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CEU
Power Tools for Managing Projects
Proprietary Information Of Energy 2013
Project Management
What You Need to KnowSome Basics
Proprietary Information Of Energy 2013
Project• Defined as “a temporary endeavor undertaken to
createa unique product, service, or result”
• Characteristics include:– Time limited with a definite beginning and end– End is achieved when one of the following occurs
• Project objectives are met• Project is terminated• Need for the project no longer exists
– Undertaken for a purpose (to create a unique product, service or result)
– Often involves “progressive elaboration”• Because you may not know everything about the product initially, you may have to plan and develop it
in steps• Often called “rolling wave planning”
3
Proprietary Information Of Energy 2013
Operations• Ongoing endeavor• Produces repetitive output(s)• Supports the business environment
where projects are executed– Interaction with projects is
common
• Does not end when objectives are met
– New objectives are set to support organizational needs
Projects• Temporary endeavor• Produces unique output(s)• Can intersect with operations at
various points of product life cycle
4
Operations vs. ProjectsOperations management differs from project management
Proprietary Information Of Energy 2013
Product Life Cycle
• Phases are generally sequential, non-overlapping, and determined by organization’s control need
• Last phase is generally the product’s retirement
• Facets of the product life cycle are often run as a project
• Product may have many projects associated with it
Project Life Cycle
• Occur in one or more phases of the product life cycle
• When project output is related to a product, there are many possible relationships
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Product vs. Project Life Cycle Comparison
Proprietary Information Of Energy 2013
Project Life Cycle Characteristics
6
Cos
t and
Sta
ffing
Lev
el
Proprietary Information Of Energy 2013
Project Life Cycle Characteristics
7
A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fourth Edition, Figure 2-2
Proprietary Information Of Energy 2013
Product Life Cycle• Product life cycle describes
phases in the life of a product, typically ending in product retirement
8
Example of a Product Life Cycle
Proprietary Information Of Energy 2013
Projects vs. Operational Work• Projects and operations share characteristics
– Work is performed by individuals– Work is limited by constraints– Work is planned, executed, monitored and controlled– Work is performed to achieve organizational objectives
• Projects and operations differ– Operations are ongoing; produce repetitive products,
services, or results– Projects are temporary endeavors; produce a unique
product, service, or result
• Operations and projects interact– Operations supplies resources to projects– Projects may produce deliverables that support operations
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Proprietary Information Of Energy 2013
Types of Organizations and Their Characteristics
Organization Matrix
Project
Characteristics
FunctionalWeak Matrix Balanced
Matrix Strong MatrixProjectized
Project Manager’s Authority
Little or None Limited Low to Moderate Moderate to High High to Almost Total
Resource Availability Little or None Limited Low to Moderate Moderate to High High to Almost Total
Who controls the project budget
Functional Manager
Functional Manager Mixed Project Manager Project Manager
Project Manager’s Role Part-time Part-time Full Time Full Time Full Time
Project Management Administrative Staff
Part-time Part-time Part-time Full Time Full Time
Proprietary Information Of Energy 2013
Project Management Processes• Project manager—along with project team—is responsible
for determining: – Which processes are appropriate for the project
– Whether processes should be tailored
– Appropriate degree of rigor for each process
• Must understand that project management is an integrative undertaking– Requires each process to be aligned and connected with the
other processes to facilitate coordination
• Must also understand that processes are iterative—many are repeated during the project
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Proprietary Information Of Energy 2013
WBS Task Name Duration Start Finish1 XYZ PROJECT--SYSTEMS INTEGRATION AND SUPPORT 34d Mon 8/5/96 Thu 9/19/96
1.1 Initiate Project 10d Mon 8/5/96 Fri 8/16/96
1.1.1 Validate Customer Requirement 1d Mon 8/5/96 Mon 8/5/96
1.1.2 Design System/Network 10d Mon 8/5/96 Fri 8/16/96
1.1.2.1 Gather Past Systems Data 5d Mon 8/5/96 Fri 8/9/96
1.1.2.2 Prepare Strawman Solution 3d Mon 8/12/96 Wed 8/14/96
1.1.2.3 Finalize System Design 1d Thu 8/15/96 Thu 8/15/96
1.1.2.4 Obtain Customer Sign-off 1d Fri 8/16/96 Fri 8/16/96
1.2 Provide Project Management Services 24d Mon 8/19/96 Thu 9/19/96
1.2.1 Develop Project Plan 4d Mon 8/19/96 Thu 8/22/96
1.2.2 Hold Kickoff Meetings 1d Fri 8/23/96 Fri 8/23/96
1.2.3 Provide Continuing Project Management 11d Thu 9/5/96 Thu 9/19/96
1.2.3.1 Weekly Activity Report 11d Thu 9/5/96 Thu 9/19/96
1.2.3.1.1 Weekly Activity Report 1 1d Thu 9/5/96 Thu 9/5/96
1.2.3.1.2 Weekly Activity Report 2 1d Thu 9/12/96 Thu 9/12/96
This is not a Project Management Plan
Proprietary Information Of Energy 2013
Change…It Happens• Manages changes to the project
management plan, project scope statement, and other deliverables
• Assures that only approved changes are incorporated into a revised baseline
13
NO PLAN IS EVER EXECUTED AS
WRITTEN;Take Heart!!
