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Project ManagementProject Management

Module TopicsModule Topics



Module 1: What Is aModule 1: What Is a

Project?Project?



What Is a Project?What Is a Project?

³A temporary endeavor undertaken to create³A temporary endeavor undertaken to createa unique product or service.´*a unique product or service.´*

*2000 PMBOK Guide (p. 4).

Te r m M e a n s th a t a Pr o j e ctte m p o r ar y H as a b e g i n n i ng a n d en de nd e avo r In vo l ve s e ffo rt, w or kto cre ate H as a n i nte nti o n to p r od u ce so m e th i n g

(proj ect "del iverab les"u ni q ue On e o f a k in d , ra th er th an a co ll ecti on of

ident ical i tem sp ro d uct Ta ng i b l e o b jects, b u t co u ld i n cl u d e th i ng s l ik e

com pu ter software , f i lm or s tag e worksservi ce M ig h t i n cl u d e th e e sta b li sh m e n t o f a d ay-ca re

center, for in stance, b ut not i ts dailyoperat ions .



Your Turn: What Is ProjectYour Turn: What Is Project

Management?Management?There are few if any definitive definitions.There are few if any definitive definitions.Project management knowledge is sharedProject management knowledge is shared

understanding of what it takes to deliver understanding of what it takes to deliver products and services effectively.products and services effectively.Your definition should evolve andYour definition should evolve andcontinuously improve with your knowledgecontinuously improve with your knowledgeand experience collaborating on projects.and experience collaborating on projects.



Module 2: PMI¶s NineModule 2: PMI¶s NineProject ManagementProject Management

Knowledge AreasKnowledge Areas



PMI¶s Nine Project ManagementPMI¶s Nine Project Management

Knowledge AreasKnowledge Areas1.1. Integration ManagementIntegration Management2.2. Scope ManagementScope Management

3.3. Time ManagementTime Management4.4. Cost ManagementCost Management5.5. Quality ManagementQuality Management6.6. Human Resource ManagementHuman Resource Management7.7. Communications ManagementCommunications Management8.8. Risk ManagementRisk Management9.9. Procurement ManagementProcurement Management



#1#1²²Project IntegrationProject Integration

ManagementManagementBringing it All Together:Bringing it All Together:Building the Project PlanBuilding the Project Plan

Project ExecutionProject ExecutionIntegrated Change ControlIntegrated Change Control

Project Management ³Nerve Center´Project Management ³Nerve Center´



#2#2²²Project ScopeProject Scope

ManagementManagementStaying Vigilant in Defining and ContainingStaying Vigilant in Defining and ContainingScope throughout the ProjectScope throughout the Project

Project InitiationProject InitiationScope PlanningScope PlanningScope DefinitionScope DefinitionScope VerificationScope VerificationScope Change ControlScope Change Control



#4#4²²Project Cost ManagementProject Cost Management

Planning for ResourcesPlanning for ResourcesEstimating CostsEstimating Costs

Creating the BudgetCreating the BudgetManaging/ControllingManaging/Controllingthe Budgetthe Budget

s



#5#5²²Project QualityProject Quality

ManagementManagementQuality PlanningQuality PlanningQuality AssuranceQuality Assurance

Quality ControlQuality Control



#6#6²²Project Human ResourceProject Human Resource

ManagementManagementOrganizational PlanningOrganizational PlanningStaff AcquisitionStaff Acquisition

Team DevelopmentTeam Development



#7#7²²Project CommunicationsProject Communications

ManagementManagementKeeping Stakeholders InformedKeeping Stakeholders Informed(and Involved!)(and Involved!)

Communications PlanningCommunications PlanningDissemination of InformationDissemination of InformationProgress ReportingProgress Reporting

Administrative Closure Administrative Closure



#8#8²²Project Risk ManagementProject Risk Management

Expect the Unexpected!Expect the Unexpected!Risk Management PlanningRisk Management Planning

Risk IdentificationRisk IdentificationQualitative Risk AnalysisQualitative Risk AnalysisQuantitative Risk AnalysisQuantitative Risk AnalysisRisk Response PlanningRisk Response PlanningRisk Management and ControlRisk Management and Control



#9#9²²Project ProcurementProject Procurement

ManagementManagementFor Projects Using Outside Resources:For Projects Using Outside Resources:Procurement PlanningProcurement Planning

Solicitation PlanningSolicitation PlanningSolicitationSolicitationSource SelectionSource SelectionContract AdministrationContract AdministrationContract CloseoutContract Closeout



Where to Begin?Where to Begin?

Look back over your previous projectLook back over your previous projectexperiences.experiences.

Chances are, you¶ve used a little of each of Chances are, you¶ve used a little of each of these nine areas already.these nine areas already.The PMBOK merely codifies them andThe PMBOK merely codifies them and

attempts to give us a framework for attempts to give us a framework for understanding and applying projectunderstanding and applying projectmanagement knowledge productively.management knowledge productively.



Module 3: The TripleModule 3: The Triple

ConstraintConstraint



The Triple ConstraintThe Triple Constraint

OR, INPLAINENGLISH

Fast Cheap

Good

Cost

Quality/Scope

Time



Triple Constraint TradeTriple Constraint Trade- -OffsOffsCost

Quality/Scope

C o n s t r a i n tC h a n g e

Sho rter Tim e Hig her Co st Red uced Qu al i ty o r Narrow edScope

Red uced Cost More Tim e Red uced Qu al i ty o r Narrow edScopeHig her Qual i ty orIncreased Scop e

More Tim e Hig her Cost

Re q u i r e d A d j u s tm e n t A l te r n a t i ve s (O n e o rCo m b i n a ti o n o f Bo t h )



Module 4: RiskModule 4: Risk

ManagementManagement



Risk Identification WorksheetRisk Identification WorksheetEnter risk sEnter risk scenariocenario (how an event(how an eventcould jeopardize projectcould jeopardize projectoutcome).outcome).Rate probability, impact, andRate probability, impact, anddegree of control using ratingdegree of control using ratingscale of:scale of:

1 = Low1 = Low2 = Medium2 = Medium3 = High3 = High

Compute risk index using formula:Compute risk index using formula:

If possible, enter financial impact.If possible, enter financial impact.Determine actions to take:Determine actions to take:

Ignore (do nothing)Ignore (do nothing)Eliminate (sidestep)Eliminate (sidestep)ManageManage

For managed risks, indicateFor managed risks, indicatemitigations and contingencies andmitigations and contingencies andassign risk manager.assign risk manager.Log actions taken as they occur.Log actions taken as they occur.

