Project Management: Skills for Successwpc.0122.edgecastcdn.net/000122/Pubs/296/296_CN_B1_502_A3.pdf · Watch video in some of the chapters • As briefing information • To review

Project Management: Skills for Success

Course 296

296/CN/B.1/502/A.3

© Learning Tree International, Inc. All rights reserved. Not to be reproduced without prior written consent.

© LEARNING TREE INTERNATIONAL, INC.All rights reserved.

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No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, or translated into any language, without the prior written

permission of the publisher.

Copying software used in this course is prohibited without the express permission of Learning Tree International, Inc. Making unauthorized copies of

such software violates federal copyright law, which includes both civil and criminal penalties.


The author would like to acknowledge the many instructors, attendees, and Learning Tree staff members, both past and present, who have helped to make this course a success.

Acknowledgments


Upon completion of this course, you will be able to

Confidently manage a project from beginning to end

Identify the characteristics of a successful project

Successfully define a new project

Break work down into manageable tasks and estimate time and cost

Create a precedence/network diagram and project schedule

Manage project resources effectively

Manage risks that could impact your project

Analyze and baseline the project plan

Execute a project successfully

Close a project effectively

Course Objectives

Intro-13


Introduction and Overview

Chapter 1 Project Management Basics

Chapter 2 Our Goal: Defining the Project

Chapter 3 Our Plan: Identifying and Estimating the Work

Chapter 4 Our Plan: Scheduling and Budgeting the Work

Chapter 5 Our Plan: Building the Project Team

Chapter 6 Our Plan: Managing the Risks

Chapter 7 Our Plan: Baselining the Plan

Chapter 8 Our Status: Executing the Project

Chapter 9 Closing the Project

Chapter 10 Course Summary

Next Steps

Course Contents

Intro-14


Listen to your instructor for 20–40 minutes

Watch video in some of the chapters• As briefing information• To review as a critical observer

A couple individual activities

Team-based activities in each chapter• Enable practice of the subjects in the chapters• Debriefing and question time after each of these activities

Five questions or quiz at the end of every chapter• Summary of key points• Study guide for the exam

The Format of All Chapters

Intro-15


We will use a case study to practice and enhance all learning

You will work individually sometimes

You will work in a team mostly

Everyone must take an active part in activities

Rotating the role of project manager will maximize your experience

You will present your teamwork to the class several times in the course

Please provide honest and constructive feedback on presentations

We are all here to learn and practice our project management skills

Have fun at all times!

Case Study and Exercise Ground Rules

Intro-16


Development of a new product called UCS2 (Utility Control System 2)

Your team will play the role of the UCS2 project team

The order of the exercises progressively introduces more project planning and management techniques within a typical project life cycle• Setting project objectives • Identifying and estimating work• Scheduling project tasks• Managing risks• Running a project• Reporting project progress• Closing a project and gathering lessons learned

UCS2 Case Study Exercises

Intro-17


The Project Management Institute (PMI)® is a nonprofit professional project management association• PMI grants the Project Management Professional (PMP)® certification, an

industry standard for project management

Learning Tree International is a PMI® Global Registered Education Provider• This course can be applied toward the Professional Development Units

(PDUs) required to– Maintain an existing PMP® certification– Satisfy the educational requirement for PMP candidates

For more information about PMI-aligned Learning Tree courses• Refer to the PMI Q&A available at www.learningtree.com/pmi

Project Management Institute (PMI)

PMI and PMP are registered marks of Project Management Institute, Inc.

Intro-18

Project Management Basics

Chapter 1

2© Learning Tree International, Inc. All rights reserved. Not to be reproduced without prior written consent. 1-

After completing this chapter, you will be able to• Identify the characteristics of a successful project

In addition, you will be able to• Describe the essential project GPS• Discuss basic project management concepts• Understand key documents, deliverables, and approvals• Manage project constraints using the Iron Triangle

Chapter Objectives


Chapter Contents

Project Management Overview UCS2 Hands-On Exercise 1


Every organization has business goals and objectives

Projects are one way of achieving these goals

A good project GPS is essential

Goal: Where are we going?Plan: How will we get there?Status: Where are we now?

We must find the fastest, cheapest route

Beware the potholes and detours along the way

Project Business Drivers

GPS image used with permission: www.wpclipart.com/Map image used with permission: www.openstreetmap.org/


ProjectProject Plan

Project Management

ProcessProject

ManagementProject

Manager

Performs Using Creates Completes

The driver-navigator with responsibility, authority, and accountability for project management and project deliverables

Manages the project work

Leads the project team

The Project Manager


The art and science of applying project management standards, best practices, techniques, templates, and tools to project work

Work follows a specific project management process

Management of stakeholder expectations

Provision of project deliverables

Achievement of project goals

Project Management

ProjectProject Plan

Project Management

ProcessProject

ManagementProject

Manager



Repeatable, predictable, manageable approach to managing projects • Practices• Techniques• Templates• Tools

Baseline for continuous improvement

The Project Management Process

ProjectProject Plan

Project Management

ProcessProject

ManagementProject

Manager



The Project Management Process

Project Plan

Approval

ProjectCharter

Approval

Project Deliverables

Approval

4. Closingthe project

3. Executingthe project

1. Definingthe project

2. Planningthe project

What is our Goal?

What is our Plan?

What is our Status?

ProjectProject Plan

Project Management

ProcessProject

ManagementProject

Manager



Part of the project GPS created by the project management process

Documentation showing project work, milestones, deliverables, costs, resources, risks, and issues

A model used to manage expectations, measure performance, and communicate progress

The Project Plan

ProjectProject Plan

Project Management

ProcessProject

ManagementProject

Manager



ProjectProject Plan

Project Management

ProcessProject

ManagementProject

Manager

Temporary work with specific start and end dates

Performed by resources often from different parts of or even outside of an organization

Tasked with delivering unique products, services, orresults to meet specific business goals and objectives

Constrained by scope, time, and cost

Should have an identified priority within the organization’s portfolio of work

The Project



Key Documents, Deliverables, and Approvals*

Defining the project

Planning the project

Executing the project

Closing the project

Objectives statement

Business case Issues Register Project charter Stage-gate

approval

Stakeholder plan Communications

plan Scope statement Project schedule Project budget Task contracts Risk plan Change plan Best practices

health check Project plan

baseline Stage-gate

approval

Change requests Status reports Project

deliverables Stage-gate

approval

Lessons-learned report

Closure report Party! Stage-gate

approval

*Scale as appropriate to the size of your project


Use a predictive approach to manage simple projects

Use an iterative approach to manage complex projects

Use an Agile approach to manage chaotic projects

PMBOK® Guide on Life Cycle Methodologies*

*Source: Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK®

Guide)—Fifth Edition. Project Management Institute, Inc., 2013. Copyright and all rights reserved. Material from this publication has been reproduced with the permission of PMI.

Define Plan Execute Close

Define

Plan

Exec

ute

Clos

e

Define

Plan

Exec

ute

Clos

e

Define

Plan

Exec

ute

Clos

e

Define

Plan

Exec

ute

Clos

e

Define

Plan

Execute

Close

Define

Plan

Execute

Close

Define

Plan

Execute

Close

Define

Plan

Execute

Close


Rapid and widespread adoption• Rooted in lean manufacturing• The Agile Manifesto signed in 2001 • 80 percent of IT shops using Agile today• Quickly growing in the project management community and beyond

Distinctives of Agile projects• Iterative life cycle• Small, highly collaborative, cross-functional teams• Emergent requirements and solutions progressively elaborated• Continuous feedback and rapid adaptation

– Product– Process

• Daily standup status meetings• Incremental deliveries

Agile Project Management

TRENDING


No one can deliver an impossible project

The key to success is managing expectations• Every project is constrained by scope, time, and cost• “Better, faster, cheaper” violates the physics of project management

Prioritizing the constraints up front will help make future decisions

The rule of the Iron Triangle is “pick two” for planning purposes• Fixing one or two constraints affects the others• Fixing three constraints ensures project failure

How to negotiate unrealistic expectations• “Yes” or “no” will get you in trouble• “Yes, and let’s discuss…” is better• Multiple scenarios and options is best

Commitments on all three are made when the plan is baselined

The Heart of Project Management

Cost Time

Scope

Quality


Chapter Contents

Project Management Overview

UCS2 Hands-On Exercise 1


Welcome to the ACME Corporation!

