pittsburgh minority purchase ppt

Introduction to Project Management: Processes, Tools, & TechniquesPresented by thePMI Pittsburgh Chapter

Section 1: Introduction

This seminar provides an introduction to the primary processes and knowledge areas of applied project management, including initiating, planning, executing, controlling and closing of Information Technology (I.T.) projects.Objective:

PMBOK - 5 Major Project Management(PM) Processes

ExecutingProcessPROJECTSTARTPROJECTFINISHTIMELEVEL OF ACTIVITYClosingProcessControllingProcessPlanningProcessInitiatingProcessCONCEPTDEVELOPIMPLEMENTCLOSEOUTPHASES OF THE PROJECT LIFE CYCLE: Iterative & Overlapping

Introduction Project Management Overview3. Project Initiating4. Project Planning5. Project Executing 6. Project Controlling7. Project Closing8. SummarySeminar Outline

Section 2: Project Management Overview

A temporary endeavor undertaken to create a unique product, service, or result.PMBOK Definition of a Project :

Definition of Operation Activity On-going task Repetitive / cyclical Produces deliverables Consumes resources Incurs cost

PMBOK Definition of a Program : . . . a group of related projects managedIn a coordinated way to obtain benefitsnot available from managing them individually.

PMBOK Definition of Project Management:The application of knowledge, skills, tools, and techniques to project activities to meet project goals/requirements.

Benefits of Project Management : Meeting/Exceeding Customer Expectations Meeting Project Deadlines & Accountability Managing Projects Costs & Profit Margins More Efficient Resource Utilization Improved Communications

Liabilities of Project Management : Added Processes/Guidelines/Projects Increased Overhead/Administration Additional Time & Effort Weapon vs. Tool

Whats the key role/responsibility of the Project Manager?Business LevelProgram LevelWork LevelExecutivesPM / FMTeams

Whos a Project Stakeholder?

The Project Communications Plan: Contacts Listing Meetings Listing Reports Listing

Project Success Factors

The Five (5) Project Variables

Organization ApproachesTo Managing Projects: Functional Organization Matrix Organization Projectized Organization

MATRIXXYZENGOPRMKTSVCPL1PL3PL2Organization Structures

Organization Structures

Maintenance

Enhancement

New Product (Strategic)Functional Matrix ProjectizedPriorityHLProject Organization Approaches

Introduction Sam Provil, PMP PM Overview Sam Provil, PMP3. Project Initiation Mike Rapach, PMP4. Project Planning Larry Deckenbaugh, PMP5. Project Execution Susan Keaney, PMP 6. Project Control Susan Keaney, PMP7. Project Closure Betsy Mullaugh, PMP8. Summary Fred Arnold, PMI FellowSeminar Outline

Section 3: Initiating Projects

Initiation is successfully beginning the project to create success in the end.

ObjectivesDescribe the purpose of the initiation process Discuss managing expectationsDevelop a sample project proposalLearn about project lifecycles and how to reduce risk

Process GroupsPMI Framework Document

Purpose of Initiation ProcessTo commit the organization to a project or phaseTo set the overall solution direction To define top-level project objectivesTo secure the necessary approvals and resourcesTo validate alignment with overall business objectives To assign a project manager

PMI Framework Document

Initiating Core ProcessInitiationProcessOutputInputTools and Techniques1. Project description2. Strategic plan3. Project selection criteria4. Historical informationInitiation is the process of formally recognizing that a new project exists or that an existing project should continue into its next phase.1. Project proposal2. Project manager identified/ assigned

1. Project selection methods2. Expert judgment

PMI Framework Document

Managing ExpectationsProjects are:Limited in scope, resources, time, and moneyIntended to endFocused on a limited set of goalsManage Expectations towards what you can truly commit to;not what everyone thinks is greatSolving the business problem; not creating a great piece of software

How to manage expectationsCommunicationInvolvement of all partiesFocus on strategic goals of the organizationUnderstanding limitations & truly prioritizing

And by the way communication

Project ProposalCreating communication among project stakeholders to achieve consensus

Project Proposal ContentScope definitionProject objectives and benefitsProject deliverablesAcceptance criteria for projectAssumptionsConstraintsRole definition and key staffHigh level schedule, budgetAcceptance

Benefits of the Project ProposalTrade-offs between objectives and scope can be negotiated.Level of involvement of the key stakeholders can be negotiated.Availability of key personnel can be negotiated.Risks inherent in the schedule can be reviewed.The relationship between risk management and contingency management can be discussed.

More Proposal BenefitsAcceptance criteria for the project can be agreed to by key stakeholders.Establishes a basic Project PlanConfirm how the project links to the business needIdentify management responsibilitiesMake strategic procurement decisions, e.g., make, buy, or identify qualified vendors

Results of Initiation ProcessAcceptance of Project proposalProject manager identified

Project Lifecycles Project life cycle: The natural grouping of ideas, decisions, and actions into Project phases, from Project conception to operations to Project phase-out.

How to choose a lifecycleFixed or variable requirementsWho controls the scope?Project Risk levelsTime

Project Life CycleExample PhasesConcept and Proposal DevelopmentImplementation TerminationVerification Final PhaseIntermediate PhasesInitial PhasePMI Framework Document

Waterfall LifecycleMcConnell, 1996

Spiral MethodologyMcConnell, 1996

PrototypingMcConnell, 1996

SummarySet Expectations of Customer and Management Establish Clear Objectives for the projectDevelop a Project ProposalChoose the Appropriate Project Lifecycle

Case Study DescriptionThe project for the class is the building of a garage. The requirements are as follows:

Build a 2 car, non-attached garage that architecturally and asethically matches the home. Your project sponsor and stakeholders will be the instructor of the course.

This project will serve as a case study throughout the course. Each phase will feed into the next, illustrating the process of a normal project.

ExerciseDetermine scope statement for your garage. Your scope statement should be clear on what you are going to do, and not going to do within your project. Include assumptions, constraints, and any major concerns that you feel should be address during project planning and later phases. Remember that this output will feed into the next phases of the project.

Section 4: Project Planning

Goal: Introduce the Project Management skills for planning projects focusing on critical areas for IT projects

Objectives:Learn how to perform a work breakdownBe aware of activity analysisUnderstand basics of project schedule developmentBe aware of Project Risk analysisUnderstand techniques to develop a Project Budget

PMBOK - 5 Major Project Management(PM) Processes

The Project Plan is...Where all of the pieces of the puzzle come together!

Review Project Knowledge areasQualityFacilitative functions: Human Resource Mgt Communications Mgt Risk Management Contract/Procurement Mgt

Work Breakdown - Overview What is it?A structured method for defining the work of the project PurposeTo define all of the deliverables required to meeting the scope of the projectTo identify additional deliverables that may have been missedTo create the framework for the project scheduleTo provide a forum for information sharing for the project team and stakeholders

Work Breakdown StructureWBS ScopeProject GoalDeliverables and/or Objectives

WBS Planning Techniques

Facilitated sessionsBrainstorming techniqueFacilitator helps keep you focused and on scheduleShould be well structuredHave a predefined schedule

Roles in facilitated sessionsFacilitatorScribe(s)Participants

WBS Workshop10 MinutesClass participation with the instructor to produce a WBS for building a garage

Activity AnalysisWhat is it? Identifying information necessary to determine the amount of work required to complete the work of the projectPurposeTo define all activities that will be performed on the projectTo sequence the activitiesTo identify skills and resources required to complete activitiesTo estimate work effort of the activitiesTo lay the groundwork for the project schedule

Activity AnalysisCreate Activity listProduce list of activities that will be performed for every deliverable.Manually as part of facilitated WBS work sessionUsing a project scheduling toolSolicit the help of subject matter expertsHave experts list activities by deliverableEliminate duplicatesLook for optimizationsMaintain descriptions of each activitySequence the activities based upon dependencies

Activity AnalysisIdentify Resource RequirementsIdentify skills needed to complete each activityAssign resources or role with appropriate skillsCreate a Responsibility Assignment Matrix (RAM)A responsibility matrix is a valuable tool to ensure that resources are identified correctlyClearly indicates responsibilitiesProvides an overview of the project responsibilities

Responsibility Assignment Matrix

Activity AnalysisEstimate ActivitiesInclude indication of accuracy (e.g. percent or Order of magnitude)Use subject matter experts as much as possibleHave multiple people provide the estimatesBase upon historical information whenever possible

Types of estimatesWork/ EffortDuration Document your methods and assumptions during estimating!!!

Activity AnalysisEstimate Activities (cont.)Determine experts and project team members to provide estimatesAgree on the units of measure (hours, days, etc)Have team members provide THREE estimatesOptimistic (To)Pessimistic (Tp)Most likely (Tm) Calculate estimateTe= (To + 4(Tm) + Tp) /6

Schedule Development What is it? Developing a plan that describes the order and timing of all work activities and who is responsible for doing themPurposeTo determine WHEN work will be performedTo identify WHO will do the workTo analyze activity dependencies and sequencesTo evaluate resource requirements, availability and utilizationTo Identify Milestones

What can scheduling software do?Planning:Creates a record of the WBSAutomatically calculates duration, and start/finish datesAllows analysis of resource availability and allocation Calculates critical pathCalculates duration based on resources and calendarExecutionTracks work performance against the planProvides activity status informationHelps you to identify when/where resources are constrainedNOTE: SOFTWARE CANT MANAGE YOUR PROJECT!!

