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Project Management Techniques
Presented by Falcon Training Ltd
wwwfalcontrainingcomItrsquos good to know
Course Outline
Modules ndash Day 2
1 Risk Management
2 People Management
3 Quality Management
4 Procurement Management
5 Communications
Management
wwwfalcontrainingcom 2
Project Management SoftwareA brief overview of the most well-known packages
3wwwfalcontrainingcomItrsquos good to know
PM Software Overview
1 MS Project
2 ProjectLibre
3 Primavera
4 LiquidPlanner
5 Trello
wwwfalcontrainingcom 4
PM Software Overview
6 Basecamp
7 Wrike
8 DotProject
9 MS Planner
10 Jira
wwwfalcontrainingcom 5
Risk Management Module 6
6wwwfalcontrainingcomItrsquos good to know
Need for Risk Management
Risk
Uncertain or chance
positive or negative
events that planning
can not overcome
or control
Risk Management
A proactive attempt to recognise and manage internal
events and external threats that affect the likelihood of a
projectrsquos success
wwwfalcontrainingcom 7
What can go wrong (risk event)
How to minimise the risk eventrsquos impact (consequences)
What can be done before an event occurs (anticipation)
What to do when an event occurs (contingency plans)
Risk Managementrsquos Benefits
1 A proactive rather than reactive approach
2 Reduces surprises and negative consequences
3 Prepares the project manager to take advantage of
appropriate risks
4 Provides better control over the future
5 Improves probability of reaching project performance
objectives within budget and on time
wwwfalcontrainingcom 8
A few insights
There are goodrisks that positivelyaffect the project
There are bad risks that negativelyaffect a project
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Risk is related to uncertainty
Steps for Risk Management
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
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1 Identify Risks
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Identifying risks which could impact the project
Identifying the nature and impact of these risks
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Information Gathering Techniques
SWOT analysis
Delphi
Brainstorming
Expert interviews
Diagramming techniques
Ishikawa fishbone cause-
and-effect
Influence diagrams
Flow charts
wwwfalcontrainingcom 12
Risk Breakdown Structure
Catalogs categories amp sub-categories of potential risks
May include references to specific identified risks
Functions as a reminder of the many sources from which
risks may arise
wwwfalcontrainingcom 13
Ris
k B
rea
kd
ow
n
Str
uc
ture
Technical
Requirements
Technology
Complexity and Interfaces
Performance and Reliability
Quality
External
Subcontractors and Suppliers
Regulatory
Market
Customer
Weather
Organisational
Project Dependencies
Resources
Funding
Prioritisation
ProjectManagement
Estimating
Planning
Controlling
Communication
wwwfalcontrainingcom 14
Project
2 Perform Qualitative
Risk Analysis
Performed promptly to determine highest priority
Analyses each risk on the register by
Probability(P) and
Impact(I)
Most important risks are those with the highest combination of
probability and impact
wwwfalcontrainingcom 15
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Probability and Impact Matrix
Indicates the impact (ratio scale) on an objective
eg cost time scope quality
Each risk is rated by
Probability and
Impact
Risk is scored as highmoderatelow according to
organisations thresholds
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Ris
k p
rob
ab
ility
an
d
imp
ac
t
17wwwfalcontrainingcom
Probability and Impact Matrix
18
090
070
050
030
010
0045
0035
0025
0015
0005
005
009
007
005
003
001
010
018
014
010
006
002
020
036
028
020
012
004
040
072
056
040
024
008
080
072
056
040
024
008
080
036
028
020
012
004
040
018
014
010
006
002
020
009
007
005
003
001
010
0045
0035
0025
0015
0005
005Impact
Probability
Threats Opportunities
wwwfalcontrainingcom
Some Other Tools amp Techniques
Risk Data Quality Assessment How accurate is your data
Risk Urgency Assessment How urgent is this risk
wwwfalcontrainingcom 19
3 Perform Quantitative Risk Analysis
Qualitative ranks them
Quantitative assigns a value (quantity) to them
Requires the prioritised list of risks from Qualitative so must be
done second
wwwfalcontrainingcom 20
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Data Gathering amp Representation
Interviewing Structured format for soliciting
information from experts
Expert Judgement Any form of input from experts
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4 Plan Risk Responses
You have
identified the risks
prioritised the risks and
assigned a value to them
wwwfalcontrainingcom 22
Whatrsquos the next logical step
Proactively plan your
response to each one
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Risk Strategies
For Positive Risks
+ Exploit
+ Share
+ Enhance
+ Accept
For Negative Risks
- Avoid
- Transfer
- Mitigate
- Accept
wwwfalcontrainingcom 23
Know the differences and when to use which one
5 Monitor and Control Risks
wwwfalcontrainingcom 24
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Yoursquove done all your planning ndash
now its time to do the controlling
The Risk and Issues Register
An issue is a risk that has not been managed
Keep a register of all the issues and risks on the project
Document the issue the time frame the consequence and
the approach to dealing with it
Assign someone responsible for monitoring the issue
If the issue escalates add it to the risk register
Not all issues need to be closed
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The Risk Event Graph
wwwfalcontrainingcom 26
Sample Risk Register
Risk Category
Risk Event
Consequence Probability Impact P x I $$ value Contingency value
Risk Response
Responsible
27wwwfalcontrainingcom
Tools amp Techniques
Risk Reassessment reassess as often as necessary for
your project
Risk Audits about Risk Management not about
individual risks
Variance and Trend Analysis can highlight increasing or
decreasing likelihood of risk
wwwfalcontrainingcom 28
Developing a culture of managing risk
Organisational culture greatly influences how
people approach and handle issues and risks
wwwfalcontrainingcom 29
You need to develop and maintain a culture of
honesty and support that enables the organisation
to approach risk at an appropriate level
Module 6 ndash Exercises
1 Share your experience Think of an instance when a risk
wasnrsquot managed and became a major issue for a project
Discuss
2 Create a (short) risk register for a project yoursquore currently
involved with
3 Workbook pg 26 - 27
wwwfalcontrainingcom 30
