optional on WBS and network diagram.

A secret to PM:do not cross.



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

WBS DictionaryWBS Dictionary

Prepare any way that works, as long as it is unique for each deliverable:

1, 2, 3...1010, 1020, 1030...

AAAAA, AAAAB, AAAAC...

● Information that can't fit on the graphical WBS:

➢ Unique deliverable ID. Text description. Lead person. Tracking cost account.

Financial code for later capture of costs – canbundle more than one deliverable if convenient.


WBS ID Name Description Lead Cost Acct1020 J. Smith 51230

1025 C. Brooks 51245

1030 51280

: : : : :

Updated Processes

Improved processes to remove duplicate and unnecessary steps.

Floor Plan Update

Seating plan that maps to improved processes and increases efficiency.

Training Plan

Training plan to bring staff up to speed on more efficient processes

A. Doucet



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Relationship of WBS & RequirementsRelationship of WBS & Requirements

Requirements

Shall do this ...Shall do that ...Shall not do this ...Shall not do that ... : :

Every requirement has a homein at least one deliverable.

Other deliverables existbecause they are project scope.

Requirements cover the product – the WBS includes the product and the rest of the project.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

WBS ProcessWBS Process

● Meet with Core Project Team, everyone read the requirements before meeting, and have a copy handy:

➢ Expect three meetings before the WBS stabilizes.

● First meeting:

➢ Walk through the project from beginning to end. ➢ Cover each area of the project – technical, marketing, support, etc.➢ Find a deliverable for each element of work.➢ Write down deliverables on post-it notes and paste onto a draft WBS – flip-chart or wall.➢ Move the deliverables around into some logical grouping (not critical!).

● Subsequent meetings:

➢ Draw up the WBS with an organization chart tool, such as Microsoft PowerPoint Org Chart, Org Plus, or mind mapping tool like FreePlane.

➢ Come back for at least two more meetings to review and update.

● It is common to add / find more deliverables when you flowchart the Network Diagram.

““Once the what is decided, the how always follows.Once the what is decided, the how always follows.””

– – Pearl S. Buck, 1892-1973Pearl S. Buck, 1892-1973

Once the deliverables are identified,the project is broken into manageable

pieces, and everything gets easy:assignment to team, estimating,scheduling, risk identification...




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Exercise 2.2 – WBSExercise 2.2 – WBS

● Identify the deliverables for your project – 15 to 20.

● Include Customer end deliverables, and any interim project deliverables that will cost time and money:

Plans Designs Reviews Inspections Approvals Etc.

● Write on post-it notes and arrange loosely in a WBS:

Does not have to be perfect, this is the first meeting.

● The WBS is not strictly chronological – just the whats, not when.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

WBS Drawing ToolWBS Drawing Tool

Microsoft PowerPoint or Word

Organization Chart Tool.

Can also use a mind mappingapplication like FreePlane

(free open source software).



http://freeopensourcesoftware.org/index.php?title=Applications#Mind_Mapping


Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Network DiagramNetwork Diagram

● Your most important project management tool:➢ A flowchart showing the fundamental logic of the project.➢ Shows how the deliverables flow together.➢ Also known as a Precedence Diagram.➢ You can see the project, and explain it to others.

● Shows the precedence relationships:

➢ Which deliverables need to be done first?➢ Which deliverables are needed to start others?➢ Which deliverables can be started after others are done?

● Strive for parallelism:

➢ There are often several parallel paths that can be done independently.➢ Add hard dependencies only – one really needs to be done before the other.➢ Resource constraints will be taken into account later.

““Arriving at one goal is the starting point to another.Arriving at one goal is the starting point to another.””

– – Fyodor Dostoevsky, 1821-1881.Fyodor Dostoevsky, 1821-1881.

OfficeSpace

Agreement

WorkplanAgreed

ISACSSection 1

Draft

LessonsLearned

andAdvice

Trip Report:Issues andLessonsLearned

ViennaConference

Visit

SteeringCommittee

Formed

ConsultantsRecruited

ExistingStandards

Review

ProjectCoordinator

Assigned

StakeholderConsultations

SteeringCommittee

Review

ISACSSection 2

Draft

ISACSSection 3

Draft

ISACSSection 1

Final

ISACSSection 2

Final

ISACSSection 3

Final

SteeringCommittee

Review

ISACSDocument

Final

SteeringCommitteeApproval

SustainmentPlanDraft

ISACSWebsite

ISACSCDROM

ISACSOperational

Guide

Presentationat 4'th

BiennialMeeting

One yearAssessment

Recc forNext Steps

ProjectReport:

LessonsLearned

Commun-ications

Plan

S

F

SustainmentPlanFinal

2.4 Planning – Logic



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Kinds of Precedence LinksKinds of Precedence Links

● Finish to Start:

➢ Predecessor must finish,then successor starts.

● Finish to Finish:

➢ Successor must finishsame time as predecessor.

● Start to Start:

➢ Successor must startsame time as predecessor.

● Start to Finish:

➢ Successor must finishwhen predecessor starts.

Predecessor

Successor

Predecessor

Successor

Predecessor

Successor

Predecessor

Successor




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Leads and LagsLeads and Lags

● Finish-to-Start is the most common link, and can be adjusted to show Leads and Lags in a Gantt scheduling tool (see later sections).

● Leads:

Overlapping deliverables, typically used for fast-tracking. MS Project notation to overlap five days: FS – 5d

● Lags:

Add time in between deliverables for waiting time. MS Project notation to add ten days lead time: FS + 10d

Predecessor

Successor

–5d

Predecessor

Successor

+10d




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Generic ExampleGeneric Example

Time




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Shed ExampleShed Example




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Software ExampleSoftware Example




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Process Improvement ExampleProcess Improvement Example



2.6 Planning – Critical Path

We built a WBS for this project in the previous subsection.



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Standards Development ExampleStandards Development Example

OfficeSpace

Agreement

WorkplanAgreed

ISACSSection 1

Draft

LessonsLearned

andAdvice

Trip Report:Issues and

LessonsLearned

ViennaConference

Visit

SteeringCommittee

Formed

ConsultantsRecruited

ExistingStandards

Review

ProjectCoordinator

Assigned

StakeholderConsultations

SteeringCommittee

Review

ISACSSection 2

Draft

ISACSSection 3

Draft

ISACSSection 1

Final

ISACSSection 2

Final

ISACSSection 3

Final

SteeringCommittee

Review

ISACSDocument

Final

SteeringCommitteeApproval

SustainmentPlanDraft

ISACSWebsite

ISACSCDROM

ISACSOperational

Guide

Presentationat 4'th

BiennialMeeting

One yearAssessment

Recc forNext Steps

ProjectReport:LessonsLearned

Commun-ications

Plan

S

F

SustainmentPlanFinal

Real project for the Canadian Departmentof Foreign Affairs and International Trade (DFAIT):International Small Arms Consolidation Standard.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Network Diagram ProcessNetwork Diagram Process

● Meet with Core Project Team, with the WBS in hand:

➢ Expect at least three meetings before it stabilizes.

● Process:

➢ Put a Start box at the beginning, and a Finish box at the end.➢ Write the deliverables onto post-it notes.➢ Move the deliverables around to find the precedence relationships.➢ Key questions: “What do we need to start this deliverable”, and

“What can we start once it is done?”➢ Add arrows only for hard dependencies – where the predecessor is really needed.➢ Ensure no dangling deliverables – everything has a predecessor and successor.➢ Draw arrows in pencil first, then with marker when sure it is finished.

● Add newly discovered deliverables as necessary:

➢ Plans, reviews, contracts, approvals…

● Draw up with any tool with “connector” lines:

➢ Visio, PowerPoint, LibreOffice Draw (free open source software).

● Circulate for comment – post where people see it – improve as necessary.





Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Network Diagram PatternsNetwork Diagram Patterns

S Kickoff

F

FloorPlan

ExecutiveApproval

Training

Closeout

BusinessProcesses

TrainingPlan

Review

Implem-ent Plan

Implem-entation

Start several paths in parallel, then they merge

together by the end.

SimplifyingComplexity

Complex – high riskof mistakes

More organizedLess risk




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Including Waiting TimeIncluding Waiting Time

● A project often has waiting time for various events

➢ Approvals, procurement, deliveries, paint drying.

● Sometimes they are at the deliverable or work package level, sometimes at the activity level.

● It is usually best to break out a separate deliverable, estimate the waiting time, and allocate time but no resources to it.

➢ Much clearer, easier to estimate, and highlights the waiting event.

Examples:

RoomPainted

PaintDrying Time

FinishingsInstall

PurchaseOrder Sent

ProcurementWaiting Time

InspectNew Material

RequestFor Facilities

ApprovalWaiting Time

InitiateMove




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Exercise 2.3 – Develop a Network DiagramExercise 2.3 – Develop a Network Diagram

● Flowchart your project deliverables in a Network Diagram.

● Add new deliverables wherever required to make the project make sense.

● Every deliverable must have a predecessor and a successor, even if only the Start and Finish.

➢ What do we need to start this deliverable?➢ What can we start once this deliverable is done?

● Use a separate arrow for every dependency – makes things much simpler when calculating the critical path.

● Use a pencil or pen first and get team agreement before finalizing the arrows with marker!




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Network Diagram ToolNetwork Diagram Tool

Microsoft PowerPoint

Connector Lines.

Can also use any otherdrawing tool – MS Visio,

LibreOffice Draw(free open source software).





Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Exercise 2.4 – The Power Of EstimationExercise 2.4 – The Power Of Estimation

● Any analysis can almost always produce a better estimate than a single point guess.

● Example: estimate the number of piano tuners in Toronto:

➢ You have no input information at all.

➢ How did you break it down?

➢ How close do you think it is?

2.5 Planning – Estimating



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Estimating Cost and TimeEstimating Cost and Time

● Project cost and time is simplified as the cost and time for deliverables:

➢ Much easier and more accurate than estimating the project as a whole.➢ With many deliverables, some error will cancel out, leading to a much more

accurate overall estimate.

● Common methods:

➢ Analogous: Comparison to similar projects / deliverables.

➢ Activity Breakdown: Break the deliverable down into the activities required to implement it, estimate individually, then roll-up – the most accuracy and best if it counts.

➢ Delphi: Ask several experts, have them compare responses, discuss the reasons for different estimates, then iterate until consensus found.

➢ PERT / 3-Point: Estimate the best case, most likely, and worst case, then average – fast and much better than a single point guess, however not as good as activity breakdown.

➢ Historical: Hard data recorded for past projects / deliverables – need to make sure you are comparing like items.

Good for +/- 50% estimatefor business case during

Initiation stage.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

The Statistical Power Of Multiple EstimatesThe Statistical Power Of Multiple Estimates

● Say the correct value of something is 100:➢ Any one estimate, from a normal distribution, may have considerable error.➢ However, the sum of multiple estimates converges to close to the correct value.

● This principle applies both to estimating multiple deliverables of a project, and to estimating multiple activities of a deliverable – combining both is the key to overall project estimates with accuracy of +/– 10%.

Less than10% error




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Time Estimation – Activity BreakdownTime Estimation – Activity Breakdown

● Implementation Plan:

Review requirements 1 day Review best prior plans 2 days Prepare plan outline 1 day First draft 8 days Peer review 1 day Second draft 5 days PM review 2 days Final update 2 days

––––––––––––––––––––––––––––––––––––– Total 23 days

● Many deliverables can benefit from preparation time, creation of more than one version, and more than one review.

● Estimate time liberally in this step to make sure you have enough…

““Whoever wants to reach a distant goal must take small steps.Whoever wants to reach a distant goal must take small steps.” – Saul Bellow, 1915-2005.” – Saul Bellow, 1915-2005.

Threeversions

Prep

Tworeviews


BasisOf

Estimate(BOE)



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Activity Breakdown AdjustmentActivity Breakdown Adjustment

● Implementation Plan:

Review requirements 1 day Review best prior plans 1 days Prepare plan outline 1 day First draft 6 days Peer review 1 day Second draft 4 days PM review 2 days Final update 2 days

––––––––––––––––––––––––––––––––––––– Total 18 days

● Then do a gut check, cut back if the total is too high, increase if the total is too low:➢ Critically important step – about doubles the accuracy.


Threeversions

Prep

Tworeviews

BasisOf

Estimate(BOE)



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Including ResourcesIncluding Resources

● Implementation Plan: Personnel Mgr Jr Docs

Review requirements 1 day 1 Review best prior plans 1 days 1 1 Prepare plan outline 1 day 1 First draft 6 days 6 3 Peer review 1 day 1 Second draft 4 days 4 1 PM review 2 days 2 Final update 2 days 2 1 1

–––––––––––––––––––––––––––––––––––––––––––––––––––––––– Total 18 days 18d 5d 1d

● Decide the team composition before estimating, since the duration of work cannot be factored linearly by changing the number of people later.

● If it is apparent here that one group works one part, and another group another part, it should be split into two deliverables.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Effort –> Productive Time –> DurationEffort –> Productive Time –> Duration

● Your raw estimate is pure effort time:

➢ E.g. 100 hours assuming the personnel are tireless robots.

● Then first factor for productivity – no-one works at 100%:

➢ Common standard is effective productivity between 72% - 85%, depending on organization.

