ILU Project Management Training Project Management II Project Execution, Control and Closure

ILU Project Management TrainingILU Project Management Training

Project Management IIProject Management II

Project Execution, Control and ClosureProject Execution, Control and Closure

Agenda - Day OneAgenda - Day One

• Introductions• Planning & Initiation Phases Recap• Break• Critical Path of a Project• Critical Path Exercise• Project Execution Process• Lunch• Project Controlling Process• Break• Issues Form Exercise• Day One Wrap-up

IntroductionsIntroductions

• Name• Department• Number of years at ILICO• Number of projects you have managed• Average size of project you have managed• Course expectations• Ice breaker

Ground RulesGround Rules

• Level Playing Field (titles left at the door)• One conversation at a time• Respect opinions of others• No beating a dead horse• Come back from breaks ON TIME• Have FUN

Course ObjectivesCourse Objectives

• Refresh concepts learned in PM - I• Understand PMI Material...

– Critical Path

– Project Execution Phase

– How To Apply Project Control

– Risk & Response

– Project Closing Process

– How To Apply ILICO Forms & Processes to PMI Concepts

• Learn How to Manage Project

Recap - Course I Initiation & PlanningRecap - Course I Initiation & Planning

Recap - DefinitionsRecap - Definitions

• A Project is “A temporary endeavor undertaken to create a unique product or service.”

• Project Management is “the application of knowledge, skills tools and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project.”– This involves balancing competing demands among:

Scope, time, cost and qualityStakeholders with differing needs and expectationsIdentified requirements (needs) and unidentified requirements

(expectations)

Recap - Project Management SkillsRecap - Project Management Skills

• Communication skills• Facilitation skills• Leadership skills• Organizational skills• Negotiating skills• Project Management Technical skills

Initiation

Planning

Controlling

Executing

Closing

Concept Define Develop Deliver

Project Lifecycle Phases

Maj

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Pro

cess

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Initiation FormCharter Doc

Project PlanDesign

Status ReportIssues M gm tScope M gm t

Delivery FormPI Review

Ÿ Project Scope M anagem entŸ Project T im e M anagem entŸ Project Cost M anagem entŸ Project Q uality M anagem ent

9 Project Management Knowledge AreasŸ Project Hum an Resource M anagem entŸ Project Com m unications M anagem entŸ Project R isk M anagem entŸ Project P rocurem ent M anagem ent

Project Integration M anagem ent

PhaseDeliverables

InitiatingProcesses

PlanningProcesses

ExecutingProcesses

ControllingProcesses

ClosingProcesses

Plan developed for execution

Plan is executed and Controlled

As the executionis controlled, it mayrequire additional

planning

Plan is successfully executedPlan and execution has been controlled

Feedback in both directions

Project or phase is approvedin order to proceed

Recap - 5 PMI PM ProcessesRecap - 5 PMI PM Processes

• Scope Management – understanding what is to be accomplished, by who and when? Ensure

everyone focused on the right activity at the right time

• Risk Management – minimizing threats and weakness while optimizing opportunities and

strengths

• Quality Management – determining the quality policy of the project and then determining the

practices to ensure project quality

• Human Resource Management – determining the roles and responsibilities of the resources necessary to

support the project as well as the skills and timing needs

• Communications Management – determines what will be communicated, Frequency of communications

and who will receive communications

Recap - 9 PMI PM Knowledge AreasRecap - 9 PMI PM Knowledge Areas

• Contract / Procurement Management – determines how suppliers will be selected and the contract types that

will be administered

• Time Management– determines how long each activities takes to complete to ensure timely

completion of the project

• Cost Management – determines the costs of resources and materials to ensure that the

project is completed within the approved budget

• Integration Management – Each BOK is integrated with each other at differing degrees of

application depending on where and when you are in the life cycle phase

Recap - 9 PMI PM Knowledge AreasRecap - 9 PMI PM Knowledge Areas

Recap - Triple ConstraintRecap - Triple Constraint

As project managers, we are always trying to manage the constraints of product, schedule, and budget

Schedule Budget

Pro

duct

… The “Triple Constraint”

Recap - ILICo’s PM ProcessesRecap - ILICo’s PM Processes

ProjectInitiation

EffortEstimate

IdeaD ocum ent Idea

& Est. E ffort

SponsorshipD ept. H ead Agrees to

Sponsor P ro ject

Resource CommitmentD ept. H eads Agree to SupplyR esources at a P lanned T im e

Project ManagementM anage Scope, T im e,

C ost, & Q uality

ClosureD eliver, C elebrate

& Lessons Learned

Prioritization Committee

StatusReport

ScopeChange

IssuesM gmt

W orkBreakdown

Charter(Larger Projects)

ResourceW orksheet

DeliveryAcceptance

ProjectReview

Total Cost> $250K?

