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Project ManagementProject Management
April 28, 2008April 28, 2008
Eric VerzuhEric Verzuh
Project ManagementProject Management
April 28, 2008April 28, 2008
Eric VerzuhEric Verzuh
PROJECT LEADERSHIP
DEFINITION PLANNING CONTROL
Feedback, C hanges & C orrective Action
Project Manager clearly assigned Know the stakeholders
Communication Plan & RACI
Define the goals and constraints Statement of Work and Charter
Project Manager clearly assigned Know the stakeholders
Communication Plan & RACI
Define the goals and constraints Statement of Work and Charter
Proposals vs. Project MgtProposals vs. Project Mgt
Proposal – what will be accomplished. Full lifecycle
focus Final results Stakeholders are
widely defined
Project Plan – how it will be accomplished. Focus on the change
activities. Project ends before
results are achieved. Primary stakeholders
are actively involved in creating change.
Identify Stakeholders!Identify Stakeholders!
Project
M anagem ent ProjectM anager
ProjectTeam
Custom er
Sponsor
Polic iesResources
DefineP lan
Contro l
SkillsE ffort
AuthorityG uidancePriorities
ProductRequirem ents
Funding
Who cares?
What do theycare about?
How do I find them?
Identify Stakeholders!Identify Stakeholders!
Primary•Actively involved•Allies•Opponents
Secondary•Affected by the project•Could become a primary if requirements are not met
Stakeholder Analysis FormStakeholder Analysis Form
Worksheets provide a basis for consistency
Twenty downloadable forms Use and modify them www.versatilecompany.com/forms
Fast Foundation in Project Management
Responsibility Matrix Responsibility Matrix (RACI)(RACI)
E – Responsible for driving executionA – Final approval for decisionsC – Must be consulted I – Must be informed
Plan CommunicationPlan Communication
Who needs information?
What information do they need?
When do they need it?
How will you get it to them?
How will you know they received it?
Projects do not fail from over communication!Projects do not fail from over communication!
Statement of WorkStatement of Work
Purpose
Scope Statement
Deliverables
Objectives
Cost & Schedule Estimates
Organization Structure
Monitoring & Control Processes
Risks
Project Specific Issues
Minimum Content
Terminology Check: Charter or SOW or Scope Statement?
PROJECT LEADERSHIP
DEFINITION PLANNING CONTROL
Feedback, C hanges & C orrective Action
Create a detailed action planAssign responsibilities
Assess the overall resource requirements
Create a detailed action planAssign responsibilities
Assess the overall resource requirements
Benefits of PlanningBenefits of Planning
Planning is always valuable.
The time invested in planning represents an investment in better performance.
“In preparing for battle I have always found that plans are useless, but planning is indispensable.” Dwight D. Eisenhower
A Planning A Planning MethodMethod
From Project Definition
S TEP 2
S equence theTasks
S TEP 4
Calculate anIn itia l S chedule
Project Plan∙ All project tasks∙ Schedule∙ Responsibilities∙ Budget∙ Resource Forecast
S TEP 3
E stim ate theW ork P ackages
Netw orkD iagram
S TEP 5
A ss ign & LevelResources
Critica l Path,Float, M iles tones
DurationE stim ates
S TEP 6
Develop B udgetRealis tic S cheduleResource Forecast
Non-LaborCosts
M ateria ls Costfrom P roduct
S pec ifications
Resource Constra ints
PLANNING
E quipm entRequirem ents & Labor
& S kill E stim ates
S TEP 1Develop a W ork
B reakdow nS truc ture
A ll P rojec t Tasks
S cope &Deliverables
PublishPlan
A Planning A Planning MethodMethod
From Project Definition
S TEP 2
S equence theTasks
S TEP 4
Calculate anIn itia l S chedule
Project Plan∙ All project tasks∙ Schedule∙ Responsibilities∙ Budget∙ Resource Forecast
S TEP 3
E stim ate theW ork P ackages
Netw orkD iagram
S TEP 5
A ss ign & LevelResources
Critica l Path,Float, M iles tones
DurationE stim ates
S TEP 6
Develop B udgetRealis tic S cheduleResource Forecast
Non-LaborCosts
M ateria ls Costfrom P roduct
S pec ifications
Resource Constra ints
PLANNING
E quipm entRequirem ents & Labor
& S kill E stim ates
S TEP 1Develop a W ork
B reakdow nS truc ture
A ll P rojec t Tasks
S cope &Deliverables
PublishPlan
Work Breakdown StructureWork Breakdown Structure
Detailed tasks are the basis for planningDetailed tasks are the basis for planning
Tier 1
Tier 2
Project
Tier n
WBS GuidelinesWBS Guidelines
Completion criteria – what it means to be ‘done’.Completion criteria – what it means to be ‘done’.