wwwfalcontrainingcom 31
Quality Management Module 7
32wwwfalcontrainingcomItrsquos good to know
Quality Management at Samsung
bull Samsung Quality Control bull Samsung Galaxy Note 7
wwwfalcontrainingcom 33
Quality Management
Prevention over inspection ndash build a fence at the top
of the cliff rather than an ambulance
at the bottom
wwwfalcontrainingcom 34
Management of the degree to which a set of inherent characteristics fulfills requirements
It costs more to fix an error than to prevent one
Basic Quality Management Concepts
TQM (Total Quality Management)
ISO 9000
Six Sigma
Kaizen
JIT (Just in Time)
wwwfalcontrainingcom 35
Grade versus Quality
Grade refers to features
Low grade is fine ndash low quality is not
Compare grade of Hyundai vs Rolls Roycehellip
You can build a low grade product at high quality
wwwfalcontrainingcom 36
Quality Management process
Plan QualityPerform Quality
Assurance
Perform Quality Control
wwwfalcontrainingcom 37
Quality Management process
Plan Quality
The process of identifying
quality requirements and
standards for the project
and product
Perform Quality Assurance
The process of continuous
process improvements
which reduces waste
and eliminates activities
that do not add value to
a project
Perform Quality Control
The process of monitoring
and recording results of
executing the quality
activities to assess
performance and
recommend necessary
changes
wwwfalcontrainingcom 38
1 Plan Quality
Identify quality specifications for the project
Develop
Quality Management Plan
Quality Metrics
Quality Checklists and
Process Improvement Plan
Always consider the Cost of Quality (COQ)
wwwfalcontrainingcom 39
Plan QualityPerform Quality
Assurance
Perform Quality Control
Plan Quality Tools amp Techniques
1 Cost-benefit analysis
2 Cost of quality
3 Control charts
4 Benchmarking
5 Statistical sampling
6 Proprietary quality management methodologies ie TQM ISO
wwwfalcontrainingcom 40
2 Perform Quality Assurance
Steadily improving the activities and
processes used to achieve quality
Use Quality Audits such as
Probity Audits and
ISO Standards
to check the quality of the PROJECT processes
wwwfalcontrainingcom 41
Plan QualityPerform Quality
Assurance
Perform Quality Control
3 Perform Quality Control
Steadily improving the
activities and processes used to achieve
quality of the PRODUCT
wwwfalcontrainingcom 42
Plan QualityPerform Quality
Assurance
Perform Quality Control
Quality Control Tools amp Techniques
Cause and effect diagram
Control charts
Histogram
Inspection
Pareto chart
Run Chart
Scatter diagram
Statistical sampling
wwwfalcontrainingcom 43
Cause amp Effect Ishikawa Fishbone
wwwfalcontrainingcom 44
Time Machine Method Material
Major
Defect
Energy Measurement Personnel Environment
Potential Causes Effect
Control Chart
wwwfalcontrainingcom 45
The lsquoRule of Sevenrsquo
7 consecutive points on
one side of the mean
must be investigated to
determine the cause
as it threatens the
mean amount
Upper
Control Limit
Lower
Control Limit
X
Upper
Specification Limit
Lower
Specification Limit
Paretorsquos Law
80 of the problems come from 20 of the causes
For best results Focus improvement efforts on the 20
Other Tools and Techniques
Run chart
Show the history and pattern of
variation by plotting data points in
the order in which they occur
Shows trends and variations over time
or declines or improvements in the
process over time
wwwfalcontrainingcom 47
Other Tools and Techniques
Scatter diagram
Statistical sampling ndash testing a small sample of a product
and assuming its indicative of the whole batch
wwwfalcontrainingcom 48
Module 7 - Exercises
1 Describe your current quality assurance processes
2 Describe how you will carry out audits on your project
3 Describe your current quality control processes
4 Describe what tools and techniques you should be using to measure quality of the deliverables on your project
Workbook page 25
wwwfalcontrainingcom 49
People Management Module 8
50wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 51
High Performance Project Teams
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 52
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 53
Talk
Letrsquos
How to hire manage and lead people
In the eyes of Steve Jobs Co-founder of Apple
wwwfalcontrainingcom 54
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 55
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 56
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 57
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Course Outline
Modules ndash Day 2
1 Risk Management
2 People Management
3 Quality Management
4 Procurement Management
5 Communications
Management
wwwfalcontrainingcom 2
Project Management SoftwareA brief overview of the most well-known packages
3wwwfalcontrainingcomItrsquos good to know
PM Software Overview
1 MS Project
2 ProjectLibre
3 Primavera
4 LiquidPlanner
5 Trello
wwwfalcontrainingcom 4
PM Software Overview
6 Basecamp
7 Wrike
8 DotProject
9 MS Planner
10 Jira
wwwfalcontrainingcom 5
Risk Management Module 6
6wwwfalcontrainingcomItrsquos good to know
Need for Risk Management
Risk
Uncertain or chance
positive or negative
events that planning
can not overcome
or control
Risk Management
A proactive attempt to recognise and manage internal
events and external threats that affect the likelihood of a
projectrsquos success
wwwfalcontrainingcom 7
What can go wrong (risk event)
How to minimise the risk eventrsquos impact (consequences)
What can be done before an event occurs (anticipation)
What to do when an event occurs (contingency plans)
Risk Managementrsquos Benefits
1 A proactive rather than reactive approach
2 Reduces surprises and negative consequences
3 Prepares the project manager to take advantage of
appropriate risks
4 Provides better control over the future
5 Improves probability of reaching project performance
objectives within budget and on time
wwwfalcontrainingcom 8
A few insights
There are goodrisks that positivelyaffect the project
There are bad risks that negativelyaffect a project
wwwfalcontrainingcom 9
Risk is related to uncertainty
Steps for Risk Management
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
wwwfalcontrainingcom 10
1 Identify Risks
wwwfalcontrainingcom 11
Identifying risks which could impact the project
Identifying the nature and impact of these risks
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Information Gathering Techniques
SWOT analysis
Delphi
Brainstorming
Expert interviews
Diagramming techniques
Ishikawa fishbone cause-
and-effect
Influence diagrams
Flow charts
wwwfalcontrainingcom 12
Risk Breakdown Structure
Catalogs categories amp sub-categories of potential risks
