joe norton on project patterns for pmi meeting tulsa...
TRANSCRIPT
Project PatternsProject PatternsA Discussion of Issues and OpportunitiesA Discussion of Issues and Opportunities
This report is solely for the use of PMI Members. No part of it may be circulated, quoted, or reproduced for distribution outside PMI without prior writtenapproval from Joseph F. Norton. Material contained herein supports an oral presentation; it is not a complete record of the discussion.
The information contained within this presentation is intended only for the person, persons, or entity to which it is addressed and may contain p y p , p , y yconfidential, privileged and / or copyrighted information. Any review, dissemination or other use of, or any action taken in reliance upon this information
by persons or entities other then the intended recipient is prohibited and may be unlawful.
All rights are reserved by Joseph F. Norton
Joseph F. NortonLecturer, Technology Industry ManagementCenter for Innovation on Technology and Innovation
Page 1© 2009 Joseph F. Nortonwww.joenorton.com joenorton.joenorton.com Project Patterns
Kellogg School of Managementjoe‐[email protected]
Who is this guy? …Joseph F. Norton
Page 2© 2009 Joseph F. Nortonwww.joenorton.com joenorton.joenorton.com Project Patterns
Who became …
Joseph F. Norton, Lecturer, Technology Industry Management
Center for ResearchCenter for Researchin
Technology and InnovationThe Kellogg School of Management
www.joenorton.com
Page 3© 2009 Joseph F. Nortonwww.joenorton.com joenorton.joenorton.com Project Patterns
And in between …
Page 4© 2009 Joseph F. Nortonwww.joenorton.com joenorton.joenorton.com Project Patterns
Next Chapter for Joe Norton
Page 5© 2009 Joseph F. Nortonwww.joenorton.com joenorton.joenorton.com Project Patterns
Let us examine a typical Project Pattern
1. Conceive Project
Classic Project Pattern
1. Conceive Project2. Set Targets – Goals and Timelines3. Assign Staff4 Generate Task lists4. Generate Task lists5. Work the Project6. Ask for Status7. Hide the bad news8. Reach a Crisis9. Ask for Executive Management Interventiong10.Extend Schedules11.Repeat from step 4
Page 6© 2009 Joseph F. Nortonwww.joenorton.com joenorton.joenorton.com Project Patterns
Year Company What Happened Outcome
The Impact of this Pattern (23 projects ~ 1992 thru 2005)
2005 Hudson Bay Co. (Canada) Problems with inventory system (33,300,000)$ 2004 FBI Virtual Case File System abandoned before deployment (171,000,000)$
2004-2005 UK Inland Revenue Software errors contribute to tax-credit overpayment (3,450,000,000)$ 2004 Avis Europe PLC (UK) Enterprise resource planning ERP system cancelled (54,500,000)$ 2004 Ford Motor Co. Purchase system abandoned after deployment (400,000,000)$
$2004 J Sainsbury PLC (UK) Supply-chain management system abandoned after deployment (527,000,000)$ 2004 Hewlett-Packard Co. Problem with ERP system (160,000,000)$