Order to build a schedule when using scheduling toolsSetup Project Information (Calendar, Start date, etc).Enter Deliverables & Activities (Records WBS)Enter EstimatesEnter PredecessorsEnter Resource definitions (Calendar, working time, etc.)Assign Resources to activitiesAnalyze the critical pathMake adjustments based on risk responsesCompress the scheduleBaseline the schedule

Schedule Example Using MS Project

Define MilestonesWhat is a milestone? Identifiable point that represents a requirement or completion of an important set of activities in the project.Typically zero durationResource assignedWhy use milestones?Helps to indicate progressHelps to define dependenciesProvides visibility for major deliverable dates

Compressing the schedule:Examine the schedule for ways to reduce the total duration of the projectFast Tracking compressing the project schedule by overlapping activities that would normally be done in sequence, such as coding and testingCrashing Look at alternatives that provide the maximum compression for the lease cost

Risk ManagementWhat is it?Identifying threats and opportunities that can affect the project and planning to deal with them PROACTIVELY.

PurposeTo identify potential threats and opportunitiesTo qualify risks based upon probability and impact to the projectTo create a plan for mitigating or responding to the riskTo quantify the impact to the project schedule and/or budget

OverviewTotal Project Life CycleInitiate / DefineCloseExecutePlanINCREASING RISK$ ValuePeriod whenHighest Risksare IncurredOpportunity and RiskAmount at StakePeriod ofHighest Risk ImpactTIME

Risk IdentificationIdentify the risk event(s) Keep them realistic Add them to the log whenever they are identified (not just during planning)

Qualitative Risk Analysis1. Estimate Probability10% through 90% 2. Estimate ImpactHigh=3 Medium=2Low=1 3. Calculate the SeverityProbability x Impact = Severity 4. Use Severity to identify the risks worth planning

Ensures proactive planning to deal with risk eventsResponse must be appropriate for the severity of the riskQuantifies the responses impact to the Schedule and Budget Risk Response Planning and Quantification

Budget DevelopmentWhat is it? Budget development is the process by which an estimate for the total monetary cost of a project is producedPurposeTo identify costs required to produce the project deliverablesTo produce an accurate estimate of project costsTo obtain approval for project fundingTo provide a basis for monitoring and controlling spending

A Project Budget isa project cost and cash flow estimate based upon the best information available at the time

Identify Budget Items (for each deliverable in the WBS)Techniques:Analogous - use historical informationParametric - use predefined tablesBottom-up - recommendedUses brainstorming & storyboardingInvolve representatives from each area that will be providing deliverables to the projectCan be done as part of WBS sessionInvolve key stakeholders in budget developmentUse PERT when appropriate for budget estimating

Identify Budget Items (for each deliverable in the WBS)How to Identify:Examine each element in the WBSReview available product requirements Identify what you need to produce the deliverable(s) or perform the activitiesList budget items in a budget worksheetEstimate costs for each budget itemEstimate costs for labor

Class Participation!Identify budget items for the following3.0Roof3.1Framing3.2Roof Deck3.3 Trim3.3.1Gutter3.3.2Soffit & Facia3.3.3VentingBe sure to agree on the units for cost estimating: Dollars Thousands (K) Millions (M)

Budget Worksheet ExampleBe sure to find out how your company and/or client does budget estimating and/or project accounting. What information do they need from you?

Additional Tips For IT ProjectsDocument your project strategy...Document project performance metrics...Be sure to obtain approval for the project planBe sure to notify key stakeholders when the project plan is approved (or rejected!)DO NOT leave it on the shelf after approval. The project plan is a living document that helps you to manage the project better. It must be reviewed and updated through-out the life of the project!!

Document The Project StrategyProvides place to document project specific details such as:Phases of the projectTeam OrganizationProject Specific ControlsAny additional information

Document Project Performance MetricsWhy have them in a project plan?

Metrics can provide clear, measurable, and consistent mechanisms for tracking and measuring project successThey are an effective way to target areas for improvement and identify lessons learned

Key Points about Metrics...All metrics should be:SpecificMeasurableAttainableRealistic and RelevantTime constrainedMetrics are tools for targeting learningDocument Project Performance Metrics

ReferencesA guide to the Project Management body of Knowledge, PMBOK Guide, 2000 Edition.Fundamentals of Project Management, Second Edition, James P. Lewis, 2002. Organizing Projects for Success, Vijay K. Verma, 1995.Project Management in the Information Systems and Information Technologies Industries, Francis Hartmand and Rafi A. Ashrafi, 2002 Project Management Journal, Vol. 33, 5-15.Risk Management Concepts and Guidance, Carl L. Pritchard 2001INCOSE, International Council on Systems Engineering, Measurements Working Group, http://www.incosemwg.org

Sections 5 and 6:Project Execution and Control

Project Management Life CycleProject Management Institute

Project Execution/ControlProject Execution: Implementing the project plan and doing the work!Coordinating the resourcesWorking the planProject Control: Ensuring the project objectives are met.Monitoring and measuring progressTaking corrective action as needed

Project Execution/ControlInteraction of key processes to ensure successful project deliveryPre-proposal/ProposalDesignDevelopment/ProductionTestingImplementationWhy is this important?Ensures controlled application of project processesNot just reacting to emergencies

Project ExecutionThe process of coordinating the people and other resources to carry out the plan.The focus of this phase is:Project plan executionQuality assuranceTeam developmentInformation distribution

Project PlanCompleted during planning phase.Identifies the hows of a project.Is proactive in nature -- anticipates what might happen and how to address it when it does.

Project PlanComprised of:Communications PlanQuality Management PlanChange Management PlanSchedule/Cost Management PlansRisk PlanUsed to manage the project and ensure successful delivery of product(s) to client.

Project Communications Critical to project control and execute phases.What do we need to communicate and to whom?Who needs what and why?Internal communications?External communications?ClientsVendorsOthers

Communications PlanningDetermining the information and communication needs of the stakeholder(s) and the sources to meet those needs.Accomplished through stakeholder identification and analysis.Documented and managed via a project Communications Management Plan.

Sample Communications Plan

Communication

COMMUNICATION PLANStatus as of 9/29/03

Description / PurposeFrequencyMedia/DistributionAudience/DistributionResponsibility

Internal Project Meetings/Reports

GSS Outsourcing-Internal

Investment Solutions Outsourcing CommitteeMonthly/Thur. @ 3:00Conf Call: 23430642Steve P; staff; sales, etc.

Project Executive/Sponsor BriefingTBDTBDSusan K; Donna M; Christi C.Susan

Weekly PACE Warehouse Project Internal Status MeetingWeekly/Tues. @ 1:00 PMConference CallMarcie H. and Project TeamMarcie

Senior Management Status Meeting/Report (XL Capital PACE Project)Bi-Weekly/Fri @ 7:30 AMReport/PresentationJim Pa. and staff; Vince S; Rich T.; Steve P.; Peter D.; et alSusan/Donna

Business Implementation Status ReportWeekly/Thursdays @ noonReportSteve P.; Rich T.Susan

Project Management Weekly MeetingTBDConference CallSusan/Maria/Others as neededSusan

Client Meetings/Reports:

Clinet X- Accelerated Close InitiativeAs neededConference CallSusan T; Karen G., Roger F.;Susan

Client X -- X A InitiativeAs neededConference CallDonna M.; Mary Lyn T.; John G.; Dave MSusan/Maria

Client X -- XL Re InitiativeAs neededConference CallS. Gordon.; Donna M.; Mary Lyn T.; Margie P.Susan/Steve

&LPrepared by: Susan Keaney&CPage &P&RAs of: &D

Contact List

Mellon Global Securities Services SM

A Mellon Financial Company

CONTACT LISTStatus as of 10/29/03

RoleContactPhoneE-MailAIMFAX

GSS:

Business Implementation/Outsourcing:

Rich [email protected]

Susan [email protected]

Maria [email protected]

Relationship Management:

Christi [email protected]

Donna [email protected]

Mary Lyn [email protected]

Jennifer [email protected]

Service Delivery:

John [email protected]

Vince [email protected]

Molly [email protected]

TDD:

Dave [email protected]

Joe [email protected]

ABN-AMRO:

Steve Gordon011 [email protected]

Margie Peterson011 [email protected]

Steve Punshon011 [email protected]

Kevin Irwin011 [email protected]

Kevin Brown011 [email protected]

CIBC:

Mitch Wright416-643-5456Mitch_Wright@CIBCMellon.comF00-6600416-643-5416

David [email protected]

Vivian [email protected]

IBM:

Andy [email protected]

Sandy Stostato

Russell Mellon:

Debbie Manchester617-382-6857DMANCHESTER@RUSSELLMELLON.COM026-0314617-382-9153

Glenn [email protected]

Jason [email protected]

Suzy [email protected]

Allison [email protected]

XL Capital:

Patricia [email protected]

Kelly [email protected]

Stuart [email protected]

Christine [email protected]

Karen [email protected]

Eric [email protected]

Abigail [email protected](441) 296 4268

Tina [email protected]

Susan [email protected]

XL America:

Mary [email protected]

Rick Pagano'[email protected]'

LeMans Re:

Alexandre Barrage33 (0)2 43 50 82 [email protected] (0)2 43 50 83 97

Earnst & Young:

Jean-Philippe [email protected]

Lanent Pinto de [email protected]

&LPrepared by: Susan Keaney&RAs of: &D

[email protected]

[email protected]

[email protected]

[email protected]

[email protected]

[email protected]

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Lanent Pinto de Magalhaes

[email protected]

[email protected]

[email protected]

'[email protected]'

[email protected]

[email protected]

CAIR

Status as of 11/3/03

CAIRConstraints, Assumptions, Action Items, Issues, Risks

Constraints:

Ref #ProjectDescriptionPriority (H,M,L)Open DateReported byAssigned toStatus (Open,Closed)Status DateTarget DateComments

Assumptions:

Actions:Priority (H,M,L)Open DateReported byAssigned toStatus (Open,Closed)Status DateTarget DateComments

Ref #ProjectDescription

1ACConfirm that the London markets can meet the Mellon deadline for alternative investments for the current month.M9/12/03S. KeaneyS. TremlettOngoing10/29/039/19/03

1aACSet up call with Evergreen to discuss/resolve data quality issues.H9/29/03S. KeaneyJ. Corbett/S. TremlettComplete10/1/0310/1/03

1bACPlace a second call to Evergreen to discuss data quality, confirmation thereof, and related issues.M10/7/03S. KeaneyJ. Corbett/S. TremlettComplete10/15/0310/21/03The call with Evergreen was conducted 10/21/03. Due to differences in the various accounting systems (e.g., Evergreen, Mellon, Brockbank), we are going to scale back to receiving information from Evergreen to the 20th and 26th/27th of the month and also

2ACDiscuss ability to meet day 2 deadline for alternative investments and advise Mellon if they will be processed together or split.M9/12/03S. KeaneyE. HallerComplete10/7/039/19/03Completed 10/6/03.

3ACEstablish process for sending Mellon unit/fund activity information at the time of the event.M9/12/03S. KeaneyK. BarbosaComplete9/22/039/23/03Kellie will send file twice a month on 15th and 27th.

4ACDevelop contingency plan if Evergreen cannot support Day 1 deadline.H9/12/03S. KeaneyK. Gonsalves/C. GreethamClosed9/22/039/18/03Item closed; a contingency plan is not needed.

5ACSend spreadsheet to XL showing what investment managers are not in by day 7; going forward, this should be sent in at end of day when reconciliations are due, day 6.M9/12/03S. KeaneyJ. CorbettComplete9/17/039/17/03Completed 9/17/03

5aACConfirm who needs to provide decision/direction regarding lags for Winterthur accounts (I.e., who provides direction, policy/procedure, etc. and to whom.)M9/29/03S. KeaneyK. Gonsalves/S. TremlettComplete10/15/039/30/03Complete

5bACConfirm with ABN AMRO that Steve Gordon advises XL London what data is available and what data is not.M9/29/03S. KeaneyS. KeaneyComplete10/7/0310/1/03Completed 10/7/03.

6ACAdvise Mellon of XL's decision regarding possibility of 1-month lag for Winterthur record keeping accounts.M9/12/03S. KeaneyE. HallerComplete10/7/0310/6/03Complete

6aACAdvise Susan K. on who in Investment Department should be involved in Western call.M9/29/03S. KeaneyS. TremlettComplete9/30/039/30/03Complete

7ACAssist Mellon in obtaining investment manager prospectus information for pricing vendors, if needed.M9/12/03S. KeaneyE. HallerOngoing10/29/03As Needed

8ACAdvise XL of outcomes of meetings with pricing vendors.M9/12/03S. KeaneyJ. CorbettComplete10/7/03Complete

9ACDiscuss raising tolerance levels with Stuart and advise Mellon accordingly.M9/12/03S. KeaneyS. TremlettComplete9/22/039/17/03Tolerance levels will not be changed at this time.

10ACSet-up follow-up meeting to continue discussions on timeline, decisions needed, etc.M9/12/03S. KeaneyS. KeaneyComplete9/17/039/15/03Completed 9/15/03

11ACReview CD to determine if it is sufficient or if electronic release of custom package is still required.M9/12/03S. KeaneyK. GonsalvesComplete10/28/0310/31/03Complete

11aACProvide Mellon with Chris Jones' spreadsheet format so that we can become familiar with their requirements.M9/29/03S. KeaneyK. GonsalvesOngoing10/29/03TBD

11bACProvide Mellon with reporting needs "Specification."M9/29/03S. KeaneyK. GonsalvesOngoing10/29/0311/3/03

11cACConfirm new Mobius training date with Mary Lyn.M10/7/03S. KeaneyK. GonsalvesComplete10/7/0310/22/03Mobius training was scheduled for 3:30 PM 10/22/03.

12ACProvide Document Direct software/instructions to Karen for her access/review of CD.M9/12/03S. KeaneyV. AlarioComplete9/22/039/12/03Completed 9/12/03

13ACProvide the number of transactions that post in October for the previous month (September) to XL.M9/12/03S. KeaneyJ. CorbettComplete10/22/0310/22/03Results sent to XL via email at 6:50 PM on 10/22/03. The document reflects the activity that posted in October's reporting that has a trade date prior to October 1st; the majority of items listed on the report are either pending trades or some type of tr

14ACConfirm that new reconciliation date (day 7 to day 5) is acceptable.M9/12/03S. KeaneyK. GonsalvesComplete9/22/039/29/03Complete

15ACDiscuss alternative strategies with Evergreen (e.g., weekly transmittals, other options, etc.)M9/17/03S. KeaneyS. Tremlett/J. CorbettClosed9/22/039/23/03

16ACBreak out timeline for quarter-end and year-end; highlight changes from previous version.M9/17/03S. KeaneyS. KeaneyComplete9/22/039/26/03Complete and issued to team.

17ACPublish timeline with actual due dates as get closer to quarter end.H9/17/03S. KeaneyS. KeaneyComplete9/22/039/26/03

18ACCreate integrated schedule (combining XL due dates, Investment Mgr. Due dates etc.)M9/17/03S. KeaneyA. HaskellComplete9/22/039/26/03

19XLAXL America to provide Mellon with CRS transaction download file name that is to be enhanced to include Bloomberg data.H9/18/03M. VaccaroM. NickersonComplete9/22/039/20/03Received .PRN file 9/20/03 which has been forwarded to J. Sholtis for further review.

20XLAXL America to provide Mellon with specific Bloomberg field that translates to EPS CMP Acquisition data element "Initial Balance Date"H9/18/03M. VaccaroM. Nickersoncomplete9/22/039/25/03Field translates to "First Payment Date" on Bloomberg.

21XLAService Delivery to report back on Cost Recon diff spreadsheet from Aug. 03.H9/16/03M. VaccaroJ. CorbettOngoing10/22/039/26/03

22ACProvide feedback to Evergreen regarding format of data sent to Mellon.M9/23/03S. KeaneyJ. CorbettComplete9/23/0310/1/03Call was conducted with Evergreen on 10/1/03.

23ACNeed to establish process/procedure with Evergreen on how to handle changes after Evergreen submits weekly pricing file.M9/23/03S. KeaneyJ. Corbett/S. TremlettOngoing10/29/03TBDWhile a work-around plan was discussed with Evergreen during the call on 10/21/03, we will need to continue working with Evergreen to ensure that all issues are resolved going forward. Therefore, this action (and its associated risk) will be kept open.

24ACDiscuss option of pushing F feed to day 4.M9/23/03S. KeaneyE. HallerComplete10/7/03Completed 10/6/03.

25ACConfirm the need to split the F feed with Kellie and Patricia.M9/23/03S. KeaneyTBDComplete9/29/03Complete

26ACAdvise team of discussion and subsequent decision of XL Controller or CFO regarding lag for ABN AMRO account(s.)M9/23/03S. KeaneyE. HallerComplete10/7/03Completed; Mellon will request direction from Stuart and Karen when ABN AMRO account information is not available.

27ACCreate notification process/procedure for staling ABN AMRO data if necessary.M9/23/03S. KeaneyA. HaskellComplete10/7/03Completed; Mellon will request direction from Stuart and Karen when ABN AMRO account information is not available.

28ACSend draft revised timeline (with dates) to Andy; set up meeting to review and discuss.M9/23/03S. KeaneyS. KeaneyComplete9/26/039/25/03Complete; meeting held 9/25/03

29ACInvite Dave McLaughlin to next meeting to view/discuss status of estimated income feed and requested file format changes.M9/23/03S. KeaneyS. KeaneyComplete9/26/039/24/03

30ACDetermine if there are any additional activities/processes that must occur for year-end processing/closing. Incorporate into processing timeline.H9/24/03S. KeaneyK. Gonsalves/J. Corbett/M. VaccaroComplete9/25/0310/15/03Complete; per J. Corbett there are no "extra" year end activities that must be added to the timeline.

31ACInclude November and December actual processing/closing dates into timeline and publish.M9/24/03S. KeaneyS. KeaneyComplete10/15/031010/10/03Completed and issued to team on 10/10/03.

32ACConduct 3 way call (XL, Mellon pricing, and Mellon Service Delivery) to Western to ensure they understand criticality of meeting pricing deadlines.H9/25/03S. KeaneyJ. Corbett/P. Wahmann/XLComplete9/25/0310/1/03Call was conduced on 10/1/03.