Yes

Project Process Flowchart

Initiation Planning Execution & Control Closure

RecapCourse ExampleRecapCourse Example

Re-Roofing the House

Work Breakdown Structure (WBS) - “A deliverable oriented ‘family tree’ which organizes, defines, and graphically displays the total work to be accomplished in order to achieve the ultimate deliverable of a project. Each descending level represents an increasingly detailed definition of the project deliverable.” (PMBOK)

1.1 MaterialsEstimation

1.0 ReroofHouse

WBS SCHEMATIC

Recap - Work Breakdown StructuresRecap - Work Breakdown Structures

1.2 MaterialsGathering

1.3 RoofApplication

1.1.1 MeasureRoof

1.1.2 CalculateMaterials

1.2.1 PurchaseMaterials

1.2.2 TakeDelivery

1.3.1 RoofRemoval

1.3.2 RoofApplication

1.3.1.1 RemoveShingles

1.3.1.2 RemoveNails 1.3.2.1 Apply

Shingles1.3.2.3 Apply

Caps1.3.2.2 Cut

Caps

Recap - Re-Roofing Project Activity ListRecap - Re-Roofing Project Activity List

# Activity

1.1.1 Measure Roof

1.1.2 Calculate Materials

1.2.1 Purchase Materials

1.2.2 Take Delivery

1.3.1.1 Remove Shingles

1.3.1.2 Remove Nails

1.3.2.1 Apply Shingles

1.3.2.2 Cut Caps

1.3.2.3 Apply Caps

Recap - Project Network DiagramRecap - Project Network Diagram

1.1.1 MeasureRoof

1.1.2 CalculateMaterials

1.2.1 PurchaseMaterials

1.2.2 TakeDelivery

1.3.1.1 RemoveShingles

1.3.1.2 RemoveNails

1.3.2.1 ApplyShingles

1.3.2.3 ApplyCaps

1.3.2.2 CutCaps

Recap - Project Duration EstimatesRecap - Project Duration Estimates

Recap - Project ScheduleRecap - Project Schedule

ID WBS Task Name Duration Start Finish PredecessorsResource Names

1 0.0 ILICOExpansionProject 17 days Tue 8/8/00 Wed 9/6/00

2 1.0 Existing Building 17 days Tue 8/8/00 Wed 9/6/00

3 1.0.1 Office Space 17 days Tue 8/8/00 Wed 9/6/00

4 1.0.1.1 Determine capacity needed for existingoffice space

5 days Tue 8/8/00 Wed 8/16/00 J. Doe

5 1.0.1.2 Develop "Move Plan" for employeesduring transition

10 days Wed 8/16/00 Fri 9/1/00 4 J. Doe

6 1.0.1.3 Distribute "Move Plan" to all employeesaffected

2 days Fri 9/1/00 Wed 9/6/00 5 J. Doe

7 1.0.2 Conference Rooms 12 days Tue 8/8/00 Mon 8/28/00

8 1.1.2.1 Determine numberof conference roomsneeded in existing building

5 days Tue 8/8/00 Wed 8/16/00 J. Doe

9 1.1.2.2 Procure new furniturefor existingconference rooms

5 days Wed 8/16/00 Thu 8/24/00 8 J. Doe

10 1.1.2.3 Procure Video Teleconferenceequipement to update main conference

7 days Wed 8/16/00 Mon 8/28/00 8 J. Doe

11 1.1 New Building 7 days Tue 8/8/00 Fri 8/18/00

12 1.1.1 Office Space 7 days Tue 8/8/00 Fri 8/18/00

13 1.1.1.1 Temporary Office Space 7 days Tue 8/8/00 Fri 8/18/00

14 1.1.1.1.1 Develop transition plan to moveemployees

5 days Tue 8/8/00 Wed 8/16/00 J. Doe

J. Doe

J. Doe

J.