2003-2004 AT&T Wireless Customer relations management CRM problems (100,000,000)$ 2002 McDonald's Corporation Innovate information/purchasing system cancelled (170,000,000)$ 2002 Sydney Water Corp. (Australia) Billing system canceled (32,200,000)$ 2002 CIGNA Corp. Problems with CRM system (445,000,000)$ 2001 Nike, Inc. Problems with supply-chain management system (100,000,000)$ 2001 K t C S l h t t l d (130 000 000)$2001 Kmart Corp. Supply-change management system canceled (130,000,000)$ 2000 Washington, D.C. City payrol system abandoned after deployment (25,000,000)$ 1999 United Way Administrative processing system canceled (12,000,000)$ 1999 State of Mississippi Tax system canceled (196,200,000)$ 1999 Hershey Foods Corp. Problems with ERP (151,000,000)$ 1998 Snap-on, Inc. Problems with order-entry system (50,000,000)$ 1997 U.S. Internal Revenue Service Tax Modernization effort canceled (4,000,000,000)$ 1997 State of Washington Department of Motor Vehicle DMV system canceled (40 000 000)$1997 State of Washington Department of Motor Vehicle DMV system canceled (40,000,000)$ 1997 Oxford Health Plans Inc. Billing and claims system problems (3,400,000,000)$ 1996 Arianespace (France) Software specification and design errors (350,000,000)$ 1996 FoxMeyer Drug Co. ERP system abandoned after deployment (40,000,000)$ 1995 Toronto Stock Exchange (Canada) Electronic trading system canceled (25,500,000)$ 1994 U.S. Federal Aviation Administration Advanced Automation System canceled (2,600,000,000)$ 1994 State of California DMV system cancelled (44,000,000)$ 1994 Chemical Bank Software errors deduct from customer accounts (15 000 000)$1994 Chemical Bank Software errors deduct from customer accounts (15,000,000)$ 1993 London Stock Exchange (UK) Stock settlement system canceled (600,000,000)$ 1993 Allstate Insurance Co. Office automation system abandoned after deployment (130,000,000)$ 1993 London Ambulance Service (UK) Dispactch system cancelled twice (26,250,000)$ 1993 Greyhound Lines Inc. Bus reservation system crashes repeatedly (61,000,000)$ 1992 Budget Rent-A-Car, Hilton Hotels, Marriott & AMR Travel Reservation system cancelled (165,000,000)$
Page 7© 2009 Joseph F. Nortonwww.joenorton.com joenorton.joenorton.com Project Patterns
(17,703,950,000)$
And the beat just keeps rolling on …
Software Development
F il d Ab d d S tFailures and Abandoned Systems
Cost $1 000 000 000 00 / yearCost $1,000,000,000.00 / year
Page 8© 2009 Joseph F. Nortonwww.joenorton.com joenorton.joenorton.com Project Patterns
It is really easy to prepare a talk about failure …
However, this evening I would rather talk with you about
Patterns of Success in Projects
Page 9© 2009 Joseph F. Nortonwww.joenorton.com joenorton.joenorton.com Project Patterns
Recognizing patterns requires viewer orientation
All Projects are the Same
Page 10© 2009 Joseph F. Nortonwww.joenorton.com joenorton.joenorton.com Project Patterns
Th P j t & P j t M t D i ithi th P d t Lif l
Successful Projects understand why they exist
PureBasic
Applied Researchi.e.
Th P j t
Growth Maturity Deterioration DeathMKTIntro
OI
The Project & Project Management Domain within the Product Lifecycle
turn
Research The Projectto
Create a Product
Reven
ue RO
P j t
Ret
Profit
Project&
Project Management
Initiate Plan Execute Control Close
$0
tmen
t
Invest
Breakeven Point
Inve
st
vestment
Adapted: Project Management, A systems Approach to Planning, Scheduling and Controlling, 8th ed.Harold Kerzner, Ph.D., ©2003 by John Wiley & Sons Inc.; pg.73.