➢ E.g.: Suncor factors outdoor winter work at 60% productivity.➢ Factor all estimates before entering into the scheduling tool.➢ Have a standard for your organization or group, e.g. 85%.

● Then enter into scheduling tool, along with personnel availability:

➢ If a resource is available 50% of the time the tool will double the time, if available 33% of the time it will triple the time, etc.➔ Reduce if skeptical the availability is accurate, e.g. reduce 33% to 25%.

➢ The tool will take account of length of working day, e.g. 7.5 h or 8 h.➢ The tool skips weekends, holidays and other non-working days.➢ Output is actual duration – calendar time.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Estimation SpreadsheetEstimation Spreadsheet

● The following spreadsheet shows the estimate from the previous pages as it would be actually done in practice:




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

PERT & 3-Point TechniquesPERT & 3-Point Techniques

● Estimate the best case (B), most likely case (M), and worst-case (W):

Most people produce low estimates because they are afraid of looking incompetent. Key value of this technique: factors in the worst-case.

● Original Program Evaluation Review Technique (PERT) developed for the Polaris nuclear submarine project in 1950's:

PERT = ( B + 4xM + W ) / 6. It multiplies M by 4 to approximate a normal distribution. Since W is usually >> M, this provides a larger and therefore more realistic

estimate. However the PERT result often still underestimates in practice, so...

● Straight 3-point average with no weighting is often recommended today:

3-Point = ( B + M + W ) / 3.

● You can pad the estimate with the standard deviation SD = (W - B) / 6

Add one SD and the actual result should be less than or equal to the padded estimate 68% of the time.

Add two SD and the result should be less than or equal 95% of the time. Add three SD and the result should be less than or equal 99% of the time.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Pert & 3-Point ExamplePert & 3-Point Example

● An expert estimates that preparation of a document will take 10 days in the best case, most likely 15, and could be as much as 30 in the worst case.

➢ PERT = (10 + 4*15 + 30) / 6 = 16.7➢ 3-Point = (10 + 15 + 30) / 3 = 18.3

● Using 3-Point, the standard deviation is = (30 - 10) / 6 = 3.3

● Therefore:

➢ 68% of results should be between 15 and 21.6➢ 95% of results should be within 11.7 and 24.9➢ 99% of results should be within 8.4 and 28.2

● Faster technique than activity breakdown, however not as accurate:

➢ Rule of thumb – this technique gives an estimate accurate to within about +/– 25%.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Delphi TechniqueDelphi Technique

● Works well for time, cost, and probability (risk quantification).

● Gather your core project team (CPT) or group of experts together.

● Brief the group on the item being estimated, and provide all information available:

➢ Each expert then writes down their first estimate on a piece of paper.➢ Everyone turns over their estimate at once:

➔ Removes the large influence of early estimates on later estimates.

➢ The group discusses why their estimates differ – what are their different assumptions?

➢ Iterate – write down next estimate, turn over all at once, discuss.

● Usually 3 to 5 rounds are enough to get a consensus estimate.

● Much better and more defensible than an individual estimate.➢ However not as accurate as activity breakdown, about +/– 20%

“Know thyself.”

– Inscription carved above the entrance to the Oracle of Delphi.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Exercise 2.5 – Time EstimationExercise 2.5 – Time Estimation

● Estimate the time for one deliverable of your project using an activity breakdown:

➢ A good one with some complexity.

● Then just for this class exercise come up with approximate time estimates for the rest of the deliverables using abbreviated Delphi – ask your team members for their estimates, and then average:

➢ We only need approximate numbers to take the next steps.

● Write the estimates in the middle of the deliverable.

● Use common units: all days or all weeks.

➢ No partial units, round up.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Estimating CostEstimating Cost

● The cost estimate is obtained from the activity breakdown estimate done earlier – people costs and any other costs for the activities.

● Include all direct costs, but not “indirect” costs:

➢ Direct: Directly costed to your project, part of the overall budget.

➢ Indirect: General and administrative, not directly costed to your project since they are already included in the rates for direct costs:

➔ E.g. Contracts, legal, QA, IT support, shipping and receiving, etc.➔ Calculated once a year and included in the direct costs for other personnel, material,

and services – this is why “rates” are so much higher than salary.

● Each deliverable cost is the sum of all estimated direct costs:

➢ Variable Costs – dependent on the amount of effort:➔ People x time x rates.➔ Facilities rental x time.➔ Printing x copies.➔ Travel x trips.➔ Paint x square feet.

➢ Fixed Costs – one time costs:➔ Computers, equipment, furniture.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

WBS ID Item Type Unit Cost Qty Total Cost1025 Analyst Personnel $50 140 $7,0001025 Graphics Personnel $40 16 $6401025 Taxis Travel $25 10 $250

Subtotal $7,8901036 Laptops Rental $750 8 $6,0001036 Room Rental $950 2 $1,900

Subtotal $7,9001048 Printing Subcontract $400 1 $400

: : : : : :: : : : : :

Total $31,980

Cost Roll-up – Bill of MaterialsCost Roll-up – Bill of Materials

● The BOM is a spreadsheet that collects all costs by WBS ID:

➢ Sometimes personnel costs are provided in the Gantt Chart tool.

Used for financial processing – tax recovery, etc.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Exercise 2.6 – Cost EstimationExercise 2.6 – Cost Estimation

● Pick three deliverables.

● For each deliverable:

Estimate the people time, assuming any rate that's close – in real life you would get this number from the finance department.

Estimate everything else required – material, services, travel, etc. – and assume a cost for each.

Roll up the cost for the deliverable.

● Add up the total cost for the three deliverables.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Handling Estimating ErrorHandling Estimating Error

● The best protections for obtaining accurate estimates:

➢ Get the person who will do the job later in execution to do the estimating in planning to obtain accuracy and buy-in.➔ Or their boss, who will still feel responsibility for accuracy.

➢ Use activity breakdown to find the detail and get realistic results.

● What can you do if you are concerned the estimate is incorrect?

➢ Find an existing independent comparison:➔ An accepted industry metric.➔ An estimate for similar work from a past project.

➢ Get one to three independent estimates:➔ Preferably from a different department or division for objectivity.

● If you are still concerned the estimate is incorrect – usually too low:

➢ Add a line to the risk register called “Estimating Error” and allocate an appropriate percentage, time, and cost (see risk section).




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

The Schedule Critical PathThe Schedule Critical Path

● Critical Path definition:

➢ The longest path through the project that drives the schedule.➢ The shortest amount of time in which the project can be done.➢ If the critical path deliverables slip, the entire project end date slips.

● Float (or slack):

➢ The amount of time a deliverable can slip without impacting the end date.➢ The difference between the latest and earliest a deliverable can start.➢ The critical path deliverables have zero float.

● Meaning:

➢ The PM focuses more attention on the Critical Path, since schedule drives increases in cost and risk.

➢ If the project is in trouble, move resources from non-critical path deliverables with some float to troubled critical path deliverables.


“A project without a critical path is like a ship without a rudder.”

– D. Meyer, Illinois Construction Law.



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Critical Path ProcessCritical Path Process

1. Forward pass – find Earliest Start (ES) and Earliest Finish (EF):

➢ Add numbers.➢ Choose the greatest if you have a choice to make.

2. Backwards pass – find Latest Start (LS) and Latest Finish (LF):

➢ Subtract numbers.➢ Choose the least if you have a choice to make.

3. Float – calculate the Float equals Late Start minus Early Start.

Float = LF – EF

ES EF

Duration

LS LF




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Network Diagram ExampleNetwork Diagram Example




Same project for which we built a WBS in the earlier subsection.



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Forward PassForward Pass

● Early Start + Duration = Early Finish● Copy Early Finish to next Early Start, choose the greatest if several feeders.

CopyGreatest

Copy

EF = ES + Dur




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Backward PassBackward Pass

● Late Finish – Duration = Late Start● Copy Late Start to previous Late Finish, choose the least if several feeders.

CopyLeast

LS = LF - Dur


Copy



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Critical Path With FloatCritical Path With Float

● Float = Late Start – Early Start● The Critical Path runs through the deliverables that drive the schedule –

those with zero float – that if late will delay the schedule end date.

Float = LF – EF


The critical path should be monitored closelyeven when stakeholders do not put it first, since

schedule drives cost, and brand new risks.



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Exercise 2.7 – Determine Critical PathExercise 2.7 – Determine Critical Path

● Determine the critical path for your project:

➢ Forward pass.

➢ Backwards pass.

➢ Calculate the float.

● Highlight the critical path (zero float) in red marker.

● After seeing the critical path, are their any updates to deliverables or the network diagram you would like to consider?

➢ The plan has not been submitted yet, still time to make adjustments.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Network Diagram Schedule⇨Network Diagram Schedule⇨

● Add the network diagram to a Gantt chart:

➢ Invented by Henry L. Gantt in 1917.

● Work done to this point provides a straightforward mapping:

The deliverables are the Gantt chart “tasks”.

The network diagram dependencies (arrows) are the precedence links.

● Doing the network diagram first means:

The Gantt chart includes only deliverables.

The number of precedence links is minimized.

The schedule is as simple as possible, maintainable, actually useful.

2.7 Planning – Schedule



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Building the ScheduleBuilding the Schedule

● Use a Gantt chart scheduling tool:

Microsoft Project. Primavera. Gnome Planner – free open source software ProjectLibre – free open source software.

● Specify a calendar start date – a “schedule” has real dates.

● Add the deliverables, durations, and resources:

➢ Almost never use “effort driven” - uncheck the box!➔ Will change the duration every time you adjust resources.

● Use the tool to calculate the critical path:

But now you know how yourself on paper if needed!






Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Gantt Chart ScheduleGantt Chart Schedule

● One-to-one with the network diagram:

➢ The deliverables are the bars.➢ The links are the precedence arrows.

Department Processes Project (again)

Critical Pathshown in red




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Gantt Chart With Work PackagesGantt Chart With Work Packages

● Work packages rarely go on the WBS or Network Diagram:➢ The added complexity obscures the value of the deliverable focus.

● However, they must go in the Gantt chart to enable later monitoring and control:➢ Indent them underneath the deliverable for easy management.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Gantt Chart With ActivitiesGantt Chart With Activities

● Activity breakdowns prepared by team members can also be added:➢ Usually because different activities require different personnel.➢ If all activities take the same people, not needed, just add personnel to

higher level deliverable or work package to save added complexity.● Can be nicely indented under the deliverable or work package.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Schedule MilestonesSchedule Milestones

● Milestone: A deliverable important to Stakeholders that shows a significant achievement and progress towards completion.

● Purpose of milestones:

Reduce the set of all deliverables to a manageable number for reporting upwards.

Ensure the Stakeholders can do their job of providing oversight of project progress.

Provide agreed checkpoints for release of partial payments to contractors.

● Rule of thumb:

About one every 2 months, no longer than 4 months. This provides enough granularity for Stakeholder oversight, and few

enough to be manageable for project reporting.

2.8 Planning – Milestones



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Exercise 2.8 – Choose MilestonesExercise 2.8 – Choose Milestones

● Select milestones for your project.

● Mark them on your network diagram with stars

● Are they all on the critical path – why or why not?

2.8 Planning – Milestones

*



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Resource PlanningResource Planning

● Review all deliverables and associated activity breakdowns for personnel and other resource requirements.

● Add a human resource planning section to the project management plan:

➢ What personnel are required?➢ Where will you get them – functional organizations, hire, contract?➢ How will you replenish them if they leave the project?➢ Do you need a training budget?➢ Add a project organization chart including PM and area leads – customer at the top.➢ Identify the deliverable responsibilities for each position.

● Add a section for key material resources needed from within the organization to the project management plan:

➢ What key resources are required – equipment, software, facilities?➢ If you need external resources, address in procurement plan section.

● Are any HR or material resources in high demand and need advance booking?

➢ Cannot miss those dates – will need to add time buffer in the plan (see later critical chain management section).

2.9 Planning – Resources



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Resource LevelingResource Leveling

Use the scheduling tool to calculate the loading of personnel and other resources.

1 – If the project is schedule constrained:● Use float to move deliverables forward.● If not possible, must find more resources.

2 – If the project is resource constrained:● Use float to move deliverables forward.● If not possible, must extend the schedule.

A. Albert isoverloaded

2.9 Planning – Resources



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Cost BaselineCost Baseline

● For a small project the cost baseline is a number, e.g. $25K.

● For a larger project it is a “Cumulative Cost Curve”.

● Plug in the deliverable cost estimates to a software tool (e.g. Excel) and graph the rate of spending across time.

➢ Enables identification of what falls in which fiscal year.➢ Helps finance manage cash flow.

● Basis of Earned Value Management (see Monitoring and Control).

2.10 Planning – Cost

Sometimes called an “S-curve” since it is often in the shape of

a flat letter S.



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Risk ManagementRisk Management

● Risk management is one of the most important jobs of a Project Manager:

➢ Protecting your project from negative risks (threats) is the main job.➢ However, also keep track of potential upside or positive risks (opportunities).

● For small projects, the fastest way to allocate a risk budget is to set aside time and money as a percentage of the rest of the project, most commonly 15%.

