FIA Project Management Training September 15, 2010

FIA Project Management Training

September 15, 2010

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Agenda• Introductions

• Our Understanding

• Why PM

BREAK

• PM phases

– Initiate Phase

– Plan Phase

– Execute Phase

LUNCH

• Black-Out Bingo

• PM phases, Continued

– Monitor and Control

– Close Phase

BREAK

• Interactive exercise

• Training opportunities (AgLearn)

• Questions

• Close

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Introductions

• Please introduce yourself – Name– Location– Band– First Car

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Our Understanding – FIA Units and Bands

• FIA Units– Northern– Southern– Pacific NW

(Responsible for PSW states)

– RMRS

• Bands– Analysis– Data Acquisition– Information

Management– Techniques Research

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Why Project Management?

• What is Project Management?

– Application of knowledge, skills, tools, and techniques to project activities to meet the project requirements

– Accomplish through application and integration of the 5 Process Groups: Initiate, Plan, Execute, Monitor and Control, Close (Project Management Body of Knowledge)

• Project requirements include

– Achieve project objectives

– Effective use of labor and non-labor resources

– Appropriate allocation and management of budget

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Executive Leadership

Executive Program Management Office

Program/Project Managers

Business Case

Project Charter

PMP & Level of

Effort

Budget &

Funding

Resource Allocation

Status Reporting

Project Management

Process

Project Lifecycle Project Opportunity Project Planning Project Execution Project Operate & Close

Monitoring & Control Project Performance Risk/Issue Management Change Management Resource Allocation Status Reporting

Program Management Project ManagementMonitor & ControlLeadAdvisory

Portfolio Management Support Monitor & ControlAssessExecutive ReportingFacilitate Investment Decisions

PortfolioManagement

Process

ASC HRM XPMO Operating Framework

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• Why PM

BREAK

• PM phases

– Initiate Phase

– Plan Phase

– Execute Phase

LUNCH

• Black-Out Bingo



– Close Phase

BREAK



• Questions

• Close

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Initiate Phase

• First phase in the XPMO Project Management Process – Business Owner documents business need, gains approval to proceed

– Capture high level project details

• Project Management deliverables produced during the Initiate Phase include– Business Case

– Project Charter

– Initiate Phase Stage Gate Review

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Initiate Phase – Business Case

Contribution To Project

• Summarize new initiative– Potential scope– Office of primary responsibility– Risks– Benefits– Dependencies– Financial information

• Secure funding

• Receive approval for new initiative

Risks If Not Completed

• Lack of clarity – Customer vs. Stakeholder vs.

Interested Party• Maintain focus

• Power to facilitate change

– Project goals– Context within current environment

• Unable to prioritize portfolio

• Disorganized resources

• Unreliable/nonexistent funding

• Lack of Go/No Go consensus

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Initiate Phase – Project Charter


• Document purpose and scope of approved project

– More detail than Business Case– Not a replacement for Project

Management Plan

• Fine-tune project info– Description– Approach– Start/End dates

• Schedule reliability• Schedule validity


• Undefined scope

• Power struggle between offices

– Customer vs. Stakeholder vs. Interested Party

– Authority to implement change– Roles and responsibilities at

project level

• Schedule slip – Reaccomplish data– Additional funding required

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Transition Between Phases – Stage Gate Review


• Validate that deliverables have been completed and approved for each phase

• Establish continuity for following phases

• Confirm readiness to proceed with next phase of project


• Missing/Incomplete deliverables

• No forward movement

• Compromised project schedule

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Plan Phase

• Second phase in the XPMO Project Management Process

• Identify, develop, and execute actions in line with accomplishing project milestones – Identify and retain project resources

– Develop project budget

– Finalize project schedule

• Project Management deliverables produced during the Plan Phase include– Project Roles & Responsibilities

– Project Resources Register

– Project Cost Summary

– Project Management Plan

– Project Schedule

– Plan Phase Stage Gate Review

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Plan Phase – Project Roles and Responsibilities


• Identify type and number of resources required

– Subject Matter Experts (SMEs)– Complete list of functional areas

involved

• Protect resources– Dedicate required personnel– Document specific skills mix

required

• Executive level buy-in


• Lack of required resources– Dedicated personnel– Absence of specialized skills


– Source alternate SMEs– Re-evaluate portions of original

approach

• Reconvene Executive Leadership Team

– Explain shortfalls– Obtain approval on revised

approach

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Plan Phase – Project Resources Register