J. Doe

J. Doe

J. Doe

J. Doe

8/6 8/13 8/20 8/27 9/3st Septemb

Recap - GANTT ChartRecap - GANTT Chart

Initiation

Planning

Controlling

Executing

Closing



Maj

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Pro

cess

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Project PlanDesign






PhaseDeliverables

Critical PathCritical Path

Determine Critical Path of Project PlanDetermine Critical Path of Project Plan

Critical Path - “The series of activities that determines the duration of a project. In a deterministic model, the critical path is usually defined as those activities with float less than or equal to a specified value, often zero. It is the longest path through the project. ” (PMBOK)

Roofing Network Logic Diagram

RemoveShingles

E S =5 E F =6

LS =5 LF =6

D = 2

Take Delivery

E S =4 E F =4

D = 1

PurchaseMaterials

E S =3 E F =3

D = 1

CalculateMaterials

E S =2 E F =2

D = 1

MeasureRoof

E S =1 E F = 1

D = 1

TF =0

RemoveNails

E S =5 E F =5

LS =6 LF =6

D = 1

Cut Caps

E S =5 E F =5

LS =6 LF =6

D = 1

ApplyShingles

E S =7 E F =9

LS =7 LF =9

D = 3

Apply Caps

E S =10 E F =11

LS =10 LF =11

D = 2

LS =4 LF =4LS =3 LF =3LS =2 LF =2LS =1 LF = 1

TF =0TF =0 TF =0

TF =0

TF =0

TF =1

TF =0TF =1

Early Start (ES) - “...the earliest possible point in time on which the uncompleted portions of an activity (or project) can start, based on the network logic and any schedule constraints. Early start dates can change as the project progresses and changes are made to the project plan.” (PMBOK)

Early Finish (EF) - “...the earliest possible point in time on which the uncompleted portions of an activity (or project) can finish, based on the network logic and any schedule constraints. Early finish dates can change as the project progresses and changes are made to the project plan.” (PMBOK)

Determining Critical Path - Key TermsDetermining Critical Path - Key Terms

D

ES = EF =

LS = LF =

TF =

Late Start (LS) - “...the latest possible point in time that an activity may begin without delaying a specified milestone (usually the project finish date).” (PMBOK)

Late Finish (LF) - “...the latest possible point in time that an activity may be completed without delaying a specified milestone (usually the project finish date).” (PMBOK)

Total Float (TF) - “The amount of time that an activity may be delayed from its early start without delaying the project finish date. Float is a mathematical calculation, and can change as the project progresses and changes are made to the project plan. Also called slack, total float, and path float.” (PMBOK)

Determining Critical Path - Key TermsDetermining Critical Path - Key Terms

D

E S = E F =

LS = LF =

TF =

ES-EF/LS-LF CalculationsES-EF/LS-LF Calculations

• ES = Previous ES + Previous duration

• EF = ES + task duration - 1

• LF = previous LF - previous task duration

(working backwards through the NLD)

• LS = LF - task duration +1

• Total Float (TF) = ES - LS

• Critical Path = path where TF = 0

Roofing ExampleRoofing Example


RemoveShingles

E S =5 E F =6

LS =5 LF =6

D = 2

Take Delivery

E S =4 E F =4

D = 1

PurchaseMaterials

E S =3 E F =3

D = 1

CalculateMaterials

E S =2 E F =2

D = 1

MeasureRoof

E S =1 E F = 1

D = 1

TF =0

RemoveNails

E S =5 E F =5

LS =6 LF =6

D = 1

Cut Caps

E S =5 E F =5

LS =6 LF =6

D = 1

ApplyShingles

E S =7 E F =9

LS =7 LF =9

D = 3

Apply Caps

E S =10 E F =11

LS =10 LF =11

D = 2


TF =0TF =0 TF =0

TF =0

TF =0

TF =1

TF =0TF =1

Class Exercise - Determine Critical PathClass Exercise - Determine Critical Path

• You have 20 minutes to complete the diagram

• We will take 10 minutes to discuss your answers

Baseline Project planBaseline Project plan

Baseline Project Plan - “The original approved plan (for a project, a work package, or an activity), plus or minus approved scope changes. Usually used with a modifier (e.g., cost baseline, schedule baseline, performance measurement baseline). ” (PMBOK)

• Not etched in stone• Living document• Understand purpose of what MS project is showing

you• Different types of baseline (schedule, cost)