Acme’s current business position • Market leader in environmental control systems • Under threat from aggressive competition worldwide

Acme’s strategy for continued success • Improvement of shareholder performance• Growth of market share globally• Innovation in the marketplace• Development of new technologies

Case Study Background


After completing this exercise, you will be able to• Identify business goals and drivers• Understand any existing assumptions• Begin moving toward solutions and deliverables

Teamwork• Using the Role Matrix on page MA-1 of the Exercise Manual,

agree on roles for this exercise• Agree on a team name and record it at the top of MA-1• Read the e-mail on pages MA-3 through MA-10• Working as a team, agree on answers to the questions on MA-11

Presentation• Be prepared to share your thoughts with the class• This is not a formal presentation

Hands-On Exercise 1


You are now able to • Identify the characteristics of a successful project

In addition, you are able to• Describe the essential project GPS• Discuss basic project management concepts• Understand key documents, deliverables, and approvals• Manage project constraints using the Iron Triangle

Chapter Summary


1. What should a good project GPS tell us?

2. What is project management?

3. What is a project plan?

4. What is a project?

5. What is the rule of the Iron Triangle?

Chapter Quiz


Personal Checklist

Our Goal: Defining the Project

Chapter 2


After completing this chapter, you will be able to• Successfully initiate and define a new project

In addition, you will be able to• Determine the project management team structure• Facilitate agreement on project objectives and deliverables• Produce the project business case• Track and manage project issues• Develop the project charter • Obtain approval to plan the new project

Chapter Objectives


The Stages of a Project: The Project Life Cycle

Project plan

approval

Project charter

approval

Project deliverables

approval





What is our Goal?

What is our Plan?

What is our Status?


What Is Our Goal? Defining the Project

Key Inputs Key Actions Key Outputs

Business drivers Determine project management structure

Determine project objectives and deliverables

Develop business case

Begin Issues Register

Develop project charter

Get go/no-go decision


Business case

Issues Register

Project charter

Stage-Gate approval


Chapter Contents

Project Governance Project Objectives

Project Justification and Initiation



Video: Appointment of Project Manager

Elizabeth Ericsson Justin Place


Determine Project Management Structure*

ManagingCommitteemanagesproject

Projectmanager

Functional managers

Subject-matter experts

ProjectBoarddirectsproject

Projectsponsor

Key managers

Businessowner

Change Control Board

ProjectTeam

producesdeliverables

Projectteam

Third parties

Keyusers

Manage up

Manage down

*Scale as appropriate


Project Board Directs Project

ProjectBoard

• Defines goals and deliverables

• Makes key decisions

• Resolves issues

• Designs Change Control Board

• Makes project go/no-go decisions

Business owner

Project sponsor

Key managers

• Recommended

• Speaks on behalfof the customer

• Owns, reviews, approves, and accepts product deliverables

• Required

• Managementrepresentative who chairs the Project Board

• Owns the business case

• Secures funding and resources

• Approves the project charter

• Recommended

• Other managers with a stake in project outcomes


Managing Committee Manages Project

Managing Committee

• Defines project objectives

• Manages work day-to-day

• Controls the project

• Responsible for outcomes and deliverables


Project manager

Functionalmanagers

• Recommended

• Providesexpertise and guidance as needed

• Required

• Selected by the project sponsor

• Chairs the Managing Committee

• Leads the Project Team

• Reports to the Project Board

• Recommended

• Other managers responsible for project work


Project Team Produces Deliverables

ProjectTeam

• Participates in planning, executing, and closing the project as needed

• Typically not assigned yet at this point

• Produces project deliverables

Keyusers

Project team

Thirdparties

• Recommended

• Users of project deliverables who provide input as needed

• Required

• Responsible for planning and executing project work

• On large projects, some Project Team members may serve as leads for sub-teams

• Recommended

• Representativesof suppliers and other third parties responsible for project work


Chapter Contents

Project Governance

Project Objectives Project Justification and Initiation



Goals• Documented in the business case• What the project must achieve on behalf of the business• Answer the big-picture question, “Where are we going?” (Chapter 1)

Objectives quantify and define goals

Objectives are collaborative by definition• May be defined by a manager for simple work• Complex work requires input and buy-in from everyone

Goals and Objectives

“If you don’t know where you’re going, you’ll end up someplace else.”

— Yogi Berra


Project objectives are defined in two parts• Objectives statement• List of deliverables

Objectives statement• Summary of everything known about the project to this point• Answer key questions: what, why, who, where, when (5Ws)• No more than a couple of paragraphs and a page long• As quantitative as possible• Remember the Iron Triangle

List of deliverables• Internal project deliverables: deliverables required to manage the project• External product deliverables: deliverables the customer is paying for

Project Objectives


No more than a couple of paragraphs and a page long?

Accurately reflects the goal of the project?

Answers the 5Ws: what, why, who, where, when?

Analyzing Objectives Statements

“I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the Moon and returning him safely to the Earth.” —John F. Kennedy, 1961*

*State of the Union message to the U.S. Congress, May 25, 1961.

Example:This project will develop a demo of the new UCS2 for ACME Corporation. It will be used by Sales staff to demonstrate the new system at the Food Merchandisers Trade Show on Dec. 10, 2013, in Geneva, Switzerland. It will be delivered to Sales six weeks prior to the show.


Begin with the business goals documented in the business case

Gather the project Managing Committee for a brainstorming activity

Use one of three techniques to identify project objectives• Individuals answer the 5Ws on sticky notes, which are then merged with

everyone’s answers and sorted by affinity groups• Brainstorm and categorize thoughts as they are shared (as in the video) • Brainstorm using mind-mapping tools (as on the next slide)

Consolidate the 5Ws into a single statement

Brainstorms project deliverables

Ensure agreement and sign off

The Objectives-Setting Meeting


UCS2 Objectives Mind Map In MindManager


Video: Objective-Setting Meeting

Justin

Pam(Production)

Mario(Marketing)

Eduardo(Engineering)

Mary(Marketing)


Chapter Contents

Project Governance

Project Objectives

Project Justification and Initiation UCS2 Hands-On Exercise 2


The business case is the most important project document• Owned by the project sponsor• Outlines anticipated costs and benefits • Justifies the project and its priority• Updated as the project progresses• Reviewed at each stage-gate as part of the go/no-go decision process

The project manager may not be assigned or involved during initial development of the business case

Remember the Iron Triangle• Present multiple scenarios and options• Use order-of-magnitude estimates

Develop the Business Case

Cost Time

Scope

Quality


Not all costs and benefits are tangible• Nonfinancial or soft benefits should be weighted and considered• Qualitative assessments may be sufficient

Quantitative assessments are sometimes required• Capital and operating expenses• Direct and indirect costs• Fixed and variable costs

Primary measures of project benefits• Payback: How much will we get back and how long will it take?• Benefit Cost Ratio (BCR): How much will we get back for each dollar spent?• Return on Investment (ROI): What is the percentage increase or decrease?• Net Present Value (NPV): What is the real value of future dollars?