33ACNotify John, Vince and Molly of any pricing overrides or adjustments needed due to final pricing [deadline = as soon as possible on day 4.]H9/25/03S. KeaneyP. WahmannComplete10/7/03Day 4Completed

34ACObtain K. Gonsalves' spreadsheet/timeline for income estimation; incorporate into accelerated close timeline.H9/25/03S. KeaneyS. Keaney/M. VaccaroComplete10/15/039/30/03

35XREDocument requirements for XL Re Europe initiative; obtain internal sign off from internal project participants.H9/25/03S. KeaneyS. KeaneyOngoing10/22/0310/31/03

36XREDevelop detailed project plan.H9/25/03S. KeaneyS. KeaneyOngoing10/22/0310/31/03

37ACSend Dave McLaughlin the listing of business units per group.M9/29/03S. KeaneyP. AmaralComplete10/7/0310/3/03Complete

38ACInvite Dave McLaughlin to all future meetings.M9/29/03S. KeaneyS. KeaneyComplete9/29/039/30/03Complete

39ACIncorporate revisions/corrections into the timeline and reissue to team.M9/29/03S. KeaneyS. Keaney/M. VaccaroComplete9/29/039/30/03Complete and issued to team.

40ACFollow-up with John after verifying status of XL decision on pricing overrides for security watch list (see #14 on accelerated close timeline.)H9/29/03S. KeaneyS. TremlettComplete9/29/039/30/03Per S. Tremlett 9/30/03 email, we can go with day 2 preliminary prices for security watch list overrides

41ACInvestigate values of Whistler fund (as it relates to CIBC) to determine if there will be an issue associated with delayed pricing.M9/29/03S. KeaneyS. TremlettComplete10/22/0310/21/03Part of CIBC call (see 41a)

41aACCall CIBC and discuss dates for information release when Whistler fund is finalized.M10/7/03S. KeaneyJ. Corbett/S. TremlettComplete10/15/0310/21/03CIBC will be able to release final data by month end.

42ACSend confirming email to Dave McLaughlin and Jerry Johnson regarding backup support needed (e.g., timing and process for sending feeds to XL on day 4.)H9/29/03S. KeaneyJ. CorbettComplete10/7/0310/1/03Complete

43ACRe-look at requirements for estimated income fund.M9/29/03S. KeaneyD. McLaughlin/K. GonsalvesOngoing10/29/0311/15/03Not critical for Q3 close; next needed for year end close.

44ACUpdate/status accelerated close timeline with actual completion dates/times and provide to team.M9/29/03S. KeaneyS. Keaney/M. VaccaroComplete10/7/03Ongoing throughout close process

45ACInvite Kevin Irwin to all future AC meetings with XL.M9/30/03S. KeaneyS. KeaneyComplete10/7/03As NeededComplete

46AllCheck with Donna regarding need to track XL non-PACE initiatives in Account4, Datacall, etc.M9/30/03S. KeaneyM.L. TippmannOngoing10/21/0310/6/03

47ACSend out detailed Accelerated Close timeline to all meeting participants.M9/30/03S. KeaneyS. KeaneyComplete10/1/039/30/03Completed 9/30/03.

48ACArrange for meeting (after October processing) to discuss/explore use of transaction copy function for Accelerated Close mirror accounts.M9/30/03S. KeaneyS. KeaneyComplete10/15/0310/16/03Teleconferences conducted 10/16/03.

49ACEnsure Accelerated Close timeline addresses multi-country holidays.M9/30/03S. KeaneyS. Keaney/M. VaccaroOngoing10/29/03

50XLAAdvise ABN AMRO (Steve Punshon) regarding what fees have been agreed upon for XL America for headcount purposes. Set up meeting to discuss idea that was generated at client conference.M9/30/03S. KeaneyD. Moses/S. Gordon/M.L. TippmannOngoing10/21/03TBDIdea proposed to XL (1 in London, 3 in US) but no response back to date.

51XREFollow-up with Karen Gonsalves regarding amortization issue.H9/30/03S. KeaneyJ. CorbettComplete10/7/0310/1/03Straight line amortization will be used.

52XREFollow-up with Abby K. regarding need for multi-currencies.H9/30/03S. KeaneyD. McLaughlinComplete10/7/0310/3/03Complete

53XREDetermine how to maintain accounts, etc., once response is received from Abby/Karen.M9/30/03S. KeaneyS. GordonOngoing10/21/0310/6/03

54XLAFinalize delivery approach for XL America.M9/30/03S. KeaneyM. Vaccaro/J. Sholtis/K. Ising/SungardOngoing10/21/03TBD

55XLAFollow-up with Mary Nickerson regarding new accounts and conversion date for OSFI trust.M9/30/03S. KeaneyM.L. TippmannComplete10/7/0310/3/03Complete

56ACConduct lessons learned to evaluate process and performance associated with Q3 close.M10/7/03S. KeaneyS. KeaneyComplete10/28/0310/28/03Lessons learned log was prepared and issued to the team for review, comment and subsequent discussion. Additional items will be added to the log as they are identified.

57AC, XLA, XREGet together to review/discuss all XL project plans and project documentation to ensure consistency (e.g., level of detail, format, etc.)M10/7/03S. KeaneyM. Heyl/S. KeaneyComplete10/21/0310/21/03Meeting conducted 10/21/03

58AC, XLA, XRESend Susan and Marcie contract statements on what XL expects to see from us for plans, reporting, etc.M10/7/03S. KeaneyM. Heyl/S. KeaneyOngoing10/21/0310/24/03

59AC, XLA, XREDetermine who is responsible for owning/maintaining project management and related project documentation, storage requirements, and specific retention requirements (format, duration, location, etc.)M10/7/03S. KeaneyM. Heyl/ S. KeaneyOngoing10/21/0310/31/03

60XLACheck to see if XL America used our 9/30/03 pricing file.M10/7/03S. KeaneyM.L. TippmannComplete10/21/0310/21/03Currently in place to use for October month-end.

61AC, XRESchedule meeting to discuss/review use of transaction copy function.M10/14/03S. KeaneyS. KeaneyComplete10/15/0310/14/03Completed 10/14/03. Meeting scheduled for 10/16/03.

62ACDetermine what deadlines are needed for the Winterthur accounts.M10/15/03S. KeaneyJ. CorbettComplete10/22/0310/22/032 hours will be sufficient for XL to review. Kevin Irwin will send Winterthur account information to XL 3 hours prior to his close of business.

63ACDetermine/communicate the Winterthur notification process (e.g., ABN notifies PGH by TBD; PGH notifies XL by TBD, etc.)M10/15/03S. KeaneyJ. CorbettComplete10/22/0310/23/03ABN record-keeping contact chart was issued via email on 10/23/03 at 10:36 AM EST. Recommendations for maintenance and notification were made for review and comment: 1) Kevin I. will maintain the chart/matrix as he receives the information for the ABN r

64ACDevelop standard naming convention for reports (e.g., "25 month report," etc.)L10/15/03S. KeaneyK. Gonsalves/D. McLaughlinComplete10/28/0310/29/03Complete

65ACSend Dave McLaughlin a reminder about sending XL the "25 month report" on Day 5.M10/15/03S. KeaneyJ. CorbettOngoing10/28/0312/4/03Report due Day 5 (12/5/03)

66ACWork with Kevin Irwin to develop a matrix of when ABN AMRO obtains information; provide to and review with Stuart to determine if 2 hours will be sufficient for determining if staling is necessary.M10/15/03S. KeaneyJ. CorbettComplete10/22/0310/23/03See # 63 above.

66aACResend matrix to KarenM10/29/03S. KeaneyJ. CorbettNew10/29/0310/31/03

67ACWork with Abby to determine when she gets the cash flow information during the month and how it can be disseminated for Stuart's use.M10/15/03S. KeaneyS. TremlettComplete10/22/0310/22/03Complete

68ACSplit task #7 on timeline into 2 separate activities.M10/15/03S. KeaneyS. KeaneyComplete10/15/0310/17/03Complete

69ACRe-evaluate the dates/deadlines associated with the Thanksgiving holiday.M10/15/03S. KeaneyAllOngoing10/29/0310/29/03

70ACPrepare draft lessons learned document and issue to team for review and comment.L10/15/03S. KeaneyS. KeaneyComplete10/29/0310/29/03Complete

71ACIssue account matrix in support of ABN AMRO record-keeping accounts in support of the next Accelerated Close status/checkpoint meeting with XL.M10/21/03S. KeaneyK. IrwinComplete10/22/0310/23/03Complete

72ACInclude OTTI and TBA report delivery dates on timeline.M10/22/03S. KeaneyS. KeaneyComplete10/22/0310/24/03Included in R/2 of the AC expanded timeline.

73XREPrepare/issue email to team detailing current status of Paribas conversion. Include listing of current holdings for Lemans Re.M10/30/03S. KeaneyA. BarrageNew10/30/0311/3/03

74XRESend back-up Paribas contact information to Steve Gordon.H10/30/03S. KeaneyA. BarrageComplete11/3/0310/31/03Eric de la Rocjhefoucauld ([email protected]). has been identified as the Paribas alternative contact for this effort.