S Curve ExampleS Curve Example

S Curve Example

$0

$2,000

$4,000

$6,000

$8,000

$10,000

$12,000

1 2 3 4 5 6 7 8 9 10 11

Time Periods

Do

lla

rs

Baseline Actual

Initiation

Planning

Controlling

Executing

Closing



Maj

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Pro

cess

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Project PlanDesign






PhaseDeliverables

Executing ProcessesExecuting Processes

Project Plan Execution - DescriptionProject Plan Execution - Description

Inputs1. Project plan2. Supporting detail3. Organizational policies4. Corrective action

Tools & Techniques1. General management skills2. Product skills and knowledge3. Work authorization system4. Status review meeting5. Project management information system6. Org. procedures

Outputs1. Work results2. Change requests

• The primary process for carrying out the project plan. In this process, the project manager and the project management team must coordinate and direct the various technical and organizational interfaces that exist in the project.

Scope Verification - DescriptionScope Verification - Description

Inputs1. Work results2. Product documentation

Tools & Techniques1. Inspection

Outputs1. Formal acceptance

• The process of formalizing acceptance of the project scope and work results by the stakeholders. It is primarily concerned with acceptance of work results while quality control is primarily concerned with the correctness of the work results.

Delivery Acceptance FormDelivery Acceptance FormOWNERSHIP

Project Name: Project Name

Project Sponsor: Sponsor’s Name Project Manager: Manager’s Name

Date: 1/1/2000

DELIVERABLEPurpose and Instructions: The Project Manager uses this tool to ensure that at the end of each phase of a projectthe Project Sponsor is in total agreement with the deliverables. This form MUST be filled out at the end of eachproject, but is optional at the end of project phases or with key deliverables.

Deliverable (check): Define Develop Deliver Other ________________________

Comments: ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

SIGNATURES

________________________________ ___/___/___ ________________________________ ___/___/___Project Manager Project SponsorThe indicated phase / project has been successfully I accept the indicated phase / project as successfullycompleted. The deliverables meet or exceed the completed. The deliverables meet or exceed therequirements for the project. requirements for the project.

Quality Assurance - DescriptionQuality Assurance - Description

Inputs1. Quality management plan2. Results of quality control measurements3. Operational definitions

Tools & Techniques1. Quality planning tools and techniques2. Quality audits

Outputs1. Quality improvement

• All the planned and systematic activities implemented within the quality system to provide confidence that the project will satisfy the relevant quality standards.

Team Development - DescriptionTeam Development - Description

Inputs1. Project staff2. Project plan3. Staffing management plan4. Performance reports5. External feedback

Tools & Techniques1. Team-building activities2. General management skills3. Reward & recognition systems4. Collocation5. Training

Outputs1. Performance improvements2. Input to performance appraisals

• Includes both enhancing the ability of stakeholders to contribute as individuals as well as enhancing the ability of the team to function as a team. Individual development is the foundation necessary to develop the team, and is critical to the project.

Information Distribution - DescriptionInformation Distribution - Description

Inputs1. Work results2. Communications management plan3. Project plan

Tools & Techniques1. Communications skills2. Information retrieval systems3. Information distribution systems

Outputs1. Project records

• Involves making needed information available to project stakeholders in a timely manner. It includes implementing the communications management plan as well as responding to unexpected requests for information.

Solicitation - DescriptionSolicitation - Description

Inputs1. Procurement documents2. Qualified seller lists

Tools & Techniques1. Bidders conferences2. Advertising

Outputs1. Proposals

• Involves obtaining information (bids and proposals) from prospective sellers on how project needs can be met.

Source Selection - DescriptionSource Selection - Description

Inputs1. Proposals2. Evaluation criteria3. Organizational policies

Tools & Techniques1. Contract negotiation2. Weighting system3. Screening system4. Independent estimates

Outputs1. Contract

• Involves the receipt of bids and the application of the evaluation criteria to select a provider. The process is not straightforward:

– Price may be the primary determinant for an off-the-shelf item, but the lowest proposed price may not be the lowest cost if the seller proves unable to deliver.

– Proposals are often separated into technical (approach) and commercial (price).

Contract Administration - DescriptionContract Administration - Description

Inputs1. Contract2. Work results3. Change requests4. Seller invoices

Tools & Techniques1. Contract change control system2. Performance reporting3. Payment system

Outputs1. Correspondence2. Contract changes3. Payment requests

• The process of ensuring that the seller’s performance meets contractual requirements. On larger projects with multiple product and service providers, a key aspect of contract administration is managing the interfaces among providers.