Page 11© 2009 Joseph F. Nortonwww.joenorton.com joenorton.joenorton.com Project Patterns
Successful Projects have the same end-goal …
Market PenetrationMarket Development
Product Development
ProductManagement
Current
Customer RetentionRevenue per Customer
Service SpeedService Quality
GrowthRevenue
ManagementOperating
M i &Future
EconomicProfits
YieldCycle TimeProductivity
Service Performance
Returnon
CapitalCost
Management
Margin
Costof
Capital
Facilities UtilizationCapacity Utilization
Technology Utilization
Inventory Turnover
Fixed AssetManagement
W ki C it l
Net AssetTurnover
Inventory TurnoverAccounts Receivable Days
Accounts Payable Days
Working CapitalManagement
There are 2 categories of projects-5 sub-types
Page 12© 2009 Joseph F. Nortonwww.joenorton.com joenorton.joenorton.com Project Patterns
Product or Process Oriented5 sub types
Successful Projects have only Five Concerns
The Five Focuses of Projects
People, working at some level of productivity,produce a quantity of function or a work product
at a level of reliabilityat a level of reliabilityby the expenditure of effort
over a time interval.over a time interval.Source: Five Core Metrics
by Putnam & Meyers
Page 13© 2009 Joseph F. Nortonwww.joenorton.com joenorton.joenorton.com Project Patterns
Successful Projects have four things in common …
1 Pl i & E ti ti1. Planning & Estimating
2. Scope ManagementFour Key Elements
of
3. Performance Measurement & Evaluation
4 Telling the Truth
SuccessfulProjects
4. Telling the Truth
5. Re-Planning and Re-Estimating
6. Scope Management
7. Performance Measurement & Evaluation
8. Telling the Truth
9 G t t 5 d t til j t i l t d ll d
Page 14© 2009 Joseph F. Nortonwww.joenorton.com joenorton.joenorton.com Project Patterns
9. Go to step 5 and repeat until project is completed or cancelled.
Successful Projects are not “FAR” Projects
65432
AssembleResources
ToPerformTasks
WhichComplete
an
ThatResults
in aDeli erable Item
Meetinga
Milestone
Resultingin a
ProjectGoal
1
TaskResources
Tasks anActivity
Deliverable Item-
TangibleProduct
-Service Capability
Milestone Goalor
Objectiveto be
Achieved
Project
Task
Task
TaskInformation
Skills
People
Service Capability
jGoal
orObjective
MilestoneDeliverableItemActivity
Task
Task
Task
Materials
Facilities
Task
Task
Page 15© 2009 Joseph F. Nortonwww.joenorton.com joenorton.joenorton.com Project Patterns
Planning a Project is Counter Intuitive to Doing a Project
65432
Determinethe
Goal
Determinethe
Milestone
Determinewhat
Deliverable
DetermineWhat
Activities
DeterminewhatTasks
DetermineWhat
Resources
1
orObjective
of theProject
and/orMilestoneswhich must
beMet
Itemsmust be
DevelopedCreated
Purchasedto Achieve
must bePerformed
toDeliver
anI
must bePerformed
toComplete
anA ti it
Resourcesare needed
toPerform
eachTask
Task
Task
Resources
People
to Achievea Milestone
Item Activity
ProjectGoal
orObj ti
Milestone DeliverableItem Activity
Task
Task
Task
Information
Skills
MaterialsObjective Task
Task
Task
Facilities
Page 16© 2009 Joseph F. Nortonwww.joenorton.com joenorton.joenorton.com Project Patterns
Task
Planning ~ Doing Cycle
Plan the Project
Do the Project
Plan the Project
TaskResources
Project
Task
Task
TaskInformation
Skills
People
jGoal
orObjective
MilestoneDeliverableItemActivity
Task
Task
Task
Materials
Facilities
Task
Task
Page 17© 2009 Joseph F. Nortonwww.joenorton.com joenorton.joenorton.com Project Patterns
Many Projects encounter surprises because we … Start
PlanningHereby
MakingLists
Often resulting in “Planning Gaps”which impact
Schedules and Costs
TaskResources
during the course of the project.
Project
Task
Task
TaskInformation
Skills
People
jGoal
orObjective
MilestoneDeliverableItemActivity
Task
Task
Task
Materials
Facilities
Gotchas Task
Task
We missed somethingWe missed a couple of somethingsWe’re in troubleWe missed a couple of big somethings
Page 18© 2009 Joseph F. Nortonwww.joenorton.com joenorton.joenorton.com Project Patterns
We missed a couple of big somethingsWe’re in Big Trouble
“Backward” Planning allows us to …Build the WBS … Organize before we Act.