75XRERequest Paribas to provide information regarding the set-up, structure, status, etc., of Lemans Re assets/holdings.M10/30/03S. KeaneyS. GordonComplete11/3/0310/31/03Email sent to Paribas contact (Eric de la Rocjhefoucauld) on 10/31/03 to request this information.

76XREOnce status and related information is received from Paribas (see # 3 above) establish account structure, set-up, maintenance, etc. for record-keeping accounts.M10/30/03S. KeaneyS. Gordon/A. KermodeNew10/30/03Email sent to Abby and Alexandre on 11/5/03 to request account opening forms, asset re-organization, and MMA contact information.

77XREDiscuss extension of MMA to Q1/04 for US GAAP reporting.M10/30/03S. KeaneyC. Doughty/A. BarrageNew10/30/03

78XRERe-examine the asset listing provided in June and determine if any additional information is required.M10/30/03S. KeaneyS. GordonNew10/30/0311/7/03

79XREConfirm accounting requirements (e.g., tax lot, long-term vs. short-term, etc.) as a result of new French tax law.M10/30/03S. KeaneyJ.P. RoyNew10/30/0311/5/03

80XREConfirm what acquisition dates are maintained by MMA for security being traded.M10/30/03S. KeaneyA. BarrageNew10/30/0311/5/03

81XREDevelop options for testing GL feed and document for evaluation by team.M10/30/03S. KeaneyJ. Corbett/D. McLaughlinNew10/30/03

82XREReview the listing sent to us in June to ensure that all understand its format, contents, etc.M10/30/03S. KeaneyAllNew10/30/0311/5/03

83XREPrepare an example of an asset, including amortization discrepancies, etc. for the next meeting.M10/30/03S. KeaneyA. BarrageNew10/30/0311/5/03

84XREInclude emails from A. Barrage to D. McLaughlin describing June asset listing and related discussion in meeting minutes.M10/30/03S. KeaneyS. KeaneyComplete10/30/0311/4/03See Appendix A to 10/30/03 meeting minutes.

Issues:

Ref #ProjectDescriptionPriority (H,M,L)Open DateReported byAssigned toStatusStatus DateTarget DateComments

1XREDecision is needed regarding the need for and set-up/maintenance of mirrored accounts.H9/24/03S. KeaneyTBDOpen9/25/03

2XRECustom asset classes used for compliance reporting from SORP and downstream interactions with PACE.H9/25/03S. KeaneyTBDOpen9/25/03

Risks:

Ref #ProjectDescriptionPriority (H,M,L)Open DateReported byAssigned toStatusStatus DateTarget DateComments

1ACLondon markets are not able to meet submittal deadlines.H9/12/03S. KeaneyS. TremlettOpen9/22/03

2ACF feed for funds that are not alternative investments do not meet deadlines.H9/12/03S. KeaneyE. HallerOpen9/22/03

3ACEvergreen cannot meet day 1 deadline.H9/12/03S. KeaneyS. Tremlett/E. HallerOpen9/22/03

4ACQuality and timing of Evergreen data is insufficient. New process/procedure is being implemented and will be followed to determine effectiveness.H10/22/03S. KeaneyS. Tremlett/J. CorbettOpen10/22/03

&LPrepared by: Susan Keaney&F&CPage &P&RAs of: &D

Eric de la Rocjhefoucauld ([email protected]). has been identified as the Paribas alternative contact for this effort.

Milestone Change Log

Staus as of 10/7/03

Original

ProjectMilestone DescriptionSchedule DateChanged ToEffectiveCause/Change Notice

MBD001A8AAC.doc

MBD001A8D9C.doc

MBD001A8C4B.doc

MBD001A7FB5.doc

Communications ToolsPM can enhance project communications and team effectiveness by:Developing and using a Communications Management PlanBeing a communications expeditor Using a war roomHolding effective meetingsSetting the example

Additional Communication ToolsStandardized Email distribution listsccs to team members (especially on client emails!)Includes clientCan use filtersShould not replace face to face communications!!!!!!!!!!!!!!Instant messagingGood for client callsStructured MeetingsPre-meetingsAgendas with meeting objectivesSend out before meeting to allow for preparation timeMinutes/action itemsMeeting summary for client calls with sign-off if appropriate

Additional Communication ToolsDocumentation needs and conventionsNaming, storage, retrieval, controlOut of Office emailsEstablish communications rules at beginning of projectDocument, share and revisit with team members/stakeholders throughout the projectOthers?

Project Execution ExerciseCreate a Communications Plan to determine what, how, when and to whom you will need to communicate regarding your project.

Additional Project Execution NeedsIssue resolutionWhat is an issue?Steps for issue resolution:Identify and recordAssign (priority, assignee, due date)ReviewResolve/verifyLessons learned

Issue Escalation

Project ControlThe process of ensuring that the project objectives are met by monitoring and measuring progress and taking corrective action when needed.The focus of this phase is to:Measure project performance against the plan to identify variances/deviations and take corrective action as necessary.It includesOverall change controlScope change controlSchedule controlCost controlQuality controlPerformance reporting

First Law of Change Control Changes to One Affect Changes to All!Quality

Change Control ManagementConcerned with:Influencing the factors which create changes to ensure that changes are agreed uponDetermining that a change has occurredManaging the actual changes when and as they occurChange requests vs. scope creep

Change RequestsMost change requests are the result of:An external event An error or omission in defining the scope of the product or projectA value-adding change (e.g., new technology, new software version, etc.)

Change ControlThe PM must be concerned with:Influencing the factors that affect changeEnsuring that the change is beneficialDetermining that a change has occurredManaging changes as they occurAll proposed changes must be thoroughly evaluated before a decision can be reached regarding the proposed change!

Change Control SystemA collection of formal, documented procedures, paperwork, tracking systems and approval levels for authorizing changes. May include:Change control plan/proceduresChange control boardChange request/notification formsShould be tailored to your specific project.

Change Control SystemDesign of system depends upon:What is important to the organization?What are we attempting to do?Which aspects of the work (e.g., scope, schedule, budget) are most important for us to track and control?What are the critical points in the process at which controls should be placed?

Key PointsControl should be exercised over what is considered to be important (to client, organization, etc.)What is controlled (i.e., measured) tends to become important.The effort used to control a project should be worthwhile and make sense$3 battery vs. $100 control

Inputs to Scope Change Control Performance reports - provide information on scope performance (e.g., which interim products have been completed, which are not, etc.)Change requests - can be oral or written, formal or informal, direct or indirect, internally or externally initiated, legally mandated or optional

Performance ReportsWhat are the qualities/characteristics of a good performance report?How often should we report?What should we report?To whom should we report?Key Point: A client or project sponsor should not learn about a problem from a performance report!

Sample Project Status Report

Project Report Template

Project Name:

Prepared by:

Date:

Status of Project Relative to Project Objectives:

Scope (On scope? If off scope, how serious?)

Schedule (On schedule? Ahead or behind by how much, etc.)

Cost (On budget? Under or over by how much, etc.)

Quality

Progress Report: (what is completed, what is in process, key changes made, when and why, etc.)

Forecasting: (estimate of future project status and progress)

Other issues or comments:

Issue:

Who Will Address:

Project Report Submitted to:

Name:

Title:

Date:

Name:

Title:

Date:

Name:

Title:

Date:

Sample Project Change Request

Project Change Request Template

Project Name:

Prepared by:

Date:

Changes are being made to the following:

Project Charter

Project Management Approach

Scope Statement

Work Breakdown Structure

Performance Measurement Baselines

Major Milestones and Target Dates

Key Staff

Risk Management Plan

Scope Management Plan

Schedule Management Plan

Cost Management Plan

Quality Management Plan

Staffing Management Plan

Communications Management Plan

Risk Response Plan

Procurement Management Plan

Changes to Supporting Detail? (explain):

Description of Changes being made:

1.

Risk Issues Prompting Changes:

Corrective Action:

2.


Corrective Action:

3.


Corrective Action:

Stakeholders being notified:

Name/Title:

Signature:

Date:

Name/Title:

Signature:

Date:

Scope Change ControlScope Change Control:Establish and use a change control plan/process.Who/what/how/whenRequires constant monitoring by PM and team.Ensures thorough analysis of all proposed changes so that full impact (time, cost, risk) is understood prior to change acceptance and/or implementation.

Scope Change Control

Communications Channel for Project Changes

Change Control Example

Scope CreepWhat do we mean by scope creep?Changes to the project that result in additional work.Expanding expectationsCreeping eleganceGold platingIf not properly identified and managed properly, your project may come in considerably over budget and/or behind in schedule.