Scenario:

Probabili t ac t on trol Index

Financial Impac t:

Ac tion to be Taken: Ignore Elimina te ¦ anage

¦ itiga tions:

Con tingencies:

¦ anager o f This Risk:

Da te:

Risk Iden tif ica tion Workshee t

Ac tions TakenAc tion:

Probabili t * Impac tCon trol

Risk Index =



Giving Risks PrioritiesGiving Risks Priorities

Risk ID Risk Scenario Probability Impact Control Index

1 Key stakeholders unavailable during project definition phase 2 3 2 3

2 Vendors late in delivering required software for security system 2 2 1 4

3 Loss of key team member in middle of project 1 3 2 1.5

4 Power failure due to seasonal storms 1 3 1 3

5 Final regulations controlling administration of new system late 2 3 1 6

6 Scope changes require additional tasks and resources 2 3 2 3

Risk Priority Worksheet

Risk ID Risk Scenario Probability Impact Control Index

5 Final regulations controlling administration of new system late 2 3 1 6

2 Vendors late in delivering required software for security system 2 2 1 41 Key stakeholders unavailable during project definition phase 2 3 2 3

4 Power failure due to seasonal storms 1 3 1 3

6 Scope changes require additional tasks and resources 2 3 2 3

3 Loss of key team member in middle of project* 1 3 2 1.5

Risk Priority Worksheet

Maintain inventory of all risks identified²updating probabilities , impacts , and controls if changes occur.

Focus attention on the risks with the highest Indices !!!

* How would this change if you learned that a team member has announced that she is a finalist for a newposition at the home office 1 ,500 miles away ?



Your Turn: Project RiskYour Turn: Project RiskScenariosScenarios

1 . Individually identify and jotdown four possible riskscenarios this project mightface.

2. Share these within your groupand create a Risk Priority

Worksheet of your pooledrisks.

3. Score the risks.

4. For the top two, brainstorm atleast one mitigation and onecontingency.

5. Use the Risk IdentificationWorksheet as a guide, but youdo not need to complete onefor this exercise.

Scenario:

Probability Impact ontrol Index

Financial Impact:

§

ction to be

aken: Ignore © liminate Manage

Mitigations:

ontingencies:

Manager of

his Risk:

Date:

Risk Identification Worksheet

ctions aken§

ction:



Module 5: ProjectModule 5: Project

SelectionSelection



How Projects Come to BeHow Projects Come to Be

Project selection can be a difficult process,Project selection can be a difficult process,especially when there are a large number especially when there are a large number of potential projects competing for scarceof potential projects competing for scarcedollars.dollars.Some selection methods are highlySome selection methods are highlyintuitive; others try to add rigor throughintuitive; others try to add rigor throughmore scientific selection processes.more scientific selection processes.



First Selection CriterionFirst Selection CriterionSanity CheckSanity Check Does the project fit in with the statedDoes the project fit in with the stated

goals of the organization?goals of the organization?

Which of the following meet this criterion? Why or whyWhich of the following meet this criterion? Why or whynot?not?

An environmental group proposes a project to raise money An environmental group proposes a project to raise moneyby selling aerosol cans of a powerful new pesticide.by selling aerosol cans of a powerful new pesticide.

A video store chain proposes to develop a web site for A video store chain proposes to develop a web site for ordering and distributing videos.ordering and distributing videos.

A bank offers a free rifle to anyone opening a new savings A bank offers a free rifle to anyone opening a new savings

account.account. A restaurant equipment manufacturer decides to introduce a A restaurant equipment manufacturer decides to introduce aline of highline of high--end refrigerators for the consumer market.end refrigerators for the consumer market.



Selection ToolsSelection ToolsN u m e r i c e th o d D e scr i p ti o nPayback Perio d Determ in es h o w

uickly a p ro ject recoups i ts costs

Net Present Va lu e Estim ates th e current worth o fanticipated cash fl o w s resulting fro m th e p ro ject

Unweighted

electio n Sco res mul t ip l e p ro jects aga ins t a se t o f selection criteria, with a l l criteria be ing equa l

Weighted Selectio n Sco res mul t ip l e p ro jects aga ins t a se t o f selection criteria, with each criterion ass igned a n u m e r i c w e i g h t

Pairwise Prio ri ti es Ran k order ing a n u m b e r o f candidate

p ro jects b y system aticall y compar ing o n e with each o f th e others



Weighted CriteriaWeighted CriteriaIt

rit ri

T t l:T t l: T t l: T t l: T t l:

i

t

0 0



Weighted Criteria (example, using scale of 1Weighted Criteria (example, using scale of 1- -5)5)Item

Criteria4 5 3

2 3 5

5 4 2

4 4 5

Good ROI 3 2 5 9 0 0

W e i g h t

Project A Project B Project C

CEO Likes It 5 0 5 25 0 0

ProvideBetter Service

4 20 6 8 0 0

Match New

Initiatives of Competition

3 2 2 5 0 0

0 0 0 0 0

Total: 0Total: 54 Total: 58 Total: 57 Total: 0

Our Winner!!(hmmmm«)



Unweighted Criteria (example, using scale of 1Unweighted Criteria (example, using scale of 1- -5)5)Item

Criteria

Good ROI 4 5 3 0 0

Project A Project B Project C

CEO Likes It 2 3 5 0 0

Provide Better Service

5 4 2 0 0

Match New

Initiatives of Competition 4 4 5 0 0

0 0 0 0 0

Total: 0Total: 15 Total: 16 Total: 15 Total: 0

Our Winner!!(Still! So the boss

was right..)