● For larger projects, you need an analysis to back up the budgets:

➢ Each risk has a Probability % of occurring, Time Impact, and Cost Impact.➢ Roll-up the Probable Time and Probable Cost impact.

● Analysis enables proactive response planning to get ahead of them.

● Management wants to know the risks – never, ever minimize them.

● We will also look at “positive risks” or Opportunities to try and balance the threat risks, but our main job is to manage the threats.

“ “Project Risk is an Project Risk is an uncertainuncertain event or condition that, if it occurs, event or condition that, if it occurs,has a positive or negative effect on at least one project objective.has a positive or negative effect on at least one project objective.””

– – PMBOKPMBOK®® Guide Guide

Bad Things

Risks?

PM

BO

K is

a r

egis

tere

d m

ark

of

the

Pro

ject

Ma

nage

men

t In

stitu

te,

Inc.

.

2.11 Planning – Risk



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Risk Management ProcessRisk Management Process

● Risk Planning:

➢ Table of contents is this chart, should be in a standard process document.

● Identification:

➢ Brainstorm, use an historical risk checklist, list every risk your core project team can envision.

● Qualitative analysis:

➢ Shortlist to meaningful ones, 5 to 10, either by removing the smallest ones, or using ranking.

● Quantitative analysis:

➢ Estimate Probability, Time Impact, Cost Impact, and then Probable Cost and Probable Time.

● Response planning:

➢ Assign owner for day to day management, plan what are you going to do to address it.

● Monitoring and Control:

➢ Review at least monthly during the project, take action as necessary.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Risk Management PlanningRisk Management Planning

● You can often make risks go away or at least reduce their probability or impact during the planning process – just another benefit of planning before starting the project.

Identify RisksRisk Statement Form

–––Risk Checklist

SWOT

QuantifyRemaining Risks

–––%, T, $

% x T, % x $

Put T and $For Smaller

Risks InProject Plan

Qualify RisksShortlist to 5 – 10

–––Ranking

UpdateProject Plan

WithResponse

Actions

ReviseQuantification

–––%, T, $

% x T, % x $

Add FinalRisk Register

ToProject Plan

ThreatsResponse Planning

–––Avoid, Mitigate,Transfer, Accept

OwnerTrigger

Due DateSecondary RisksContingency Plan

OpportunitiesResponse Planning

–––Exploit, Enhance,

Share, AcceptOwnerTrigger

Due Date




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Risk IdentificationRisk Identification

● Bring in your core project team (CPT) of experienced experts to help:

➢ Three brains are more useful than three times one.➢ Have more than one meeting for larger projects.

● Use two key tools to help identify the initial “long list” to make sure as best as possible nothing has been missed:

➢ Risk Checklist: The complete list of everything bad that has ever happened to projects in your organization (there are many Internet templates).

➢ SWOT: Strengths, Weaknesses, Opportunities, Threats:

➔ Start by identifying weaknesses, making it easier to identify threats that arise from those weaknesses.

➔ Start by identifying strengths, making it easier to identify opportunities that arise from those strengths:

• Opportunities can be hard to find – this is the main value of SWOT.



http://www.google.com/#hl=en&sclient=psy-ab&q=(%22risk+checklist%22)+OR+(%22risk+assessment+checklist%22)&oq=(%22risk+checklist%22)+OR+(%22risk+assessment+checklist%22)&gs_l=hp.3..0i22l4.64.18197.1.19146.38.38.0.0.0.0.259.7152.0j24j14.38.0.les;..0.0...1c.1.gspIGQ39Xko&pbx=1&bav=on.2,or.r_gc.r_pw.r_qf.&fp=81f94a4d39fb27f7&biw=787&bih=475


Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Standard Risk Statement FormStandard Risk Statement Form

● While identifying risks, write them in standard risk statement form:

➢ If Vulnerability then there could be Threat causing Consequence.

● Helps to understand the components of the risk, and provides information to help manage them.

● Examples:

➢ If the fence is weak then the fox could get in and eat all the chickens.

➢ If the team has no fun then morale could drop causing them to leave for other jobs.

➢ If we don't take the time to define all the requirements then we will miss essential scope causing costly mistakes and rework.

➢ If the distributed team does not have good communication tools they will not be able to effectively coordinate causing loss of productivity.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Risk QualificationRisk Qualification

● Then short-list the risks to max top ten by ranking from worst to least:

➢ Management of ten risks is enough for any risk manager, even on $B projects.➢ Lower ranked risks should be addressed by putting enough time and money

directly into the project plan.

● With your core project team, estimate the Probability and Impact from the following table (use your organization's table if they have a standard).

● Multiply Probability and Impact for each risk to get a ranking from 1 to 25:

➢ Rank from greatest to least.➢ Shortlist to the top ten maximum.

Priority Probability Impact

5 Likely – 60% to 80% Very High – Prevents achievement of the main objective of project.

4 Possible – 40% to 60% High – Serious impact requiring large amounts of time and money to address.

3 Probably not – 20% to 40% Medium – Significant impact requiring significant time and money to address.

2 Unlikely – 10% to 20% Low – Real impact but manageable.

1 Very unlikely – 0% to 10% Very low – Little impact, part of the job.


This is the same qualification as in the PMBOK, but slightly simplified

to make it more practical.



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Risk QuantificationRisk Quantification

● Then do detailed numerical analysis of the short-listed risks to get a quantified time and dollar risk reserve.

● Putting aside the total potential cost and time for all risks, as though they will all happen, would be too much.➢ If you have at least five risks, some will happen, and some will not.

● Instead roll up the probable time and probable cost:➢ This way we put some time and money aside, without allocating too much.➢ This gets as close as we can to the most likely amount that will be required.

● For each of the 5 to 10 shortlisted (qualified) risks:

➢ Estimate Probability, Time, and Cost.➢ Then calculate Probability x Time, Probability x Cost.➢ Roll-up the probable time and probable cost to get the total risk budget.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Quantification EstimationQuantification Estimation

● Use good historical info when available – otherwise estimate as follows.

● Probability:

➢ Use the Delphi method, the iterated consensus of experts – see estimating section.

● Time:

➢ Include all personnel time needed to directly address the risk if it happens:➔ If a complex impact, prepare a WBS, activity breakdown, network diagram, and

Gantt chart, similar to that for change control (see Monitoring and Control).➢ Otherwise, use the Delphi method to get an iterated consensus of experts.➢ Then calculate Probable Time = Probability x Time.

● Cost:

➢ Add the direct costs of addressing the risk – material, leasing, etc.➢ Add costs for personnel needed to address the risk, from the time estimate above.➢ Add costs for personnel that must be retained on the project while the risk is being

addressed:➔ If the team is dedicated, then this is the whole project team at the point the risk

occurs.➔ If much of team can be redeployed while the risk is being addressed, then just

add personal that must continue to charge to the project – PM, area leads, etc.➢ Then calculate Probable Cost = Probability * Cost




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Risk P% T $ P x T P x $ Response Lose team members 20% 40 d $200K 8 d $40K Mitigate Approval delays 50% 18 d $90K 9 d $45K Avoid Procurement delays 60% 12 d $60K 7.2 d $36K Mitigate Vendor performance 40% 20 d $100K 8 d $40K Mitigate Requirements problems 20% 16 d $80K 3.2 d $16K Mitigate “Problems at the end” 50% 15 d $75K 7.5 d $37.5K Accept Budget 42.9 d $214.5K

Risk RegisterRisk Register

● Assume worst case, a dedicated team, with a “burn rate” of $5K/day.

● Probability one of 10%, 20%, ... 80% maximum:

➢ Above 80% there is not enough uncertainty,instead put directly into the project.

● Min 5 risks to get a statistical meaningful outcome.

● Max 10 risks even for very large projects.

● Do a gut check: total time and $ should be an absolute minimum of 5% of project, 15% common, and higher as appropriate.

Time buffer goes at theend of the project.

Money into a special account.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Risk Budget AllocationRisk Budget Allocation

● Time goes directly before the “key Customer or delivery event” (critical chain method):

➢ The time buffer takes the hits from schedule slips, not the Customer or delivery!

● Cost goes into a special risk account:➢ You will need to fill out a form and specify which risk you are taking the money from.

● The game is now not how much will you overshoot, but how much of the risk budget will you be able to give back – a much more realistic, professional, and fun game to play.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Response PlanningResponse Planning

● First identify which of four standard risk response categories applies best to the threat:

➢ Avoid – The Probable Impact is too high, do whatever is necessary to avoid it.

➢ Mitigate – Reduce the Probability and/or Impact.➢ Transfer – Insurance is the only feasible transfer method.➢ Accept – The Probable Impact is too low to worry about.

● By far the least trouble is to avoid risks before they happen.

● Strive to Avoid the risk during planning by changing the project plan before you start so you can take the risk off the risk register, or mitigate the risk by changing the project plan before you start so you can reduce the risk budget.

““Risk is our business.Risk is our business.””

– – Captain Kirk, Captain Kirk, Star Trek, 1969., 1969.



http://www.youtube.com/watch?v=4ErkeFA-QWk


Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Other Risk ElementsOther Risk Elements

● During the planning step you also commonly record in the Risk Register:

➢ Owner – Person responsible for managing the risk day-to-day, closest to the risk and best able to address it.

➢ Trigger – The earliest sign will be that the risk is happening, so you can look for it later.

➢ Plan – The actual plan for avoiding, mitigating, or transferring (insurance) as best as you can describe it now.

➢ Secondary Risks – Risks created by the response plan itself.

➢ Contingency Plan – Back-up plan, the plan B, what to do if the risk happens anyway.

““I've come to believe the biggest risk is being too cautious.I've come to believe the biggest risk is being too cautious.””

– – David Spiegelhalter, David Spiegelhalter, Cambridge Ideas, 2009., 2009.



http://www.youtube.com/watch?v=a1PtQ67urG4


Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Risk, Contingency & Management ReservesRisk, Contingency & Management Reserves

● The Risk Reserve (risk budget) – both time and money – is under the control of the Project Manager.

● On larger projects the Project Manager will also have a Contingency Reserve:

➢ To address secondary and residual risks, and activate contingency plans (the plan B's).

● There should also always be a Management Reserve:

➢ Despite the name, it is not the Project Manager's, and rather is kept by the next level up – usually the Sponsor or Program Manager.

➢ Standard amount is 10% of the project budget – more if needed.➢ It often includes the contingency reserve, which is not given to the

Project Manager.➢ The Project Manager should never count on the management reserve,

mention it, or even let the next layer up know you knows it exists!




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Positive Risks – OpportunitiesPositive Risks – Opportunities

● Positive Risk – an uncertain event that could improve the project outcome, or benefit another part of the organization:

➢ This is a good idea, since if you don't keep look for opportunities, keep a list, and then do something about them, they are much less likely happen.

➢ Often are opportunities to capture more business, or solve more than one problem at once.

➢ However don't chase opportunities at the expense of your project, try to get someone else in the organization to take the lead whenever possible.

● Four response categories:

➢ Exploit – The opportunity is so good, do whatever is necessary to make it happen.

➢ Enhance – Improve the chances of realizing the opportunity.➢ Share – Provide to another organization or group and then share the benefit.➢ Accept – Do nothing – the benefit is too low to worry about.

● Perform the same quantitative analysis as for negative risks, do response planning on how to exploit, enhance, or share, and assign an owner and trigger.

““My friends, as I have discovered myself, there are no disasters,My friends, as I have discovered myself, there are no disasters,only opportunities. And, indeed, opportunities for fresh disasters.only opportunities. And, indeed, opportunities for fresh disasters.””

– – Boris Johnson, 2004.Boris Johnson, 2004.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

IT Risk & Security StandardsIT Risk & Security Standards

● Information Technology – Security Techniques – Information Security Risk Management, International Standards Organization, ISO/IEC 27005:2011, 2011-05-19.

● Risk Management Guide for Information Technology Systems, National Institute of Standards and Technology, Special Publication 800-30, July 2002.

● Minimum Security Requirements for Federal Information and Information Systems, Federal Information Processing Standards, FIPS PUB 200, March 2006

● Common Criteria for Information Technology Security Evaluation, Common Criteria Recognition Arrangement, CCMB-2009-07-001, July 2009



http://www.iso.org/iso/home/store/catalogue_ics/catalogue_detail_ics.htm?csnumber=56742

http://www.everyspec.com/NIST/NIST-General/SP_800-30_3226/

http://csrc.nist.gov/publications/PubsFIPS.html

http://www.commoncriteriaportal.org/


Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Exercise 2.9 – Prepare A Risk RegisterExercise 2.9 – Prepare A Risk Register

● Assume a burn rate for a dedicated team, such as $5K / day, for a worst-case cost of schedule slips.

● Come up with 3 reasonable risks to your project, and write them in standard risk statement form.

● For each risk, estimate:

Probability Time Impact Dollar Impact

● Then:

Probability x Time Impact Probability x Dollar Impact

● Roll-up a total risk budget of time and dollars.

● Decide where the time buffer goes – before the key delivery event.

● Assign an owner closest to each risk best to manage it.

● Pick a response category for each risk, and a basic response plan.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Communications PlanningCommunications Planning

● Can be part of the project plan, or a separate document for a large project.

