stage 1: project conceptualization and definition james r. burns
TRANSCRIPT
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Stage 1: Project Stage 1: Project Conceptualization and Conceptualization and DefinitionDefinition
James R. BurnsJames R. Burns
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RecitationRecitation
Name the core knowledge areasName the core knowledge areas Name the facilitating knowledge Name the facilitating knowledge
areasareas Name the five stages of the lifecycleName the five stages of the lifecycle How does PMBOK handle processes?How does PMBOK handle processes? Name some processes associated Name some processes associated
with cost managementwith cost management Name some processes associated Name some processes associated
with quality managementwith quality management
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RecitationRecitation
What is the most important stage of What is the most important stage of PM?PM?
Which project team member is Which project team member is busiest during the 1st Stage?busiest during the 1st Stage?
What is the most important concern What is the most important concern of the PM in this stage?of the PM in this stage?
Name some deliverables of the 1st Name some deliverables of the 1st stage?stage?
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The Stages in the Project The Stages in the Project Management LifecycleManagement Lifecycle
STAGE 1:Conceptualizing-
and-Defining
STAGE 2:Planning-and-
Budgeting
STAGE 3:Executing
STAGE 5:Terminating-and-
Closing
STAGE 4:Monitoring-and-Controlling
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OutlineOutline
The First StageThe First Stage Using a SOWUsing a SOW Defining Project Boundaries/ScopeDefining Project Boundaries/Scope Why getting this right is so importantWhy getting this right is so important The use of surveys and interviewsThe use of surveys and interviews Definition of Deliverables and Due Definition of Deliverables and Due
DatesDates Managing stakeholder expectationsManaging stakeholder expectations
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More outlineMore outline
What the deliverables of this stage areWhat the deliverables of this stage are Why this has to be done expeditiouslyWhy this has to be done expeditiously Why iterations between this and the next Why iterations between this and the next
stage may be necessarystage may be necessary How this stage gets doneHow this stage gets done Using Goldratt’s Thinking Process Using Goldratt’s Thinking Process Defining team roles and determining the Defining team roles and determining the
organizationorganization Assess FeasibilityAssess Feasibility
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Conceptualization and Definition
Construct Statement of Work
Define Requirements
Determine
Organization
Assess Feasibility
Ensure fit with business strategy and priorities
Assess technology consistency
Define scope, size and resource requirements
Planning and Budgeting
Identify dependencies with other projects
Assess overall risk
Test alignment with strategies
Test resource availability
Make GO/NO GODecision
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Processes--Scope Processes--Scope managementmanagement
InitiationInitiation—defining a project charter—defining a project charter
Scope planningScope planning—scope statement—scope statement
Scope definitionScope definition—defining a work —defining a work breakdown structurebreakdown structure
Scope verificationScope verification—formalizing —formalizing acceptanceacceptance
Scope change controlScope change control
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The First StageThe First Stage
Analogous to a missile or rocketAnalogous to a missile or rocket If the launch is “bad,” the project If the launch is “bad,” the project
may have to be killedmay have to be killed• Just as a rocket that misfires must be Just as a rocket that misfires must be
detonateddetonated
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Deliverables of this stageDeliverables of this stage
Project stakeholdersProject stakeholders Consensus --visionConsensus --vision
Requirements Requirements documentdocument
Project charterProject charter What the Project deliverables areWhat the Project deliverables are Project team members??Project team members??
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Project stakeholdersProject stakeholders
This group must be molded into one in which This group must be molded into one in which there is a lot of cohesion and consensusthere is a lot of cohesion and consensus
If you can’t get cohesion, then you may have If you can’t get cohesion, then you may have to settle for a plurality or majority ruleto settle for a plurality or majority rule
It is most important that everyone knows up It is most important that everyone knows up front what this project is aboutfront what this project is about
Stakeholders who won’t get what they want Stakeholders who won’t get what they want from the project need to know this up frontfrom the project need to know this up front
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Cohesion, Consensus and Cohesion, Consensus and CommitmentCommitment
You’ve got to get these prior to You’ve got to get these prior to execution or you’ll never get them execution or you’ll never get them later onlater on
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Requirements document—Requirements document—CONTENTSCONTENTS
What the problem isWhat the problem is What functionality is neededWhat functionality is needed What inputsWhat inputs
What outputsWhat outputs»Write this section firstWrite this section first
What performanceWhat performance What reliabilityWhat reliability
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What kind of meeting is What kind of meeting is appropriate to begin appropriate to begin discussions?discussions?
A Joint Requirements Definition A Joint Requirements Definition Session (JRDS)Session (JRDS)
To create a strongly held shared To create a strongly held shared vision of what the project is all vision of what the project is all aboutabout
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Managing Different ViewsManaging Different Views
The problem of ends vs. means The problem of ends vs. means valuesvalues
This is relative to getting This is relative to getting consensusconsensus
Stakeholder analysisStakeholder analysis
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ORGANIZATION
Customer Project team member
Hardware vendor
Project sponsor
Personal traits Not very computer literate, doesn’t know what he wants
Terrific developer; lots of experience on similar projects
Good sense of humor; a little lax on delivery due dates
Very diluted; not convinced project is needed; doesn’t like Jill
Relation to project
Works for the marketing dept.