Forced Pair Comparisons for Forced Pair Comparisons for PrioritiesPriorities

Allows individuals or groups to rank order lists of Allows individuals or groups to rank order lists of candidate projects (or anything, for that matter!)candidate projects (or anything, for that matter!)SimpleSimpleWorks well for fewer than 20 itemsWorks well for fewer than 20 items

1 -- 2

1 -- 3 2 -- 3

1 -- 4 2 -- 4 3 -- 4

1 -- 5 2 -- 5 3 -- 5 4 -- 5

1 -- 6 2 -- 6 3 -- 6 4 -- 6 5 -- 6

1 -- 7 2 -- 7 3 -- 7 4 -- 7 5 -- 7 6 -- 7

1 -- 8 2 -- 8 3 -- 8 4 -- 8 5 -- 8 6 -- 8 7 -- 8

1 -- 9 2 -- 9 3 -- 9 4 -- 9 5 -- 9 6 -- 9 7 -- 9 8 -- 9

1 -- 1 2 -- 1 3 -- 1 4 -- 1 5 -- 1 6 -- 1 7 -- 1 8 -- 1 9 -- 1

1 2 3 4 5 6 7 8 9 1Item c r es



How to Use Forced Pair ComparisonsHow to Use Forced Pair Comparisons

Generate list of items.Generate list of items.For project selection, this will be the list of candidate projects.For project selection, this will be the list of candidate projects.

Number the items for identification purposes.Number the items for identification purposes.Use the grid to compare each item with the other items on theUse the grid to compare each item with the other items on thelist, circling the item that is the more preferred of the two. ( Youlist, circling the item that is the more preferred of the two. ( Youmust make a choice for each pair!)must make a choice for each pair!)Count the number of times each item was circled and enter itsCount the number of times each item was circled and enter itsscore on the bottom line of the grid.score on the bottom line of the grid.Rank order the list using the scores you have derived. TheRank order the list using the scores you have derived. Theitem with the highest score is #1. The item with the seconditem with the highest score is #1. The item with the second- -highest score is #2. (In case of a tie, you may either do a minihighest score is #2. (In case of a tie, you may either do a mini- -

grid for the tied items, or refer to your original preference whengrid for the tied items, or refer to your original preference whenyou were circling the items in the grid above.)you were circling the items in the grid above.)Use less than a full grid for fewer than 10 items; expand gridUse less than a full grid for fewer than 10 items; expand gridfor more items.for more items.



How toHow to Use Forced Pair ComparisonsUse Forced Pair ComparisonsExample:Example:

1.1. MiddlemarchMiddlemarch2.2. UlyssesUlysses3.3. Remembrance of Things PastRemembrance of Things Past4.4. War and PeaceWar and Peace5.5. Moby DickMoby Dick6.6. Anna Karenina Anna Karenina7.7. Pride and PrejudicePride and Prejudice

Seven Books I Have Always Wanted to Read and Haven¶t



1 -- 2

1 -- 3 2 -- 3

1 -- 4 2 -- 4 3 -- 4

1 -- 5 2 -- 5 3 -- 5 4 -- 5

1 -- 6 2 -- 6 3 -- 6 4 -- 6 5 -- 6

1 -- 7 2 -- 7 3 -- 7 4 -- 7 5 -- 7 6 -- 7

1 -- 8 2 -- 8 3 -- 8 4 -- 8 5 -- 8 6 -- 8 7 -- 8

1 -- 9 2 -- 9 3 -- 9 4 -- 9 5 -- 9 6 -- 9 7 -- 9 8 -- 9

1 -- 10 2 -- 10 3 -- 10 4 -- 10 5 -- 10 6 -- 10 7 -- 10 8 -- 10 9 -- 10

1 2 3 4 5 6 7 8 9 10

2 5 1 4 2 1 6

Item S r es

H w toHo w to Use Forced Pair ComparisonsUse Forced Pair ComparisonsExample (continued):Example (continued):

* *

* Break ties. In this case, #1 and #6 as well as #3 and #6 were tied.Ties were broken merely by referring to previous choice made in the grid.



How toHow to Use ForcedUse Forced- -Pair ComparisonsPair ComparisonsExample (concluded):Example (concluded):

1.1. Pride and PrejudicePride and Prejudice2.2. UlyssesUlysses3.3. War and PeaceWar and Peace4.4. MiddlemarchMiddlemarch5.5. Moby DickMoby Dick6.6. Remembrance of Things PastRemembrance of Things Past7.7. Anna Karenina Anna Karenina

Ranked List of the Seven Books I Have Always Wanted to Read and Haven¶t



Module 6: WorkModule 6: WorkBreakdown StructuresBreakdown Structures



Work Breakdown StructuresWork Breakdown Structures

Work Breakdown Structures (WBSs) helpWork Breakdown Structures (WBSs) helporganize the activities required to meet theorganize the activities required to meet theobjectives of the project.objectives of the project.Focus is on deliverables.Focus is on deliverables.May be organized:May be organized:

By phase of the projectBy phase of the projectBy componentBy component



PhasePhase- -Based WBSBased WBSP rti l B f r ftw r Pr j tB d P

Plann ing

Repo rting

dministr ation

Meetings

Documen tation Plann ing

Pr o jec t Managemen t

Client Inter iews

Rev iewo f Curr ent or kflows

Bus iness b jectives

Pr eliminar es tPlann ing

Documen tation Plann ing

r ainingRequ ir emen ts

Requ ir emen ts

Pr ocess Mode ls

UseCases

Log ica lDataMode ls

Log ica lDes ign

Pr ocess Mode ls

UseCases

Phy sica lData Mode ls

Logica lDes ign

Des ign

etc.

Build

Cus tome r Relations hipManagemen t ystem



ComponentComponent- -Based WBSBased WBSPartial for L x r To o Co l x Co o t

Planning

Reporting

d inistration

Meetings

Docu entation Planning

Project Manage ent

own house Units

Club house

Gate houses

Pro hop

Docu entation Planning

Maintenance taffing Require ents

Per its and Inspections

Buildings

ater and ewers

Roads and ccess Lanes

Retention Ponds

1 Hole Golf Course

Per its and Inspections

Land Planning

d ertising

ssociation Declarations

General Legal

ales and Marketing

IYH YC I Village Project( If you ha e to ask, you can't affort it)



Work PackagesWork Packages

Lowest level of WBS is called a WorkLowest level of WBS is called a WorkPackage if further deconstruction intoPackage if further deconstruction intoactivities is possible.activities is possible.