● Document the following elements:

➢ Who – Review the Stakeholders list.➢ What – Schedule, scope, cost, risks, Customer issues?➢ When – Weekly, monthly, by specific event, ad-hoc?➢ How – Weekly update, monthly report, phone, in person?

● Regularly review the plan during execution, and ensure communications are current and expectations are being managed:

➢ Visit the Sponsor, Customer, vendors, and other Stakeholders in person.➢ Hard job but very important – get the bad news out when it happens.➢ Ask for help early, and Stakeholders will be most willing:

➔ They feel like part of the project success.➔ Much easier than helping once it is almost too late.

““Project Management is a communications job.Project Management is a communications job.””

– – Ancient PM expression.Ancient PM expression.

2.12 Planning – Communications



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Exercise 2.10 – Communications PlanExercise 2.10 – Communications Plan

● Prepare the outlines of a communications plan for your project.

● Elements:

Who should you regularly communicate with?

What should you communicate – scope, cost, schedule, risks, Customer issues?

When should you communicate – Weekly, monthly, by specific event, ad-hoc?

➢ How should you communicate – Weekly update, monthly report, phone, in person?

2.12 Planning – Communications



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

The Project Management PlanThe Project Management Plan

● Document the triple constraint and risks – a baseline likely within +/– 10% accuracy:

➢ Scope = WBS.➢ Time = Gantt Chart.➢ Cost = Cost Curve.➢ Risk = Risk register.

● Usually useful:

➢ Business Case (from Charter).➢ Requirements.➢ Network diagram.➢ Change control process.➢ Communications plan.➢ Human resources plan.

● Include, or reference, any other plans as required:

➢ Quality Plan.➢ Procurement plan.➢ The project management plan takes precedence if any conflicts.

““A goal without a plan is just a wish.A goal without a plan is just a wish.””

– – Antoine de Saint-Exupéry, 1900-1944.Antoine de Saint-Exupéry, 1900-1944.

The Key Value Of Planning!

Review the plan with Stakeholders, and if changes are requested – especially to scope,

time, or cost – ask for time to work them in, and then bring them back a balanced, feasible plan for approval before proceeding to execution.

Protect yourself, the sponsor, and the customer!

2.13 Planning – Project Management Plan

Scope

Risk



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se


● Planning is the most important project phase, where scope, time, cost, and risks are baselined, and your future ability to monitor and control the project is determined.

● Planning should include a core project team (CPT) of senior experts in the main project areas that can assist preparation of an accurate plan.

● The solution to the most common cause of project failure is to take the time to baseline the project requirements – complete, consistent, demonstrable, needs not wants, what not how.

● Defining a work breakdown structure of the project deliverables is the key step in planning, providing manageable size pieces of work for the rest of planning.

● Deliverables are tangible outputs of work that you can unambiguously tell later if they are finished or not.

● Deliverables need to be broken up if: (a) they are longer than two weeks into “work packages” of max two weeks for later monitoring and control; (b) there is more than one person or group leading separate parts; and (c) if another deliverable can start part way through the current deliverable.

2. Planning – Summary



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Chapter Summary (Cont'd)Chapter Summary (Cont'd)

● The network diagram of deliverables shows the fundamental structure of your project, and is your most important project management tool.

● Waiting time should be broken out as a separate deliverable, work package, or activity for clarity, ease of estimation, and to highlight the waiting event.

● Estimating is most accurately done by an activity breakdown performed by an expert in the area.

● Estimation with the 3-Point technique is fast, better than a single point guess, about +/– 25%, not as accurate as an activity breakdown.

● Estimation with the Delphi technique is better than a single point guess, about +/– 25%, however not as accurate as an activity breakdown.

● Estimating can be also done with analogous and historical methods.

● Factor time estimates by a productivity ratio, often between 72% - 85%.

● Roll-up cost estimates by deliverable in a bill of materials (BOM), and if not in the BOM then roll-up personnel costs in the Gantt application.

● The critical path drives the project length and gives you information to know where to focus most of your time and energy – schedule drives cost, and brand new risks.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se


● The official time baseline is the Gantt schedule, the network diagram applied to a calendar.

● Resource leveling solves any overallocation (if float cannot) by either adding resources if time is the key constraint, or extending schedule if resources are the key constraint.

● The cost baseline is the total cost for a small project, or for a large project the cumulative cost curve that graphs spending across time.

● Risk planning adds time and money into the project to take account of uncertain events that might impact the project.

● 5 to 10 risks are manageable, a minimum of 5% of the rest of the project time and cost, with 15% common and more if needed.

● The risk time buffer goes at the end of the project before the “key Customer event” so it takes the hits from schedule slips instead of the Customer.

● Also identify risk any opportunities, any potential upside.

● Also add communications, HR, change control, quality management, procurement, and any other planning information to the project management plan as required for the project.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Phase 3Phase 3

Project ExecutionProject Execution

Project is ApprovedProject is Approved

““Take time to deliberate, but when the time for action has arrived,Take time to deliberate, but when the time for action has arrived,stop thinking and go in.stop thinking and go in.””

– – Napoleon Bonaparte, 1769-1821.Napoleon Bonaparte, 1769-1821.



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Phase 3 – Project ExecutionPhase 3 – Project Execution



3.2 – Project Team

169. Building The Project Team

170. Project Team Key Points

171. Functional Organizations

172. Projectized Organizations

173. Matrix Organizations

174. Management of Matrix Organizations

175. Matrix Personnel Allocation

176. Delegation

177. Team Motivation

178. Managing People Conflict

3.3 – First Steps

179. The Kick-Off Meeting

180. Project Requirements Review


181. Communication Modes

3.5 – Problem Identification

182. Finding Root Causes

3.6 – Design & Build

183. Design Before Build

184. Build or Buy Decisions

185. Exercise 3.1 – Identify Design Elements

186. Software Development

187. Axosoft Scrum Diagram

188. Common I.T. Project Problems

3.7 – Procurement

189. Procurement Document Types

190. Contract Types

191. Selecting The Winner

192. Exercise 3.2 – Contract Approach

3.8 – Acceptance

193. Change Management

194. Scope Verification

195. Scenario Based Verification



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se


● “Project Management is a communications job”:

Ensure the project goals are continually clear – single sentences. Motivate the team – tell them why this is a worthwhile project.

● Implement the communications plan with the Stakeholders:

Who, What, When, and How. Manage expectations – what do they care most about? Keep them proactively informed about serious problems. Stakeholders want the project to succeed – ask for help early when you

need it.

● MBWA – Management By Walking Around:

Obtain unfiltered information from team members that don't report directly to you.

Ask questions, never direct – pass that through their regular manager. If distributed use MBCA – Management By Calling Around.

● Provide the resources and solve the problems the team cannot so they can get the project work done.

3.1 Execution – Introduction



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Building The Project TeamBuilding The Project Team

● Assemble the best project team you can:

➢ Keep planning personnel – the Core Project Team – to help continuity.➢ Negotiate across the organization for the best team members.➢ Look for skills, energy, team temperament, and ethics.➢ Never bring people on just because they are like you.

● Diversity in teams is proven to produce better results:

➢ Analytical & strategic thinkers.➔ All strategic, then great plans no work; All analytic, then great work wrong

direction.➢ Gender.➢ Ethnicity.➢ Experience and age.

➢ Interview as widely as you can to find the best for the jobs.➢ Results in better identification of problems, more creativity in solutions, more fun.

““A person does not need to be rounded, but a team does.A person does not need to be rounded, but a team does.””

– – Old team building maxim.Old team building maxim.

2

3.2 Execution – Project Team



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Project Team Key PointsProject Team Key Points

● Part of the Project Manager's job is to help build a team identity:

➢ Off-site team-building sessions – Bowling, facility visits.➢ Team training – Bring in onsite training for the group for key skills.➢ Pizza Fridays – Everyone contributes a few dollars, rule is no talking about

work.➢ Have someone with artistic abilities design a team / project logo:

➔ Document cover pages, coffee cups, baseball caps, warm-up jackets.➢ Trust building exercises and other soft-skills (see Chapter 0).

➢ A team with a cohesive identity will perform at a much higher level.

● Collocation is critical for important projects:

➢ Electronic communications have higher risk of misunderstandings.➢ A schedule can double, triple, or more simply due to the delays between

communications.

● Ensure you include a user or user representative from the business / area / domain:

➢ Someone that completely understands the user's point of view.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Organizational Structures – FunctionalOrganizational Structures – Functional

● No Project Managers.● The functional Managers coordinate projects as a committee.● Not great for getting projects done on schedule.

Project management by committee.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Organizational Structures – ProjectizedOrganizational Structures – Projectized

● Each department is stand-alone, no sharing of personnel.● Great for control by the Project Manager.● Not great for getting the best people for the job across organization.● Not great for personnel career development.

Project managementwithin departments.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Organizational Structures – MatrixOrganizational Structures – Matrix

● Functional Managers manage personnel, and allocate to projects:➢ Also train and mentor personnel to build their skills and for career development.

● Then the Project Manager's only job is to focus on the project.● The PM's and FM's must work well together.● Best compromise for everyone.

Project collects best teamfrom across organization.

2




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Management of Matrix OrganizationsManagement of Matrix Organizations

● Functional Manager needs a scheduling tool to track the allocation of their personnel across the multiple projects.

ProjectLibre





Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Matrix Personnel AllocationMatrix Personnel Allocation

● The Functional Manager can then obtain reports showing where their personnel are over-allocated or under-allocated, enabling them to plan to avoid conflicts between projects.

B. Baker is sometimesover-allocated, sometimes

under-allocated.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

DelegationDelegation

● The PM's job is to manage what needs to be done, the team's job to manage how it is done:➢ The PM always retains accountability – must monitor and manage the team

where required.➢ Then delegate responsibility for deliverable performance to the leads.

● Tell the leads to:➢ Inform you early if there are any problems.➢ Ask for help with anything they cannot resolve.

● Normal projects will have:➢ Risks taken by the team to achieve better performance, that sometimes fail.➢ Teams taking longer and not doing as good a job as their leaders could.

● Grow your leads wherever possible and give appropriate credit where due – have them present to Customers and senior management on subjects in their area.

● Every level of the team should have a “sign-off level”, an amount of money they can expend without authorization, to save money from unnecessary administration:➢ The sign-off level for the PM may be in the thousands to enable them to obtain

material or services rapidly when required.➢ The level for junior workers without any staff may only be $100.


The PM's focus should be on goal clarity, team motivation, the critical

path, scope and cost control, avoiding risk, partnerships, and

communications.



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Team MotivationTeam Motivation

● A team that is passionate about their work will work faster, better, and less expensively – better project performance.

● The business case is the place to start with motivation:

➢ We are making the organization 10% more productive.➢ We are helping break into a brand new market.➢ We are creating a new local baseball league that will last for years.➢ We are helping people get better health care when they need it most.

● Let people know – not too often – how the work is benefiting them directly:

➢ They are learning a new domain area, new skills.➢ They are improving their career prospects.

● Sincere appreciation is a profound motivator:

➢ Never institute an award that must be given to someone, i.e. once a month.➢ Provide public thanks for good work – in a team meeting, in front of the Customer.➢ Give private thanks when meeting in a hallway.➢ Tell their boss or functional manager about their great work.➢ Tell your boss about their great work – have your boss pass on congratulations.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Managing People ConflictManaging People Conflict

● Common causes:

Perceived lack of respect. Poor communication. Fear a new member is taking their place. Fear of organization / business / project failure.

● Common solutions:

Move people into a better role fitted to their skills and temperament. Separate people into different teams and physical offices.

● If needed address the problem directly:

Call together into a room. Get the grievances aired one by one, then positive comments tabled one by one. Make clear the negative impact on the team and project of the conflict. Demand the parties go away and resolve themselves. Make clear “other solutions” will need to be taken if the parties do not resolve.

● If hard decisions are required, remember the Star Trek principle:

“The needs of the many outweigh the needs of the one”. Protect the project – do not incur team failure due to inability to deal with one.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

The Kick-Off MeetingThe Kick-Off Meeting

● The first all-team meeting of the project:

➢ Highest ROI meeting after the lessons learned meeting.

● Invite the whole team, and representatives from all supporting departments – contracts, IT, legal, QA, shipping and receiving, etc.

● Walk through the charter, network diagram, schedule, and risks.

➢ Focus the team on the objective, exactly what the project is to achieve.

● Invite and answer any questions through the meeting.

➢ Collect an issues list for any questions you cannot answer on the spot, and then followup to resolve.

● This single meeting on day one can save days or weeks of time later in the project.

2

3.3 Execution – First Steps



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Project Requirements ReviewProject Requirements Review

● The most important protection of your project is to get all the functional requirements – “what” is needed to meet the objective – before execution starts.

● However, sometimes the requirements come from an external source and have problems, such as in competitive bidding situations, or otherwise cannot be fixed until the project starts.

● Even if the requirements are “perfect”, always conduct a Project Requirement Review (PRR) in the first week of execution:

➢ Assemble all relevant Stakeholders.➢ Project the requirements on a screen with a clarification column.➢ Review every requirement, and add clarifications to remove any issues.➢ This is legal even for competitive, fixed price contracts.