YOURS WON’T BE THE FIRST
Proprietary Information Of Energy 2013
Processes…They Are Iterative
Plan
Do
Check
ActDemingCycle
Proprietary Information Of Energy 2013
2 Kinds of Scope
• Project Scope– Work that needs to be accomplished to deliver a
product, service, or result with the specified features and functions
– Measured against project management plan
• Product Scope – Features and functions that characterize a
product, service, or result– Measured against product requirements
15
Proprietary Information Of Energy 2013
Decomposition• WBS structure can be created using different methods
– Using phases of the project life cycle as the first level of decomposition; second level consists of the product and project deliverables
– Using major deliverables as the first level of decomposition
– Using subprojects that may be developed by organizations outside the project team (e.g., contracted work); seller develops the supporting contract work breakdown structure
• WBS components represent verifiable products, services, or results
• WBS can be structured as an outline, organizational chart, fishbone diagram, etc.
• Decomposition may not be possible for a deliverable or subproject to be accomplished far into the future
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Proprietary Information Of Energy 2013
Time Management
Proprietary Information Of Energy 2013
Project Cost Management• Cost management work follows planning
(Develop PM Plan)• Planning process produces a cost management
plan that :– Documents cost management processes, tools and
techniques – Can establish:
• Level of accuracy• Units of measure• Organizational procedures links• Control thresholds• Rules of performance measurement• Reporting formats• Process descriptions
– May be formal or informal, highly detailed or broadly framed, based on project needs
18
Proprietary Information Of Energy 2013
Bottom-Up Estimating
Top-Down Estimating (Rough Estimate)
Rough Order of Magnitude (ROM) -50% to +100%Completed during initiation (not very accurate)
Preliminary -20% to +30%
Definitive - 15% to +20%
Budget Estimates
Most Accurate
Control -10% to +15%
Conceptual -30% to +50%
Less Accurate
Budget Estimating
Proprietary Information Of Energy 2013
Cost Performance Baseline– Authorized, time-phased budget at completion (BAC) used to
measure, monitor, and control over all cost performance on the project
– Summation of the approved budgets by time period– In EVM, referred to as the performance measurement baseline
(PMB)– Often displayed in the form of an S-Curve
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Cost Performance Baseline
Proprietary Information Of Energy 2013
Project Quality Management• Recognizes the distinction between “precision” and
“accuracy”– Precision means that values of repeated measures are
clustered and have little scatter– Accuracy means that the measured value is very close
to the true value– Precise measurements are not necessarily accurate– Very accurate measurements are not necessarily precise
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Proprietary Information Of Energy 2013
Cost of ConformancePrevention Costs(Build quality product)• Training• Document processes• Equipment• Time to do it right
Appraisal Costs(Assess the quality)• Testing• Destructive testing loss• Inspections
Cost of NonconformanceInternal Failure Costs(Failures funded by the project)• Rework• Scrap
External Failure Costs(Failures found by the customer)• Liabilities• Warranty work• Lost business• Loss of customers!
Cost of Quality
Money spent during the project to avoid failures
Money spent during and after the project because of failures
Proprietary Information Of Energy 2013
Project Human Resource Management
• Human resource management includes processes that organize, manage, and lead the project team
• Project team is comprised of individuals assigned/acquired to the roles and responsibilities for completing the project– Type and number of project team members can change
frequently– Project team may also be referred to as the project’s staff– Early involvement of all team members in project planning and
decision making can be beneficial• The earlier, the better
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Proprietary Information Of Energy 2013
Project Communications Management• Requires most of the project manager’s time• Covers tasks related to producing, compiling, sending,
storing, distributing, and managing project records/information
• Determines what to communicate, to whom, how often and when to reevaluate the plan
• Has many potential dimensions, including:– Internal and external– Formal and informal– Vertical and horizontal– Official and unofficial– Written and oral – Verbal and non-verbal
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Proprietary Information Of Energy 2013
Sender Receiver
Message
Feedback
NoiseSomething that interferes with the message
EncodeModifying a message so that it can be sent
DecodeModifying a message that has been sent so that it can be understood….”if I understand you correctly, you are saying….
MediumResponsible for making the information clear and complete so that the receiver can receive it correctly, and confirming that it is properly understood
Responsible for making sure that the information is received in its entirety and understood correctly
Communication Model
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Memorize
Proprietary Information Of Energy 2013
Project Risk Management• Project risk is always in the future• Risk is an uncertain event or condition that, if it occurs, has
an effect on at least one project objective (e.g., scope, schedule, cost, quality)
• Risk may have one or more causes– Requirement– Assumption– Constraint– Condition
• Risk may have one or more impacts/outcomes• Risk impact/outcome may be negative or positive
– Negative event = threat– Positive event = opportunity
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Proprietary Information Of Energy 2013
Project Procurement Management
• Procurement Management consists of four processes:1. Plan Procurements2. Conduct Procurements3. Administer Procurements4. Close Procurements
• Processes interact with each other and with processes from other Knowledge Areas– Each process can involve effort from a group or person, based on project
requirements– Each process occurs at least once in every project and occurs in one or more of
the project phases, if the project is divided into phases
• Procurement management processes involve contracts that are legal documents between a buyer and a seller
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Proprietary Information Of Energy 2013
Finally, the Project Manager….
• The Project Manager—responsible for everything required to make project a success• Not like typical hierarchical line management role• Project Manager center of everything relating to project• Example, Controlling the contributions of seniors and peers is just as important as
managing the work of the team• Project Manager needs to manage• Project Manager—main focal point for liaison with other departments, projects and
initiatives• Project Manager—main point of contact for aspects requiring co-operation and co-
ordination with external parties—making sure everything is in place to guarantee success
• Project Manager—direct responsibility for activities of all project participants, all project tasks and all deliverables
• Important!.... Project Manager needs to achieve this without direct control over participants
• Project Manager has no power over the leadership, nor the internal and external contributors
Proprietary Information Of Energy 201329
Summary
Proper understanding of the tools and knowing how and when to use them is the key to effectively managing your projects.
Proprietary Information Of Energy 2013
Earned Value Analysis