Scope CreepContributing factors:Poorly defined/understood customer requirementsTrying to maintain good customer relationsChanging client requirementsCreeping elegance or over-engineering the solutionDesire to make it better

Requirements GatheringTalk to ALL project stakeholders to ensure a thorough understanding of project requirements.FunctionalTechnicalEnd-userDocument all requirements identifiedKey stakeholder sign-off

BaselinesBaseline = the original, approved plan (for a project, work package or activity)Facilitate scope management, progress reviews and earned value analysisEnable comparisons of what was originally in scope vs. what is being consideredEnable comparisons of where I am now vs. where I should be nowAllow for what-if analysis

Baselines (cont.)Scope, schedule and cost baselinesAre established after a formal walk through and approval of the project plan (with customer if appropriate)Can only be changed through a formal change control process

Avoiding Scope CreepIt is the Project Managers responsibility to take the lead on controlling project scope.Project Sponsor must walk the talk with respect to importance of scope creep.Detailed requirements definition/analysis and documentation to identify and rank project requirementse.g., Joint Application Design (JAD)

Avoiding Scope CreepDocument, document, document!Anticipate areas of miscommunication.Be as succinct as possible.Add what is NOT required.Obtain sign-off by key stakeholders.Use signed-off scope and requirements documents to manage your projectWhats in and whats out

Risk ManagementWhat is project risk?What could go wrong with your project?What could keep this project from completing successfully?Risk CategoriesTechnical, quality and performanceProject managementOrganizationalExternal

Risk ManagementRisk = the probability that a given process, task, or activity cannot be accomplished as planned.Risk can represent either an exposure to loss or a potential for reward.There are 2 possible outcomes for each risk identified: 1) real reward or loss, or 2) opportunity loss or reward.

Risk ManagementRisks are classified as internal (under the control of the project team) or external (not under the control of the project team)Process:Identify the riskAnalyze the risk (probability of occurrence; value, impact)Identify actions needed to manage risk [avoid, accept, mitigate, deflect]Track and monitor

Potential Risk FactorsAreas to consider when identifying project risks:Resources (general and specific)TechnologyScheduleTrainingTestingIndustry standards (current or evolving)Organizational changes, support, issues

Potential Risk FactorsRisk Factors to consider (cont.):Product stabilityDependence on client (or others) for data/inputs/etc.Others? What risks do you see impacting your project(s)?Start listing what you know you dont know and build on that list.

Exercise for Controlling a ProjectYou now have a change in the project.As the project is beginning, your spouse has suggested a change. He/she would like the garage changed to have additional room for lawn and other equipment. You will now need to manage this change in terms of your project plan.You should determine the impacts to your project schedule and cost, review, and adjust accordingly.

Summary Project Execution and ControlSo what have we learned?Communications at ALL levels and ALL phases of the project is critical to its success.Requirements definition, documentation, sign-off and understanding among all stakeholders is imperative to project control and execution.The Project Manager is the key!

Section 7: Project ClosingDont believe everything you think.

Goal: Introduce the final PMI process group necessary for successful project management implementation Objective: Introduce the main elements of the Closing ProcessOutline Benefits for Using Project Management ProcessesProvide Tips for Project Manager about the Closing ProcessReview Pathways & Pitfalls for Closing Process

Process Focus ClosingCLOSING

Project Closing Elements:

Administrative Close Out Generating, gathering, disseminating information to formalize phase or project completion, including evaluating the project, compiling lessons learned for use in planning future phases or projects

Contract Close Out Completion and settlement of the contact including resolution of any open items

Administrative Close Out Activities: Collect all project records

Document performance measures resulting from performance reviews, variance, trends and earned value analysis

Formalize acceptance/signoff of the product by the sponsor, client, customer

Archive project documentation

Verifying project results in preparation for formal acceptance

Create and Complete Punch List

Conduct and Document the lessons learned

Perform final appraisal review of team members

Contract Close Out Activities: Verify product/service acceptance

Update records based on final contract results

Archive contract documentation of completed work results

Notification to end-user of contract completion

Obtain formal acceptance

Input

Tools

OutputOutputInput1. Project Charter2. Project Scope Statement3. Project Plan4. Contract Documentation5. Organizational Process Documents6. Budget Worksheet 7. Risk Plan and log8. Performance Reports8. Contract Deliverables

1. Project mgmt methodology - 9 knowledge areas - 5 process groups2. Expert Judgment1. Administrative Closure Archives2. Contract Closure Archives3. Final Product, Service, Result4. Environment & Org. Updates5. Organization Process Assets

Closing Process Flow: Tools & TechniquesProject Integration Management Overviewwww.pmi.org, May, 2004

Closing Why This Process is Important

Only by examining our mistakes and applying the lessons learned can one stem the tide of project failures and enhance an organizations probability of success

Chaos: A Recipe for SuccessThe Standish Group International, Inc.1999

What is the Number One Reason Projects Fail?Source: PM Network, May 2004, p.12

Closing - Why This Process is Hard to Get Requires Speaking Truth to Power about the project Assessment required on whether business goals met Requires Discipline to finish the projectthroughout the Organization With End User With other Stakeholders Everyone is Tired The Art, The Science, and ..

Business Values Derived from Use of Project Management Processes: Increases Your Companys ability to integrate new employees quickly into its business Allows employees to concentrate on project, not operational or procedural elements Provides systematic approaches to Risk Management gets risks out earlier and minimizes impact Adjustment periods between projects is decreased by using basic tools & techniques Provides communication channels throughout Company Ties in Senior Management

Section 8: Summary

To paraphrase one of the old Heinz slogans (remember we are in Pittsburgh):

How do you get 9 PMBOK Knowledge Areas into a single day?

ScopeRiskTimeCommunications IntegrationCostProcurementQualityHuman Resources

Also, How do you get 5 major Project Management Processes into a single day?InitiatingPlanningControllingExecutingClosing

Primary ObjectivesIntroduction to Project ManagementIdentification of Primary Process & Knowledge AreasApplied Project Management IT Projects FocusTools, Templates, National Standard (PMBOK Guide) Useful Things

A Project Managers Observations:SuccessFocus on the Important Things (the responsibilities of the Project Manager)Scope, Time, Cost, Quality, Risk, Communication, Procurement, Human Resources and IntegrationWe are involved in various levels of Technology but it is a People Business

Project ManagementA continuous process of learning and improvingLeadershipAccountability

Continuous ImprovementQuestions call/email the presentersProject Management Institute (PMI) Pittsburgh Chapter (Meetings are free)PMI membershipPittsburgh Technology Council - IT NetworkLocal Universities and CollegesPMI Project Management Professional certification

Thank You!Attendees (cant leave until you complete the evaluation forms)ClientsHosts Pittsburgh Technology CouncilPMI Educational FoundationPMI Pittsburgh ChapterPMIs Volunteer Member Presenters

INTRODUCTION TO PROJECT MANAGEMENTPROCESSES, TOOLS, & TECHNIQUES

PREPARED & PRESENTED BYTHE PROJECT MANAGEMENT INSTITUTEPITTSBURGH CHAPTER

Projects are only successful when started well

The objective of this seminar is to introduce the key project management processes, tools, and techniques presented in A Guide to the Project Management Body of Knowledge (PMBOK Guide) 2000 Edition, the Project Management Institutes (PMI) sanctioned standards for Project Management Professional (PMP) Certification.

PMBOK 9 KNOWLEDGE AREAS

PMI is a service and trademark, PMP is a certification mark, and PMBOK is a trademark of the Project Management Institute, Inc. which are all registered in the United States and other nations.

Using the PMBOK processes, knowledge areas, and definitions, this seminar introduces and demonstrates some proven, practical tools/techniques that are applied for managing projects.The PMBOK five (5) major project management (PM) processes, including Project Initiating, Planning, Executing, Controlling, and Closing, serve as the framework for presentation of this seminar.

Reference: Provil & Associates Seminar Essentials for Effective Project Management at www.iet.duq.edu

It is important to note that these 5 major PM processes are iterative and over-lapping throughout the project life cycle. They are not one-at-a-time, step-by-step processes. For example, Project Planning is not a one-time process. Planning is an iterative process that becomes more detailed and refined as the project progresses.In addition, these processes may overlap throughout the project life cycle, as illustrated above. Depending on the nature of the project, it may be necessary to repeat these processes over periods of time and at varying levels of effort throughout the project.In fact, these processes are usually reiterated within each phase of the project life cycle.

Reference: Integrated Management Associates Seminar A Practical Approach to Planning & Controlling Projects at www.iet.duq.edu Above is the outline for presentation of this seminar.

Following is a list of key deliverables (i.e. tools/techniques) that will be introduced and provided throughout this seminar, including but not limited to: Project Communications Plan Project Charter Sample Responsibility Matrix Sample Risk Log Budget Worksheet Project Change Request Project Report Scope Change Request Project Archives Checklist Formal Acceptance & Closure Meeting Agenda Planner Project Issues & Changes Log


Above is the PMBOK definition of a project. More specifically, a project is defined as a temporary endeavor that consumes resources, incurs cost, and produces deliverables over a finite period of time to achieve a specific goal(s).What are the three (3) basic reasons (i.e. general root causes) why we create projects? Projects come in various types and sizes. They may vary in length or complexity, but the above mentioned definition of a project applies to all of them. Projects are distinguished by having a finite start and end date. Project managers should be able to prioritize work based on their ability to forecast the end date for the project.

Reference: Integrated Management Associates Seminar A Practical Approach to Planning & Controlling Projects at www.iet.duq.edu

Operation activities are similar to project activities, because they also produce deliverables, consume resources and incur costs. However, they are on-going or repetitive in nature, which distinguishes them from project activities/tasks. What are some examples of operation activities?


Programs are made up of many projects as well as ongoing operation type activities, including repetitive/cyclical activities such as administration, routine maintenance work, material warehousing, etc.Programs are funded typically on a fiscal year basis. Project funding is generally more time (i.e. duration) focused. The tools and techniques presented in this seminar are typically applied to planning and managing projects. However, many of the planning and management concepts presented can be extended to the development and management of programs.