Get help from your Finance department on significant projects

Cost–Benefit Analysis


Executive summary

Project priority

Business goals and drivers

Business options

Estimates• Resources required• Schedule and key milestones• Expected costs

Recommended solution and deliverables

Anticipated impacts, challenges, risks

Projected benefits (qualitative and quantitative)

Business Case Template


Issues are tracked from beginning to end of the project • Anyone can raise an issue with the project manager• May result in a change request if the plan has been baselined (Chapter 7)• Valuable input to lessons-learned discussions (Chapter 9)

Issues register template• ID• Priority• Issue description and impact• Who identified• When identified• Owner• Actions• Status

Project Issues


Develop the project charter• The project charter is the summary of all work completed to date• Reviewed by the project board, along with the updated business case, to

determine whether or not the project should proceed• Remember the Iron Triangle and submit budget estimates

Project charter template• Objectives statement• Key deliverables• Budget estimates

– Time– Cost– Other constraints or assumptions

• Key stakeholders• Management structure• Interfaces, dependencies, conflicts • Project management approach and plan for status reporting

Project Charter


Formal review by the Project Board• The previous stage of the project is reviewed and deliverables accepted• The next stage of the project is authorized or the project is canceled

Reconfirmation of organizational priorities and support

May include a formal audit

Project Stage-Gate Approval


Chapter Contents

Project Governance

Project Objectives

Project Justification and Initiation



After completing this exercise, you will be able to• Manage the objective-setting meeting• Produce objectives statement and list of key deliverables• Obtain group commitment to the project objectives


agree on roles for this exercise• Read the new information on pages MA-13 through MA-18• Using any desktop tool you prefer

– Brainstorm and agree on the UCS2 5Ws– Consolidate the 5Ws into a single objectives statement– Brainstorm 10–12 key project deliverables

• After you finish, review the suggested solution from Handout 1

Presentation• Be prepared to share your thoughts with the class• This is a formal presentation

Hands-On Exercise 2



Project plan

approval

Project charter

approval


approval

4. Closingthe Project

3. Executingthe Project

1. Definingthe Project

2. Planningthe Project

What is our Goal?

What is our Plan?

What is our Status?


Key Artifacts, Deliverables, and Approvals*




Closing the project


Business case Issues Register Project charter Stage-Gate

approval




baseline Stage-Gate

approval


deliverables Stage-Gate

approval


Closure report Party! Stage-Gate

approval



You are now able to• Successfully initiate and define a new project

In addition, you are able to• Determine the project management team structure• Facilitate agreement on project objectives and deliverables• Produce the project business case• Track and manage project issues• Develop the project charter • Obtain approval to plan the new project

Chapter Summary


1. Who are the key members of the Project Board? (2-7)

2. What are project objectives?

3. What are external deliverables?

4. What is the most important project document?

5. What is a project charter?

Chapter Quiz


Personal Checklist

Our Plan: Identifying and Estimating the Work

Chapter 3


After completing this chapter, you will be able to• Break work down into manageable tasks and estimate time and cost

In addition, you will be able to• Identify project stakeholders and plan communications• Use a Work Breakdown Structure (WBS) to create work packages• Distinguish between duration, work content, and resource units• Identify and use appropriate estimating techniques • Write a project scope statement

Chapter Objectives



Project plan

approval

Project charter

approval


approval





What is our Goal?

What is our Plan?

What is our Status?

2a. Identifying and estimating

the work

2b. Scheduling and budgeting

the work

2c. Building the project team

2d. Managing the risks

2e. Baselining the plan


What Is Our Plan? Identifying and Estimating the Work


Business case

Project charter

Identify and analyze stakeholders

Create work breakdown structure

Estimate time and cost

Stakeholder management plan

Communications management plan

Scope statement/WBS


Chapter Contents

Stakeholder Analysis Work Breakdown Structure

UCS2 Hands-On Exercise 3.1

Project Estimates



A stakeholder is any individual or group, internally or externally, who may affect, be affected, or perceive itself to be affected by the project

Brainstorm with the Project Board and Managing Committee to identify as many stakeholders as possible• Key stakeholders are those with the most influence or the most at stake• Primary stakeholders are the customers and users of project deliverables• Secondary stakeholders are all others affected by the project

Analyze each stakeholder• What are their interests in the project?• What do they stand to gain or lose?• How might we engage and influence them?• How might we best communicate with them?

Create a stakeholder management plan and a communications management plan

Identify and Analyze Stakeholders


Stakeholder management plan• Stakeholder• Role• Needs• Costs• Benefits• Issues• Actions

Communications management plan• Stakeholder• What is needed?• Why is it needed?• How often is it needed?• How will we deliver it?• Who will deliver it?

Templates


Chapter Contents

Stakeholder Analysis

Work Breakdown Structure UCS2 Hands-On Exercise 3.1

Project Estimates



The work breakdown structure• Defines the total scope of work and erects clear project boundaries• Best practice is to focus on product deliverables (nouns) at the top levels• Hierarchical decomposition into discrete, manageable work packages (verbs)

at the bottom level of the WBS• Work packages provide the basis for detailed estimating, budgeting,

scheduling, resourcing, delegating, and tracking of work

This is a brainstorming activity and sequence of work is not important

Create Work Breakdown Structure (WBS)

Your new house

Move in Contract builder Build house Furnish house


Sample WBSYour new

house

Move in

Contract mover

Pack stuff

Move stuff

Unpack stuff

Contract builder Build house

Foundation work

Concrete

Electrical

Plumbing

Rough construction

Floors

Walls

Roof

Finish construction

Furnish house


UCS2 WBS in WBS Chart Pro


UCS2 WBS in Microsoft Project


UCS2 WBS With Costs


Granularity guidelines• The 80-Hour Rule: No more than 80 hours to produce a single deliverable• No task should take longer than one reporting period, typically a week

─ The rule of thumb for many teams is 1-2 day tasks─ Avoid micromanaging activities of less than one day’s work

• Vary the level of granularity to suit the project, resources, risks, etc.

Don’t forget management, project management, and administrative tasks

Write the project scope statement

Scope statement template• Project scope (WBS)• Key deliverables• Customer validation and acceptance plan• Out of scope

Create Work Breakdown Structure


Chapter Contents


Work Breakdown Structure

UCS2 Hands-On Exercise 3.1 Project Estimates



After completing this exercise, you will be able to• Build a WBS to group the tasks in a project• Identify units of work that could be delegated to an

individual or a team


agree on roles for this exercise• Using any desktop tool you prefer

– Agree on a top-level structure for the UCS2 project– Break each top-level branch down at least one more level– Select one branch and continue decomposing work until you can

identify specific work packages

Presentation• Be prepared to share your thoughts with the class• This is a formal presentation

Hands-On Exercise 3.1


Chapter Contents




Project Estimates UCS2 Hands-On Exercise 3.2


WBS work packages provide the basis for definitive estimates• In the business case, we made time and cost assumptions• We know what work must be done• Let’s refine our time estimates and think about cost

Estimating is an iterative process and refined as we learn more

Estimate Time and Cost

Defining Planning Executing Closing

Order of MagnitudeEstimate

-25% to +75%

BudgetEstimate

-10% to +25%

DefinitiveEstimate

-5% to +10%

300

400

500

200

PotentialVariability

100

225

525

270

375

285

330300


What are we estimating?• How long to perform work package “Eat Lunch?”

duration = 1 hour• How many of us are going?

resources = 3 people• How much work is required to eat lunch?

work = duration x resources = 3 hours • Cost to eat lunch?

cost = work x resources rate ($100 per person/hour) = $300

Check assumptions about how much eating/work actually get done

Do we have that much time or money?• Revisit the business case• Remember the Iron Triangle• Update the scope statement if necessary• Don’t forget to add a contingency buffer

Refining Our Estimates


Estimates are submitted or confirmed by resources assigned to the work

Bottom-up estimating: Work package estimates are rolled up the WBS

Best Practices for Definitive Estimating


Analogous estimating: estimates are compared to similar work in the past

Wideband Delphi estimating: wisdom-of-crowds, team-based approach• 3-7 people anonymously estimate the work and document their assumptions• The estimates and assumptions are discussed• The process is repeated until consensus is reached

Three-point (or PERT) estimating is recommend for complex work• The most likely estimate of task duration/work/cost• The minimum, optimistic, best-case estimate of task duration/work/cost• The maximum, pessimistic, worst-case estimate of task duration/work/cost

Best Practices for Definitive Estimating

Minimum (a) Most Likely (m) Maximum (b)

20 minutes to eat lunch 45 minutes to eat lunch 2.5 hours to eat lunch

If… If… If…

mean = (a + 4m + b) / 6 = 58 minutes to eat lunch

PERT = Project Evaluation and Review Techniques


Activity: Which Task Estimates Would You Question?Minimum duration

Maximum duration

Most likely duration


Chapter Contents




Project Estimates



After completing this exercise, you will be able to• Use three-point estimating techniques• Define assumptions made when estimating


agree on roles for this exercise• Review UCS2 memoranda on pages MA-21 through MA-22• Using the table on MA-23, perform bottom-up, three-point

estimating for the Advertise Jobs tasks

Presentation• Be prepared to share your estimates with the class• This is not a formal presentation




Project plan

approval

Project charter

approval


approval





What is our Goal?