ID Requirement Clarification

002 The room shall be 10m wide x 20m long x 2.5m high.

None.

001 The room shall be secure. The room door shall have an RCMP certified Category 1 lock.

003 The software shall be user-friendly. There shall be pop-up help information for every text entry field.

:

2

3.3 Execution – First Steps

“The PRR at the beginning of execution was the number 1 factor in success of this project.” – CFHIS Phase I customer and contractors.



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Communication ModesCommunication Modes

● Lean towards face to face, phone, and written form in that order.

● Verbal is best for:

Issues that are not yet well defined. Problem resolution and negotiating. Face to face is better than the phone.

● Meetings are best for:

Regular team statusing (one hour max). Brainstorming new issues needed wide input. Reviews requiring presentations and walkthroughs.

● Email / written form is best for:

Data transmission. Record of agreements. Formal approvals.

3.4 Execution – Communications



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Finding Root CausesFinding Root Causes

● Put the Ishikawa or “fishbone” diagram in your toolbox.● Works well to find the root causes behind a problem.

3.5 Execution – Problem Identification



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Design Before BuildDesign Before Build

● The functional requirements – what is needed – were identified during planning.

● The first real work of execution is to baseline the design requirements – how to meet the functional requirements.

● Prepare cost effective design deliverables before doing the actual work:➢ E.g.: Preliminary architecture diagrams, detailed architecture diagrams.➢ E.g.: Document outline, first draft, second draft, copy for comment.

● “Prototyping” can be helpful:➢ Mockup “the outside” of the deliverable inexpensively.➢ Can be physical or virtual – building model, office layout, website interface.➢ Can include very basic functionality to show the core purpose.➢ For software always mockup screens and reports before coding.

● Get Customer review of the design at every significant point in the process to greatly improve the chances of success (see Quality in Monitoring and Control).➢ Helps Customer provide critical feedback before significant spending.

3.6 Execution – Design & Build



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Build or Buy DecisionsBuild or Buy Decisions

● Building internally:

➢ When you need to retain the expertise in house.➢ Ensure you have the skills and tools to do it in house.➢ Is often expensive – make sure there is no external solution that meets the needs

at less cost.➢ Ensure the total cost of ownership, including long term support, is included in the

cost analysis.➢ Customizing existing solutions can easily become a complete rebuild.

● Buying externally:

➢ When you don't have the resources or time for an in-house build.➢ When it is really the least cost and time solution.➢ Many bought products can be extensively configured to match Customer needs.➢ Good bought products incorporate valuable best practices.➢ Always check at least three references to find others that have used it.➢ Never buy on a presentation or demo, always trial the solution first.➢ If you are the only Customer, it is not really “off-the-shelf” and you might have to

pay for all support and maintenance.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Exercise 3.1 – Identify Design ElementsExercise 3.1 – Identify Design Elements

● For your project:

➢ Identify what you can design before you build.

➢ Can you apply this principle to any documentation?

➢ Are there Customer reviews of design elements that could be useful?

➢ Should you add any deliverables to your network diagram?




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Software DevelopmentSoftware Development

● Complexity of software usually requires several (3 to 5) builds:

➢ Allows the team to ramp up and get smarter after each build – better performance.➢ Allows checkpoints for Customer feedback and redirection before all cost and

schedule is expended.

● Scrum methodology is the state-of-the-art:

➢ A form of Agile software development.➢ Breaks work into several “sprints” of just a few weeks in length.➢ Estimates requirement complexity for each sprint beforehand.➢ Provides daily tracking of progress to determine the development team “velocity”.➢ Preparation of “burndown charts” enables unusually good schedule projection.

““He's a lot like a Project Manager, but that's such a boring title,He's a lot like a Project Manager, but that's such a boring title,we'll call him a SCRUM master to imply he knows some we'll call him a SCRUM master to imply he knows some jiujitsu.jiujitsu.””

– – Hamid Shojaee, Hamid Shojaee, SCRUM Master In 10 Minutes, 2012., 2012.

Build 1System

50% of Reqr

UserReview

&Comment

Build 2Applications30% of Reqr

UserReview

&Comment

Build 3Integration

50% of Reqr

UserReview

&Comment

Final Build

Example System Development Builds



http://www.youtube.com/watch?v=XU0llRltyFM


Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Axosoft Scrum DiagramAxosoft Scrum Diagram

© A

xoso

ft 2

012,

Cre

ativ

e C

omm

ons

Att

ribu

tion

-No

De

rive

3.0

Unp

orte

d Li

cens

e

Link



http://www.axosoft.com/ontime/videos/scrum


Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Common I.T. Project ProblemsCommon I.T. Project Problems

● Solving too many problems at once:

➢ Most common cause of I.T. project cost and schedule blow-up.➢ Must continually pare scope down to the “essential” requirement, at the beginning and throughout.

● Performance issues – CPU, RAM, Storage, Bandwidth:

➢ Include more in the design than you think you will need.➢ Buy production hardware as late as possible.

➔ Less expensive, more performance.

● Building it yourself instead of buying:

➢ Very high cost and schedule risk.➢ Usually high ongoing maintenance and support cost.➢ Use open source software wherever possible – FreeOpenSourceSoftware.org.

● Security issues:

➢ Have personnel with security expertise manage this domain from the requirements forward.➢ Build the features in up-front, don't add them afterward.➢ Nothing is 100% secure – don't restrict functionality so much it becomes practically unusable.

● Interfaces between software or systems:

➢ High risk of surprise incompatibilities.➢ Use known systems adhering to known standards whenever possible.➢ Test portions of the interface capability in small pieces as you build it up.

Assemble an IT Risk Checklist -many examples on Internet.



http://FreeOpenSourceSoftware.org/

http://www.google.com/#hl=en&sclient=psy-ab&q=%22IT+risk+checklist%22+OR+%22IT+risk+assessment+checklist%22&oq=%22IT+risk+checklist%22+OR+%22IT+risk+assessment+checklist%22&gs_l=hp.3..0i22l2.3374.27833.0.30232.55.53.0.2.2.1.362.10803.0j26j25j1.52.0.les;..0.0...1c.1.K5eaEjorC_I&pbx=1&bav=on.2,or.r_gc.r_pw.r_qf.&fp=a69a0338dd6fa5f4&biw=1047&bih=550


Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Procurement Document TypesProcurement Document Types

● Request for Quote (RFQ):

➢ When you need something straightforward – chairs, computers, service rates.➢ Customer provides a specification, requests a price.➢ Customer usually chooses the least expensive from several quotes.

● Request for Information (RFI):

➢ When you are looking for industry input on a potential later contract.➢ “This RFI does not imply that a contract will be let…”➢ Industry provides information on the best parts of their offering in the hope they will be

included in the requirements for any future RFP.

● Request for Proposal (RFP):

➢ Something complex enough to need a project plan as a proposal.➢ Includes a Statement of Requirements (SOR) or similar name – the Customer

requirements for the solution requested.➢ Includes a Statement of Work (SOW) – administrative items, points of contact, required

reviews, mandatory standards.➢ Includes an evaluation approach – mandatory/least cost (not great), best value (better).

3.7 Execution – Procurement



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Contract TypesContract Types

● Cost Plus:

➢ Better for larger value and more complex contracts where the scope will probably change and cost plus management is worth the effort.

➢ Obtain a Level Of Effort (LOE) estimate of the work.➢ Customer agrees to pay the contractor's costs plus a pre-negotiated profit.➢ More Customer project management needed:

➔ Obtain monthly and possibly weekly reports as though part of your organization.➔ Put in formal checkpoints for notification on spending, e.g. 25%, 50%, 75%, 90%.

➢ If no profit, then called “Time and Materials” - not often used, only for short efforts.

● Fixed Price:

➢ Better for small value contracts, or contracts where the scope is very well defined and unlikely to change.

➢ Parties agree on a price for a specified product or service, and then the contractor can make or lose money without impacting the buyer:➔ Also fixes the scope, so changes are often much more expensive.➔ Small companies will not be able to proceed if losing money – “sue me”.

➢ If trapped on a fixed price contract and scope changes, whenever possible offset the additional scope by removing existing scope – best for Customer and contractor.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Selecting The WinnerSelecting The Winner

● PM is responsible for selecting the preferred contract type and award procedure:

➢ The contract department will have polices and preferences, often prefers fixed price even for projects where the scope is likely to change since it sounds like least risk.

➢ However the PM is accountable – negotiate with contract personnel to finalize the best type and award procedure.

● Selection approaches:

➢ Lowest price:

➔ For those bidders that meet the requirements, choose lowest price:➔ Can easily get gamed on the requirements, receive the lowest possible quality, and pay much

more for any changes to get what you really want.

➢ Best value:

➔ PM needs to set up a scoring criteria – e.g. 15% for the experience of the resumes of the leads, 20% for experience of the firm in this domain area, 15% for the support solution, 50% for response to the requirements.

➔ Then divide the bidder scores by their price to get a value number.➔ Industry will now put their best foot forward, bidding what they are best at.➔ Usually provides the “best value” solution, and ultimately usually the least cost.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Exercise 3.2 – Contract ApproachExercise 3.2 – Contract Approach

● Should your project build everything in-house, or does it have any deliverables best done by contract?

● For any contracts:

Should they be cost-plus or fixed price?

Should the selection criteria be lowest price, or best value?




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Change ManagementChange Management

● Project that introduce significant change to an organization require careful change management to avoid resistance by users.

● Identify an “internal champion” with credibility inside the organization being affected as early as planning or latest the beginning of execution.

➢ Include the champion in the project design and development to obtain their buy-in first.➢ Brief them on the business case – why the project benefits are worth the effort.➢ Identify what is most important to them so they can sell their organization – improved

processes, more capability, reduced errors, cost savings, etc.➢ Provide the champion with any information and assistance that can help sell internally –

briefing packages, demonstrations, business metrics, etc.

● Ultimate goal – the champion should feel confident in saying: “There might be some issues when this is first introduced that we will need to resolve, but when fully implemented it will be worth it because of the benefits.”

● Ensure the delivery is accompanied by all required training “just in time” before the change, and support personnel on call to help immediately with any issues.

● Always implement user surveys to obtain metrics so you can show most users like the change or identify issues early and fix them – “How much from 1 to 5 has this improved your productivity... customer responsiveness... profitability... etc.”

● Whenever possible pilot the project in part of the organization and phase in the most useful parts first to obtain an interim success to build on.

3.8 Execution – Acceptance



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Scope VerificationScope Verification

● Key responsibility – demonstrate the project output is “fit for use”:

Inspections, tests, demonstrations, physical audit. Conduct demonstrations based on user scenarios (next page).

● Obtain formal written agreement from the Customer that all the scope was delivered:

All requirements have been verified. All material and services have been delivered. All documentation is delivered. All required training has been held. All facilities are built to specification.

● Often convenient to hold a final administration meeting based on documentation of several past individual verification events




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Scenario Based VerificationScenario Based Verification

● Ideally the Customer requirements were derived from a set of user scenarios:➢ Documentation of how the Customer wants to work – a typical hour / day / week in the life.➢ On larger projects the baseline is also prepared – how they work now (As-Is).

● Group the requirements into verification procedures that reflect the Customer scenarios:➢ Prepare user scenarios after the fact if they don't already exist.

● Agree with the Customer that the verification procedures, if they function as intended, will verify the requirements they contain – update as needed to get agreement.

● Then run the verification procedures to reflect how the Customer works.

● Provides much greater Customer confidence the project output is “fit for use” than holding disjointed requirements verifications.


CustomerScenarios(To-Be)

CustomerRequirements

VerificationProcedures

CustomerScenarios

(As-Is)(larger projects)



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se


● Ensure the key project objective is constantly clear, motivate the team to do their best because the project and their work is worthwhile, and solve any problems the team cannot.

● Assemble teams based on skills, energy, team temperament, and ethics, and choose from a wide set to maximize diversity, creativity, and performance.

● Collocate the project team in one room / floor / building if the project is important in order to minimize communication delays and mistakes.

● Focus on team building to improve trust, fun, and therefore scope, cost, and schedule performance.

● Matrix organizations are usually the best compromise, however the functional manager needs a scheduling tool to manage the personnel allocation.

● Delegate responsibility for the work so the team can learn, grow, do their best work, and you have time to do your management job.

● Hold a kick-off meeting even when you think everyone already knows everything they need, brief the project plan, and answer any questions.

3. Execution – Summary



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se


● Hold a project requirements review the first week of the project to clarify any issues, even when the requirements are “perfect”.

● Prepare one or more designs inexpensively first, and get Customer review and feedback early before spending significant funds on the real deliverables.

● Build in-house when it is least expensive and you can do it best, outsource when it is least expensive and others can do it best.

● Chose fixed price contracts only when the scope will not change, choose cost plus when the scope might change.

● Select winning bidders based on low price for very simple work, select by best value for more complex work.

● Hold a formal Customer review and obtain written agreement the project scope was successfully accomplished – whenever possible hold verification events based on user scenarios.

3. Execution – Summary



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Phase 4Phase 4

Monitoring and ControlMonitoring and Control

Status, Manage, ReportStatus, Manage, Report

““Have no fear of perfection: you'll never reach it.Have no fear of perfection: you'll never reach it.””