Plan the Project
Task
g
ActivityTaskResources
MilestoneDeliverableItem
Task
ProjectDeliverable
Item
Task
Task
TaskInformation
Skills
People
MilestoneActivityj
Goalor
ObjectiveMilestone
Task
Task
Task
Materials
FacilitiesDeliverable
ItemActivity
Task
Task
Task MilestoneDeliverableItemActivity
Page 19© 2009 Joseph F. Nortonwww.joenorton.com joenorton.joenorton.com Project Patterns
Task
Itemy
Successful Projects Plan their Management
PlanInitiate Execute Control Close Out
Project ManagementLevel 0
Level 1
Noun
Process / Phase
Noun Performance Baseline RisksLevel 2
S
DeliverableItems
Activity D ti
Schedule
C t R
CostBudget
RiskItems
Probability&
Impacts
MitigationPlansLevel 3
Id if CreateScopeStatement WBS
ActivityNetworkDiagram
DurationEstimates
CostEstimates
ResourcePlan
Purpose Objectives AssumptionsCritical
SuccessMilestones
Level 4
Level 5
IdentifyRisks
EstablishScenarios
CreateEvent
Profiles
Verb
p j pFactors
IdentifyKey
StakeholdersInterviews Approve
Objectives
Reviewwith
Stakeholders
DraftObjectivesDocument
WorkPackage Verb
WorkPackage
Page 20© 2009 Joseph F. Nortonwww.joenorton.com joenorton.joenorton.com Project Patterns
It is focused on understanding Project Performance
Project PlanPerformance Baseline
Deliverable ProjectCost BudgetSchedule
Performance Baseline
ItemsActivity Network
DiagramEffort + Duration
EstimatesCost
EstimatesResource
Plan
jRisks
Scope Statement
Work Breakdown Structure
Scope Statement
Page 21© 2009 Joseph F. Nortonwww.joenorton.com joenorton.joenorton.com Project Patterns
... and instruments projects to:
Define and CaptureDefine and Capture
Planned and Actual
Deliverable Based Performance Information
Head Coach: Tom Coughlin New York Giants
Head Coach: Bill Belichick New England PatriotsNew England Patriots
What do you think these two “Project Managers” measure every Sunday?
Fi DPage 22© 2009 Joseph F. Nortonwww.joenorton.com joenorton.joenorton.com Project Patterns
First Downs
…example Deliverable Item Description
Page 23© 2009 Joseph F. Nortonwww.joenorton.com joenorton.joenorton.com Project Patterns
Deliverables Based Performance Information allows
h f ll i jHow is the Project Doing Time Wise?
the following ProjectPerformanceQuestions
Are we ahead or behind schedule?How efficiently are we using time?When are we likely to finish work?Questions
to be routinely and easily
When are we likely to finish work?What are our time options?
How is the Project Doing Cost Wise?to be routinely and easilyanswered. Are we under or over budget?
How efficiently are we using our resources?What is the project likely to cost?Will we be under or over budget?
What will the remaining work cost?What are our cost options?
How is the Project Doing Scope Wise?
Are we ahead or behind on scope?Will we be able to achieve planned scope?
How much of the planned scope will be delivered?What are our scope options?
Page 24© 2009 Joseph F. Nortonwww.joenorton.com joenorton.joenorton.com Project Patterns
What are our scope options?