May be assigned as a subprojectMay be assigned as a subprojectMay be subordinated into WBS structure for May be subordinated into WBS structure for estimating purposesestimating purposes

Activities at this level become the basis for Activities at this level become the basis for time and duration estimates.time and duration estimates.



Sources of Project Activities: BrainstormingSources of Project Activities: Brainstorming



More Sources of Project Activities:More Sources of Project Activities:TemplatesTemplates

Don¶t reinvent the wheel!Don¶t reinvent the wheel! As you get more projects under As you get more projects under your belt, work with other project teams toyour belt, work with other project teams todevelop templates for WBS¶s to use as adevelop templates for WBS¶s to use as astarting point.starting point.Remember, no two projects are ever Remember, no two projects are ever exactly alike (remember the ³unique´ in theexactly alike (remember the ³unique´ in thedefinition of a project)! The template shoulddefinition of a project)! The template shouldbe a starting pointbe a starting point² ²to be tailored to theto be tailored to thespecific needs of the current project.specific needs of the current project.Even with the time spent in tailoring,Even with the time spent in tailoring,templates can be enormous timetemplates can be enormous time- -savers.savers.



Module 7: ProjectModule 7: ProjectSchedulingScheduling



Network Diagrams andNetwork Diagrams andCritical Path AnalysisCritical Path Analysis

Once you¶ve determined the activities for theOnce you¶ve determined the activities for theproject and estimated their durations,project and estimated their durations,network diagrams are the next step for network diagrams are the next step for creating the project schedule.creating the project schedule.

Two Types:Two Types:Activity on ArrowActivity on Arrow (AOA)(AOA)²²nodes on thenodes on the

diagram connect arrows and representdiagram connect arrows and representactivitiesactivities

Activity on NodeActivity on Node (AON)(AON)²²nodes representnodes representactivities that are connected by arrowsactivities that are connected by arrowsshowing the precedence of activitiesshowing the precedence of activities



Network Diagram ExampleNetwork Diagram ExampleActivity on ArrowActivity on Arrow (AOA)(AOA)

Ta k Durat io n Pre d e ce

o r(

)

8 d ay

-B 6 d ay

1

3 d ay

1D 0 d ay

3

1 2 d ay

4F 5 d ay

2G 5 d ay

6H 5 d ay

7I 0 d ay

5 ,8

A (8d)

B (6d)

C (3d)

D (0d)

E (12d)

F (5d) G (5d) H (5d)

I (0d)

Critical path is A-B-F-G-H-I, with total duration of 29 days.There is one non-critical path A-C-D-E-I, with total duration of 23 d ays.

NOTE : Task A has no slack because it is on the critical path.



Network Diagram ExampleNetwork Diagram ExampleActivity on Node (AON)Activity on Node (AON)

Ta k Durat io n Pre d e ce

o r(

)

8 d ay

-B 6 d ay

1

3 d ay

1D 0 d ay

3!

1 2 d ay

4F 5 d ay

2G 5 d ay

6H 5 d ay

7I 0 d ay

5 ,8

Once again, the critical path is A-B-F-G-H-I, with total duration of 29 days.There is one non-critical path A-C-D-E-I, with total duration of 23 days.

NOTE: Task A has no slack because it is on the critical path.



Your Turn: Party ExerciseYour Turn: Party Exercise



omp ete etwor w orwar ac war assomp ete etwor w orwar ac war ass



0 0

0 30 30 60

045

45 135

135

135 225

165

225 225225 225

225

225

225195195165

135

1354545

195

0

00

S lack = 165

S lack = 60

Rule #1: In forward pass, ES = latest EF of predecessor Rule #2: In backward pass, LF = earliest LS of successorsRule #3: Task is CRITICAL if ES=LS and EF=LS (no Slack)Rule #4: Task is NON-CRITICAL if ES<>LS and Slack = LS ² ES (or LF ² EF)

omp ete etwor w orwar ac war assomp ete etwor w orwar ac war assCalculationsCalculations

Scheduling Algorithm ExerciseDetermine Early Start/Early Finish, Late Start/Late Finish

And Critical Path

C l t d N t k /F d & B k d PC l t d N t k /F d & B k d P



O nce start date/time entered, other calculationsautomatic with project management software

Completed Network w/Forward & Backward PassCompleted Network w/Forward & Backward PassCalculationsCalculations

Scheduling Algorithm SolutionDetermine Early Start/Early Finish, Late Start/Late Finish

And Critical Path



Module 8: ProjectModule 8: ProjectStakeholdersStakeholders



Project StakeholdersProject Stakeholders

³Individuals and organizations that are³Individuals and organizations that areactively involved in the project, or whoseactively involved in the project, or whoseinterest may be positively or negativelyinterest may be positively or negatively

affected as a result of project execution or affected as a result of project execution or project completion.´project completion.´ 2000 PMBOK Guide2000 PMBOK Guide

Short listShort listProject benefactor Project benefactor Project requestor Project requestor Project manager and teamProject manager and teamThose affected by the projectThose affected by the project



Project Stakeholders: Partial List of Candidates for Project Stakeholders: Partial List of Candidates for Stakeholder RolesStakeholder Roles

Project benefactor and upper managementProject benefactor and upper managementProject sponsor Project sponsor Project office/project advisory boardsProject office/project advisory boardsExecutive managementExecutive management

Project requestor Project requestor Project manager and teamProject manager and team

If a team member has a line manager, he or she is a key stakeholder If a team member has a line manager, he or she is a key stakeholder as well. (They hold the strings for your team member.)as well. (They hold the strings for your team member.)