What is our Plan?

What is our Status?


the work


the work









Closing the project


Business case Issues Register Project charter Stage-Gate

approval




baseline Stage-Gate

approval


deliverables Stage-Gate

approval


Closure report Party! Stage-Gate

approval



You are now able to• Break work down into manageable tasks and estimate time and cost

In addition, you are able to• Identify project stakeholders and plan communications• Use a work breakdown structure to create work packages• Distinguish between duration, work content, and resource units• Identify and use appropriate estimating techniques • Write a project scope statement

Chapter Summary


1. What are three categories of project stakeholders?

2. What is the work breakdown structure?

3. What are the guidelines for properly sizing work packages?

4. What is bottom-up estimating?

5. Which estimating technique is most important on complex work?

Chapter Quiz


Personal Checklist

Our Plan: Scheduling and Budgeting the Work

Chapter 4


After completing this chapter, you will be able to• Create a precedence/network diagram and project schedule

In addition, you will be able to• Find the critical path in a task dependency network• Identify critical and noncritical tasks in the project• Calculate the project duration• Produce a bar chart of the project schedule• State the completion date of the project

Chapter Objectives



Projectplan

approval

Project charter

approval


approval





What is our Goal?

What is our Plan?

What is our Status?


the work


the work





What Is Our Plan? Scheduling and Budgeting the Work


Business case

Project charter

Scope statement/WBS

Build precedence/ network diagram

Analyze Gantt chart

Refine budget

Project schedule

Project budget


Chapter Contents

Network Diagrams UCS2 Hands-On Exercise 4.1

Gantt Charts



Sequence WBS work packages based on mandatory, discretionary, and external dependencies• Predecessors are tasks that must run before other tasks• Successors are tasks that must run after other tasks• Many tasks can run in parallel

Insert milestones at significant points along the way • Tasks of zero duration with no resources assigned • Begin with “Start” and “Finish”

Determine the critical path • The path(s) with the longest duration• “Critical tasks” have zero float and any delay will delay the project

Calculate “float” (or “slack”) on noncritical paths• How long a task can be delayed before affecting project duration• Float = late finish date – early finish date • Float on “noncritical tasks” permits scheduling flexibility

Build the Network Diagram


Activity: Analyzing a Network Diagram


How many paths are there through this project?

Which path is the critical path?• Circle the critical tasks:

Start A B C D E F G H I J K L Finish

• Why is this the critical path?

How long will the project take to complete?

Bonus: How much float on task D?

Activity: Analyzing a Network Diagram


Sticky notes are a quick way to experiment with network layout• Each branch of the WBS can be a different color• Each sticky note represents a task as defined in the WBS• Milestones are also shown on sticky notes

Information is written on each sticky note• Task description or title• Duration• Work• Task ID

This is a powerful team-building activity

Creating Dependency Diagrams Using Sticky Notes


Chapter Contents

Network Diagrams

UCS2 Hands-On Exercise 4.1 Gantt Charts



Microsoft Project Demonstration


After completing this exercise, you will be able to• Create a dependency diagram for tasks• Calculate the critical path and the project duration


agree on roles for this exercise• Review UCS2 Memorandum 4 on MA-25• Follow the instructions on MA-26 to create a project

dependency diagram

Presentation• Be prepared to share with the class• What tasks are on the critical path?• What is the expected duration of the project?• This is not a formal presentation



Chapter Contents

Network Diagrams


Gantt Charts UCS2 Hands-On Exercise 4.2


The Gantt Chart View


Comparing Network Diagrams and Gantt Charts

Network diagrams• Strengths?

• Weaknesses?

Gantt charts• Strengths?

• Weaknesses?


Float on non-critical tasks permits scheduling flexibility • Default logic is “as soon as possible” • “As late as possible” and date constraints are possible but discouraged• Most important constraint is resource availability

Non-critical task E can be scheduled anywhere along the float• Note that the float has been reduced from 7 days to 4 days• If task E is scheduled as late as possible, it becomes critical

Other Scheduling Options: Task Constraints


Other Scheduling Options: Task Relationships

F-S

F-F

S-F

F-S

F-S

S-S

Clean house

Buy groceries

Prepare food

Set table

Receive guests

Watch movie

Eat dinner

Wash dishes

Project: dinner and movie party

Finish-to-Start: Start of successor depends on finish of predecessor

Finish-to-Finish: Finish of successor depends on finish of predecessor

Start-to-Start (S–S): Start of successor depends on start of predecessor

Start-to-Finish (S–F): Finish of successor depends on start of predecessor


We now know how long the project will take

Do we have that much time?• Revisit the business case• Remember the Iron Triangle• Update the scope statement if necessary

Analyzing the Gantt Chart

Cost Time

Scope

Quality


Our work packages contain assumptions about time and resources

We now know what work must be done and when

We know how our budget should be spent over the duration of the project

Do we have that much money?• Revisit the

business case• Remember the

Iron Triangle Triple Constraint• Update the scope

statement if necessary

Refining the Budget

Cumulative Cost Budget

Cost Time

Scope

Expectations


Chapter Contents

Network Diagrams


Gantt Charts



After completing this exercise, you will be able to• Communicate project dates using a Gantt chart• View and analyze the critical path and float • Negotiate the completion date of a project


agree on roles for this exercise• Follow the instructions on MA-35 to analyze a Gantt chart

Presentation• Be prepared to share with the class• What is the duration of your project now?• What did you agree to change?• This is not a formal presentation




Project plan

approval

Project charter

approval


approval





What is our Goal?

What is our Plan?

What is our Status?


the work


the work









Closing the project



approval




baseline Stage-gate

approval



approval



approval



You are now able to• Create a precedence/network diagram and project schedule

In addition, you are able to• Find the critical path in a task dependency network• Identify critical and noncritical tasks in the project• Calculate the project duration• Produce a bar chart of the project schedule• State the completion date of the project

Chapter Summary


1. What are project milestones?

2. What is the critical path?

3. What is the definition of float?

4. What is the primary purpose of a precedence/network diagram?

5. What is the primary purpose of a Gantt chart?

Chapter Quiz


Personal Checklist

Our Plan: Building the Project Team

Chapter 5


After completing this chapter, you will be able to• Manage project resources effectively

In addition, you will be able to• Identify and secure critical project resources• Allocate resources to tasks in a project • Optimize project resource utilization• Write task contracts• Lead a Project Team

Chapter Objectives



Project plan

approval

Project charter

approval





What is our Goal?

What is our Plan?

What is our Status?


approval


the work


the work





What Is Our Plan? Building the Project Team


Scope statement/WBS/ work packages

Project schedule

Project budget

Identify and secureneeded resources

Optimize resource utilization

Prepare task contracts

Lead project team

Task contracts

High performing team


Chapter Contents

Resource Planning UCS2 Hands-On Exercise 5.1

Project Team Leadership



Begin with the WBS and schedule

For each work package, determine what skills are needed and when

Identify Necessary Skills


The resource pool is a single point of reference for project resource data• Example: business analysts, developers, testers, etc. • May include other types of resources: servers, software, etc.