Like any profession, project management is the combination of both:1.and2.

Reference: Provil & Associates Seminar Essentials for Effective Project Management at www.iet.duq.edu

Some key benefits derived from implementing project management are listed above. These benefits may vary across industries, businesses within industries, organizations within businesses as well as programs/projects within organizations.

Reference: Provil & Associates Seminar Essentials for Effective Project Management at www.iet.duq.edu Likewise, the liabilities derived from implementing project management may be very subjective.

Reference: Provil & Associates Seminar Essentials for Effective Project Management at www.iet.duq.edu What is the most significant and, perhaps, the most challenging responsibility of the Project Manager?

How does a Project Manager ensure successful accomplishment of this key role/responsibility?


The PMBOK Definition of a Stakeholder includes Individuals or Organizations who: Are actively involved in the project.Or2. May be positively or negatively affected by the project.Or May exert influence over the project and its results.

What are some tools that best serve to support more effective communications to project stakeholders?

Reference: Provil & Associates Seminar A Practical Approach to Projects Communications Management at www.iet.duq.edu The PMBOK recognizes that every project should have a Communication Management Plan (CMP), which includes the following:Project Stakeholders Contact ListingData / Information Collection & FilingInformation / Reports ListingReports Content & FormatsReports Production SchedulesMethods for Information / Report AccessMethod for Updating the CMPFor more practical application, we recommend application of a simple Project Communications Plan, including listings of all key project contacts, meetings, and reports (see Deliverable PROJECT COMM PLAN Spreadsheet).

Reference: Provil & Associates Seminar A Practical Approach to Projects Communications Management at www.iet.duq.edu

How is Project Success measured in your organization?

Reference: Provil & Associates Seminar Essentials for Effective Project Management at www.iet.duq.eduProject success or failure is determined by the outcome of the project variables, including:Scope: Simply stated: The deliverable(s) and the work to be done, represented by the end product as well as all the necessary work activities/tasks to produce it.Time: The time frame or duration for the project represented by the total time elapsed between the defined start and end date of the project as well as individual project milestones/events.Cost: The project budget, simply represented by the available funding for the project.Resources: Represented by the human resources, materials and/or equipment necessary to deliver the project.Quality: The performance criteria of the end product, represented by the expectations of the customer/end-user(s). In order to have any chance of achieving project success, the project manager and the project team must understand the key stakeholders expectation/ranking of these project variables.

Reference: Integrated Management Associates Seminar A Practical Approach to Planning & Controlling Projects at www.iet.duq.edu There are three (3) basic ways that organizations organize to perform projects, including: The Functional Project Team Organization The Matrixed Project Team Organization The Projectized Team Organization

In the following pages, well discuss each approach, including the advantages and disadvantages of each.

Reference: Integrated Management Associates Seminar A Practical Approach to Planning & Controlling Projects at www.iet.duq.edu In this type of organization structure resources are grouped by functional units or disciplines. Project leadership is executed by designated leaders within each discipline, typically referred to as Project Coordinators.

What are the advantages of the Functional Project Team?

What are the potential disadvantages?

Reference: Integrated Management Associates Seminar A Practical Approach to Planning & Controlling Projects at www.iet.duq.edu In this type of organizational structure, resources are also grouped by their functional skills or discipline, however, work is primarily accomplished through application of a cross-functional project team. A project manager / project leader is assigned to each project. This individual is usually responsible for the successful delivery of the project.

What are the advantages of a Matrix Project Organization?


Reference: Integrated Management Associates Seminar A Practical Approach to Planning & Controlling Projects at www.iet.duq.edu In the projectized organization the focus of all resources is on the project. Typically, resources are assigned full-time to one project, and one project only. The project manager has overall responsibility for the project scope, budget, quality, schedule, and resources (i.e. the project variables).

What are the advantages of a Projectized Organization?


Reference: Integrated Management Associates Seminar A Practical Approach to Planning & Controlling Projects at www.iet.duq.edu In many organizations, there may be application of various project organization approaches, including Functional, Matrix, and Projectized Organizations. Furthermore, it is not unusual to find hybrid approaches, as well.

Reference: Integrated Management Associates Seminar A Practical Approach to Planning & Controlling Projects at www.iet.duq.edu Projects are only successful when started well

Describe each of the process groups and where initiation fits into thepictureBe sure to describe how each phase of a project my have initiation in itFigure 3-1 2000 PMBOKHelps keep project focused on business needs by initiating at the begining of each phaseSelf-explanitryReference PMI Project Management Framework- slide 40Project Management Framework - Slide 41Describe each section and explain how this worksLimiting scope helps make a project more successfulChaos report from standish group states that any project over $3 M has 0% chance of successPass out or reference template for project proposalAdd graphicProject Management Framework Slide 28

This is a sample work breakdown structure. When creating the WBS start with the goal and start breaking it down into Smaller & smaller deliverables. After youve identified your deliverable, list the activities that must be done to complete that deliverable.

Deliverables define WHAT you are going to doActivities define HOW you are going to accomplish it

A WBS does not show the sequence in which work is performed. That will come later, the idea at this point is just to break it down.

The WBS can highlight missing items. Hierarchical view is typically seen on a wall with stickies

At this point address level of detial to be included in a WBS. Level of detail to allow you to estimate time and cost and assign a resource.

Use Post-it Notes to construct a WBS with the class participating.- Post the goal at the top = Build a garage for (Pick someone from the class)- Facilitate the class to brainstorm the deliverables and activities to build a garage. * Deliverables = Nouns Activities = Verbs

This would be a good time to give an example. Ask the class how long it takes to make a 3 minute egg. Direct them to all of the tasks required to prepare, cook, and clean-up from the egg. This show the value of breaking down the work (WBS) then estimating.PERT Program Evaluation & Review TechniqueThis is just one part of PERT .Point out that resources is ALL resources work as well as material in scheduling toolDiscuss what this is and why you care.

Critical Path is:The longest path through a project network Determines the project finish date.The set of activities on a single path that have zero or the smallest floatCritical Path BenefitsAll activities on the critical path MUST be completed as scheduled or the project slips!Focuses the project teams effortsCritical Path shifts during executionIf all the float is used up on an activity, it becomes part of the critical pathFast tracking Compressing the project schedule by overlapping activities that would normally be done in sequence.Crashing Decreasing the duration how to get the maximum duration compression for the least cost. (like adding resources)Talk to the point that doing this introduces risk into the project - you as a PM just need to be aware of it and ensure that it is acceptable to the team and the stakeholders.Speak to the fact that every company has its own method for budget planning. In addition, government contracts have their own requirements.What we are introducing here is one technique to help more accurately identify tangible items that should be included in the budget.Emphasize that this is an estimate. Just like the schedule.Do mention that Microsoft Project can also be a place to record and monitor the project budget.Good afternoon!

My name is Susan Keaney and Im here today to talk about 2 of my favorite subjectsexecution and control! Weve initiated and planned our project now its time to get down to business and just do it!

It may seem like a maze to many of you, but when you understand the tools of the trade, youll be able to navigate your projects twists and turns effectively and productively!Just an overall reminder of where we are in the overall PM lifecycle.Now that weve planned the project, its time to enter into the next phase and that deals with the actual execution of the project. This is where you actually start working on the project and working towards achieving the milestones and creating the deliverables associated with the project.You will recall that Sam provided an example of a Communications Plan earlier today.your Communications Plan can be in any form, any tool that you feel comfortable in using. Weve provided a template in your deliverables take away to help you develop your own format.Heres another example of a communications plan it explains who gets what/when and who is responsible for providing the information.

It doesnt have to be an elaborate tool/plan this was done as an Excel spreadsheet!

The important thing is to have one and to use it!The answer is not just to hold more meetings! How many meetings do you attend in just one week? The average PM attends XX. Solicit other ideas from attendees what other ideas have they used or have seen used that seemed to work well?Ok lets go back to our working project. Were now going to construct a Communications Plan for our garage project. Lets break back into our teams and take 10 minutes to develop a Plan for our project. Well then get back together and share our plans.This is a HUGE responsibility for both the PM and the team..

Team members MUST be comfortable to raise issues and/or potential issues; it is not acceptable to ignore the moose on the table

Many people are afraid to raise an issue and appear that they cant resolve it themselves.the PM needs to ensure that he/she establishes an open communications policy so that issues can be identified and resolved early on before they cause significant damage or impact to the project. Process for issue identification needs to be reviewed with the team and documented so that as issues arise, team members know what to do.

Now, what happens if you or your team cannot resolve the issue yourself? Lets talk about issue escalationSometimes teams cant resolve issues on their own this can be due to a variety of reasons (limited resources, competing priorities, etc) These issues need to be raised and escalated so that they can be resolved quickly and in a timely manneragain, so that project progress is not impeded and that client expectations can be met/managed.

This flow chart illustrates the escalation process at a company I consulted for. Lets briefly walk through it to ensure that we all understand how/when issues need to be escalated.

How do we define significant? Youll need to decide for your project; it could be 1 day, 1 week or even an hour!Now lets move on to the subject of project control some people are bothered by the control word so it youd prefer, you can think about this section as the management portion of your project.The basic concept behind all project management is understanding the triple constraint.Talk about balancing the triangle and having a complete triangle.Successful projects may be defined many different ways Some companies arent as concerned with the costs as with the time. Others must keep the costs to a minimum and are willing to allow the schedule to slip if needed.You must work with your clients to determine what their definition of success is. PurposeWhat changes are potentially beneficial ?