Internal ConsultantsInternal ConsultantsLegalLegalAuditAuditTelecommunicationsTelecommunicationsIT infrastructureIT infrastructureQuality assuranceQuality assuranceHuman Resources epartmentHuman Resources epartment

External entities affected by the projectExternal entities affected by the projectCustomersCustomersVendorsVendorsGovernmental agenciesGovernmental agencies

Other regulatory bodiesOther regulatory bodies



Module 9: DefiningModule 9: DefiningScopeScope



re m nary ontext agrams :re m nary ontext agrams :



re m nary ontext agrams :re m nary ontext agrams :

DeconstructionDeconstruction

ManageEnterprise

ManageSales

Support Sales

(Our Context)

SellProduct

SellWidgets

Support Systems

DevelopSystems

DesignWebsites

ManageSystems(ITDept)

MaintainAccounts

HireStaff

DevelopCourses

MaintainEmployeeRecords

RunHR

Widget World

Here we¶ve drilled down into the Widget World organization and depicted themajor functions within the company.Ideally, the top level should encompass the entire organization.We have been charged with evaluating a flawed sales support system thatprovides automated training and support to the sales staff. The scope of thetraining product is therefore the box labeled ³Support Sales.´



Scope (Context) DiagramsScope (Context) DiagramsDefiningDefining the End Productthe End Product

Sales Staff Performance Support

Training Product

IT eptSales Staff

Courseevelopment

Group

HRepartment

SalesManagers

Ad Hoc Product andSales Support

Ad Hoc Product andProcedures Inquiries

Usage Statistics

ContentUpdates

Sales Staff Participation andProgress Reports

Sales Staff Informationand AccessPermissions

Course Lessons,Assessments,

and Learner Evaluations

Login and LessonParticipation

Sales Staff Participationand Progress

Reports



Scope (Context) DiagramsScope (Context) DiagramsDefiningDefining the End Product (continued)the End Product (continued)

The software product, usually drawn as arounded-corner square, and always in thecenter of the graphic

One rectangle for each class of individual(e.g., customer) or organization (e.g., HR)that might interact with the softwaresolution

One rectangle (with an extra line insidethe top) for each class of system (e.g.,your HR System) that may interact withthe software product

One arrow for each major class of information that flows to or from thesoftware product

SoftwareProduct

System s"

h at

Interact With

Softwa re Prod uct

Individuals WhoInteract With

Softwa re Prod uct



Scope (Context) DiagramsScope (Context) Diagrams(applied to project team charged with delivery of the product)(applied to project team charged with delivery of the product)

Projectto evelop

Sales Staff SupportSystem

IT SystemsSupportHR ept

InternalWeb esign

Group

SalesManagers

InternalFocusGroup

Participants

Completed System

Requirements

Progress Reports

Request for Infrastructure

Template# esigns

ContentRules

Approvals/$

Interim Versions

Recommendations/Approvals

S (C t t) DiS (C t t) Di



Scope (Context) DiagramScope (Context) Diagram(applied to project team charged with delivery of the product(applied to project team charged with delivery of the product - - continued)continued)

The name of the software development project,usually appearing in the center of the graphic as arounded-corner square

One rectangle for each class of individual (e.g.,project sponsor) or organization (e.g., ITDepartment) that may interact with your softwaredevelopment project team in developing thesoftware product

One rectangle (with an extra line inside the top) foreach class of system (e.g., a course module library)that be used by the software development projectteam in developing the software product

One arrow for each major class of information thatflows to or from software development project team

So ft$ %

r&

' &

v& (

o p m e n t Pro jec t

An y In d ividuals o r

Or)

aniza t ions

In t e rac t in g 0

it1

Pro jec t Tea m

Sys t em s T1

a t In te rac t

0

it1

Pro jec t Tea m



Module 10: The ProjectModule 10: The ProjectLife CycleLife Cycle



The Project Life CycleThe Project Life Cycle

General Form of a Project Life Cycle

Phase 1 Phase 2 Phase 3 Phase... Phase "n"

Project



Project Life Cycles Are Like Snowflakes!Project Life Cycles Are Like Snowflakes!S i m p le T h r e e -P h a s e P r o j e c t L if e C y c le

In itia tio n E x e c u tio n C lo s e -O u t

P r o j e c t

Nine -Phase Project Life Cycle

Formulate Concept Evaluate Concept Verify Scope Design Construct Deploy Maintain Close

Project



Continuous ImprovementContinuous Improvement

Initiation Definition Planning Implementation Closure

Project

LessonsLearned



Module 11: ProjectModule 11: ProjectManagement SoftwareManagement Software

A W d Ab t T lA W d Ab t T l



A Word Ab out ToolsA Word Ab out Tools

Many people assume that projectmanagement is all aboutmanagement software.

That¶s like saying that residentialconstruction is all about hammers!

Such tools will often make your worksimpler and handle complexcalculations with ease.

However, without a solidunderstanding of P M concepts, thetools often provide an illusion of

project control that does not exist.Learn the concepts, then the tool.



Module 12: ProjectModule 12: ProjectCommunicationsCommunications

C i i M d Si lC i i M d Si l



Communication Made SimpleCommunication Made SimpleThe TwoThe Two--Floor RuleFloor Rule

Every stakeholder should receive information atEvery stakeholder should receive information at just the right level of detail for them. just the right level of detail for them.HighHigh--level managers won¶t want to see all the gorylevel managers won¶t want to see all the gorydetails of the project.details of the project.Your team members need to see a great dealYour team members need to see a great dealmore.more.If your level of reporting is appropriate, and one of If your level of reporting is appropriate, and one of your stakeholders steps into the elevator and asksyour stakeholders steps into the elevator and asksabout the status of the project, you should be ableabout the status of the project, you should be ableto brief him or her by the time the elevator stopsto brief him or her by the time the elevator stopstwo floors away.two floors away.



Some Simple ToolsSome Simple ToolsAcc o li t an d t a ck s fo r P rio d ta r t in g

2 /9/0 4 2/15 /0 4

Acco li

shm en t

sfo r

Pe riod

et a

ck sfor P

eriod



Some Simple ToolsSome Simple Tools (continued)(continued)

Schedule Milestones as of 2/ 15/2 00 4

I Milestone ScheduledCompletion

ActualCompletion

Variancein ays




Co s t t o - a t e M iles t o n es a s o f2 /15 /2004

ID

Miles t o n e E

ch e d u le d Co s t t o

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Ac tu a lCo s t to

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Top Five Risks as of 2/15 /2004

Rank/Previous

Rank

Risk Status ActivitiesThis Period

ActivitiesPlann ed fo rNex t Period



And Don¶t Forget« And Don¶t Forget«Co n s t

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Buildin g m u st bT U

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leted b y Oc to b er 3 W o f t X is ye a r to a cc o m m o da te c o rp o ra te m o ve .