Helpful when sharing resources with other projects

Set standard values for the cost of these resources• Standard day rate and overtime rate for project labor• Cost of capital equipment• Cost per use of resource or materials • Cost of subcontract work or deliverables

Identify when the costs will occur and update the budget• Labor resources are typically billed pro rata against the tasks• Rate per day/week accumulated along the schedule per time unit

Create the Resource Pool


Work with the project’s Project Board to secure needed resources

Be sure the cost of resources fits your budget

Secure and Assign Available Resources


Use resource graphs and tables to view under/over-utilization

Double-check your productivity assumptions and factors

Optimize Resource Utilization

LeslieAlbert

Jean

Marie Paul


Resource Smoothing and Leveling

Smoothing LevelingUse when the end date cannot be exceeded and resources are flexible

Use when the end date is flexible but resources are finite

Uses float to resolve resource over-utilization on non-critical paths

Resolves resource over-utilization on all paths

The critical path, therefore the end date, remain unchanged

The critical path, therefore the end date, may change

Because the critical path is exempt,all resource over-utilization may not be resolved

Because the critical path is not exempt, all resource over-utilization will be resolved


Leveling reveals A-L was never a 29-day project, but 56 days

Revisit the Project Board to discuss the Iron Triangle

Managing Resource Constraints

Cost Time

Scope

Quality


Clear communication is crucial to effectively passing the work to others• Negotiate, agree on, formally specify, and sign off on each work package• Create task contracts for single or multiple work packages• Accountability is key to performance

– Add to performance plans of internal resources– Add to contracts and statements of work with third-party resources

Task contract template• Scope (work packages)• Deliverables• Due dates• Customer, users, key contacts• Inputs• Measures• Acceptance criteria• Tracking and reporting agreement• Costs and payment schedule if work is done by a third party

Task Contracts


Chapter Contents

Resource Planning

UCS2 Hands-On Exercise 5.1 Project Team Leadership



After completing this exercise, you will be able to• Analyze a work package• Negotiate work with resources• Create a task contract


agree on roles for this exercise• Follow the instructions on MA-37 to create a task contract

Presentation• Be prepared to share your task contract with the class• This is a formal presentation



Chapter Contents

Resource Planning


Project Team Leadership UCS2 Hands-On Exercise 5.2


The Project Manager’s Challenge

People

Product

Process


PMI Project Manager Competency Development Framework*• Take initiative and achieve results• Strive for order and excellence• Desire to understand and help others• Build and leverage power relationships • Proactively develop, lead, and manage team members• Solve problems through both big-picture thinking and low-level analysis• Maintain self-control and self-confidence in the face of obstacles• Remain committed yet adaptive in the midst of change

APM Behavioral Competencies**• Communication• Teamwork• Negotiation• Conflict management

Leadership Skills for Project Success

*Source: Project Management Institute. Project Manager Competency Development Framework. Second Edition. Project Management Institute, Inc., 2007. http://marketplace.pmi.org/Pages/ProductDetail.aspx?GMProduct=00101024401. Accessed February 18, 2015.**Source: Association for Project Management. APM Body of Knowledge 6th edition. Association for Project Management, 2012. www.apm.org.uk/BOK6. Accessed February 17, 2015.


Project managers achieve results by influencing others

Mutual trust and respect • Pros: most effective form of influence long-term• Cons: takes time to build

Expertise in the project domain• Pros: provides instant credibility and opportunity to influence • Cons: unmotivated teams may not care

Delegated authority • Pros: quickly provides an essential opportunity to influence• Cons: neutral influence in that, by itself, it is neither helpful nor harmful

Reward or coercion power• Pros: most effective form of influence short-term• Cons: harmful long-term and should be used only as a last resort

The Critical Role of Personal Influence


The importance of motivation• A motivated team will always outperform an unmotivated team• A highly motivated team will often outperform a highly skilled team

Motivated teams start with motivated individuals• Set up positive expectations during task contract discussions • Ask: “How do you like to be recognized for good work?”• Respond: “If I can make that happen for you, I promise to do so”

The Art and Science of Motivation

Top 5 Motivators Top 5 DemotivatorsSense of achievement Unclear or unrealistic expectations

Ownership and responsibility Role confusionRecognition and thanks Micro-managementOpportunities for growth Constant change

Interesting work Bureaucracy and office politics


A team is an organizational construct• Smaller teams outperform larger teams• Colocated teams outperform distributed teams

A high-performing team is an emotional commitment• Shared values, vision, goals, and objectives• Sense of community, trust, and mutual respect

The project manager is responsible for team development • From the kickoff meeting through team dissolution• All teams evolve through identifiable stages of development

Building a High-Performing Team


Stages of Team Development• Establish

identity and commitment

• Communicate goals and collaborate on objectives

• Facilitate relationships

• Establish values and ground rules

• Clarify roles, responsibilities

• Teach skills for communication and conflict resolution

• Manage plan to successful execution of project tasks

• Solicit and incorporatefeedback

• Providefeedback

• Build in time for fun and refreshment

• Challenge and grow team members

• Recognizeand celebrate achievements

Forming Storming Norming Performing

Most teams never reach the Performing stage due to ongoing change that sets the team back


Clarify policies and procedures, roles, expectations, and metrics

Seed the team with key resources• Virtual employees should be highly skilled, motivated, and capable of both

independent and team work• Previous experience in a virtual environment is helpful

Make personal contact as early and often as possible • Gather for team formation (kickoff) activities if possible• Consider temporary transfer of employees

Be thoughtful about cross-cultural communications• Keep words and sentences short• Avoid slang, colloquialisms, irony, metaphors,

and humor• Confirm understanding and agreement

through repetition and questions

Special Challenges: Managing Virtual Teams

TRENDING


Be aware that working styles vary greatly across locations and cultures• Discuss shared values and agree on ground rules• Consciously strengthen team identity and culture

Collaboration tools and more documentation are helpful• Video connectivity is especially helpful• Project management tools and virtual dashboards• Social networking tools for a virtual “water cooler“

Ensure fairness across cultures, regions, time zones• Meeting times• Hiring and promotions• Roles and responsibilities• Be sure onsite resources don’t dominate

virtual meetings

Hold “lessons learned” meetings more frequently

Special Challenges: Managing Virtual Teams


Resources are part-time or on loan from another manager or organization

Work closely with the Project Board• Share accountability by adding third-party and functional managers to

the Managing Committee• Clearly establish reporting relationships and lines of authority• Agree on performance management and feedback • Clarify priorities and expectations per task contracts

Special Challenges: Managing Matrix Teams


Chapter Contents

Resource Planning


Project Team Leadership



After completing this exercise, you will be able to• Analyze resource assignments• Optimize the use of available resources• Use different strategies to schedule resources

Individual Work• Using the Exercise Manual MA-39 through MA-43, plus Handout 2, optimize

project resource allocations• After you finish, compare solutions with your teammates and review the

suggested solution from Handout 3

Presentation• Be prepared to share your solution with the class• This is not a formal presentation




Project plan

approval

Project charter

approval


approval





What is our Goal?

What is our Plan?

What is our Status?


the work


the work









Closing the project



approval




baseline Stage-gate

approval



approval



approval



You are now able to • Manage project resources effectively

In addition, you are able to• Identify and secure critical project resources• Allocate resources to tasks in a project • Optimize project resource utilization• Write task contracts• Lead a Project Team

Chapter Summary


1. What is the difference between smoothing and leveling?

2. Why are task contracts important?

3. What are the most effective forms of influence?

4. What are some best practices for managing virtual teams?

5. What are best practices for managing matrix teams?

Chapter Quiz


Personal Checklist

Our Plan: Managing the Risks

Chapter 6


After completing this chapter, you will be able to • Manage risks that could impact your project

In addition, you will be able to• Identify risks that may impact the project• Assess and evaluate the risks in your project• Plan appropriate responses to deal with the risks• Review the schedule and establish contingency plans

Chapter Objectives



Project plan

approval

Project charter

approval


approval





What is our Goal?

What is our Plan?