Initiation

Planning

Controlling

Executing

Closing



Maj

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Pro

cess

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Project PlanDesign






PhaseDeliverables

Day One Wrap UpDay One Wrap Up

• Wrap Up• +/ Chart

Agenda - Day TwoAgenda - Day Two• Change Control & Exercise

• Break

• Schedule, Cost, Quality Control, & Exercise

• Lunch

• Risk Response Control

• Exercise: Risk Response

• ILICO Status Report

• Exercise: Project Status Tracking Meeting Role Play

• Break

• Closing Process

• Full Project Life-Cycle Exercise

• Course Wrap-up

Controlling ProcessesControlling Processes

Performance Reporting - DefinitionPerformance Reporting - Definition

Inputs1. Project plan2. Work results3. Other project records

Tools & Techniques1. Performance reviews2. Variance analysis3. Trend analysis4. Earned value analysis5. Information distribution tools and techniques

Outputs1. Performance reports2. Change requests

• Involves collecting and disseminating performance information in order to provide stakeholders with information about how resources are being used to achieve project objectives. This includes Status Reporting, Progress Reporting & Forecasting.

Performance Reporting - IncludesPerformance Reporting - Includes

• Performance reporting should generally provide information on scope, schedule, cost and quality.

• Many projects also require information on risk and procurement. Reports may be prepared comprehensively or on an exception basis.

ILICO Project Status ReportILICO Project Status ReportOWNERSHIP



Current Date: 1/1/2000 Completion Date: 1/1/2000

Current Phase: Define/Develop/Deliver

STATUSRed Project is not moving forward - Significant Issues

Yellow Project is moving forward - Pending Issues

Current Status: Green Project is moving forward - No Significant Issues

Black Project is on “Hold” – Waiting for Authorization

DESCRIPTION

Description of the project.

COMMENTARY

Commentary on the status of the project.

ACCOMPLISHMENTS

Current PeriodCommentary on project accomplishments during the current reporting period.

Next PeriodCommentary on project accomplishments expected during the next reporting period.

Yellow

Class Role Play - Status Meeting Class Role Play - Status Meeting

Issues Management - DefinitionIssues Management - Definition

Inputs1. Project plan2. Project Issues3. Decision & Approval authority structure

Tools & Techniques1. Issue logging system2. Status meetings3. Issue routing & approval matrix4. Issue resolution procedures

Outputs1. Up-to-date issue log2. Resolved issues

• Involves recording, organizing and prioritizing project issues that affect cost or schedule and maintaining a current status on each issue through its resolution.

Issues Management - ILICO Issues FormIssues Management - ILICO Issues Form

OWNERSHIP



Date: 1/1/2000

OPEN ISSUESPurpose and Instructions: The Project Manager uses this tool to note and track the resolution of significant issuesthat may affect the time, cost or quality of the project. The first page of this worksheet should be attached to allproject status reports. Open issues are the key topic of discussion in project tracking meetings.

# Issue Description & Resolution IssueOwner

OpenedDate

TargetDate

ClosedDate

ISSUES CLOSED SINCE LAST REPORT

# Issue Description & Resolution IssueOwner

OpenedDate

TargetDate

ClosedDate

Class Exercise - Issues ManagementClass Exercise - Issues Management

• You have 15 minutes to use the ILICO issue template to document two issues related to your project


Overall Change Control - DefinitionOverall Change Control - Definition

Inputs1. Project plan2. Performance reports3. Change requests

Tools & Techniques1. Change control system2. Configuration mgmt3. Performance measurement4. Additional planning5. Project management information system

Outputs1. Project plan updates2. Corrective action3. Lessons learned

• Concerned with influencing the factors which create changes to ensure that changes are beneficial; determining that a change has occurred; and managing the actual changes as they occur

Overall Change Control - RequiresOverall Change Control - Requires

• Maintaining the integrity of the performance measurement baselines – All approved changes should be reflected in the project plan, but only

project scope changes will affect the performance measurement baselines.

• Ensuring that changes are reflected in the definition of the project scope.

• Coordinating changes across knowledge areas. – For example, a proposed schedule change will often affect cost, risk,

quality and staffing.