Co stCo sts fo r t

X

e p r o jec t m u st no t exceed $2 2 .

Y

m i l l ion .

ua l ity/a

co p e Must p ro vid e wo rk spa ce fo r 120 c a l lce n ter st a ff.

+

Changes to either are significant!



¶ l d h l f hi !¶ l d h l f hi !



You¶ve already seen the value of this!You¶ve already seen the value of this!POS T P OJE T E IE

Project Name: O era ll E a l at i f t e Pr ject

Wha t was the over all missi on of the project? Prov ide a sh ort descr iption based on your under standing of the project.

All in all w ou ld you say that the project was s ucce ssful? Why or why not?

How close was the project to meet ing its scheduled compl et ion date?

How close was the project to being co mpl ete d wi thin budget?

Did the project meet its f inal s tated o b ject ives? Why or why not?

PP P j R i ( i d)P j R i ( i d)



PostPost--Project Review (continued)Project Review (continued)P roject anage ent Issues

Did th e prob

ect ha ve a sp onsor? If so, c hat c as h is or her role dur ing the prob

ec t?

d

hat t ools a nd t echnique s c ere used in plannin g and t r ack ing the prob

ect?

Did th e sco pe of the prob

ect change af ter the prob

ec t c as underw ay? If so, what was th e over all impa ct of the change of sco pe? e

ow were changes app rove d?

e

ow was p rob

ect stat us communicated d ur ing the cour se of the prob

ect?

e

ow were r isk s ma naged for the prob

ect? d

ere they identif ied ah ead of time? Did a ny unfore seen occurrere nces h inder the progre ss of the pro

b

ect?

At th e end of the prob

ect, was th ere a for mal lessons- lear ned p roce ss or any sor t of rev iew similar to the one used h ere?




PostPost--Project Review (continued)Project Review (continued)Co llabo r a tion and Team Issues

H ow ef f

ect ive wa g the ove h all l eade h ship of

the pr oject? i

id the pr oject p anager ha ve the r esou rces and su ppor t r equir ed to be as e

f f

ective as she or h e could be?

q

n general , how well did the tea p p embe r s colla borate? r

hy was this so?

i

id team membe r s wor k toget her in a single physical ar ea or wer e they phy sically se para ted?

r

hat wer e the primary modes of

team commu nica tion? r

hich ones wor ked best? r

hich ones wor ked least we ll?

r

er e all team membe r s availa ble at the times they wer e needed f or pr oject wor k or status meet ings? r

hat im pac t did this have on the pr oject?

r

er e all stakeholder s and subje ct matte r ex per ts availa ble to answer quest ions when needed? r

hat im pac t did this have on the

pr oject?




PostPost--Project Review (continued)Project Review (continued)Technology and Knowledge Management Issues

How did technology help (or hinder) the progress of the project?

Were any new technologiy tools introduced for this project?

Was any kind of project management software, such as Microsoft Project, used for the project? What are the ways it was used (for example, scheduling, reporting, and cost reporting).

What other tools (word-processors, spreadsheets, presentation software, or diagramming tools) were used in the project?

Was the project team able to obtain adequate advice and technical support for the technology tools used in the project? How couldit improve?

Are there any areas about which you would like to learn more in order to make you more effective in working on your next project?What resources are available for obtaining that knowledge or skill?

Participant Name:

Participant Signature:

Evaluation Date:

k h ld l bk h ld l b



Stakeholders Report/CelebrationStakeholders Report/CelebrationCommunicate ResultsCommunicate ResultsPinpoint SuccessesPinpoint SuccessesPropose Maintenance/CorrectivePropose Maintenance/CorrectiveMeasures if neededMeasures if needed

share contributing success factorsshare contributing success factorspresent plans for corrective actionpresent plans for corrective action³Sharpen the Saw´ for the future³Sharpen the Saw´ for the futureProject Best PracticesProject Best Practices

Celebrate Successes!!!!Celebrate Successes!!!!



Module 14: What¶sModule 14: What¶sNext?Next?

P l A ti PlP l A ti Pl



Personal Action PlanPersonal Action PlanP e r s a e -Eva a t n an A c t n Pl an f r llow -Up a fte r s o r ks o p

h ese a r e th e k n owl e e a r eas a n sk lls th a t a lr ea k n ew an h a r e nf o r ce by th s wo r ks h o p.

h ese a r e th e kn owl e e a r eas an sk lls th a t w e r e n ew to me th a t I will b e

abl e to u se in my p r oj ec t wo r k in th e f u tu r e .

h ese a r e th e kn owl e e a r eas an sk ills int r odu ce d i n th e wo r ks h o p o n w h ich I m ig ht n ee d a r e f r es h e r to u se co m f o r tably .



Personal Action PlanPersonal Action Plan

This plan is your plan and you need notThis plan is your plan and you need notshare it with anyone else in the workshop.share it with anyone else in the workshop.However, find a colleague with whom youHowever, find a colleague with whom youcan share your plan.can share your plan.

Make this ³Project Management In the FirstMake this ³Project Management In the FirstPerson´ and set out to put in place the stepsPerson´ and set out to put in place the steps

you listed to meet your stated goals.you listed to meet your stated goals.Much success in the future!!Much success in the future!!