May include references to specific identified risks
Functions as a reminder of the many sources from which
risks may arise
wwwfalcontrainingcom 13
Ris
k B
rea
kd
ow
n
Str
uc
ture
Technical
Requirements
Technology
Complexity and Interfaces
Performance and Reliability
Quality
External
Subcontractors and Suppliers
Regulatory
Market
Customer
Weather
Organisational
Project Dependencies
Resources
Funding
Prioritisation
ProjectManagement
Estimating
Planning
Controlling
Communication
wwwfalcontrainingcom 14
Project
2 Perform Qualitative
Risk Analysis
Performed promptly to determine highest priority
Analyses each risk on the register by
Probability(P) and
Impact(I)
Most important risks are those with the highest combination of
probability and impact
wwwfalcontrainingcom 15
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Probability and Impact Matrix
Indicates the impact (ratio scale) on an objective
eg cost time scope quality
Each risk is rated by
Probability and
Impact
Risk is scored as highmoderatelow according to
organisations thresholds
wwwfalcontrainingcom 16
Ris
k p
rob
ab
ility
an
d
imp
ac
t
17wwwfalcontrainingcom
Probability and Impact Matrix
18
090
070
050
030
010
0045
0035
0025
0015
0005
005
009
007
005
003
001
010
018
014
010
006
002
020
036
028
020
012
004
040
072
056
040
024
008
080
072
056
040
024
008
080
036
028
020
012
004
040
018
014
010
006
002
020
009
007
005
003
001
010
0045
0035
0025
0015
0005
005Impact
Probability
Threats Opportunities
wwwfalcontrainingcom
Some Other Tools amp Techniques
Risk Data Quality Assessment How accurate is your data
Risk Urgency Assessment How urgent is this risk
wwwfalcontrainingcom 19
3 Perform Quantitative Risk Analysis
Qualitative ranks them
Quantitative assigns a value (quantity) to them
Requires the prioritised list of risks from Qualitative so must be
done second
wwwfalcontrainingcom 20
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Data Gathering amp Representation
Interviewing Structured format for soliciting
information from experts
Expert Judgement Any form of input from experts
wwwfalcontrainingcom 21
4 Plan Risk Responses
You have
identified the risks
prioritised the risks and
assigned a value to them
wwwfalcontrainingcom 22
Whatrsquos the next logical step
Proactively plan your
response to each one
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Risk Strategies
For Positive Risks
+ Exploit
+ Share
+ Enhance
+ Accept
For Negative Risks
- Avoid
- Transfer
- Mitigate
- Accept
wwwfalcontrainingcom 23
Know the differences and when to use which one
5 Monitor and Control Risks
wwwfalcontrainingcom 24
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Yoursquove done all your planning ndash
now its time to do the controlling
The Risk and Issues Register
An issue is a risk that has not been managed
Keep a register of all the issues and risks on the project
Document the issue the time frame the consequence and
the approach to dealing with it
Assign someone responsible for monitoring the issue
If the issue escalates add it to the risk register
Not all issues need to be closed
wwwfalcontrainingcom 25
The Risk Event Graph
wwwfalcontrainingcom 26
Sample Risk Register
Risk Category
Risk Event
Consequence Probability Impact P x I $$ value Contingency value
Risk Response
Responsible
27wwwfalcontrainingcom
Tools amp Techniques
Risk Reassessment reassess as often as necessary for
your project
Risk Audits about Risk Management not about
individual risks
Variance and Trend Analysis can highlight increasing or
decreasing likelihood of risk
wwwfalcontrainingcom 28
Developing a culture of managing risk
Organisational culture greatly influences how
people approach and handle issues and risks
wwwfalcontrainingcom 29
You need to develop and maintain a culture of
honesty and support that enables the organisation
to approach risk at an appropriate level
Module 6 ndash Exercises
1 Share your experience Think of an instance when a risk
wasnrsquot managed and became a major issue for a project
Discuss
2 Create a (short) risk register for a project yoursquore currently
involved with
3 Workbook pg 26 - 27
wwwfalcontrainingcom 30
wwwfalcontrainingcom 31
Quality Management Module 7
32wwwfalcontrainingcomItrsquos good to know
Quality Management at Samsung
bull Samsung Quality Control bull Samsung Galaxy Note 7
wwwfalcontrainingcom 33
Quality Management
Prevention over inspection ndash build a fence at the top
of the cliff rather than an ambulance
at the bottom
wwwfalcontrainingcom 34
Management of the degree to which a set of inherent characteristics fulfills requirements
It costs more to fix an error than to prevent one
Basic Quality Management Concepts
TQM (Total Quality Management)
ISO 9000
Six Sigma
Kaizen
JIT (Just in Time)
wwwfalcontrainingcom 35
Grade versus Quality
Grade refers to features
Low grade is fine ndash low quality is not
Compare grade of Hyundai vs Rolls Roycehellip
You can build a low grade product at high quality
wwwfalcontrainingcom 36
Quality Management process
Plan QualityPerform Quality
Assurance
Perform Quality Control
wwwfalcontrainingcom 37
Quality Management process
Plan Quality
The process of identifying
quality requirements and
standards for the project
and product
Perform Quality Assurance
The process of continuous
process improvements
which reduces waste
and eliminates activities
that do not add value to
a project
Perform Quality Control
The process of monitoring
and recording results of
executing the quality
activities to assess
performance and
recommend necessary
changes
wwwfalcontrainingcom 38
1 Plan Quality
Identify quality specifications for the project
Develop
Quality Management Plan
Quality Metrics
Quality Checklists and
Process Improvement Plan
Always consider the Cost of Quality (COQ)
wwwfalcontrainingcom 39
Plan QualityPerform Quality
Assurance
Perform Quality Control
Plan Quality Tools amp Techniques
1 Cost-benefit analysis
2 Cost of quality
3 Control charts
4 Benchmarking
5 Statistical sampling
6 Proprietary quality management methodologies ie TQM ISO
wwwfalcontrainingcom 40
2 Perform Quality Assurance
Steadily improving the activities and
processes used to achieve quality
Use Quality Audits such as
Probity Audits and
ISO Standards
to check the quality of the PROJECT processes
wwwfalcontrainingcom 41
Plan QualityPerform Quality
Assurance
Perform Quality Control
3 Perform Quality Control
Steadily improving the
activities and processes used to achieve
quality of the PRODUCT
wwwfalcontrainingcom 42
Plan QualityPerform Quality
Assurance
Perform Quality Control
Quality Control Tools amp Techniques
Cause and effect diagram
Control charts