Scope Change Control - DefinitionScope Change Control - Definition

Inputs1. Work breakdown structure2. Performance reports3. Change requests4. Scope management plan

Tools & Techniques1. Scope change control system2. Performance measurement3. Additional planning

Outputs1. Scope changes2. Corrective action3. Lessons learned

• Concerned with:– Influencing the factors that create scope changes to ensure changes are beneficial

– Determining that a scope change has occurred

– Managing the actual changes when and if they occur

ILICO Scope Change FormILICO Scope Change FormOWNERSHIP



Date: 1/1/2000

DESCRIPTION Purpose and Instructions: The Project Manager uses this tool to note and gain approval for material changes to the scope of the project. Any scope change that the Project Manager feels has a material impact on the time, cost or quality of the project MUST BE approved by the Project Sponsor and/or the Prioritization Committee. This worksheet should be attached to the next project status report.

Proposed Change: Description of the proposed scope change. Reason: Description of the reason for the proposed scope change. Source: Description of the source of the proposed scope change.

ESTIMATED IMPACT

Schedule Impact Days Delay: 0.00 Revised End Date: 1/1/2000

Quality Impact Description of the impact to the quality of the project.

Cost Impact

# of Resources: 0.00 Timeframe: 0.00 months

Budget Expense: $0 Capital Expense: $0

Total Cost Impact: $ 0 Annual Salary: $59,078

SIGNATURES

________________________________ ___/___/___ ________________________________ ___/___/___ Project Manager Project Sponsor The estimates provided reflect the current Approved Not Approved estimated impact of the proposed scope change.

Class Exercise - Scope ChangeClass Exercise - Scope Change

• Each team will have 15 minutes to document two scope changes as it relates to there project using the ILICO scope change template


Schedule Control - DefinitionSchedule Control - Definition

Inputs1. Project schedule2. Performance reports3. Change requests4. Schedule management plan

Tools & Techniques1. Schedule change control system2. Performance measurement3. Additional planning4. Project management software

Outputs1. Schedule updates2. Corrective action3. Lessons learned

• Concerned with:– Influencing the factors that create schedule changes to ensure they are beneficial

– Determining that the schedule has changed

– Managing the actual changes when and as they occur

Schedule Control - OutputsSchedule Control - Outputs

• Schedule updates - any modification to the schedule information which is used to manage the project. Appropriate stakeholders must be notified as needed.

• Corrective action - anything done to bring expected future schedule performance into line with the plan.

• Lessons learned - The causes of variances, the reasoning behind the corrective action chosen, and other types of lessons learned from schedule control should be documented.

Re-roofing Schedule Change ExampleRe-roofing Schedule Change Example


RemoveShingles

E S =5 E F =6

LS =6 LF =6

D = 1

Take Delivery

E S =4 E F =4

D = 1

PurchaseMaterials

E S =3 E F =3

D = 1

CalculateMaterials

E S =2 E F =2

D = 1

MeasureRoof

E S =1 E F = 1

D = 1

TF =0

RemoveNails

E S =5 E F =5

LS =5 LF =6

D = 2

Cut Caps

E S =5 E F =5

LS =6 LF =6

D = 1

ApplyShingles

E S =7 E F =9

LS =7 LF =9

D = 3

Apply Caps

E S =10 E F =11

LS =10 LF =11

D = 2


TF =0TF =0 TF =0

TF =1

TF =0

TF =1

TF =0TF =0

Class Exercise - Schedule ChangeClass Exercise - Schedule Change

• Each team will have 15 minutes to evaluate two task duration changes. Recalculate the ES-EF/LF-SL and total float parameters


Cost Control - DefinitionCost Control - Definition

Inputs1. Cost baseline2. Performance reports3. Change requests4. Cost management plan

Tools & Techniques1. Cost change control system2. Performance measurement3. Additional planning4. Computerized tools

Outputs1. Revised cost estimates2. Budget updates3. Corrective action4. Estimate at completion5. Lessons learned

• Concerned with:– Influencing the factors that create changes to ensure changes are beneficial

– Determining that the cost baseline has changed

– Managing the actual changes when and if they occur

Cost Control - DefinitionCost Control - Definition

• Includes:– Monitoring cost performance to detect variances from plan

– Ensuring that all appropriate changes are recorded accurately in the cost baseline

– Preventing incorrect, inappropriate, or unauthorized changes from being included in the cost baseline

– Informing appropriate stakeholders of authorized changes

• Cost control searches out the “whys” of both positive and negative variances.