Successful Projects embrace Probability & Ranges
Actual
Perception of Project Planning Reality of Project Planning
100 % 100 %CostActualCost
Worst Case
% C
ompl
ete
% C
ompl
ete
Best Case
Time Time
Best Case
Page 25© 2009 Joseph F. Nortonwww.joenorton.com joenorton.joenorton.com Project Patterns
Most
WeightedAverage(PERT)
Successful Projects understand statisticsWeighted Average
Expected Time or CostLikely (PERT)
=O + (4 x Most Likely) + P
6
p(calculate at lowest level tasks)
ETorEC
RelativeProbability
OfOccurrence
Beta DistributionP-OTaskStandard =
6Standard =Deviation
P-O
2Variance
of =
Optimistic PessimisticPossible Durations
68.26%( / 1 i )
6Task
(+/- 1 sigma)
95.46%(+/- 2 sigma)
99.73%
•To determine +/- 1 sigma of a project
1 - Add the series of task variances2 - Then take the square root of total variances3 - Yields 1 standard deviation of project estimate
Page 26© 2009 Joseph F. Nortonwww.joenorton.com joenorton.joenorton.com Project Patterns
(+/- 3 sigma)
Oct Nov Dec Jan Feb MarReal Life Example Oct Nov Dec Jan Feb MarReal Life Example
Successful Projects understand that Pictures are better
R 1.0Targets Fi
nal
R 1.0Project Plan
Final
R 2.0Targets
ProductManagement
Issues:
User Training & Dev
Customer ServiceProcessesProdeduresStaffSuppt Tech Automation
Business SupportBusiness Systems
Tech OrgOperating ModelStaff ModelRecruitmentext
Content ManagementAnalytics & ReportsFinanceCRMDocument ManagementSite Traffic Monitoring & StatsSite Click & Flow Through ToolsConfig / Build ManagementService Exchange Full
R 1.0Targets Fi
nal
R 1.0Project Plan
Final
R 2.0Targets
ProductManagement
Issues:
User Training & Dev
Customer ServiceProcessesProdeduresStaffSuppt Tech Automation
Business SupportBusiness Systems
Tech OrgOperating ModelStaff ModelRecruitmentext
Content ManagementAnalytics & ReportsFinanceCRMDocument ManagementSite Traffic Monitoring & StatsSite Click & Flow Through ToolsConfig / Build ManagementService Exchange Full
Requirements Specifications
Design & BuildOptimization Target
Test & IntgOptimization Target
Establish Dev Process / Procs
37 Signals UI Design
DevelopmentCRM Competitor Research
Vendor / 3rd Party Research
Requirements Specifications
Design & BuildOptimization Target
Test & IntgOptimization Target
Establish Dev Process / Procs
37 Signals UI Design
DevelopmentCRM Competitor Research
Vendor / 3rd Party Research
Trial
Production R 1.0
R 1.0 Test Planning
Performance Model Performance Planning
Optimization Target
37 Signals UI Design
Applications Optimization Target
Trial
Production R 1.0
R 1.0 Test Planning
Performance Model Performance Planning
Optimization Target
37 Signals UI Design
Applications Optimization Target
Financial System - GL/AP/AR …
Mail & Fax Server Systems & Notification Apps
DevConfig O
rder
Receive & Install
T t er
Optimization Target
Financial System - GL/AP/AR …
Mail & Fax Server Systems & Notification Apps
DevConfig O
rder
Receive & Install
T t er
Optimization TargetTest
Config Ord
e
Receive & Install
ProductionConfig O
rder
Receive & InstallOptimization Target
ResearchHosting Hosting Inquiries Decision
Infrastructure
Tech Operations
Issues:Operating ProcsNew User SetupBackup / RecoveryContingencyDisasterTechnical Support
TestConfig O
rde
Receive & Install
ProductionConfig O
rder
Receive & InstallOptimization Target
ResearchHosting Hosting Inquiries Decision
Infrastructure
Tech Operations
Issues:Operating ProcsNew User SetupBackup / RecoveryContingencyDisasterTechnical Support
Page 27© 2009 Joseph F. Nortonwww.joenorton.com joenorton.joenorton.com Project Patterns
g
Tech Ops Business Model Policy & Procedures Systems & NetworkManagement Tools Set Up
g
Tech Ops Business Model Policy & Procedures Systems & NetworkManagement Tools Set Up
Successful Projects constantly rebalance
RRRR
Scop
eResourceQualitySc
ope
ResourceQualityScop
eResourceQualitySc
ope
ResourceQualityS cesSatisfactionS cesSatisfactionS cesSatisfactionS cesSatisfaction
TimeTimeTimeTime
One of the Triple-Constraints is Dominate … the others follow.One of the Triple Constraints is Dominate … the others follow.