Histogram
Inspection
Pareto chart
Run Chart
Scatter diagram
Statistical sampling
wwwfalcontrainingcom 43
Cause amp Effect Ishikawa Fishbone
wwwfalcontrainingcom 44
Time Machine Method Material
Major
Defect
Energy Measurement Personnel Environment
Potential Causes Effect
Control Chart
wwwfalcontrainingcom 45
The lsquoRule of Sevenrsquo
7 consecutive points on
one side of the mean
must be investigated to
determine the cause
as it threatens the
mean amount
Upper
Control Limit
Lower
Control Limit
X
Upper
Specification Limit
Lower
Specification Limit
Paretorsquos Law
80 of the problems come from 20 of the causes
For best results Focus improvement efforts on the 20
Other Tools and Techniques
Run chart
Show the history and pattern of
variation by plotting data points in
the order in which they occur
Shows trends and variations over time
or declines or improvements in the
process over time
wwwfalcontrainingcom 47
Other Tools and Techniques
Scatter diagram
Statistical sampling ndash testing a small sample of a product
and assuming its indicative of the whole batch
wwwfalcontrainingcom 48
Module 7 - Exercises
1 Describe your current quality assurance processes
2 Describe how you will carry out audits on your project
3 Describe your current quality control processes
4 Describe what tools and techniques you should be using to measure quality of the deliverables on your project
Workbook page 25
wwwfalcontrainingcom 49
People Management Module 8
50wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 51
High Performance Project Teams
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 52
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 53
Talk
Letrsquos
How to hire manage and lead people
In the eyes of Steve Jobs Co-founder of Apple
wwwfalcontrainingcom 54
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 55
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 56
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 57
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Project Management SoftwareA brief overview of the most well-known packages
3wwwfalcontrainingcomItrsquos good to know
PM Software Overview
1 MS Project
2 ProjectLibre
3 Primavera
4 LiquidPlanner
5 Trello
wwwfalcontrainingcom 4
PM Software Overview
6 Basecamp
7 Wrike
8 DotProject
9 MS Planner
10 Jira
wwwfalcontrainingcom 5
Risk Management Module 6
6wwwfalcontrainingcomItrsquos good to know
Need for Risk Management
Risk
Uncertain or chance
positive or negative
events that planning
can not overcome
or control
Risk Management
A proactive attempt to recognise and manage internal
events and external threats that affect the likelihood of a
projectrsquos success
wwwfalcontrainingcom 7
What can go wrong (risk event)
How to minimise the risk eventrsquos impact (consequences)
What can be done before an event occurs (anticipation)
What to do when an event occurs (contingency plans)
Risk Managementrsquos Benefits
1 A proactive rather than reactive approach
2 Reduces surprises and negative consequences
3 Prepares the project manager to take advantage of
appropriate risks
4 Provides better control over the future
5 Improves probability of reaching project performance
objectives within budget and on time
wwwfalcontrainingcom 8
A few insights
There are goodrisks that positivelyaffect the project
There are bad risks that negativelyaffect a project
wwwfalcontrainingcom 9
Risk is related to uncertainty
Steps for Risk Management
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
wwwfalcontrainingcom 10
1 Identify Risks
wwwfalcontrainingcom 11
Identifying risks which could impact the project
Identifying the nature and impact of these risks
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Information Gathering Techniques
SWOT analysis
Delphi
Brainstorming
Expert interviews
Diagramming techniques
Ishikawa fishbone cause-
and-effect
Influence diagrams
Flow charts
wwwfalcontrainingcom 12
Risk Breakdown Structure
Catalogs categories amp sub-categories of potential risks
May include references to specific identified risks
Functions as a reminder of the many sources from which
risks may arise
wwwfalcontrainingcom 13
Ris
k B
rea
kd
ow
n
Str
uc
ture
Technical
Requirements
Technology
Complexity and Interfaces
Performance and Reliability
Quality
External
Subcontractors and Suppliers
Regulatory
Market
Customer
Weather
Organisational
Project Dependencies
Resources
Funding
Prioritisation
ProjectManagement
Estimating
Planning
Controlling
Communication
wwwfalcontrainingcom 14
Project
2 Perform Qualitative
Risk Analysis
Performed promptly to determine highest priority
Analyses each risk on the register by
Probability(P) and
Impact(I)
Most important risks are those with the highest combination of
probability and impact
wwwfalcontrainingcom 15
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Probability and Impact Matrix
Indicates the impact (ratio scale) on an objective
eg cost time scope quality
Each risk is rated by
Probability and
Impact
Risk is scored as highmoderatelow according to
organisations thresholds
wwwfalcontrainingcom 16
Ris
k p
rob
ab
ility
an
d
imp
ac
t
17wwwfalcontrainingcom
Probability and Impact Matrix
18
090
070
050
030
010
0045
0035
0025
0015
0005
005
009
007
005
003
001
010
018
014
010
006
002
020
036
028
020
012
004
040
072
056
040
024
008
080
072
056
040
024
008
080
036
028
020
012
004
040
018
014
010
006
002
020
009
007
005
003
001
010
0045
0035
0025
0015
0005
005Impact
Probability
Threats Opportunities
wwwfalcontrainingcom
Some Other Tools amp Techniques
Risk Data Quality Assessment How accurate is your data
Risk Urgency Assessment How urgent is this risk
wwwfalcontrainingcom 19
3 Perform Quantitative Risk Analysis
Qualitative ranks them
Quantitative assigns a value (quantity) to them
Requires the prioritised list of risks from Qualitative so must be
done second
wwwfalcontrainingcom 20
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Data Gathering amp Representation
Interviewing Structured format for soliciting
information from experts
Expert Judgement Any form of input from experts
wwwfalcontrainingcom 21
4 Plan Risk Responses
You have
identified the risks
prioritised the risks and
assigned a value to them
wwwfalcontrainingcom 22
Whatrsquos the next logical step
Proactively plan your
response to each one
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Risk Strategies
For Positive Risks
+ Exploit
+ Share
+ Enhance
+ Accept
For Negative Risks
- Avoid
- Transfer
- Mitigate
- Accept
wwwfalcontrainingcom 23
Know the differences and when to use which one
5 Monitor and Control Risks
wwwfalcontrainingcom 24