What is our Status?


the work


the work





What is Our Plan? Managing the Risks


Business case Stakeholder

management plan Scope statement Project schedule Project budget Task contracts

Identify risks

Assess risks

Plan risk responses

Risk register

Risk distribution graph


Chapter Contents

Risk Identification Risk Assessment

Risk Response



Risk is potential uncertainty and deviation that matters• Deviation represents both opportunities and threats or issues• Deviation will occur, and pro-action is often preferable to re-action

Risks exist at every level of the project• High-level, strategic risks that affect the entire industry or organization• Risks unique to this project and business or technology domain• Risks specific to particular tasks, resources, suppliers, etc.

The goal of risk management • Decrease the probability and impact of negative risks• Increase the probability and impact of positive risks

The risk management process• Identify risks• Perform qualitative assessment• Perform quantitative assessment• Plan responses

Introduction to Risk Management


You will not identify every possible deviation• Big risks are often easy to see, like storm clouds on the horizon• Frequent risks are easiest to identify because they happen to us every time

Risk identification requires input from everyone

Brainstorm with your team to create a Risk Breakdown Structure (RBS)

Identify Risks

Project

Technology risks

Database not scalable

Business risks

Third-party partner fails

Product risks

Requirements unclear

Resourcing risks

Marie quits

Regulatory risks


Continue with your team by analyzing the WBS, schedule, budget, business case, and other key documents

Examine the knowledge base of lessons learned on previous projects

Utilize checklists based on previous lessons learned

Solicit reviews from non-project experts

Seek input from third parties and fund external reviews if necessary

Work with the Project Board and Managing Committee on strategic risks

Capture risks on a risk register

Identify Risks

Resource risk checklist Key staff sick Key staff quit Unexpected leave Multitasking/distractions Lack business expertise Virtual communication Third-party delays


Risk Register

Identification Assessment Response

Risk Probability Impact Exposure ActionQualitative Quantitative Qualitative Quantitative Qualitative Quantitative

Database not scalable

Third-party partner fails

Requirements unclear

Marie quits

x =


Chapter Contents

Risk Identification

Risk Assessment Risk Response



Key questions for assessing risks• What is the probability of this risk occurring? • What is the impact if this risk does occur?

For all risks, perform a qualitative assessment of probability and impact• You do not have time or money for further action on all risks• A quick, qualitative assessment helps prioritize and identify risks

needing further action

Qualitative assessments are intuitive, descriptive, and relative• Words may be used: “high” (H), “medium” (M), “low” (L)• Numbers may be used to scale: 1 (low) to 5 (high)

Multiply probability x impact to determine risk exposure and priorities• H probability x M impact = HM exposure• 5 probability x 3 impact = 15 exposure

What is your “risk exposure threshold” for further action?

Assess Risks: Perform Qualitative Assessment


Risk Register



Database not scalable 2 4 8

Third-party partner fails 3 5 15

Requirements unclear 4 3 12

Marie quits 3 3 9

x =


Root cause analysis helps to ensure the risk is fully understood

Probability and impact should be quantified or measured when exposure thresholds are exceeded• Probability expressed as a percentage• Impact expressed as an estimate of time and/or cost

Multiply probability x impact to determine risk exposure• 70% probability x 3-month impact = 2.1 month exposure• 85% probability x $350K impact = $297.5K exposure

What is your plan to address these risks?

Assess Risks: Perform Quantitative Assessment


Risk Register



Third-partypartner fails 3 50% 5 $800K 15 $400K

Requirements unclear 4 80% 3 $450K 12 $360K

Marie quits 3 3 9

Database not scalable 2 4 8

x =


Chapter Contents

Risk Identification

Risk Assessment

Risk Response UCS2 Hands-On Exercise 6


Total exposure helps you size a contingency reserve

Exposure provides guidelines for cost-benefit analysis on specific actions• Would you spend $300K to make a $400K liability go away?• Would you spend $100K to make a $400K liability go away?

Plan Risk Responses


Third-party partner fails 3 50% 5 $800K 15 $400K

Requirements unclear 4 80% 3 $450K 12 $360K

Contingencyreserve $760K


Reactive responses to risks• Acceptance is a “wait-and-see” approach• Contingency plans are prepared but not executed• Risk triggers are defined and monitored

Proactive responses to risks• Avoidance: Find an alternative or avoid the risk altogether• Mitigation: Take actions that reduce probability and/or impact• Transference: Share the risk with third parties via contracts or insurance

Risk Responses

Risk Trigger ActionRequirements

unclearCustomer

prototype reviewIf prototype not approved,

add second business analyst


Risk Distribution Graph

H

M

L

L M H

Prob

abili

ty

Impact

10

12

97

43

56

8

A risk distribution graph provides a visual summary of qualitative analysis


Add actions to your project plan and assign resources

Risk management is ongoing throughout the life of the project• New risks are added and assessed as they are discovered• May result in change requests after the project is baselined (Chapter 7)

Taking Action



Third-party partner fails 3 50% 5 $800K 15 $400K Transfer:

contract clauseRequirements

unclear 4 80% 3 $450K 12 $360K Mitigate: add business analyst

Contingencyreserve $760K


Risk register • ID• Priority• Description• Probability• Impact• Exposure• Actions taken or to be taken• Owner

Risk distribution graph

Risk Response Plan Template


Video: Managing Risks

Justin

Mario(Marketing)



Chapter Contents

Risk Identification

Risk Assessment

Risk Response



After completing this exercise, you will be able to• Create a project risk register • Use a risk distribution graph to prioritize risks• Identify responses to manage risks


agree on roles for this exercise• Using the Risk Response Plan template in the Templates folder

– Brainstorm UCS2 risks and create a risk register – Create a risk distribution graph– Agree on actions to manage your top three risks

Presentation• Be prepared to share with the class your top three risks with response plans• This is a formal presentation

Hands-On Exercise 6



Project plan

approval

Project charter

approval


approval





What is our Goal?

What is our Plan?

What is our Status?

Identifying and estimating

the work

Scheduling and budgeting

the work

Building the project team

Managing the risks

Baselining the plan






Closing the project



approval




baseline Stage-gate

approval



approval



approval



You are now able to• Manage risks that could impact your project

In addition, you are able to• Identify risks that may impact the project• Assess and evaluate the risks in your project• Plan appropriate responses to deal with the risks• Review the schedule and establish contingency plans

Chapter Summary


1. What is the definition of risk?

2. What is the goal of risk management?

3. What is the risk management process?

4. What are the most common risk response strategies?

5. When should a project manager perform risk management?

Chapter Quiz


Personal Checklist

Our Plan: Baselining the Plan

Chapter 7


After completing this chapter, you will be able to • Analyze and baseline the project plan

In addition, you will be able to• Create a project change-control plan• Validate essential supporting processes • Conduct a project health check• Create a project plan baseline• Secure authorization to execute the project

Chapter Objectives



Project plan

approval

Project charter

approval


approval





What is our Goal?

What is our Plan?

What is our Status?


the work


the work





What is Our Plan? Baselining the Plan


Business case

Stakeholder plan

Communications plan

Scope statement

Project schedule

Project budget

Task contracts

Risk plan

Validate supporting processes

Baseline project plan


Change plan

Best practices health check

Project plan baseline

Stage-gate approval


Chapter Contents

Supporting Processes Project Plan Baseline



Change is an inevitable, daily reality• Most change is managed by the project manager• Baseline changes must be approved by the Change Control Board

Change Control Board• Membership determined by the Project Board and Managing Committee• May be the project sponsor on small projects

Change Control

ManagingCommitteemanagesproject

Projectmanager

Functional managers


ProjectBoarddirectsproject

Projectsponsor

Key managers

Businessowner



Remember the Iron Triangle• The rule of the Iron Triangle is to “pick two” for planning purposes• Commitments on all three are made when the plan

is baselined and placed under change control

Change control is the process of formally managing expectations after the project plan is baselined

Special considerations• How often will the Change Control Board meet?• How will emergency requests be handled?• How will baseline changes be communicated?