– – Salvador Dali, 1904-1989Salvador Dali, 1904-1989



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Phase 4 – Project Monitoring & ControlPhase 4 – Project Monitoring & Control



201. Managing Expectations

4.2 – Control Meetings

202. Project Weekly Heartbeat

203. Project Monthly Heartbeat

4.3 – Scope

204. Managing Scope

205. Change Control – Scope

206. Change Control – Schedule

207. Change Control – Cost

208. Exercise 4.1 – Change Control

4.4 – Time

209. Managing Schedule

210. Management of Critical Schedules

211. Critical Chain Management

212. Crashing & Fast-Tracking

213. Exercise 4.2 – Fast-Tracking

4.5 – Cost

214. Managing Cost

215. Cost Reports

4.6 – Quality

217. Managing Quality

218. Peer Reviews

219. Ensuring Fit For Use

4.7 – Risk

220. Managing Risk

4.8 – Earned Value Management

221. Earned Value Overview

222. Cost & Schedule Metrics

223. Earned Value Meaning

224. Project Projections

4.9 – Problem Resolution

225. Resolution Options

226. Persuasion Techniques

4.10 – Reporting

227. Project Reporting

228. Green, Yellow, Red Reporting

229. One Page Reporting

4.11 – Summary

230. Process Flowchart

231. Exercise 4.3 – Monitoring & Control



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se


● Monitor the triple constraint:

Scope – are the deliverables getting done? Time – is the work being done on time? Cost – is the work being done within budget?

● Monitor the risks:

Are there warning signs, triggers, should you take proactive action?

● Manage change control:

No additions to scope without approval of additional cost and time.

● Ensure the work is being done professionally:

Use Quality Personnel to help where possible.

● Being behind plan is not unusual – the key is to know how much:

Then you can extrapolate and see where you will end up, determine if the risk budget will be sufficient, and if you need to get Stakeholder assistance or direction.

4.1 Monitoring & Control – Introduction



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Managing ExpectationsManaging Expectations

● Know the different priorities of the different parties – typically:

➢ Sponsor – Cost

➢ Customer – Scope, Schedule

➢ Program Manager – Schedule, Cost

➢ Functional Managers – Schedule, Resource Needs

➢ Project Team – Achievement, Recognition, Career Development

➢ Senior Management – Ensure Success, External Perceptions

➢ Contractors / Partners – Cost, Communication, Consultation.

● Stay out of doing the project work:

➢ Keep time to implement the communications plan.➢ Keep time for ad-hoc communications to manage expectations.

4.1 Monitoring & Control – Introduction



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Pri Issue Lead Notes Due1 Facilities Shortage B. Anderson 2010-01-10

1 C. Jones 2010-01-12

2 Software Schedule D. Baker 2010-02-14

3 J. Smith 2010-03-15

::

Converting meeting room 5 to working area

Printing of Training Manuals

Have told printer need copies by Friday or won't pay.

Descoping the management functions until next phase

Requirements For Next Phase

Onsite session to be held on Thursday

Project Weekly HeartbeatProject Weekly Heartbeat

● The weekly meeting and status of the issues list is a project heartbeat:➢ Meet every Monday morning with the project leads to review.➢ Only status important project-level issues – the leads may have their own meetings

with their teams.➢ Keep issues list in a simple word processor table or spreadsheet – easy to sort.

● Re-prioritize after update: word processor Table/Sort, spreadsheet Data/Sort:➢ Lead, Due, Pri ⇦ Most common ordering.➢ Due, Pri, Lead➢ Pri, Due, Lead

● Key purpose: Identify and resolve important problems before they get worse:➢ Never, ever cancel this meeting “to get work done”.

A weekly one hour meeting is only 2.5% of a 40 hour week – cheap project insurance.

4.2 Monitoring & Control – Control Meetings



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Project Monthly HeartbeatProject Monthly Heartbeat

● Need formal project status monthly to ensure you have timely information:

➢ High tempo, high risk, and schedule critical projects might need statusing weekly.

● Obtain from each team lead the schedule status for each deliverable:

➢ Is it done, when will it be done, how much is complete?

● Obtain current cost status for each deliverable from finance department.

● Make adjustments as required to bring the project back on plan.

● If you cannot make adjustments to get back on plan, use some risk budget.

● If the risk budget is being used faster than the rate of progress through the project:

➢ Let Stakeholders know early.➢ Ask which elements of the triple constraint are the most important.➢ Make adjustments as required to preserve the Stakeholder priorities.

4.2 Monitoring & Control – Control Meetings



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Managing ScopeManaging Scope

● “Scope Creep” is the second most common cause of project failure:

➢ Best solution is to solve the number 1 cause of project failure – get all the requirements up front.

● The project must have a rigorous change control process:

➢ Any change, no matter how minor, must be written down on achange control form and submitted through the Project Manager.

➢ Try to implement in next project or phase whenever possible.

● Convene a Change Control Board (CCB) to evaluate changes:

➢ Wide membership with any possibly affected party – core and support functions.➢ First determine all the areas of impact – redesign, documentation, training, etc.➢ Appoint the best person to complete the analysis after the CCB meeting.➢ Lead prepares a WBS to finalize the scope impact.➢ Prepare a network diagram and schedule to finalize the time impact.➢ Roll-up the total costs for the scope impact, and any team retention costs for schedule impact.➢ Submit the total change impact, with your recommendation:

➔ Proceed, delay to next phase, or do not proceed.

➢ Whenever possible, offset the additional scope by removing existing scope.➢ Never start implementing until approval of the additional time and cost is provided in writing!

““Because things are the way they are, things will not stay the way they are.Because things are the way they are, things will not stay the way they are.””

– – Bertolt Brecht, 1898-1956.Bertolt Brecht, 1898-1956.

Keep it balanced!

2

4.3 Monitoring & Control – Scope

Scope

Risk



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Change ControlChange Control

● Example Change: Add an outdoor pool after the hotel is finished.● First prepare a WBS to identify all the deliverables that will be impacted.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Change Control – ScheduleChange Control – Schedule

● Prepare a network diagram if complex, a Gantt Chart if simple.

● Determines the total time impact of the change.

These can be done in parallel.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Change Impact CostQty Unit Cost Total Cost

Architecture- Update design 5 5 $1,600 $8,000Zoning approval- Legal 8 2 $2,000 $4,000Site Preparation- Contractor 4 1 $6,500 $6,500Material- Interior cement 2 4800 $5 $24,000- Deck 2 2400 $4 $9,600- Ladders, drains 2 1 $2,500 $2,500- Paint 2 8 $200 $1,600Construction- Contractor 8 1 $12,000 $12,000Inspection- City inspector 0.5 0.5 $1,000 $500Subtotal $68,700Project Delay- Project Manager 26.5 26.5 $1,000 $26,500- Foreman 26.5 26.5 $800 $21,200Subtotal $47,700Total $116,400

Time(days)

Change Control – CostChange Control – Cost

● Total cost = Scope changes + Team retention costs for personnel that cannot be redeployed for the period of the change.

Team retention costs.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Exercise 4.1 – Change ControlExercise 4.1 – Change Control

● Within your team, come up with a reasonable change in scope that could be requested by the Customer.

● Prepare a WBS to list all areas of scope impact.

● Determine the schedule impact by preparing a network diagram if complex, just a Gantt chart if simple.

● Add up the costs:

➢ The direct costs from the scope impact.➢ Project delay costs for any personnel that cannot be redeployed during

the period of the change.

● What is your best professional recommendation to the Customer:

➢ Proceed with the change, allocate to next phase, do not proceed?




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Managing ScheduleManaging Schedule

● On the first of each month, obtain deliverable status from leads:

➢ How much of the work is complete?➢ What was or will be the current estimated finish date?

● The Gantt tool will compare current status against original baseline.

● The tool highlights any slips from baseline, and percent completed.

Original schedule, abouthalf of buffer used up.

Black line is% completed.

New end date, before buffer is decreased.

4.4 Monitoring & Control – Time



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Management of Critical SchedulesManagement of Critical Schedules

● Start with the basics:

➢ Ensure the goals and the schedule are constantly clear.➢ Ensure everyone is empowered to make decisions.➢ Ensure everyone is motivated according to their needs.

● Increase the number of checkpoints if needed:

➢ Manage down to the activity level if required.➢ Critical schedules can require daily statusing.

● Institute a 20 minute standup meeting each morning:

➢ What did you do yesterday?➢ What are you going to do today?➢ Is there anything preventing you from doing it?➢ Let me know immediately if anything prevents you from doing it.

““Work expands so as to fill the time available for its completion.Work expands so as to fill the time available for its completion.””

– – C. Northcote Parkinson, Parkinson's Law, 1957.C. Northcote Parkinson, Parkinson's Law, 1957.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Critical Chain ManagementCritical Chain Management

● Most modern and effective schedule management method – by physicist Eli Goldratt.

● Ensure you have unpadded estimates, no buffer within deliverables:

➢ If using activity breakdown, ask each lead to “make the deliverable estimate realistic, but please scrub to ensure we don't have any padding within the deliverable – we will have an overall project buffer to deal with anything that happens on the whole project”.

➢ If using 3-point, use the Most Likely estimate.

● Add the time buffer at the end of the project, before the key Customer event:

➢ Usually use the risk management process to allocate buffer (see Planning phase).➢ If using 3-point, accumulate the differences along the critical path between the Most Likely

estimate and the 3-point average.

● Also add some time buffer within the project before “critical resource” requirements:

➢ For any resources that if you miss the window, the schedule will be severely impacted.

● Organization must also make an important cultural change:

➢ “Please do your very best to work towards your estimate, and tell me right away if anything will prevent you from making schedule to see if I can help.”

➢ And then understand slippage will happen, use the overall buffer to deal with schedule delays, and do not yell at people for being late – it will be the typical situation.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Crashing & Fast-TrackingCrashing & Fast-Tracking

● Crashing and fast-tracking can be employed if the schedule is extending faster than the project buffer can absorb the slips.

● Crashing – Add people, resources, and money to the problem areas:

➢ However, adding people can actually make the problem worse (recall Chapter 0).➢ Add the most experienced individual you can find, that has just done the exact

same job.

● Fast-tracking – Overlap deliverables on the critical path:

➢ Look for maximum gain (longest deliverables) with the least risk.➢ Look for deliverables that can start before a predecessor is completely finished.➢ Can easily end up costing more, causing rework, and not saving time – be careful.

● Possibilities:

➢ Only handle it once (OHIO) – visit a site once for interviews and site survey.➢ Staggering – plumbing team starts on the first floor, when they move to the second

floor bring in electrical team on the first floor, then when they both move up bring in painters on first floor, etc.

➢ Documentation – get a start on any elements that don't need the final product.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Exercise 4.2 – Fast-TrackingExercise 4.2 – Fast-Tracking

● When you submit the project management plan, the Stakeholders ask you to reduce the project schedule by 15%.

● Using fast tracking alone (no crashing) determine which deliverables you can overlap on the critical path to compress the schedule – starting the predecessor before the successor is finished.

● Report back on what you did:

Can you meet the 15% reduction with just fast tracking? If not, do you need funds to crash as well, or do you need to cut scope? How much risk did your fast-tracking add to the project, just low, medium, or

high?




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Managing CostManaging Cost

● First manage scope, schedule, and risks – since they drive cost.

● All material and service costs on your project must be charged to the appropriate cost account (see the cost estimation section in the planning chapter).

● People costs are tracked through timesheets, rolled up by deliverable, and reported once a month.

4.5 Monitoring & Control – Cost

Employee: John Smith

Day Cost Account HoursMonday 51025 1.00

51036 2.2551048 3.75

Tuesday 51025 6.0051064 1.75

: : :



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Cost ReportsCost Reports

● Cost reports come from the finance department by cost account.

● Cost management responsibility is often usefully delegated to the project leads (while the project manager of course retains overall accountability).

● PM should formally review all cost reports at least monthly.

● Make appropriate adjustments wherever possible if spending is higher than planned.

4.5 Monitoring & Control – Cost

Cost Account Item Hours Cost51025 Smith, R. 4.00 $200

Anderson, B. 148.50 $5,940 Brown, M. 43.25 $1,514 Morton, G. 65.33 $1,960

N/A $625 Total $10,239

51036 Smith, R. 4.00 $200 Crowley, D. 12.00 $540 Grant, P. 23.00 $805 Johnson Construction N/A $12,275 Total $13,820

51048 C. Macintosh 65.50 $3,275: : :

Total $132,744

Project: ABC Month: Jan

PrintsRUs



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Managing QualityManaging Quality

● The project must be more than just compliant to the requirements – it must be “Fit For Use”:

➢ This is a legal requirement in common law.➢ Must have the features necessary for practical use – a car needs to have

brakes even if not listed on the ownership agreement.➢ For projects, means the output must be a quality product – your responsibility

is to ensure the Customer is happy with it!

● Modern quality processes all come from Total Quality Management (TQM):

➢ Developed by Edward Deming in middle 20'th century.➢ Key observation – “Quality must be planned in, not inspected in”.➢ Quality parts and processes reduce costs, testing, and Customer returns.➢ Strive for continuous incremental improvement – it adds up.➢ Originally very influential in Japanese quality innovation in 20'th century.➢ Now the foundation of Kaizen, Six Sigma, Lean Processing, etc…

““No one has a greater asset for his business than a man's pride in his work.No one has a greater asset for his business than a man's pride in his work.””