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Yoursquove done all your planning ndash
now its time to do the controlling
The Risk and Issues Register
An issue is a risk that has not been managed
Keep a register of all the issues and risks on the project
Document the issue the time frame the consequence and
the approach to dealing with it
Assign someone responsible for monitoring the issue
If the issue escalates add it to the risk register
Not all issues need to be closed
wwwfalcontrainingcom 25
The Risk Event Graph
wwwfalcontrainingcom 26
Sample Risk Register
Risk Category
Risk Event
Consequence Probability Impact P x I $$ value Contingency value
Risk Response
Responsible
27wwwfalcontrainingcom
Tools amp Techniques
Risk Reassessment reassess as often as necessary for
your project
Risk Audits about Risk Management not about
individual risks
Variance and Trend Analysis can highlight increasing or
decreasing likelihood of risk
wwwfalcontrainingcom 28
Developing a culture of managing risk
Organisational culture greatly influences how
people approach and handle issues and risks
wwwfalcontrainingcom 29
You need to develop and maintain a culture of
honesty and support that enables the organisation
to approach risk at an appropriate level
Module 6 ndash Exercises
1 Share your experience Think of an instance when a risk
wasnrsquot managed and became a major issue for a project
Discuss
2 Create a (short) risk register for a project yoursquore currently
involved with
3 Workbook pg 26 - 27
wwwfalcontrainingcom 30
wwwfalcontrainingcom 31
Quality Management Module 7
32wwwfalcontrainingcomItrsquos good to know
Quality Management at Samsung
bull Samsung Quality Control bull Samsung Galaxy Note 7
wwwfalcontrainingcom 33
Quality Management
Prevention over inspection ndash build a fence at the top
of the cliff rather than an ambulance
at the bottom
wwwfalcontrainingcom 34
Management of the degree to which a set of inherent characteristics fulfills requirements
It costs more to fix an error than to prevent one
Basic Quality Management Concepts
TQM (Total Quality Management)
ISO 9000
Six Sigma
Kaizen
JIT (Just in Time)
wwwfalcontrainingcom 35
Grade versus Quality
Grade refers to features
Low grade is fine ndash low quality is not
Compare grade of Hyundai vs Rolls Roycehellip
You can build a low grade product at high quality
wwwfalcontrainingcom 36
Quality Management process
Plan QualityPerform Quality
Assurance
Perform Quality Control
wwwfalcontrainingcom 37
Quality Management process
Plan Quality
The process of identifying
quality requirements and
standards for the project
and product
Perform Quality Assurance
The process of continuous
process improvements
which reduces waste
and eliminates activities
that do not add value to
a project
Perform Quality Control
The process of monitoring
and recording results of
executing the quality
activities to assess
performance and
recommend necessary
changes
wwwfalcontrainingcom 38
1 Plan Quality
Identify quality specifications for the project
Develop
Quality Management Plan
Quality Metrics
Quality Checklists and
Process Improvement Plan
Always consider the Cost of Quality (COQ)
wwwfalcontrainingcom 39
Plan QualityPerform Quality
Assurance
Perform Quality Control
Plan Quality Tools amp Techniques
1 Cost-benefit analysis
2 Cost of quality
3 Control charts
4 Benchmarking
5 Statistical sampling
6 Proprietary quality management methodologies ie TQM ISO
wwwfalcontrainingcom 40
2 Perform Quality Assurance
Steadily improving the activities and
processes used to achieve quality
Use Quality Audits such as
Probity Audits and
ISO Standards
to check the quality of the PROJECT processes
wwwfalcontrainingcom 41
Plan QualityPerform Quality
Assurance
Perform Quality Control
3 Perform Quality Control
Steadily improving the
activities and processes used to achieve
quality of the PRODUCT
wwwfalcontrainingcom 42
Plan QualityPerform Quality
Assurance
Perform Quality Control
Quality Control Tools amp Techniques
Cause and effect diagram
Control charts
Histogram
Inspection
Pareto chart
Run Chart
Scatter diagram
Statistical sampling
wwwfalcontrainingcom 43
Cause amp Effect Ishikawa Fishbone
wwwfalcontrainingcom 44
Time Machine Method Material
Major
Defect
Energy Measurement Personnel Environment
Potential Causes Effect
Control Chart
wwwfalcontrainingcom 45
The lsquoRule of Sevenrsquo
7 consecutive points on
one side of the mean
must be investigated to
determine the cause
as it threatens the
mean amount
Upper
Control Limit
Lower
Control Limit
X
Upper
Specification Limit
Lower
Specification Limit
Paretorsquos Law
80 of the problems come from 20 of the causes
For best results Focus improvement efforts on the 20
Other Tools and Techniques
Run chart
Show the history and pattern of
variation by plotting data points in
the order in which they occur
Shows trends and variations over time
or declines or improvements in the
process over time
wwwfalcontrainingcom 47
Other Tools and Techniques
Scatter diagram
Statistical sampling ndash testing a small sample of a product
and assuming its indicative of the whole batch
wwwfalcontrainingcom 48
Module 7 - Exercises
1 Describe your current quality assurance processes
2 Describe how you will carry out audits on your project
3 Describe your current quality control processes
4 Describe what tools and techniques you should be using to measure quality of the deliverables on your project
Workbook page 25
wwwfalcontrainingcom 49
People Management Module 8
50wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 51
High Performance Project Teams
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 52
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 53
Talk
Letrsquos
How to hire manage and lead people
In the eyes of Steve Jobs Co-founder of Apple
wwwfalcontrainingcom 54
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 55
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 56
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 57
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
PM Software Overview
1 MS Project
2 ProjectLibre
3 Primavera
4 LiquidPlanner
5 Trello
wwwfalcontrainingcom 4
PM Software Overview
6 Basecamp
7 Wrike
8 DotProject
9 MS Planner
10 Jira
wwwfalcontrainingcom 5
Risk Management Module 6
6wwwfalcontrainingcomItrsquos good to know
Need for Risk Management
Risk
Uncertain or chance
positive or negative
events that planning
can not overcome
or control
Risk Management
A proactive attempt to recognise and manage internal
events and external threats that affect the likelihood of a
projectrsquos success
wwwfalcontrainingcom 7
What can go wrong (risk event)
How to minimise the risk eventrsquos impact (consequences)