Change Control Process

Change implemented and project

plan baseline updated


approves, rejects, or

defers

Project manager submits change request

Team assesses impacts to project and business

case

Team identifies potential change

Cost Time

Scope

Quality


Change-control plan• Members of the Change Control Board• Change-control procedures• Emergency request procedure

Change request form• Requestor and date of request• Date decision needed• Request status• Change description, including business and technical drivers,

options, recommendations, and benefits• Project impacts to business case: scope, schedule, budget, risks

Change log• Requestor and date of request• Decision and date of decision• Decision results and project impacts

Change Control Templates


Project success often depends on managing individual and organizational resistance to change

Resistance to change is natural• Strong working habits contribute to individual productivity• Stable processes contribute to organizational productivity

Stakeholder management, risk management, issue management, and leadership skills are all helpful

Change management tasks and time for acceptance might be added to the project plan

Change Management

TRENDING


Define the changes required, plus short and long-term metrics

Ensure strong sponsorship and leadership across affected areas

Communicate the vision, justification, and expectations early and often

Conduct a personal cost–benefit analysis for each stakeholder • Expect resistance from those who have benefitted from the status quo • Honestly acknowledge and proactively address concerns and impacts

Clarify expectations and provide training and support as needed

Align job descriptions, talent management systems, and other supporting processes

Create quick wins, celebrate successes, and reward change agents

Invite constructive feedback and take it seriously

Steps to Managing Change


Quality management• Engage quality assurance and control resources early• Acceptance criteria should be developed along with requirements

Information management• How will project information and documentation be managed?• Do we have standards for file naming and version control?

Procurement management• Do we have standards for managing third parties and contracts?• Do we need to engage Purchasing, Legal, or other departments?

Other Supporting Processes


Chapter Contents

Supporting Processes

Project Plan Baseline UCS2 Hands-On Exercise 7


Comprehensive review prior to project plan baseline and execution• Informal self-review on small projects• May be formal audit on large projects

Helps discuss and manage project strengths, weaknesses, expectations

Consider adding additional milestones at key points in your schedule

Best Practices Health Check template• Project management team structure• Stakeholder management and communications• Business case• Project scope, schedule, and budget • Resource management• Risks and issues• Change control• Quality management• Best practices and standards

Best Practices Health Check


A baseline is a snapshot in time of a document or product

The project plan baseline consists of key project documents approved at the stage-gate review• Stakeholder management plan• Communications management plan• Business case• Scope statement• Project schedule• Project budget• Resource plan• Task contracts• Risk response plan• Change Control Plan

The Project Plan Baseline


The approved project plan is known as baseline version 1.0• Three-way contract between the Project Board, Managing

Committee, and Project Team • Baseline for measuring and reporting progress

The project plan baseline is placed under change control • Minor change is managed by the project manager• Changes to scope, time, or cost require approval by the


A new baseline version is created when change requests are approved

The Project Plan Baseline



Reconfirmation of organizational priorities and support

We now have a comprehensive project plan with definitive estimates

Revisit the business case • Remember the Iron Triangle• How much contingency do we have?



Chapter Contents

Supporting Processes

Project Plan Baseline



After completing this exercise, you will be able to• Conduct a comprehensive review of your project• Create a project plan baseline


agree on roles for this exercise• Using the Best Practices Health Check template in the Templates folder,

review your project plan for strengths and weaknesses• Following the instructions on MA-46, add at least one

milestone to your plan• Following the instructions on MA-47, baseline your plan

Presentation• Be prepared to share your results with the class• This is a formal presentation

Hands-On Exercise 7



Project plan

approval

Project charter

approval


approval





What is our Goal?

What is our Plan?

What is our Status?


the work


the work









Closing the project



approval



health check Stage-gate

approval Project plan

baseline



approval



approval



You are now able to• Analyze and baseline the project plan

In addition, you are able to• Create a project change-control plan• Validate essential supporting processes • Conduct a project health check• Create a project plan baseline• Secure authorization to execute the project

Chapter Summary


1. When should change-control procedures be used?

2. What is the change-control process?

3. What are the key concerns of quality management?

4. What is a best practices health check?

5. What is the project baseline?

Chapter Quiz


Personal Checklist

Our Status: Executing the Project

Chapter 8


After completing this chapter, you will be able to • Execute a project successfully

In addition, you will be able to• Monitor and analyze project performance• Produce corrective actions to manage change• Communicate and report project status• Secure approval to close the project

Chapter Objectives



Project plan

approval

Project charter

approval


approval





What is our Goal?

What is our Plan?

What is our Status?


the work


the work





What is Our Status? Executing the Project



Business case

Monitor performance

Analyze progress

Correct the plan

Communicate status


Change requests

Status reports


Stage-gate approval


Chapter Contents

Monitoring Performance Analyzing Progress

Correcting the Plan

Communicating Status



Running the Project in the Real World

The plan• Logical• Well-defined• Estimates• Simplistic• Static• Paper

The real world• Illogical• Fuzzy• Actuals• Complex• Dynamic • People

THEREALWORLD


Common Causes of Project Failure

Poorrequirements

Lack of user involvement

Inadequateresources

Unrealistic expectations

UnmanagedchangePoor

sponsorship

Poor communications

Multitasking and context switching

Poor planning

90% complete syndrome

Black swans

THEREALWORLD


Now that we know where we’re going and how we’ll get there, the key question is, “What is our current status?”• The answer requires a real-time feedback loop• Success depends on managing both the project and project expectations

The four-step project control cycle is repeated throughout execution

Ensuring Project Success

4. Communicating2. Analyzing

1. Monitoring

3. Correcting


Video: Reporting Task Progress

Justin Pam(Production)


Key metrics are defined by the business case, tasks contracts, and the project plan• Schedule performance• Budget performance• Scope performance• Risks and issues

Data collection methods should be defined• Who: project manager or other managers? • When: daily, weekly, monthly? • How: team meetings, one-on-one meetings,

e-mail, project management tools?

4-Step Project Control Cycle: Monitoring


1. Monitoring

3. Correcting


Tracking task progress • How accurate are our baseline and time-to-complete estimates?• What does 64.8% complete mean?• What does 90% complete mean? • 0%, 25%, 50%, 75%, 100% complete is as close as we can get • “How much work remains?” is a better question

The Agile “Daily Scrum” questions are helpful• What have you done since our last status update?• What will you do before our next status update?• Any issues or impediments?

Additional clarifying questions• Can I see any interim deliverables as

defined in the task contract?• Do you anticipate any quality concerns,

“scope creep,” or other risks?

Soliciting Project Performance Data


Two kinds of monitoring• What others tell you: usually good news• What you find out for yourself: often bad news

Informal, ad hoc, casual data gathering is high priority• Walk around, talk, and listen to stakeholders• Maintain regular contact with the team, including third parties• Ask individuals “what do you really think?” after team meetings• Rumor, gossip, and the “grapevine” sometimes provide relevant data

You want bad news as soon as possible

Management By Wandering Around


Chapter Contents

Monitoring Performance

Analyzing Progress Correcting the Plan




4-Step Project Control Cycle: Analyzing


1. Monitoring

3. Correcting

Project performance data is assessed against the project plan baseline

A Tracking Gantt chart is used to analyze schedule performance• Actual performance is the top bar• Planned performance is the bottom bar• A vertical line represents the reporting date• The gray vertical bars depict weekends


What is the status of tasks A–C?

What is the status of tasks D–F?

Should we be concerned?

Tracking Gantt Chart


What are our projections for the rest of the project?

Should we be concerned?

What actions should we consider?

Tracking Gantt Chart


We now have actual task progress to post against each task

Progress translates to time spent on each task

This accrues cost to date against each task

How are doing against our budget?

Analyzing Budget Performance


What is the problem? “We are behind schedule by x days”

What is the impact? “This means we will likely...”

What are the causes? “Because…and…”

What corrective actions could we take? “We could…or…”

Is it likely to happen again? “Yes, if…but not if…”

Other questions to ask• Are our assumptions still valid?• Should we re-estimate anything?• Do we need to submit a change request?