Key PointStress the importance of identifying a real change (test that doesnt go as planned) or a requested change (I need the inner diameter of the pipe to be not NOW) , as soon as possibleTie in to requirements definition discussion later in session..You and your team need to know the impacts of a proposed change on your project so that you can make the right decision.

You may need to go back to your project sponsor or the customer and to do so, you must be able to tell them the potential impacts ($$ and time)One thing your project needs to have is a formalized change control system.

What is it?Be careful about responding to oral requests. Initial request can be made orally but it MUST be documented!Performance reports == dare to open your kimono

Top question should be addressed in your project communications plan

Performance reports can be indicative that something is wrong on the project and that changes need to be made ie., are we chronically behind schedule? Are milestones being missed and why? Was there a change that we did not anticipate (and was it documented?!)

Project performance/status reports can take a lot of forms heres an example of one for your consideration. Weve provided this in your deliverables package

Your project performance/status report needs to address what is important to your stakeholders, your client, your sponsor, etc.The major input into your change control system is a change request form. Heres an example of a change request formweve included it in your package of deliverables for your consideration and potential use on your projects. Lets spend some time discussing scope control in a little more depth..Here is a proposed change control process for your consideration..As you might suspect, change control and communications are tightly interwoven. Heres an example of a communications hierarchy for a change control process/procedure..Another thing you need to consider is how high is high when you are setting your priorities.the criteria need to be identified and documented to ensure all team members understand.Now lets move on to the subject of scope creep this is different from a formal change requestand it is much more difficult to control!

Im working with a company right now who is really struggling with this because they constantly want to make their product better -- Can you think of instances on your project where this has occurred?

What were the consequences?

Who paid for the enhancements?So, how do we avoid scope creep?

First line of defense identifying, understanding and documenting ALL project requirements. That includes ALL stakeholders!Another way to control scope creep is through the establishment and use of baselines. This is HUGE!Once you have a solid requirements document (this can be in the form of a formal requirements document, technical/functional specification or even a requirements log in Excel), in order for it to be effective and help you control scope creep, it must be reviewed and signed off by your key stakeholders who might you want to sign-off on this? Discuss who and why they might be important.Another key element of project control is the area of Risk Management.

I want to refresh your memory from earlier this morning Jack spoke about the importance of your project risk plan. I want to bring this up again because you often need your risk plan while you are executing/controlling your project.

Your risk plan should not become shelf ware it needs to be revisited throughout the life of your project to ensure that it is applicable and ready to be implemented should one of your identified risks occur.Look at your risk plan to determine what has changed since you created it? What do you know now that you didnt know then? Make adjustments to your planit should be a living breathing document and a vital part of your overall project plan.OK, youve been sitting a long time now lets now try and put all of this theory into practice.

Your garage project is coming along the walls are up, the pad is poured and suddenly.

Lets take 10 minutes and decide how you would manage this change request..Please be prepared to share your response with the other groups when we reconvene.Thank them for their time.

Complex subjects we could spend entire days on the topics of execution and control.

References provided at end of our literature. Well also talk more about how you can get additional assistance and information at the conclusion of our training today.

This concludes my portion of the session. Any questions??????

Id now like to introduce Betsy who will talk about the Project Closing Phase of the PM lifecycle.

BetsyProjects are only successful when started well

1. ALL 5 PROCESS AREAS USED IN EACH PHASE OF PROJECTJUST ENOUGH PROCESS JUST IN TIMEANSWERS QUESTIONS ABOUT THE PROJECT - WHAT WE DID, WHEN, WHY , WHOM, HOWTHE 4 Ps OF PROJECT MANAGEMENT PEOPLE PERFORMING PERFECT PROCESS3. ESSENCE OF MY PRESENTATION THE CLOSING PROCESS INFORMS ON OPERATIONAL RESULTS & PREDICTS FUTURE PROJECT PERFORMANCE4. HELPS PM MOVE FROM REACTIVE..CREATIVEREACTIVERECATIVERCEATIVECREATIVEFrom Sams Introduction WHY WE DO PROJECTS? FIX A PROBLEMEXLORE AN OPPORTUNITYMEET A BUSINESS NEED

This section will focus on the final PMI Process Group Closing

Mention this is following previous sections: SAM INTRODUCTION; MIKE INITIATING; JACK PLANNING; SUSAN EXECUTING & CONTROLLING

Arrows represents flow of documents and documentable items

1. Project Closure is a Prime Process from PMBOK

2. Two Parts: Contract and Administrative

3. Contract can be both internal and external get examples of each

4. TEMPLATES AVAILABLE IN YOUR HANDOUTS - ARCHIEVE CHECK LIST - FORMAL CONTRACT ACCEPTANCE AND CLOSE OUT Administrative Close Out INCLUDES CELEBRATIONCollect project records for each phase/process and is on-going through out entire project - place where records go can include web repository - WHEN CLOSE OUT IS DONE AS PART OF EACH PHASE, DONT NEED ENTIRE PROEJCT TEAM TO DO THIS PHASE- IF NOT DONT AS PART OF EACH PHASE, GET OUTPUT FROM EACH TEAM MEMBER THESE ARE THE DELIVERABLES OF THE PROJECT3. Lessons Learned includes best practices, identification & capture & dissemination to stakeholders 4. Remember Cultural Awareness of your organization is key to success5. ON PUNCH LIST MANY PMs CREATE FOR EACH PHASE & KEEP IT A DYNAMIC DOCUMENT THROUGHOUT LIFE OF PROJECTContract Close Out is often captured in legal documents- FORMAL- LEGAL- WRITTEN

2. May include looking at a review of procurement process

EXERCISE IF TIME PERMTIS ask them to tell me what Inputs/Tools & Techniques/Outputs they created/used for the Garage ProjectKey Message: Each phase of project generates outputs which are part of the Closing processWhat you put in = what you put out as archives, project recordsAll project records signed off internally & w/end-userSigned contract documents w/ end-user; payment- S/W delivered, Eq. Installed, etc.6. Documented Lesson Learned to S. MgmtLooking for continuous improvement by - Application of lessons learned, i.e., co-location, >regression testing, >customer mtgs w/Account Mgr.MISSING DOCUMENTATION = VAPOR PAPEREXPERT = PERSON FORMALLY ASSIGNED RESPONSIBILITY FOR THAT AREA; OR, THE MONTY PYTHON DEFINITION: NOT COVERED WITH SHIT

PROJECT MANAGER ALSO BRINGS IN HIS/HER EXPERT JUDGETMENT = YOUR GUT TELLING YOU TO ASK WHY ONE MORE TIME SET UP MTG FOLLOW UP WITH SR. EXEC., ETC.

1. Why This is Important- How to know what youve done- How to stay done2. Reinforces difference between process and project- process on-going relationship with Customers, Clients- project linked chain of measured achievements with defined time, defined resources, defined work by defined people 3. Customer Satisfaction Evaluation4. Lessons Learned Captured5. You cant improve it if you cant measure it6. # OF PROJECTS THAT FAILED:

9 KNOWLEDGE AREAS APPLIED ACROSS THE 5 PROCESS GROUPS WITHIN YOUR ORGs. LIFECYCLE GIVE YOUA WAY TO ADDRESS 3 OF THESE 4 REASONS OR 57% OF THE TOTAL- 38% Scope Creep through use of the documentation of what we are doing & why- 11% Project Team Politics through use of the discipline of agendas, deliverables- 8% of lack of resources through showing plan, responsibilities matrix, scope of work2. AND, WITH PRACTICE, ADDRESS THE REMAINING ISSUE BY GIVING YOU A WAY TO SPEAK TO THE EXECUTIVE SPONSOR(s)- 43% Inadequate Executive Sponsorship through signed off, approval of scope, project plan, changesClosing Why Hard to Get

Speaking Truth to Power Robert J. Grapham Prject Maangement a if People MatterNature of Engineers to find the perfect solutionJust give me a little longer and Ill get itIM ALREADY ASSIGNED TO MY NEXT PROJECTHard Skills = 9 PMBOK business areas; the science of project mgmtSoft Skills = the art of project mgmtGetting Folks to Do What They Know How to Do when YOU want Them To Do It = the bull

ORIGINALLY SAW THIS AT A PMI VENDORS SHOW - PRIMAVERA

THIS IS AN EXPANDED VERSION OF SAMS BALANCED SCALES SHOWN IN HIS INTRODUCION

THE BULL IS YOUR UNRELENTING EFFORT, YOUR CHRONIC NEED TO GET YOUR PROJECT TO BE AS IMPORTANT TO THOSE OUTSIDE THE PROJECT AS YOU & YOUR PROJECT TEAM MEMBERS TREAT IT 6 PHASES OF A PROJECT:1. ENTHUSIASM2. DISILLUSIONMENT3. PANIC4. SEARCH FOR THE GUILTY5. PUNISH THE INNOCENTS 6. PRAISE AND HONORS FOR NON-PARTICIPANTS


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Documents

project stakeholder

project lifecycles

project activities

project goalsrequirements

project initiating4

project planning5

project controlling7

project closing8