Will do the database definitions of the product
Provides both client and server hardware components
Provides funds for project; can kill the project if he deems necessary
Level of interest
Moderate; is the end user of the deliverable
High Moderate Moderate
Level of influence
None Moderate None High; can kill the project
Suggestions for managing the relationship
Involve her heavily in the user interface and database development
Don’t’ distract him; keep him happy
Stay after him, make certain he knows you absolutely have to have it on 3/3/3
Keep him informed; do as he says, now
JIM JACK JOE JOHN
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Project CharterProject Charter
Advantage here is that the rules Advantage here is that the rules are made explicit from the outsetare made explicit from the outset
Helps remind the PM and team Helps remind the PM and team what the goals/objectives arewhat the goals/objectives are
ANNOUNCES THE PROJECTANNOUNCES THE PROJECT ANNOUNCES THE PROJECT ANNOUNCES THE PROJECT
MANAGERMANAGER
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What else does the Project What else does the Project Charter announce?Charter announce?
Project stakeholdersProject stakeholders Project scopeProject scope Project deliverablesProject deliverables Project assumptionsProject assumptions Project rules/processesProject rules/processes Project governanceProject governance
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NAME:NAME: OBJECTIVES:OBJECTIVES: STAKEHOLDERS:STAKEHOLDERS: PROJECT MANAGER:PROJECT MANAGER: SCOPE:SCOPE: DELIVERABLES:DELIVERABLES: ASSUMPTIONS:ASSUMPTIONS: RULES/PROCESSES:RULES/PROCESSES: GOVERNANCE:GOVERNANCE: COMMENTS:COMMENTS: SIGNATURES/SIGN OFFS: SIGNATURES/SIGN OFFS:
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Methodology for Methodology for Facilitation of JRDSFacilitation of JRDS
Goldratt Thinking ProcessGoldratt Thinking Process Senge’s Systems Thinking and Senge’s Systems Thinking and
System DynamicsSystem Dynamics SWOT MethodologySWOT Methodology
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Goldratt Thinking ProcessGoldratt Thinking Process
What to ChangeWhat to Change What to Change toWhat to Change to How to Cause the ChangeHow to Cause the Change
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What to ChangeWhat to Change
We talked previously about the problems We talked previously about the problems with mainframe/glass house architecturewith mainframe/glass house architecture
Data were isolated/non integratedData were isolated/non integrated Centralized MIS shop had long lead timesCentralized MIS shop had long lead times MIPS on mainframes were expensive and MIPS on mainframes were expensive and
very much in demandvery much in demand MIPS in PC were dirt cheap and idle most MIPS in PC were dirt cheap and idle most
of the timeof the time No WINDOWS/GUI Internet InterfaceNo WINDOWS/GUI Internet Interface
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Data from different applications cannot be easily shared
Each application was required to have its own data management component
The data management components of the various applications were completely unique; there was no reuse
Each application had to reside entirely on the mainframe
The technology of relational database engines as data management components was undeveloped
The technology of reuse was in its infancy
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What to Change toWhat to Change to
Modern distributed computing Modern distributed computing architecturesarchitectures
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How to Cause the ChangeHow to Cause the Change
Perhaps the most important partPerhaps the most important part
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Feasibility Assessment Feasibility Assessment ProcessProcess
Identify Dependencies with other Identify Dependencies with other projectsprojects
Assess overall riskAssess overall risk Test alignment with/impact on Test alignment with/impact on
strategies and plansstrategies and plans Test resource availabilityTest resource availability Submit deliverables for a quality Submit deliverables for a quality
gate inspectiongate inspection
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MAKE GO/NO GO DecisionMAKE GO/NO GO Decision
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More process stepsMore process steps
Obtain fundingObtain funding Review alternative approachesReview alternative approaches Obtain necessary signoff Obtain necessary signoff
signaturessignatures Move to next stageMove to next stage
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A CaveatA Caveat
As Project Manager, you should avoid As Project Manager, you should avoid making quick and dirty estimates of making quick and dirty estimates of duration and cost in this stageduration and cost in this stage
{You may be forced to abide by your {You may be forced to abide by your first rough estimates which are usually first rough estimates which are usually way off}way off}
Instead, quote ranges that err on the up Instead, quote ranges that err on the up side, if your superiors insist on side, if your superiors insist on estimates as to duration and costestimates as to duration and cost
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SummarySummary
This is the most important stageThis is the most important stage There is a lot of PM involvementThere is a lot of PM involvement PM must be courageous:PM must be courageous:
• CommunicateCommunicate• LeadLead• NegotiateNegotiate• DecideDecide
A most important focus:A most important focus:• Build ConsensusBuild Consensus