Module 15: BibliographyModule 15: Bibliography

Bibli g hBibli g h



BibliographyBibliography Adams, John R., and Campbell, Bryan, Adams, John R., and Campbell, Bryan, Rol es and R esp onsibi l ities of the Pr oj ect Rol es and R esp onsibi l ities of the Pr oj ect

Manager Manager , 4th Edition, Project Management Institute, 1990, 4th Edition, Project Management Institute, 1990

Baker, Sunny and Kim,Baker, Sunny and Kim, The C om p l ete Idi ot's Guide t o Pr oj ect Manage ment The C om p l ete Idi ot's Guide t o Pr oj ect Manage ment , New, NewYork, N Y: Alpha Books, 1998.York, N Y: Alpha Books, 1998.Bennatan, E.M,Bennatan, E.M, On Ti me Within Budget: S of tware Pr oj ect Manage ment PracticesOn Ti me Within Budget: S of tware Pr oj ect Manage ment Practices

and Techniques, 3rd Editi onand Techniques, 3rd Editi on , New York, Wiley. 2000., New York, Wiley. 2000.Brooks, Fredrick.Brooks, Fredrick. The Mythica l ManThe Mythica l Man--M onthM onth . Addison Wesley. 1995.. Addison Wesley. 1995.DeWeaver, Mary F. and Gillespie, Lori C.,DeWeaver, Mary F. and Gillespie, Lori C., R ea l R ea l --W or l d Pr oj ect Manage ment: New W or l d Pr oj ect Manage ment: New

Appr oaches for Adapting t o Change and Uncertainty Appr oaches for Adapting t o Change and Uncertainty .. New York: QualityNew York: Quality

Resources, 1997.Resources, 1997.Dinsmore, Paul C.,Dinsmore, Paul C., Hu man Fact ors in Pr oj ect Manage ment Hu man Fact ors in Pr oj ect Manage ment .. New York: AMACOM,New York: AMACOM,

1990.1990.Doyle, Michael and Straus, David,Doyle, Michael and Straus, David, H ow t o Make Meetings W ork H ow t o Make Meetings W ork , New York: Jove, New York: Jove

Books, 1982.Books, 1982.Greer, Michael,Greer, Michael, The Manager's P ocket Guide t o Pr oj ect Manage ment The Manager's P ocket Guide t o Pr oj ect Manage ment , Amherst, MA:, Amherst, MA:

HRD Press, 1999.HRD Press, 1999.

Greer, Michael,Greer, Michael, The Pr oj ect Manager's Partner: A StepThe Pr oj ect Manager's Partner: A Step- -by by--Step Guide t o Pr oj ect Step Guide t o Pr oj ect Manage ment Manage ment , Amherst, MA: HRD Press, 1996., Amherst, MA: HRD Press, 1996.

Haynes, Marion E.,Haynes, Marion E., Pr oj ect Manage ment Pr oj ect Manage ment . Crisp Publications, 1989.. Crisp Publications, 1989.Laufer, Alexander and Hoffman, Edward J.,Laufer, Alexander and Hoffman, Edward J., Pr oj ect Manage ment Success St ories:Pr oj ect Manage ment Success St ories:

Less ons of Pr oj ect LeadershipLess ons of Pr oj ect Leadership , New York, Wiley. 2000., New York, Wiley. 2000.Lewis, James P.,Lewis, James P., Funda menta l s of Pr oj ect Manage ment Funda menta l s of Pr oj ect Manage ment . New York: AMACOM,. New York: AMACOM,

1997.1997.Lock, Dennis,Lock, Dennis, Pr oj ect Manage ment Pr oj ect Manage ment (Sixth Edition). New York: Wiley, 1996.(Sixth Edition). New York: Wiley, 1996.

BibliographyBibliography



BibliographyBibliographyMartin, Paula and Tate, Karen.Martin, Paula and Tate, Karen. Getting Started in Pr oj ect Manage ment Getting Started in Pr oj ect Manage ment . New York,. New York,

Wiley, 2001.Wiley, 2001.

Meredith, Jack R. and Mantel, Jr., Samuel J.,Meredith, Jack R. and Mantel, Jr., Samuel J., Pr oj ect Manage ment: A Manageria l Pr oj ect Manage ment: A Manageria l Appr oach Appr oach . 5th Edition. New York. Wiley. 2003.. 5th Edition. New York. Wiley. 2003.

Penner, Donald.Penner, Donald. The Pr oj ect Manager¶s Surviva l GuideThe Pr oj ect Manager¶s Surviva l Guide . Battelle Press, 1994.. Battelle Press, 1994.Peters, Tom,Peters, Tom, R einventing W ork: The Pr oj ect 50: Fi f ty Ways t o Trans for m Every R einventing W ork: The Pr oj ect 50: Fi f ty Ways t o Trans for m Every

"Task" Int o a Pr oj ect That Matters"Task" Int o a Pr oj ect That Matters . New York. Alfred A. Knopf, 1999.. New York. Alfred A. Knopf, 1999.Project Management Institute.Project Management Institute. A Guide t o the Pr oj ect Manage ment B ody of A Guide t o the Pr oj ect Manage ment B ody of

Know l edge (PMBOK Guide)Know l edge (PMBOK Guide) -- -- 2000 Editi on2000 Editi on , 2001., 2001.Roberts, W.Roberts, W. Leadership Secrets of Atti l a the HunLeadership Secrets of Atti l a the Hun . Warner Books, 1987.. Warner Books, 1987.Schrage, Michael.Schrage, Michael. Shared Minds: The New Techn olo gies of C oll ab orati onShared Minds: The New Techn olo gies of C oll ab orati on . New. New

York: Random House. 1990.York: Random House. 1990.Thomsett, R.Thomsett, R. Pe o p l e and Pr oj ect Manage ment Pe o p l e and Pr oj ect Manage ment . Yourdon Press, 1980.. Yourdon Press, 1980.Verzuh, Eric.Verzuh, Eric. The Fast F orward MBA in Pr oj ect Manage ment: Quick Tips, Speedy The Fast F orward MBA in Pr oj ect Manage ment: Quick Tips, Speedy

S ol uti ons, and Cutting S ol uti ons, and Cutting- -Edge IdeasEdge Ideas . New York, Wiley. 1999.. New York, Wiley. 1999.Wideman, R. Max (Editor).Wideman, R. Max (Editor). Pr oj ect and Pr ogra m R isk Manage ment: A Guide t o Pr oj ect and Pr ogra m R isk Manage ment: A Guide t o Managing Pr oj ect R isks and Opp ortunitiesManaging Pr oj ect R isks and Opp ortunities . Project Management Institute, 1992.. Project Management Institute, 1992.