What can be done before an event occurs (anticipation)
What to do when an event occurs (contingency plans)
Risk Managementrsquos Benefits
1 A proactive rather than reactive approach
2 Reduces surprises and negative consequences
3 Prepares the project manager to take advantage of
appropriate risks
4 Provides better control over the future
5 Improves probability of reaching project performance
objectives within budget and on time
wwwfalcontrainingcom 8
A few insights
There are goodrisks that positivelyaffect the project
There are bad risks that negativelyaffect a project
wwwfalcontrainingcom 9
Risk is related to uncertainty
Steps for Risk Management
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
wwwfalcontrainingcom 10
1 Identify Risks
wwwfalcontrainingcom 11
Identifying risks which could impact the project
Identifying the nature and impact of these risks
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Information Gathering Techniques
SWOT analysis
Delphi
Brainstorming
Expert interviews
Diagramming techniques
Ishikawa fishbone cause-
and-effect
Influence diagrams
Flow charts
wwwfalcontrainingcom 12
Risk Breakdown Structure
Catalogs categories amp sub-categories of potential risks
May include references to specific identified risks
Functions as a reminder of the many sources from which
risks may arise
wwwfalcontrainingcom 13
Ris
k B
rea
kd
ow
n
Str
uc
ture
Technical
Requirements
Technology
Complexity and Interfaces
Performance and Reliability
Quality
External
Subcontractors and Suppliers
Regulatory
Market
Customer
Weather
Organisational
Project Dependencies
Resources
Funding
Prioritisation
ProjectManagement
Estimating
Planning
Controlling
Communication
wwwfalcontrainingcom 14
Project
2 Perform Qualitative
Risk Analysis
Performed promptly to determine highest priority
Analyses each risk on the register by
Probability(P) and
Impact(I)
Most important risks are those with the highest combination of
probability and impact
wwwfalcontrainingcom 15
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Probability and Impact Matrix
Indicates the impact (ratio scale) on an objective
eg cost time scope quality
Each risk is rated by
Probability and
Impact
Risk is scored as highmoderatelow according to
organisations thresholds
wwwfalcontrainingcom 16
Ris
k p
rob
ab
ility
an
d
imp
ac
t
17wwwfalcontrainingcom
Probability and Impact Matrix
18
090
070
050
030
010
0045
0035
0025
0015
0005
005
009
007
005
003
001
010
018
014
010
006
002
020
036
028
020
012
004
040
072
056
040
024
008
080
072
056
040
024
008
080
036
028
020
012
004
040
018
014
010
006
002
020
009
007
005
003
001
010
0045
0035
0025
0015
0005
005Impact
Probability
Threats Opportunities
wwwfalcontrainingcom
Some Other Tools amp Techniques
Risk Data Quality Assessment How accurate is your data
Risk Urgency Assessment How urgent is this risk
wwwfalcontrainingcom 19
3 Perform Quantitative Risk Analysis
Qualitative ranks them
Quantitative assigns a value (quantity) to them
Requires the prioritised list of risks from Qualitative so must be
done second
wwwfalcontrainingcom 20
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Data Gathering amp Representation
Interviewing Structured format for soliciting
information from experts
Expert Judgement Any form of input from experts
wwwfalcontrainingcom 21
4 Plan Risk Responses
You have
identified the risks
prioritised the risks and
assigned a value to them
wwwfalcontrainingcom 22
Whatrsquos the next logical step
Proactively plan your
response to each one
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Risk Strategies
For Positive Risks
+ Exploit
+ Share
+ Enhance
+ Accept
For Negative Risks
- Avoid
- Transfer
- Mitigate
- Accept
wwwfalcontrainingcom 23
Know the differences and when to use which one
5 Monitor and Control Risks
wwwfalcontrainingcom 24
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Yoursquove done all your planning ndash
now its time to do the controlling
The Risk and Issues Register
An issue is a risk that has not been managed
Keep a register of all the issues and risks on the project
Document the issue the time frame the consequence and
the approach to dealing with it
Assign someone responsible for monitoring the issue
If the issue escalates add it to the risk register
Not all issues need to be closed
wwwfalcontrainingcom 25
The Risk Event Graph
wwwfalcontrainingcom 26
Sample Risk Register
Risk Category
Risk Event
Consequence Probability Impact P x I $$ value Contingency value
Risk Response
Responsible
27wwwfalcontrainingcom
Tools amp Techniques
Risk Reassessment reassess as often as necessary for
your project
Risk Audits about Risk Management not about
individual risks
Variance and Trend Analysis can highlight increasing or
decreasing likelihood of risk
wwwfalcontrainingcom 28
Developing a culture of managing risk
Organisational culture greatly influences how
people approach and handle issues and risks
wwwfalcontrainingcom 29
You need to develop and maintain a culture of
honesty and support that enables the organisation
to approach risk at an appropriate level
Module 6 ndash Exercises
1 Share your experience Think of an instance when a risk
wasnrsquot managed and became a major issue for a project
Discuss
2 Create a (short) risk register for a project yoursquore currently
involved with
3 Workbook pg 26 - 27
wwwfalcontrainingcom 30
wwwfalcontrainingcom 31
Quality Management Module 7
32wwwfalcontrainingcomItrsquos good to know
Quality Management at Samsung
bull Samsung Quality Control bull Samsung Galaxy Note 7
wwwfalcontrainingcom 33
Quality Management
Prevention over inspection ndash build a fence at the top
of the cliff rather than an ambulance
at the bottom
wwwfalcontrainingcom 34
Management of the degree to which a set of inherent characteristics fulfills requirements
It costs more to fix an error than to prevent one
Basic Quality Management Concepts
TQM (Total Quality Management)
ISO 9000
Six Sigma
Kaizen
JIT (Just in Time)
wwwfalcontrainingcom 35
Grade versus Quality
Grade refers to features
Low grade is fine ndash low quality is not
Compare grade of Hyundai vs Rolls Roycehellip
You can build a low grade product at high quality
wwwfalcontrainingcom 36
Quality Management process
Plan QualityPerform Quality
Assurance
Perform Quality Control
wwwfalcontrainingcom 37
Quality Management process
Plan Quality
The process of identifying
quality requirements and
standards for the project
and product
Perform Quality Assurance
The process of continuous
process improvements
which reduces waste
and eliminates activities
that do not add value to
a project
Perform Quality Control