Resource / Cost dominates Process / Corporate IT Projects
Page 28© 2009 Joseph F. Nortonwww.joenorton.com joenorton.joenorton.com Project Patterns
Time / Schedule dominates Product / Go to Market – Speed to Revenue Projects
Early Visibility allows Viable Corrective Action or Tradeoff Decisions
Successful Projects have a high tolerance for Visibility
M1 M2 M3 M4 M5
D1 D2 D3 D4 D5
EffortExpressed
In
Plan
HoursOr$$$
Actual
Accomplishment
Page 29© 2009 Joseph F. Nortonwww.joenorton.com joenorton.joenorton.com Project Patterns
Duration Expressed in Time Increments
Successful Projects are Fact Based
Cost Schedule Baseline
s
BCWP
BCWS
ScheduleVariance
ACWP
Actual CostTrueCost
Variance
Dol
lars
AccountingCost Variance
Earned Value
Time
“Just the facts, nothing but the facts ...” It is hard to argue with evidence
Page 30© 2009 Joseph F. Nortonwww.joenorton.com joenorton.joenorton.com Project Patterns
Why are we so afraid of EVM?Planned Value
“B li B d t”Planned Value
“B li B d t”Planned Value
“B li B d t”
Actual Cost of Work Performed(ACWP)
Actual Cost of Work Performed(ACWP)
Actual Cost of Work Performed(ACWP)
“Baseline Budget”(BCWS)
“Baseline Budget”(BCWS)
“Baseline Budget”(BCWS)
SVSchedule Variance
d ll
SVSchedule Variance
d ll
CVCost Variance
Dollars (labor days)of spending
behind or ahead of schedule
CVCost Variance
Dollars (labor days)of spending
behind or ahead of scheduledollarsdollars behind or ahead of schedulebehind or ahead of schedule
stst
Budgeted Cost of Work Performed“Earned Value”
(BCWP)
Budgeted Cost of Work Performed“Earned Value”
(BCWP)
Budgeted Cost of Work Performed“Earned Value”
(BCWP)
Cos
Time
Cos
Time SVSV
Page 31© 2009 Joseph F. Nortonwww.joenorton.com joenorton.joenorton.com Project Patterns
Schedule Variancedays behind or ahead
of schedule
Schedule Variancedays behind or ahead
of schedule
EVM = Push Button Status & ForecastingPLAN
(BCWS)
1,2001,3001,400
$K(BCWS)
Actual(ACWP)
700800900
1,0001,100 (ACWP)
300400500600700
Earned Value
Jan Feb Mar Apr Man Jun Jul Aug Sep Oct Nov Dec0100200300
(BCWP)
CVCPISV
BCWP = $ 600KACWP = $1 000K
= BCWP - ACWP= BCWP / ACWP= BCWP BCWS
($400K).6 or 60%($200K)
EAC= BAC / CPI
BAC = $1,340K
Page 32© 2009 Joseph F. Nortonwww.joenorton.com joenorton.joenorton.com Project Patterns
SVSPI
ACWP = $1,000KBCWS = $ 800K
= BCWP - BCWS= BCWP / BCWS
($200K).75 or 75%
$2,333K
Real World Example #1Performance Data Feb-08
Base Budget Hours 11,744
Budget Variance Hours -1,659
Project Cost Variance Hours -3,433CPI 0.61
Schedule Variance -1,774SPI 0.75
Budget Variance
Base Budget Hours 11,744Estimate at Complete Hours 19,205
Base Schedule Months 17Estimate at Complete Months 23
Cost Variance
ScheduleVariance
Page 33© 2009 Joseph F. Nortonwww.joenorton.com joenorton.joenorton.com Project Patterns
Real World Example #2Performance Data Mar-08
Base Budget Hours 10,240
Budget Variance Hours -1,683
Project Cost Variance Hours -6,147CPI 0.33
Schedule Variance -4,465SPI 0.4
Base Budget Hours 10,240Estimate at Complete Hours 31,195
Base Schedule Months 21
Cost Variance
Estimate at Complete Months 52
Cost Variance
ScheduleVariance
Page 34© 2009 Joseph F. Nortonwww.joenorton.com joenorton.joenorton.com Project Patterns