ILICo Cost Management WorksheetILICo Cost Management Worksheet

• The ILICo Cost Management Worksheet is used for larger projects that have their own cost center

• For smaller projects the Project Manager must manage and report on costs, but may have to pull the information from specific cost center reports

Re-roofing Cost Control ExampleRe-roofing Cost Control Example

Project Quality ControlProject Quality Control

Project Quality RecapProject Quality Recap

• Quality Planning - Identifying which quality standards are relevant to the project, and determining how to satisfy them.

• Quality Assurance - The process of evaluating overall project performance on a regular basis to provide confidence that the project will satisfy the relevant standards.

• Quality Control -The process of monitoring specific project results to determine if they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory performance.

ILICo Project QualityILICo Project Quality

• ILICo does not have universal project quality standards or advanced tools and templates

• We have successfully used test plans for software projects as the basis for quality control

• Successful project teams will identify relevant standards and test for quality in the deliverables of the project and experience only small amounts of re-work resulting from quality problems

Quality Control - DefinitionQuality Control - Definition

Inputs1. Work results2. Quality management plan3. Operational definitions4. Checklists

Tools & Techniques1. Inspection2. Control charts3. Pareto diagrams4. Statistical sampling5. Flowcharting6. Trend analysis

Outputs1. Quality improvement2. Acceptance decisions3. Rework4. Completed checklists5. Process adjustments

• Monitoring specific project results to determine if they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory results.

Quality Control - DefinitionQuality Control - Definition• The project management team should have a working knowledge of statistical quality control, especially sampling and

probability, to help them evaluate quality control outputs. Among other subjects, they should know the differences between:

– Prevention (keeping errors out of the process) and inspection (keeping errors out of the hands of the customer)– Attribute sampling (the result conforms or it does not) and variables sampling (the result is rated on a continuous scale that measures degree of conformity)– Special causes (unusual events) and random causes (normal process variation)– Tolerances (the result is acceptable if it falls within the range specified by the tolerance) and control limits (the process is in control if the result falls within

the control limits)

Risk Response Control - DefinitionRisk Response Control - Definition

Inputs1. Risk management plan2. Actual risk events3. Additional risk identification

Tools & Techniques1. Workarounds2. Additional risk response development

Outputs1. Corrective action2. Updates to risk management plan

• Involves executing the risk management plan in order to respond to risk events over the course of the project. When changes occur, the basic cycle of identify, quantify, and respond is repeated.

Re-roofing Risk Response ExampleRe-roofing Risk Response Example

Class Exercise - Risk ResponseClass Exercise - Risk Response

• You have 20 minutes to evaluate a series of risks associated to your project

• Complete the risk-response matrix• We will take 10 minutes to discuss your answers

Status Report FormStatus Report FormOWNERSHIP



Current Date: 1/1/2000 Completion Date: 1/1/2000

Current Phase: Define/Develop/Deliver

STATUSRed Project is not moving forward - Significant Issues

Yellow Project is moving forward - Pending Issues

Current Status: Green Project is moving forward - No Significant Issues

Black Project is on “Hold” – Waiting for Authorization

DESCRIPTION

Description of the project.

COMMENTARY

Commentary on the status of the project.

ACCOMPLISHMENTS

Current PeriodCommentary on project accomplishments during the current reporting period.

Next PeriodCommentary on project accomplishments expected during the next reporting period.

Yellow

Class Exercise - Project Status ReportClass Exercise - Project Status Report

• You have 60 minutes to write a status report for your project including the issues, scope change, and risk-response matrices

• Each team should also conduct a project status tracking meeting according to ILICo standard agenda

Closing ProcessesClosing Processes

Administrative Closure - DefinitionAdministrative Closure - Definition

Inputs1. Performance measurement documentation2. Documentation of the product of the project3. Other project records

Tools & Techniques1. Performance reporting tools and techniques2. Work release plan3. Interviews with Project Stakeholders

Outputs1. Project archives2. Formal acceptance3. Lessons learned

• Consists of verifying and documenting project results to formalize acceptance of the product of the project by the sponsor, client, or customer. It includes collection of project records, ensuring that they reflect final specifications.

Class Exercise - Full Project Life CycleClass Exercise - Full Project Life Cycle

• Each team has 90 minutes to plan a dinner party using the package provided

• We will take 30 minutes for feedback from each team and wrap-up the course

Day Two & Course Wrap UpDay Two & Course Wrap Up

• Wrap Up• +/ Chart

Documents

ILU Project Management Training Project Management II Project Execution, Control and Closure