– – Hosea Ballou, 1771-1852.Hosea Ballou, 1771-1852.

4.6 Monitoring & Control – Quality



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Peer ReviewsPeer Reviews

● Ask each deliverable lead – “how will you ensure it is a quality product while you are producing it?”

➢ If the answer is to inspect it at the end, necessary but insufficient, then look for a better answer during the work on the deliverable.

● “Peer reviews” significantly help ensure quality output:

➢ Used to approve papers published in scientific journals since the 1700's.➢ The telecommunications company Nortel found it reduced software bugs by 80%.➢ Can be used for any kind of deliverable – documents, plans, designs…

● “Formal” peer reviews track all comments and their disposition:

➢ Required for health, safety, legal issues – a lot of overhead.

● Informal reviews are easier to implement for most work and better accepted:

➢ No formal records are kept other than a meeting notice to prove it happened.➢ One hour max for each reviewer to review the work – split up deliverable if too large.➢ One hour max to gather all reviewers for a joint review meeting.➢ Author goes around the table, listens, records, and never wastes time defending.

➔ Formal informal peer review process says author must say “thank you” after each comment.

➢ Then the author can accept or ignore any feedback as they see fit – they will naturally implement the best input without costly and time-consuming followup.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Issue

Add this... 1 1 1

Remove that... 1 2 1

Change this... 1 1 2

Enhance that... 1 1 1

Add this... 2 2 2

Remove that... 2 2 2

Add that... 2 2 3

Change this... 3 3 3

Enhance that... 3 3 3

: : : :

User Priority

Project Priority

Sponsor Decision

Ensuring Fit For UseEnsuring Fit For Use

● Lack of user involvement is a very common cause of project failure:

“That might be what I said we wanted, but now I see it is not what we need”.

● Solution: have user reviews after every significant development – initial mockup, prototype, model, design, each draft or build….

Avoid scope creep by having users categorize the comments, then the project categorizes the comments, and then the Sponsor makes the final decision.

Only work in those comments absolutely essential to project success.


1 – Essential to the project objective.

2 – For the next project.

3 – For later investigation.



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Managing RiskManaging Risk

● Review the risk register with the project leads at least once a month:

➢ Once a week for high tempo or critically important projects.

● Look for early warning signs, triggers that risk is coming true:

➢ Travel to the location of risk whenever possible to fully understand the status.➢ Use funds from the risk budget proactively to reduce the probability and/or impact of the risk.➢ Develop a backup / contingency plan in case the risk happens.

● You need to fill out a form and specify the risk you are taking the money from, or identify which risk has decreased so you can take the money from it.

➢ Do not hesitate to get risk money if you need it, whether the risk is on the register or not – the finance department will try to keep the risk budget, but it belongs to the Project Manager.

➢ You always win these arguments, since you are accountable for project performance.

● Update the risk register:

➢ Decrease or increase probability and impact of risks as appropriate.➢ Add significant new risks, quantify, and plan responses.➢ Remove risks that are gone – very cautiously, never too early!

● Extrapolate risk reserve usage based on current rate of use:

➢ If being used faster than the project progress, ask for Stakeholder assistance, and obtain direction on what is most important – scope, schedule, or cost.

4.7 Monitoring & Control – Risk

“Mr. VP Finance: I am not comfortable giving much of the risk budget back now, as most of the risks will likely hit us towards the

end of the project.”



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Earned Value OverviewEarned Value Overview

● Sophisticated technique that measures both Cost and Schedule in dollar terms based on the amount of work done compared to the planned work done.

● Start by assigned each deliverable a Deliverable Value (DV) = the the original estimated cost of the deliverable from the project plan:

➢ The original estimated cost is the best measure we have of the deliverable's value compared to other deliverables.

● The Planned Value (PV) of a deliverable = the % of the deliverable planned to be complete on the status date x the DV.

● The Earned Value (EV) is the % of the deliverable actually complete on the status date x the DV.

➢ By the end of the project, the entire planned budget will be earned.

● The Actual Cost (AC) is the actual expenditure on the status date.

● Rule of thumb: Use on projects > $5M & 1 year.

4.8 Monitoring & Control – EVM



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

EV Cost & Schedule MetricsEV Cost & Schedule Metrics

● Measure the project status (typically at the start of each month) and calculate the following metrics.

● Schedule status:

➢ The Schedule Variance (SV) is the difference between the total earned value at this point and the total planned value at this point:➔ SV = EV – PV

➢ The Schedule Performance Index (SPI) is the ratio between the total earned value at this point and the total planned value at this point:➔ SPI = EV / PV

● Cost status:

➢ The Cost Variance (CV) is the difference between the total earned value at this point and the total actual costs at this point:➔ CV = EV – AC

➢ The Cost Performance Index (CPI) is the ratio of the total earned value at this point and the total actual costs at this point:➔ CPI = EV / AC

Simply change minus to divide.


Simply change minus to divide.



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Earned Value MeaningEarned Value Meaning

● A positive Cost Variance or Schedule Variance means ahead of plan, and negative means behind plan.

● A CPI or SPI > 1 means ahead of plan, and < 1 means behind plan.

● Rules of thumb for CPI and SPI:

0.95 to 1.05 is a green project. 0.90 to 0.95 is a yellow project. Less than 0.90 or more than 1.10 is a red project.

● A CPI or SPI > 1.05 requires investigation to ensure the team is not cutting corners or jeopardizing quality:

➢ If everything is OK, then the best message is “it turns out the team is performing better than originally estimated”.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Project ProjectionsProject Projections

● Start with:

➢ Budget At Completion (BAC) = original total planned project cost.

● Calculate Estimate To Completion (ETC):

➢ How much the project will cost from here to the end.➢ ETC = ( BAC – EV ) / CPI

● Calculate Estimate At Completion (EAC):

➢ How much the project will cost in total.➢ EAC = BAC / CPI

● Calculate Variance At Completion (VAC):

➢ What will be the difference in cost from the original plan.➢ VAC = BAC – EAC

● Together with CPI and SPI, these provide the most objective measurements you can provide of the project performance.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Resolution OptionsResolution Options

Some common project problems and potential resolutions.

Problem Resolution

Cost or Schedule Crashing: Add resources, ideally the most highly skilled person possible that has just done the same job.

Cost or Schedule De-scope: Move non-essential scope to a later project or phase.

Quality Reviews: Add Customer reviews, and disposition feedback into Essential, Later, Noted, then only work in the Essential items.

Quality Peer Reviews: Ask 3 to 5 colleagues to review work prior to delivery for any issues the author is too close to see.

Schedule Fast Tracking: Start some deliverables early based on partial completely of preceding work.

Schedule Stand Ups: Meet each morning for 20 minutes: “What did you do yesterday, what are you going to do today, and is there anything preventing you from doing it?”

Scope Creep Requirements Trading: Trade out requirements at least equal to the new scope being added.

Scope Difficulty Subcontract: Transfer the work to an organization that is expert in the type of work required.

User Acceptance Pilot & Phase: Deploy parts of the solution to parts of the organization to obtain an interim success to build on.

Vendor Management Onsite Status: Visit the site where the vendor is doing the work to obtain status updates, at least monthly and as much as weekly.

4.9 Monitoring & Control – Problem Resolution



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Persuasion TechniquesPersuasion Techniques

● Sometimes it is difficult to persuade people to move to a needed position.

● Start by finding the issues of most importance to them:

➢ Simply ask them.➢ Then investigate how your proposal supports those issues.

● Find a third party person or organization they respect that supports your position.

● When required, establish they are standing on a “burning platform”:

➢ Most human beings are twice as motivated to avoid failure as to obtain more success.➢ Find real large downsides to their current position – health, legal, etc.➢ Show that movement from their current position is therefore urgently important.

● Always put your position on one piece of paper:

➢ A disagreement between people is inherently subjective and can continue forever.➢ A piece of paper summarizing the best presentation of your position depersonalizes and

vastly simplifies the discussion.➢ Document any hard numbers and objective information.

● Unless it is a make or break issue, look for a win-win compromise by using negotiating techniques (see Overview chapter).

4.9 Monitoring & Control – Problem Resolution



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Project ReportingProject Reporting

● Hold regular review meetings with the Sponsor, Customer, Stakeholders, Steering Committee, or similar group:

➢ Formal status typically once a month.

● Agree up front a one-page standard report format:

➢ Scope – Status of milestone deliverables.➢ Schedule – Gantt chart showing progress.➢ Cost – Expenditure compared to the plan.➢ Risks – Status and actions being taken.➢ Customer – Any requests, issues, or concerns.

➢ One page is manageable work, and helps prevent the meeting from getting bogged down in unimportant issues.

● Let Stakeholders know any major problems before the meeting.

● This is your main opportunity to publicly ask for help with anything you cannot solve yourself:➢ One of the main reasons your bosses are there.

4.10 Monitoring & Control – Reporting



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Green, Yellow, Red ReportingGreen, Yellow, Red Reporting

● A short-hand reporting method to help the team and management understand quickly how the project is doing:

➢ Green – Project is doing well, carry on.➢ Yellow – Project has some issues, are they being resolved?➢ Red – Project has serious issues, may need major help.

● A criteria for color statusing must be established, or there will be endless discussions and sometimes incorrect status reported:

➢ Green – within 5% of plan.➢ Yellow – within 10% of plan.➢ Red – greater than 10% off plan.

● Can be assigned to Scope, Cost, Time, and Risk individually:

➢ The rule is the project status as a whole is assigned the color of the worst of the triple constraint statuses.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

One Page Reporting TemplateOne Page Reporting Template

Milestone CPI SPI

Milestone 1 0.92 0.98



: : : :

Total 0.87 0.93

Scope & Schedule

Issues

• Three bullets max . . . . . . .• . . . . . . . . . . . . . . . . .• . . . . . . . . . . . . . . . . .

Risks• Three bullets max . . . . . . .• . . . . . . . . . . . . . . . . .• . . . . . . . . . . . . . . . . .

Customer Status

• So important they get a quadrant of their own.

• Anything on their mind . . . . . . .• . . . . . . . . . . . . . . . . . . .• . . . . . . . . . . . . . . . . . . .• . . . . . . . . . . . . . . . . . . .

Template used for $M to $B projects by a global aerospace company.

Or just cost statusif not using EVM.


Scope: Time: Cost: Risk: G Y R G



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Process FlowchartProcess Flowchart

● Formally status monthly, meet with project leads weekly.● Fix any divergences from the plan if possible.● Use the risk budget if enough remaining.● Or ask the Stakeholders for assistance and/or direction.

Do this and your project will besuccessful in the Stakeholder's eyes,

even if scope, schedule, and/orcost is not achieved as planned.

Solutions:● Add experience.● Crashing.● Fast-tracking.● Trade scope. : :

Draw downrisk schedule

and/or $ budget.

Ask stakeholders:● For assistance.● Which is mostimportant – scope,schedule, or cost?

Can PMFix It?

EnoughRisk

Budget?

Y

NY

N

4.11 Monitoring & Control – Summary



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Exercise 4.3 – Monitoring & ControlExercise 4.3 – Monitoring & Control

Class discussion about work experience:

● How is regular project monitoring and control performed on your projects?

Scope, cost, time, risk? Any use of earned value management? Could it be improved?

● How are project evaluations and reporting performed on your work projects?

Who does the Project Manager report to? How often are they held? What is communicated? Could they be improved?

4.11 Monitoring & Control – Summary



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se


● Status the triple constraint (scope, time, cost), and burn rate of the risk budgets at least monthly and more often for shorter and critical projects.

● If the risk budget is being consumed too fast, project the impact, and ask the Stakeholders for feedback on what is most important to them – scope, time, or cost.

● Take the time to communicate regularly with all Stakeholders and manage their expectations.

● Hold a weekly meeting with the project leads, and status and update the project level issues list – never cancel this meeting.

● Solve Scope Creep, the second most common cause of project failure, by instituting a rigorous change control process, and try very hard to either implement in the next project, or trade out scope equivalent in impact to that added.

● Hold a stand-up 20 minute meeting each morning for schedule critical projects, ask what each lead what they did yesterday, what they will do today, and if there is anything preventing them from accomplishing it.

● Critical chain management is the most effect method of schedule management:

➢ Use unpadded estimates within the schedule.➢ Add one overall time buffer at the end of the project before the key Customer event.➢ Add some time buffer before critical resources that if missed will blow up schedule.

4. Monitoring & Control – Summary



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se


● Catch up schedule by crashing and fast tracking, on the critical path, in areas of least risk.

● Track all costs, material, services, and personnel time – with cost account codes that map to one or more deliverables.

● The best way to manage cost is to manage scope, schedule, and risks.

● Edward Deming - “Quality must be planned in, not inspected in.”

➢ Use informal peer reviews for every deliverable where possible.➢ Conduct frequent user reviews, however only work in essential items.

● Status the risk register at least monthly, look for triggers, use budget to help manage if needed, and add, adjust, or remove (careful!) risks as appropriate.