The process of monitoring
and recording results of
executing the quality
activities to assess
performance and
recommend necessary
changes
wwwfalcontrainingcom 38
1 Plan Quality
Identify quality specifications for the project
Develop
Quality Management Plan
Quality Metrics
Quality Checklists and
Process Improvement Plan
Always consider the Cost of Quality (COQ)
wwwfalcontrainingcom 39
Plan QualityPerform Quality
Assurance
Perform Quality Control
Plan Quality Tools amp Techniques
1 Cost-benefit analysis
2 Cost of quality
3 Control charts
4 Benchmarking
5 Statistical sampling
6 Proprietary quality management methodologies ie TQM ISO
wwwfalcontrainingcom 40
2 Perform Quality Assurance
Steadily improving the activities and
processes used to achieve quality
Use Quality Audits such as
Probity Audits and
ISO Standards
to check the quality of the PROJECT processes
wwwfalcontrainingcom 41
Plan QualityPerform Quality
Assurance
Perform Quality Control
3 Perform Quality Control
Steadily improving the
activities and processes used to achieve
quality of the PRODUCT
wwwfalcontrainingcom 42
Plan QualityPerform Quality
Assurance
Perform Quality Control
Quality Control Tools amp Techniques
Cause and effect diagram
Control charts
Histogram
Inspection
Pareto chart
Run Chart
Scatter diagram
Statistical sampling
wwwfalcontrainingcom 43
Cause amp Effect Ishikawa Fishbone
wwwfalcontrainingcom 44
Time Machine Method Material
Major
Defect
Energy Measurement Personnel Environment
Potential Causes Effect
Control Chart
wwwfalcontrainingcom 45
The lsquoRule of Sevenrsquo
7 consecutive points on
one side of the mean
must be investigated to
determine the cause
as it threatens the
mean amount
Upper
Control Limit
Lower
Control Limit
X
Upper
Specification Limit
Lower
Specification Limit
Paretorsquos Law
80 of the problems come from 20 of the causes
For best results Focus improvement efforts on the 20
Other Tools and Techniques
Run chart
Show the history and pattern of
variation by plotting data points in
the order in which they occur
Shows trends and variations over time
or declines or improvements in the
process over time
wwwfalcontrainingcom 47
Other Tools and Techniques
Scatter diagram
Statistical sampling ndash testing a small sample of a product
and assuming its indicative of the whole batch
wwwfalcontrainingcom 48
Module 7 - Exercises
1 Describe your current quality assurance processes
2 Describe how you will carry out audits on your project
3 Describe your current quality control processes
4 Describe what tools and techniques you should be using to measure quality of the deliverables on your project
Workbook page 25
wwwfalcontrainingcom 49
People Management Module 8
50wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 51
High Performance Project Teams
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 52
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 53
Talk
Letrsquos
How to hire manage and lead people
In the eyes of Steve Jobs Co-founder of Apple
wwwfalcontrainingcom 54
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 55
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 56
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 57
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
PM Software Overview
6 Basecamp
7 Wrike
8 DotProject
9 MS Planner
10 Jira
wwwfalcontrainingcom 5
Risk Management Module 6
6wwwfalcontrainingcomItrsquos good to know
Need for Risk Management
Risk
Uncertain or chance
positive or negative
events that planning
can not overcome
or control
Risk Management
A proactive attempt to recognise and manage internal
events and external threats that affect the likelihood of a
projectrsquos success
wwwfalcontrainingcom 7
What can go wrong (risk event)
How to minimise the risk eventrsquos impact (consequences)
What can be done before an event occurs (anticipation)
What to do when an event occurs (contingency plans)
Risk Managementrsquos Benefits
1 A proactive rather than reactive approach
2 Reduces surprises and negative consequences
3 Prepares the project manager to take advantage of
appropriate risks
4 Provides better control over the future
5 Improves probability of reaching project performance
objectives within budget and on time
wwwfalcontrainingcom 8
A few insights
There are goodrisks that positivelyaffect the project
There are bad risks that negativelyaffect a project
wwwfalcontrainingcom 9
Risk is related to uncertainty
Steps for Risk Management
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
wwwfalcontrainingcom 10
1 Identify Risks
wwwfalcontrainingcom 11
Identifying risks which could impact the project
Identifying the nature and impact of these risks
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Information Gathering Techniques
SWOT analysis
Delphi
Brainstorming
Expert interviews
Diagramming techniques
Ishikawa fishbone cause-
and-effect
Influence diagrams
Flow charts
wwwfalcontrainingcom 12
Risk Breakdown Structure
Catalogs categories amp sub-categories of potential risks
May include references to specific identified risks
Functions as a reminder of the many sources from which
risks may arise
wwwfalcontrainingcom 13
Ris
k B
rea
kd
ow
n
Str
uc
ture
Technical
Requirements
Technology
Complexity and Interfaces
Performance and Reliability
Quality
External
Subcontractors and Suppliers
Regulatory
Market
Customer
Weather
Organisational
Project Dependencies
Resources
Funding
Prioritisation
ProjectManagement
Estimating
Planning
Controlling
Communication
wwwfalcontrainingcom 14
Project
2 Perform Qualitative
Risk Analysis
Performed promptly to determine highest priority
Analyses each risk on the register by
Probability(P) and
Impact(I)
Most important risks are those with the highest combination of
probability and impact
wwwfalcontrainingcom 15
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Probability and Impact Matrix
Indicates the impact (ratio scale) on an objective
eg cost time scope quality
Each risk is rated by
Probability and
Impact
Risk is scored as highmoderatelow according to
organisations thresholds
wwwfalcontrainingcom 16
Ris
k p
rob
ab
ility
an
d
imp
ac
t
17wwwfalcontrainingcom
Probability and Impact Matrix
18
090
070
050
030
010
0045
0035
0025
0015
0005
005
009
007
005
003
001
010
018
014
010
006
002
020
036
028
020
012
004
040
072
056
040
024
008
080
072
056
040
024
008
080
036
028
020
012
004
040
018
014
010
006
002
020
009
007
005
003
001
010
0045
0035
0025
0015
0005
005Impact
Probability
Threats Opportunities
wwwfalcontrainingcom
Some Other Tools amp Techniques
Risk Data Quality Assessment How accurate is your data
Risk Urgency Assessment How urgent is this risk
wwwfalcontrainingcom 19