Successful Projects embrace the Value of PM
I iti ti
Project Management Practices Value Contribution to Success
InitiatingPolicies and Standards
SponsorshipBusiness CasesProject Charter
PlanningS D fi iti
15%
Scope DefinitionWork Breakdown Structure
Activity SequencingActivity Duration Estimating
Activity Cost EstimatingResource Estimating
Risk ManagementSchedule & Cost BaselinesP j t M t Pl
25%
Project Management PlanProject Activity Methodology
Project Performance Management
Project Management Information SystemExecuting
ScopeC t
5% 65%Cost
ScheduleQuality
ResourcesCommunications
RiskProcurementIntegration
15%Executives
Should Focus TheirAttention
ControllingPerformance Assessment & Management
ReportingScope & Change Management
CloseoutDeliverable Verification & Validation
25%
1 %
AttentionTo These Aspects ofProject Management
Page 35© 2009 Joseph F. Nortonwww.joenorton.com joenorton.joenorton.com Project Patterns
Deliverable Verification & ValidationReviews
Administrative CloseoutLessons Learned
15%
Initiate Plan Execute Control Close Out
Successful Projects do not take Short-Cuts
Project
Integration
ManageBusiness
Case
DeliverableItems
Activity NetworkDiagram
Measure Deliver
ScopeEarned Value
Milestones
Stage GatesDeliverable Items
ProjectBaseline
ProjectCharter
Schedule
CostEstimates
Effort & DurationEstimates
CostBudget
ScheduleCost
ResourceQuality
RiskChange
CPISPICVSV
ETC - EAC
Phase Gates
Verification&
Validation
AcceptanceCommunicate
ResourcePlan
WBS
ProjectDescription
ProjectRisks
ScopeStatement Project – Procurement – Contract
AdministrationClose Out
Project PlanPM
Policies& Project Execution Lifecycle
Project Management Information System
Page 36© 2009 Joseph F. Nortonwww.joenorton.com joenorton.joenorton.com Project Patterns
&Standards
j y
Mapping the PMI PMBOK as an End-to-End Process © 2003 Joseph F. Norton
Successful Projects are Successful by Design!
1. Conceive Project2 S t T t G l d Ti li
Typical Project Process
1. Approve the Business Case2 Ch t th P j t f Pl i
Executive Project Management Process Checklist
2. Set Targets – Goals and Timelines3. Assign Staff4. Generate Task lists5. Work the Project6. Ask for Status
2. Charter the Project for Planning3. Define the Scope4. Build the WBS5. Define the Deliverables6. Map the Activities and SequenceThis is where
7. Hide the bad news8. Reach a Crisis9. Ask for Executive Management Intervention10. Extend Schedules11 Repeat from step 4
p q7. Estimate the Durations8. Determine Preliminary Schedule9. Resource Planning10. Determine Preliminary Cost Estimate11 Design Performance Measures into the Project
Success is Designed
i j11. Repeat from step 4 11. Design Performance Measures into the Project12. Understand Risks and Adjust Preliminary Plans13. Establish Project Baseline14. Test for Probability of Achievement15. Review and Approve the Project Plan
into your project.
16. Manage the Project17. Measure Performance18. Report the Facts19. Adjust as needed20 Deliver
Page 37© 2009 Joseph F. Nortonwww.joenorton.com joenorton.joenorton.com Project Patterns
20. Deliver
Thank You
Time for Questions …
Thank You
Page 38© 2009 Joseph F. Nortonwww.joenorton.com joenorton.joenorton.com Project Patterns