Root Cause Analysis


Chapter Contents


Analyzing Progress

Correcting the Plan Communicating Status



Video: Managing Change

Justin

Pam(Production)



Corrective actions are taken every day

Some corrections affect the baseline• Scope changes• Cost or schedule overruns

Baseline changes must be approved by the Change Control Board

Revisit the Iron Triangle and the business case when considering corrective actions

4-Step Project Control Cycle: Correcting


1. Monitoring

3. Correcting

Cost Time

Scope

Quality


Modifying network logic to fully or partially overlap critical path work• Compresses the critical path and shortens the schedule• Increases multitasking, complexity, risks

Work pulled forward by changing “finish-to-start” (F–S) relationships • To “start-to-start” (S–S) • Or “finish-to-finish” (F–F)

Fast-Tracking the Project Schedule

Develop

TestF–S

TestS–S

Develop

Develop

TestF–F

changed to or


Working overtime or adding resources to critical path work• Often used with fast-tracking to prevent multitasking• Potentially compresses the critical path and shortens the schedule

May increase complexity, risks, and costs

Keys to success• Discuss Brooks’ Law• The earlier you crash, the better• Only top-notch resources can make up lost ground• Perform a cost–benefit analysis to identify the most cost-efficient solution

Crashing the Project Schedule

Brooks’ LawAdding people to a late project

makes it take longer


Chapter Contents


Analyzing Progress

Correcting the Plan

Communicating Status UCS2 Hands-On Exercise 8


Clearly communicating progress and managing expectations are crucial

Formal communications are defined inthe Communications Management Plan

Formal communication must never surprise key stakeholders• Management by wandering around• Baseline changes are first discussed

and communicated informally

4-Step Project Control Cycle: Communicating


1. Monitoring

3. Correcting

“Poor communication is probably the single most significant contributor to project failure.”*

—Lois Zells

*Zells, Lois. Managing Software Projects: Selecting and Using Personal Computer-based Project Management. Tarquin, 1990.


Status Report template• Baseline plan for this reporting period• Actual performance for this reporting period• Variance analysis and projected actuals• Baseline plan for next reporting period• Update on issues, risks, and actions

Milestone reports are often included to provide an overview of the whole project

Scorecards and dashboards often use RAG status

Formal Status Reporting

RAG = red, amber, green


Milestone Reports


RAG (red, amber, green) is often used to show overall project performance

Don’t forget that some people are color-blind and may need symbols

Scorecards and Dashboards

Project X

Schedule performance

↑ Budget performance

↑ Scope performance

Risks and issues

↓ Project Y

↑ Project Z

↓ ↑



All work is now done and deliverables accepted per the project plan

Update the business case with project actuals



Chapter Contents


Analyzing Progress

Correcting the Plan




After completing this exercise, you will be able to• Analyze a Tracking Gantt chart with task status information• Report the qualitative status of the project


agree on roles for this exercise• Follow the instructions on MA-49 through MA-50 to analyze

project performance and create a project status report

Presentation• Be prepared to share your status report with the class• This is a formal presentation

Hands-On Exercise 8



Projectplan

approval

Projectcharter

approval


approval





What is our Goal?

What is our Plan?

What is our Status?


the work


the work









Closing the project



approval




approval Project Plan

baseline



approval



approval



You are now able to• Execute a project successfully

In addition, you are able to• Monitor and analyze project performance• Produce corrective actions to manage change• Communicate and report project status• Secure approval to close the project

Chapter Summary


1. What is the project control cycle?

2. What are the best questions to ask when monitoring progress?

3. What is the best way to analyze project progress?

4. What are fast-tracking and crashing?

5. What are some key tools for communicating project status?

Chapter Quiz


Personal Checklist

Closing the Project

Chapter 9


After completing this chapter, you will be able to• Close a project effectively

In addition, you will be able to• Conduct a post-project review• Create a lessons-learned report• Write a project closure report

Chapter Objectives



Projectplan

approval

Projectcharter

approval


approval

4. Closingthe project4. Closingthe project4. Closingthe project




What is our Goal?

What is our Plan?

What is our Status?


the work


the work





Closing the Project




Compile lessons learned

Close out project

Celebrate success



Closure report

Party!

Stage-gate approval


Chapter Contents

Lessons Learned UCS2 Hands-On Exercise 9

Project Closure

Course Action Plan


Video: Lessons Learned

Justin

Pam(Production)

Mario(Marketing)


Mary(Marketing)


Key to continuous process improvement• Do immediately after project completion while information is still fresh• Consider a review meeting after each stage on large projects

Include key stakeholders and third parties• Might need more than one meeting for large projects• Might want an outside facilitator for large projects

Identify organization, project, and project management issues separately

Objective is not to blame• Look backward to learn• Look forward to improve

Post-Project Review Meeting


The heart of a project review meeting• What worked well and should be encouraged?• What did not work well and should be changed?

Lessons-learned report template• Learnings• Causes or triggers • Early warning signs• Impacts to the project• Action items• Status

Too many teams repeat the same mistakes over and over

Brainstorming techniques help

Brainstorming Lessons Learned


Brainstorming Technique: Learning Timeline

Green sticky notes: “This worked well and should be encouraged”

Red sticky notes: “This did not work well and should be changed”

Yellow sticky notes: “This isn’t good or bad but I want to discuss it”


Brainstorming Technique: The Cool WallSERIOUSLYUNCOOL!

COOL

Based on the U.K. TV show “Top Gear,” where the audience helps categorize cars by how “cool” they are

On project success criteria, the team discusses “How cool are we?”


Chapter Contents

Lessons Learned

UCS2 Hands-On Exercise 9 Project Closure

Course Action Plan


After completing this exercise, you will be able to analyze a project for lessons learned

Teamwork• Using the Role Matrix on page MA-1 of the Exercise

Manual, agree on roles for this exercise• Using the Lessons Learned template in the Templates folder, discuss

lessons learned on the UCS2 simulation as if it were a real project– Come up with at least a couple things that worked well– Come up with a couple things you would do differently

on a real project

Presentation• Be prepared to share what you’ve learned with the class• This is a formal presentation

Hands-On Exercise 9


Chapter Contents

Lessons Learned


Project Closure Course Action Plan


Project manager is very busy during project closure• Close all project accounts and contracts• Transition outstanding work or issues to the appropriate parties• Provide personal performance feedback for team members• Write and present the final report for review and formal closure• Archive all project documentation

Do not forget an appropriate celebration

Formal Project Closure


Summary of deliverables, including handover, customer acceptance, and transition activities

Summary of project performance data

Summary of project lessons learned

Summary of administrative closeout activities

Summary of follow-up recommendations

Project Closure Report Template


Chapter Contents

Lessons Learned


Project Closure

Course Action Plan


After completing this exercise, you will be able to apply the course materials to your work back in the office

Individual • Review the course materials and reflect on how it could change your job• On slide 9-22, record your personal top five lessons learned this week• On slide 9-22, list one or two things you would like to implement right away

Team• Share your takeaways and discuss any challenges you might face• Using any desktop tool you prefer, summarize your discussion

Presentation• Be prepared to share your thoughts with the class• Include real-world examples of how you will

apply the material back in the office• This is a formal presentation

Activity



Project plan

approval

Projectcharter

approval


approval





What is our Goal?

What is our Plan?

What is our Status?


the work

2b. Schedulingand budgeting

the work









Closing the project



approval




approval Project plan

baseline



approval

Lesson-learnedreport


approval



You are now able to• Close a project effectively

In addition, you are able to• Conduct a post-project review• Create a lessons-learned report• Write a project closure report

Chapter Summary


1. What is the post-project review meeting?

2. What are the key questions in a lessons-learned discussion?

3. Name some techniques used for lessons-learned discussions.

4. Who is responsible for producing the project closure report?

5. What occurs during formal project closure?

Chapter Quiz


Personal Checklist

Course Summary

Chapter 10


In this course, you have developed the skills to

Confidently manage a project from beginning to end

Identify the characteristics of a successful project

Successfully define a new project

Break work down into manageable tasks and estimate time and cost

Create a precedence/network diagram and project schedule

Manage project resources effectively

Manage risks that could impact your project

Analyze and baseline the project plan

Execute a project successfully

Close a project effectively

Course Summary