Wysocki, Robert K. et al,Wysocki, Robert K. et al, Bui l ding E ff ective Pr oj ect Tea msBui l ding E ff ective Pr oj ect Tea ms . New York: Wiley, 2001.. New York: Wiley, 2001.

Wysocki, Robert K. et al,Wysocki, Robert K. et al, E ff ective Pr oj ect Manage ment E ff ective Pr oj ect Manage ment . New York: Wiley, 1995.. New York: Wiley, 1995.



Module 16: The ProjectModule 16: The ProjectCharter Charter



The Project Charter The Project Charter

The project charter is the project¶s ³licenseThe project charter is the project¶s ³licenseto do business.´to do business.´It should come from someone outside theIt should come from someone outside theproject itself with fundingproject itself with funding- -access,access,resourceresource- -assignment, and decisionassignment, and decision- -making authority sufficient to support themaking authority sufficient to support the

project.project.This person is usually known as theThis person is usually known as theproject sponsor.project sponsor.



Why Have a Project Charter?Why Have a Project Charter?

Primary purpose: to get approval toPrimary purpose: to get approval toproceed with the project and obtainproceed with the project and obtainsufficient approval for resources to movesufficient approval for resources to moveto the next phase of the project.to the next phase of the project.Communicate to stakeholders and other Communicate to stakeholders and other interested parties the mission andinterested parties the mission and

objectives of the project.objectives of the project.Communicate to the project team whatCommunicate to the project team whatthey are expected to accomplish.they are expected to accomplish.



Project Charter Components*Project Charter Components*Project MissionProject MissionProject ScopeProject ScopeProject ObjectivesProject ObjectivesProject AssumptionsProject AssumptionsProject ConstraintsProject ConstraintsMilestonesMilestonesProject RisksProject Risks

StakeholdersStakeholdersSignature Page Granting Authority to ProceedSignature Page Granting Authority to ProceedIn some organizations, the project charter is an evolving document.Many of the components listed will change as the project moves into theproject definition phase.

Your Turn: Starting the CharterYour Turn: Starting the Charter



Your Turn: Starting the Charter Your Turn: Starting the Charter L i s t a t l e a s t T hre e SMART Obj e c t i ve s .

Pr o j e c t A s s u m p t i o n sL i s t a t l e a s t t h re e Pro j e c t Assum pt i ons .

Pro je c t Co n s t ra in t sSe e Pro j e c t Pr i o r i t y Ma t ri x i n Ap pe n d i x . L i s t a ny o t he r c ons t r a i n t s he re .

Pro jec t Ph a se sI n d i c a t e t h e p h a s e s o f t h e p r o p o s e d p r o j e c t .

M i l e s t o n e sL i s t m a j o r m i l e s t o n e s f o r p r o j e c t i d e n t i f ie d s o f a r . ( I n c l u d e a t l e a s t f i v e t h r o u g h o u t t h e l i f e o f th e p r o j e c t . )

Pro je c t R isk sA t t ac h R i s k I d e n t i f i c a ti o n Wo r k s h e e t s a n d R i s k P r i o ri t y Wo r k s h e e t .

S t a k e h o l d e r sAt t a c h Po t e n t i a l S t a ke ho l de r s Workshe e t .

S i g n a t u r e P a g e G r a n t i n g A u t h o r i t y t o Pr o c e e dO b t a i n s i g n a t u r e s o f P r o j e c t Sp o n s o r a n d Pr o j e c t M a n a g e r.Pro j e c t Sponsor S i gna t u re :Pro j e c t Ma na ge r S i gna t u re :



Module 17: ProjectModule 17: ProjectManagement MaturityManagement Maturity

ModelModel

Project Management MaturityProject Management Maturity



Project Management MaturityProject Management MaturityModel (PMMM)Model (PMMM)

PMI defines process improvement as the ³Systematic and sustainedPMI defines process improvement as the ³Systematic and sustainedimprovement of processes and thus the products they produce.´improvement of processes and thus the products they produce.´The Five Levels of PMMM:The Five Levels of PMMM:

Level 1Level 1²²Initial ProcessInitial ProcessProject management practices are ad hoc and inconsistent within organization.Project management practices are ad hoc and inconsistent within organization.

Level 2Level 2²²Repeatable ProcessRepeatable ProcessProject management practices are commonly understood and followed, but mostProject management practices are commonly understood and followed, but mostknowledge is commonly understood rather than documented.knowledge is commonly understood rather than documented.

Level 3Level 3²²Defined ProcessDefined ProcessProject methodology usually in place, with written guidelines for project deliverablesProject methodology usually in place, with written guidelines for project deliverablesand processes.and processes.

Level 4Level 4²²Managed ProcessManaged ProcessSystematic collection of project performance data to set baselines for performanceSystematic collection of project performance data to set baselines for performancegoals.goals.

Level 5Level 5²²OptimizationOptimizationProactive approach applying metrics and best practices to achieve highest level of Proactive approach applying metrics and best practices to achieve highest level of project excellence.project excellence.



Rewards of PMMMRewards of PMMM

The promise of continuous processThe promise of continuous processimprovement through repeatableimprovement through repeatableprocesses, benchmarking, andprocesses, benchmarking, andoptimization: To break the triple constraintoptimization: To break the triple constraintand achieveand achieve

Faster!! Cheaper!!

Gooder, oops, etter!!!



Module 18: SMARTModule 18: SMARTObjectives andObjectives and

Project AssumptionsProject Assumptions



Project AssumptionsProject Assumptions Almost every lesson includes Almost every lesson includesthe reminder ³Don¶t Assume!!´the reminder ³Don¶t Assume!!´Turn that around and make itTurn that around and make it

³Document Assumptions!´³Document Assumptions!´D on¶t expect others to read your mind.D on¶t expect others to read your mind.Capture as many assumptions as possible toCapture as many assumptions as possible toinclude in your initial project charter.include in your initial project charter.D on¶t be surprised if others do not share all your D on¶t be surprised if others do not share all your assumptions. This is the time to resolveassumptions. This is the time to resolvedifferencesdifferences ²² beforebefore the project is underway!the project is underway!

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