● Earned Value Management provides an easy way to measure cost and schedule performance that is directly related to the amount of work accomplished, and enables objective extrapolations of future performance.

● Look for common issues and consider previously successful solutions (see chart).

● Hold a formal project evaluation at least monthly:

➢ Use a one page report format – easy and helps prevent being sidetracked.➢ Ask for help from the Stakeholders whenever needed.

4. Monitoring & Control – Summary



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Phase 5Phase 5

Project ClosureProject Closure

Finalize EverythingFinalize Everything

““The discipline you learn and character you build from setting andThe discipline you learn and character you build from setting andachieving a goal can be more valuable than the achievement of the goal itself.achieving a goal can be more valuable than the achievement of the goal itself.””

– – Bo Bennett, 1933 -Bo Bennett, 1933 -



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Phase 5 – Project ClosurePhase 5 – Project Closure



5.2 – Contracts

236. Contract Closure

5.3 – Delivery

237. Delivery Key Points

238. Transition to Operations

239. Project Handover

240. I.T. System Delivery

5.4 – Lessons Learned

241. Lessons Learned Capture

5.5 – Team Transition

242. People Transition

5.6 – Final Report

243. Final Report

5.7 – Team Closeout

244. Team Closeout



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se


● PM is responsible – everyone else may scatter to their next job.

● Work with contracting department to ensure contracts are closed.

● Ensure a smooth transition to any project maintenance personnel.

● Ensure lessons learned are documented.

● Help team members transition to other projects or back to their functional organization.

● Prepare a final report for Stakeholders.

● Have some kind of a celebration to bring team closure.

5.1 Closing – Introduction



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Contract ClosureContract Closure

● You are the Customer for any project contracts.

● Hold a scope verification meeting:

Are all deliverables received? Are all documents received? Are all tests / demonstrations satisfactory? Is all requested training complete? Are all facilities built to specification?

● Ask your contracts lead to send a written closure notification to all contractors – formally prevents any further work.

● Authorize payment of any remaining invoices – the Project Manager knows best if the work was done.

● Look to your contracts department for assistance with this stage.

5.2 Closing – Contracts



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Project Delivery Key PointsProject Delivery Key Points

● Use a team approach to delivery – more people rather than less:

➢ Ensure all personnel know their role and are ready to respond.➢ Distribute a single card with everyone's cell numbers.

● Ensure there is an expert on logistics whenever there is delivery complexity:

Manage travel, insurance, proper packing, border issues…

● Ensure any sites are prepared before arrival:

Enough room, furniture, power, air-conditioning, bandwidth…

● Provide just-in-time training (JIT):

Train users immediately before the project delivery or use. Never “double-up” people on training aids (books, computers).

5.3 Closing – Delivery



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Transition to OperationsTransition to Operations

● Most completed projects need to be sustained by a different group than the project team, sometimes called “operations”:

Facilities are insured, cleaned, repaired. Software is patched, maintained, enhanced. Documentation is regularly updated to reflect new information.

● Project team must ensure the operations group can do their job:

The appropriate budget has been identified and approved. The required people are in place with the right skills. The appropriate training and documentation has been provided. Some project personnel are kept available for a defined support period to

bridge the handover.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Project HandoverProject Handover

● Some projects are complex enough that handover cannot always practically wait for 100% perfection:

➢ Construction of a building – minor issues are resolved after move in.➢ Development of a software application – minor issues are fixed after

rollout.

● Common handover criteria:

➢ There must be no Category 1 issues – affect main objective.➢ There must be less than “n” Category 2 issues – a workaround exists.➢ There must be less than “m” Category 3 issues – minor usability issues.

➢ The handover criteria should be agreed up-front during planning.

Project Team

Operations Team

DefinedHandover

Period

Documentationand Training




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

I.T. System DeliveryI.T. System Delivery

● Big bang:

➢ Switch over to the new system over a weekend.➢ High risk – need backout plan.

● Parallel:

➢ Run both systems in parallel for some period of time.➢ Low risk, high cost.

● Pilot:

➢ Implement for a small group first to build success.➢ Low risk – can fix issues before full roll-out.➢ Needs an internal champion to sell the pilot organization.

● Phased:

➢ Implement the system in a serious of smaller releases.➢ Low risk, however needs careful update management.

Can combine.




Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Lessons Learned CaptureLessons Learned Capture

● Collect during the project if at all possible:

➢ Use a lessons learned Wiki with one page per project area, accessible to the team during the project – will need to edit once a month to collect related lessons learned together.

➢ Provide a lessons learned section on any regular report templates.

● Alternatively conduct a post-project lessons learned review:

➢ Invite all available project personnel.➢ Walk through the project from beginning to end – use the network diagram.➢ Review the risk register for all risks encountered on the project.➢ Project the lessons learned document on a screen for maximum productivity.➢ Record the lessons, write them up, and distribute to the team for any final comments.

● Focus on what went well that you want to repeat, and what did not go well to be improved.

➢ Never focus on the people who made the mistakes – “no names, no blame”.

● Make the lessons learned available to other projects:

➢ Place in a known online repository – e.g. document management lessons learned folder.➢ Provide to the organization librarian or document management group.

““Experience is not what happens to a man.Experience is not what happens to a man.It is what a man does with what happens to him.It is what a man does with what happens to him.””

– – Aldous Huxley, Texts and Pretexts, 1932.Aldous Huxley, Texts and Pretexts, 1932.

5.4 Closing – Lessons Learned



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

People TransitionPeople Transition

● Watch for team morale issues as you get close to the end:

➢ Maintain the team identity.➢ Keep regular meetings going – they can get shorter but don't cancel.➢ Emphasize the project is not finished yet.

● Provide performance feedback for direct reports:

➢ To their functional manager if they are matrix personnel.➢ Offer to serve as a reference for any external resources.➢ Ask your direct reports to do the same for their teams.➢ Provide references if asked for later career moves.

● Bring good personnel onto your next project where possible.

5.5 Closing – Team Transition



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Final ReportFinal Report

● Generate a final report on the project for Stakeholders:

➢ Your opportunity to formally wrap up the project.

● Contents:

➢ Introduction – Usual background information on the project.➢ Scope, Schedule, Budget – What happened compared to the plan.➢ Business Case – Whatever you can tell at this point about whether it was

realized or not.➢ Major Lessons Learned – Stakeholder level information.➢ Recommendations – For next steps, future projects.

● Send the report to all Stakeholders.

● Sometimes hold a meeting to review the report for important projects.

5.6 Closing – Final Report



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Team CloseoutTeam Closeout

● Provide an agreed closure point for the team:

➢ A finish line for the race.

● Have some kind of party or celebration:

➢ Ensure all project personnel are invited.➢ Have some food available, even if just pizza or muffins.➢ Give a very brief speech – under 60 seconds:

➔ “We did it, good job, it was a great team effort, thank you, love to work with you again, see you next time.”

● A small, short celebration is much better than none:

➢ It is never too late to hold the event – could be well after project ends.➢ If there are remote sites, hold a telecon, and ask them to bring muffins.

5.7 Closing – Team Closeout



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se


● PM is responsible for closeout activities – everyone else may scatter.

● Close all contracts, verify all deliveries, provide written legal notifications.

● Use more people than you need for delivery, and ensure cell numbers are distributed to all.

● Transition to operations, with a good handover, and sufficient documentation.

● Document lessons learned, and make them available to others.

● Transition team members, and provide feedback for all project leads and direct reports.

● Write a final report and distribute to the Stakeholders.

● Hold a celebration to bring the project to a close for the team.

5. Closing – Summary



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

FINFIN

Fin

“All success is rooted in either luck or failure. If you begin with luck, you learn nothing but arrogance.

However, if you begin with failure and learn to evaluate it, you also learn to succeed. Failure begets knowledge.

Out of knowledge you gain wisdom, and it is with wisdomthat you can become truly successful.”

– Standish Group, Chaos Report, 1995,First comprehensive review of project performance.

“Or you can take a training course and learn fromthe experience of thousands of others.”

– William Stewart, 2012.



Scope

Tim

e Cost

R

Per

so

na

l Sin

gle

-Us

er N

on

-Co

mm

erc

ial U

se

Per

so

na

l Sin

gle

-Use

r N

on

-Co

mm

erci

al U

se

Author BioAuthor Bio

1948, Berlin Blockade:1948, Berlin Blockade:Assistant Secretary of State: “Assistant Secretary of State: “How do you remain so calm?How do you remain so calm?””Secretary of State George C. Marshall: “Secretary of State George C. Marshall: “I've seen worse.I've seen worse.” ”

Bill Stewart is a Bill Stewart is a PMI certified Project Management Professional (PMP), specializing in provision of high quality, deeply certified Project Management Professional (PMP), specializing in provision of high quality, deeply practical Project Management training to organizations large and small. He has delivered more than 150 training courses practical Project Management training to organizations large and small. He has delivered more than 150 training courses to more than 1,800 people. This manual contains almost all the tools, tips, tricks, and techniques he knows.to more than 1,800 people. This manual contains almost all the tools, tips, tricks, and techniques he knows.

Bill has worked in government, large business, small business, academia, and with the military. He has wide experience Bill has worked in government, large business, small business, academia, and with the military. He has wide experience in project management, subcontractor management, systems integration, systems engineering, and training. Most in project management, subcontractor management, systems integration, systems engineering, and training. Most recently, he founded the company Cirrus Computing, and served as a bridging Chief Technical Officer and technical due recently, he founded the company Cirrus Computing, and served as a bridging Chief Technical Officer and technical due diligence lead for a third party as part of merger and acquisition negotiations. diligence lead for a third party as part of merger and acquisition negotiations.

Previously, he spent 12 years with the Canadian branch of a global System Integration company, where he served Previously, he spent 12 years with the Canadian branch of a global System Integration company, where he served variously as the company Software Manager, company System Engineering Manager, Project Manager of a $14M variously as the company Software Manager, company System Engineering Manager, Project Manager of a $14M Canada-wide medical systems integration contract, Project Manager of a $20M information fusion contract, System Canada-wide medical systems integration contract, Project Manager of a $20M information fusion contract, System Engineering Manager for pursuit of a $3B helicopter integration contract, and Engineering Lead on win of $75M in new Engineering Manager for pursuit of a $3B helicopter integration contract, and Engineering Lead on win of $75M in new business. business.

Before that, he worked for the Canadian Public Service to establish and manage the first Canadian Forces base Before that, he worked for the Canadian Public Service to establish and manage the first Canadian Forces base computing centre, supporting 4,500 personnel, where he developed and deployed solutions to optimize base-wide course computing centre, supporting 4,500 personnel, where he developed and deployed solutions to optimize base-wide course scheduling and resource management, safely manage firing range allocation, and provide custom personnel and payroll scheduling and resource management, safely manage firing range allocation, and provide custom personnel and payroll solutions.solutions.

His technical foundation is in software development, including experience building applications, algorithms, graphical user His technical foundation is in software development, including experience building applications, algorithms, graphical user interfaces, databases, and web sites, and he has coded in a dozen different programming languages. He has extensive interfaces, databases, and web sites, and he has coded in a dozen different programming languages. He has extensive knowledge of secure systems, held one of Canada's top security clearances, and was Engineering Manager for knowledge of secure systems, held one of Canada's top security clearances, and was Engineering Manager for development of the most advanced tactical information fusion system in the NATO alliance.development of the most advanced tactical information fusion system in the NATO alliance.

He received a Ph.D. in Computer Science from the University of New Brunswick in 1992 for a thesis on creation of multi-He received a Ph.D. in Computer Science from the University of New Brunswick in 1992 for a thesis on creation of multi-dimensional geodesic domes in optimum space and time, which (to his knowledge) has never been used for anything dimensional geodesic domes in optimum space and time, which (to his knowledge) has never been used for anything practical. He taught eleven computer science courses for the University of New Brunswick, and developed two practical. He taught eleven computer science courses for the University of New Brunswick, and developed two programming courses for Seneca College. His professional training includes Requirements Engineering, System programming courses for Seneca College. His professional training includes Requirements Engineering, System Engineering, System Architecture, Project Management, and Executive Leadership.Engineering, System Architecture, Project Management, and Executive Leadership.

Bill authored the first web published book Bill authored the first web published book LivingInternet.com, with contributions from many of the developers of the , with contributions from many of the developers of the Internet, maintains the reference Wiki Internet, maintains the reference Wiki FreeOpenSourceSoftware.org, and is author of the best practices document , and is author of the best practices document FunStandard.org. He published a paper on public financing of political parties in Policy Options in 1990, credited by MP . He published a paper on public financing of political parties in Policy Options in 1990, credited by MP Mark Assad in Mark Assad in Hansard during the House of Commons debate on the Canadian party financing bill passed in 2003. He is during the House of Commons debate on the Canadian party financing bill passed in 2003. He is married to a family physician and has two children. His interests include public policy, Internet history, and biking.married to a family physician and has two children. His interests include public policy, Internet history, and biking.


http://www.pmi.org/

http://www.livinginternet.com/

http://freeopensourcesoftware.org/

http://www.billstewart.com/

http://www.parl.gc.ca/HousePublications/Publication.aspx?Pub=Hansard&Mee=115&Language=E&Parl=37&Ses=2