Summary tasksWork packages Project
1. Top-down decomposition
2. Work packages add up to their summary task
3. Task name = An activity that produces a product
4. Size guidelines:1. 8/802. Reporting period3. If it is useful for managing
WBS GuidelinesWBS GuidelinesSummary task
Work package
Completion criteria – what it means to be ‘done’
WBS ExerciseWBS Exercise
What are the major products or activities?
Use strong task names!
Sequence does not matter on the WBS.
Project Workshop Project Workshop
Make a WBS
Focus on Tier 1 – get approval from Eric
20 minutes
Use ‘WBS Pads’ on flip charts
Review QuestionsReview Questions
Teams of 3: Write 3 “quiz” questions about risk management
Pick key topics – something that struck you as particularly valuable
5 minutes
Risk ManagementRisk Management
RISKS
NEW
RISKS
NEW
CONTROL
Implement the risk strategy. Continue to monitor the project for
new risks.
RESPONSE DEVELOPMENT
Define the risk, including thepotential negative impact.
Assign a probability to the risk. Develop a strategy to reduce the
possible damage.
RiskManagement
Plan
RISK IDENTIFICATION
Analyze the project to identify sources of risk
Known Risks
Risk ManagementRisk Management
RISKS
NEW
RISKS
NEW
CONTROL
Implement the risk strategy. Continue to monitor the project for
new risks.
RESPONSE DEVELOPMENT
Define the risk, including thepotential negative impact.
Assign a probability to the risk. Develop a strategy to reduce the
possible damage.
RiskManagement
Plan
RISK IDENTIFICATION
Analyze the project to identify sources of risk
Known Risks
Risk Log
Contingency & Reserve
Risk Management
Plan
More questions…More questions…
What’s wrong with this risk description: “The project has physical security risks.”
What sources of probability do we have?
What is the difference between a risk profile and a risk log?
Give an example of a “trigger point”
Class Project: Risk LogClass Project: Risk Log
Use the risk log found in FFMBA
Top seven risks
Sit as a team for the rest of today’s class
Risk Identification - ThreatsRisk Identification - Threats
What could cause your project to fail? They aren’t a problem yet – but they could
be… Be specific – the more specific the better Threats can come from outside the project
Risk Identification - Risk Risk Identification - Risk ProfileProfile What surprises
have hurt you in the past?
How will you know about them before they hurt you again?
Project team?
Customer environment?
Technical challenges?
Risk Analysis Risk Analysis
Condition (Describe the threat)
Consequence (Impact)
Probability
Response Strategy
Page 94
Project WorkshopProject Workshop
Workshop projects: A project you understand well 3-6 months long 3-10 person team
Project Name Your Name
Brief Description
Risk ManagementRisk Management
RISKS
NEW
RISKS
NEW
CONTROL
Implement the risk strategy. Continue to monitor the project for
new risks.
RESPONSE DEVELOPMENT
Define the risk, including thepotential negative impact.
Assign a probability to the risk. Develop a strategy to reduce the
possible damage.
RiskManagement
Plan
RISK IDENTIFICATION
Analyze the project to identify sources of risk
Known Risks