• Identify labor cost associated with each resource

• Identify non-labor cost associated with each resource

• Executive level buy-in



– Funding availability issues– Re-evaluate portions of original

approach

• Reconvene Executive Leadership Team

– Explain shortfalls– Obtain approval on revised

approach

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Plan Phase – Project Cost Summary


• Draft project budget– Comprehensive list of potential

labor and non-labor costs

• Verify all cost types taken into consideration

• Reconcile project cost and project budget


• Inaccurate or nonexistent funding forecast

• Unstable funding

• Inability to complete portions of project due to funding gaps

• Increased total cost due to stop and start

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Plan Phase – Project Management Plan


• Establish roles and responsibilities for specific components of schedule

• Master document for project execution

– Defined way ahead– Integrate components of

execution

• Identify relevant stakeholders and required involvement


• Confusion over responsibility for deliverables

• Lack of top-level documentation of synthesized approach

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Plan Phase – Project Schedule


• Master layout of integration of tasks and resources

• Organized, consolidated approach

– Clear-cut expectations for resource availability

– Identify duration for each step needed to achieve project goal

– Task dependencies– Insight into impact of Issues

and/or Risks


• Lack of synthesized approach– Due dates for deliverables– When to engage resources

• Role confusion – Who is responsible for action– Which actions directly impact

milestones

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Execute Phase

• Third phase in the XPMO Project Management Process– Project work is executed utilizing the tasks and activities outlined in the

Project Schedule

• Execute Phase Stage Gate Review is the only Project Management deliverable produced during the Execute Phase

• Utilize Monitor and Control deliverables throughout project life cycle

• Practice Project Management soft skills to maintain control of project

– Maintain open communication and document discussions

– Regular updates

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• Why PM

BREAK

• PM phases

– Initiate Phase

– Plan Phase

– Execute Phase

LUNCH

• Black-Out Bingo



– Close Phase

BREAK



• Questions

• Close

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1. Open the envelope given to you at the beginning of the exercise and read the note inside.

2. Write your name on the bingo square that correlates to your question and answer. This is your “free” space.

3. Obtain the other answers by visiting other people.

4. Write their answers in the appropriate squares.

5. When all squares are covered, yell “Bingo”!

Instructions for Project Management Blackout Bingo

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Project Management Blackout Bingo

What does XPMO stand for?

Which document kicks off the Initiate

Phase?

What are the 5 Process Groups?

Which deliverable identifies the type & number of resources

required?

What is one risk mitigated by the

Project Cost Summary?

How many deliverables fall

within the Execute Phase?

Why is it important to obtain buy-in from

Executive Leadership?

When are Monitor & Control deliverables

utilized?

Which deliverable establishes

continuity for subsequent phases?

What are some examples of labor

and non-labor costs?

Which deliverable is the master

document for project execution?

What are the three basic project

requirements?

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Monitor and Control

• Occurs throughout project life cycle

• Used to actively manage and communicate progress

• Project Management deliverables produced during Monitor and Control include– Status Reporting

– Project Change Request Management

– Risk and Issue Management

– Cost Management

– Project Deliverables

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Monitor and Control – Status Reporting


• Ensure Executive Leadership visibility into portfolio of projects

• Document actions within assigned roles and responsibilities

• Provide ongoing opportunity for corrective action

– Prevent Issue from becoming Risk– Ensure alignment with top-level

initiatives


• Risk losing top-level buy-in

• Role confusion

• Lack of foresight into issues and risks

• Lack of consensus over organization’s priorities

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Monitor and Control – Project Change Request Mgmt


• Standardize process for creating, submitting, and approving constructive changes to project

– Budget– Schedule– Scope– Resources

• Document Change– Nature of change– Justification– Risk of not implementing change


• Lack of formalized approach– Duplication of effort– Confusion over authority to

approve change– Missed opportunity to realign

resources• Reassign nonessential SMEs

• Find alternate use for excess funds

• Scope Creep

• Increased potential for miscommunication

– Cause, effect, and office responsible for change

– Scope of risk assessment

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Monitor and Control – Risk and Issue Management


• Identify, track, and manage all issues, risks, and change requests

– Severity– Probability– Impact to project– Mitigation strategies


• Issues escalate to Risks

• Lack of insight into project obstacles

• Missed opportunities to mitigate or resolve issues

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Monitor and Control – Cost Management


• Document and manage labor and non-labor costs throughout project life cycle

• Monitor overall cost performance

• Anticipate funding shortfall or surplus with insight gained from burn rate

– Allows earlier communication of changes in funding needs


• Lack of foresight into rate at which funds are consumed

• No government oversight of contractor use of funds

• Inability to proactively manage funding issues

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Monitor and Control – Project Deliverables Review


• Outline steps to review, approve, signoff, and store project deliverables

• Ensure alignment with approved project schedule

• Foresight into necessary next steps


• Lack of organized approach to distributing, completing, and approving project deliverables

• Disrupt approved project schedule

• Reactive project management

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Close Phase

• Fourth and final phase in the XPMO Project Management Process – Business Owner and Project Stakeholders formally acknowledge closure

of project

– Business Owner assumes responsibility for newly established process and/or system

– Conduct administrative closeout activities

– Resources return to regular duties and/or uses

• Project Management deliverables produced during the Close Phase include– Project Lessons Learned

– Close Phase Stage Gate Review

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Close Phase – Project Lessons Learned


• Ongoing documentation– Observe and record obstacles to

success– Identify potential solutions to

improve process– Annotate successful actions for

use in future projects

• Outline process for completing, approving, and distributing lessons learned throughout project life cycle


• Repetition of mistakes– Missed opportunities for improving

processes– Misuse of dedicated resources

• Other project managers are unable to learn from or adopt successful actions

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• Why PM

BREAK

• PM phases

– Initiate Phase

– Plan Phase

– Execute Phase

LUNCH

• Black-Out Bingo



– Close Phase

BREAK



• Questions

• Close

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Exercise: New Field House Floor Plan

• Objective: The Customer, FIA SRS, wants to build a new Field House

• Project Team Breakdown– An SRS supervisor will manage the team

– The Define/Analyze team

– The Build/Deploy team

• The project has four phases, along with Monitor and Control tasks

– Initiate

– Plan

– Execute

– Close

• There are six deliverables

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Exercise: New Field House Floor Plan

Lessons Learned • Which tool helped everyone on the team understand the

objective and expected outcome?

• How did the project manager help the team understand and remember their assigned tasks?

• What happened when the Business Owner (Customer) denied approving the objectives of the project?

• Did you complete the project on time? Why/Why Not?

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Team 1 Templates

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Project Management Training OpportunitiesSkillSoft

Course IDTitle and Description Duration

(Hours)PROJO511 An Introduction to Project Management. Imagine trying to control the unexpected and unpredictable through

processes in such a way that you meet the cost, quality, and time expectations of all invested parties in order to accomplish a temporary endeavor. This is the mission of project management. Challenging? Yes. Impossible? No.

2.5

PROJO512 Project Life Cycles and Stakeholders. Every project has a beginning and an end, but what happens in between is less predictable. The project life cycle will most likely involve uncertainties, and it's how these uncertainties are handled that determines the outcomes of the project. The more familiar one is with project phases and stakeholders, the more easily one can keep the project on tack and on budget.

2

PROJO513 Introduction to Project Process Groups and Initiating a Project. In a relay race, the baton handoff from one runner to the next has a dual purpose. For the first runner, the handoff represents the end of his phase of the race. For the second runner, the handoff represents the beginning. The baton handoff is both a result and an input. In any project, there are many baton "handoffs" that must happen, making the whole project highly interactive. During this interactive experience--called a project --there are interrelated processes that must occur. These processes can be grouped into five Process Groups.

2.5

PROJO514 Project Planning. In the early planning phases, project managers and team members have the most potential influence on the outcomes of a project. Yet, lots of planning does not guarantee successful planning. Just as project success can be planned, project disasters can be predestined if team members are not careful about the assumptions they make. A project management team that can balance the need for predictability with the inevitability of change will be the most prepared.

2.5

PROJO515 Executing, Monitoring & Controlling, and Closing a Project . After initiating and planning for a project, it's time to get down to the actual nitty gritty of carrying out the project. The Executing and Monitoring and Controlling Process Groups might be likened to the act of juggling--keeping multiple activities going simultaneously, while responding to unforeseen changes in the project environment. While executing processes focus more on accomplishing project objectives, the monitoring and controlling processes are focused on anticipating problems and recommending actions. The Closing Process Group involves bringing the project to closure; the decision to finalize the project and its phases or cancel the project will depend upon the situation.

1.5

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XPMO POCs

Teresa Rodriguez• eMail: [email protected]

• Phone: 505-563-9446

Armando De Hoyos• eMail: [email protected]

• Phone: 505-563-9510

Samantha Weinhold • eMail: [email protected]

• Phone: 505-563-9520

Kelly Tillman (SCEP)• eMail: [email protected]

• Phone: 505-563-9095

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Q&A

Documents

FIA Project Management Training September 15, 2010