3 Perform Quantitative Risk Analysis
Qualitative ranks them
Quantitative assigns a value (quantity) to them
Requires the prioritised list of risks from Qualitative so must be
done second
wwwfalcontrainingcom 20
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Data Gathering amp Representation
Interviewing Structured format for soliciting
information from experts
Expert Judgement Any form of input from experts
wwwfalcontrainingcom 21
4 Plan Risk Responses
You have
identified the risks
prioritised the risks and
assigned a value to them
wwwfalcontrainingcom 22
Whatrsquos the next logical step
Proactively plan your
response to each one
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Risk Strategies
For Positive Risks
+ Exploit
+ Share
+ Enhance
+ Accept
For Negative Risks
- Avoid
- Transfer
- Mitigate
- Accept
wwwfalcontrainingcom 23
Know the differences and when to use which one
5 Monitor and Control Risks
wwwfalcontrainingcom 24
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Yoursquove done all your planning ndash
now its time to do the controlling
The Risk and Issues Register
An issue is a risk that has not been managed
Keep a register of all the issues and risks on the project
Document the issue the time frame the consequence and
the approach to dealing with it
Assign someone responsible for monitoring the issue
If the issue escalates add it to the risk register
Not all issues need to be closed
wwwfalcontrainingcom 25
The Risk Event Graph
wwwfalcontrainingcom 26
Sample Risk Register
Risk Category
Risk Event
Consequence Probability Impact P x I $$ value Contingency value
Risk Response
Responsible
27wwwfalcontrainingcom
Tools amp Techniques
Risk Reassessment reassess as often as necessary for
your project
Risk Audits about Risk Management not about
individual risks
Variance and Trend Analysis can highlight increasing or
decreasing likelihood of risk
wwwfalcontrainingcom 28
Developing a culture of managing risk
Organisational culture greatly influences how
people approach and handle issues and risks
wwwfalcontrainingcom 29
You need to develop and maintain a culture of
honesty and support that enables the organisation
to approach risk at an appropriate level
Module 6 ndash Exercises
1 Share your experience Think of an instance when a risk
wasnrsquot managed and became a major issue for a project
Discuss
2 Create a (short) risk register for a project yoursquore currently
involved with
3 Workbook pg 26 - 27
wwwfalcontrainingcom 30
wwwfalcontrainingcom 31
Quality Management Module 7
32wwwfalcontrainingcomItrsquos good to know
Quality Management at Samsung
bull Samsung Quality Control bull Samsung Galaxy Note 7
wwwfalcontrainingcom 33
Quality Management
Prevention over inspection ndash build a fence at the top
of the cliff rather than an ambulance
at the bottom
wwwfalcontrainingcom 34
Management of the degree to which a set of inherent characteristics fulfills requirements
It costs more to fix an error than to prevent one
Basic Quality Management Concepts
TQM (Total Quality Management)
ISO 9000
Six Sigma
Kaizen
JIT (Just in Time)
wwwfalcontrainingcom 35
Grade versus Quality
Grade refers to features
Low grade is fine ndash low quality is not
Compare grade of Hyundai vs Rolls Roycehellip
You can build a low grade product at high quality
wwwfalcontrainingcom 36
Quality Management process
Plan QualityPerform Quality
Assurance
Perform Quality Control
wwwfalcontrainingcom 37
Quality Management process
Plan Quality
The process of identifying
quality requirements and
standards for the project
and product
Perform Quality Assurance
The process of continuous
process improvements
which reduces waste
and eliminates activities
that do not add value to
a project
Perform Quality Control
The process of monitoring
and recording results of
executing the quality
activities to assess
performance and
recommend necessary
changes
wwwfalcontrainingcom 38
1 Plan Quality
Identify quality specifications for the project
Develop
Quality Management Plan
Quality Metrics
Quality Checklists and
Process Improvement Plan
Always consider the Cost of Quality (COQ)
wwwfalcontrainingcom 39
Plan QualityPerform Quality
Assurance
Perform Quality Control
Plan Quality Tools amp Techniques
1 Cost-benefit analysis
2 Cost of quality
3 Control charts
4 Benchmarking
5 Statistical sampling
6 Proprietary quality management methodologies ie TQM ISO
wwwfalcontrainingcom 40
2 Perform Quality Assurance
Steadily improving the activities and
processes used to achieve quality
Use Quality Audits such as
Probity Audits and
ISO Standards
to check the quality of the PROJECT processes
wwwfalcontrainingcom 41
Plan QualityPerform Quality
Assurance
Perform Quality Control
3 Perform Quality Control
Steadily improving the
activities and processes used to achieve
quality of the PRODUCT
wwwfalcontrainingcom 42
Plan QualityPerform Quality
Assurance
Perform Quality Control
Quality Control Tools amp Techniques
Cause and effect diagram
Control charts
Histogram
Inspection
Pareto chart
Run Chart
Scatter diagram
Statistical sampling
wwwfalcontrainingcom 43
Cause amp Effect Ishikawa Fishbone
wwwfalcontrainingcom 44
Time Machine Method Material
Major
Defect
Energy Measurement Personnel Environment
Potential Causes Effect
Control Chart
wwwfalcontrainingcom 45
The lsquoRule of Sevenrsquo
7 consecutive points on
one side of the mean
must be investigated to
determine the cause
as it threatens the
mean amount
Upper
Control Limit
Lower
Control Limit
X
Upper
Specification Limit
Lower
Specification Limit
Paretorsquos Law
80 of the problems come from 20 of the causes
For best results Focus improvement efforts on the 20
Other Tools and Techniques
Run chart
Show the history and pattern of
variation by plotting data points in
the order in which they occur
Shows trends and variations over time
or declines or improvements in the
process over time
wwwfalcontrainingcom 47
Other Tools and Techniques
Scatter diagram
Statistical sampling ndash testing a small sample of a product
and assuming its indicative of the whole batch
wwwfalcontrainingcom 48
Module 7 - Exercises
1 Describe your current quality assurance processes
2 Describe how you will carry out audits on your project
3 Describe your current quality control processes
4 Describe what tools and techniques you should be using to measure quality of the deliverables on your project
Workbook page 25
wwwfalcontrainingcom 49
People Management Module 8
50wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 51
High Performance Project Teams
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 52
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 53
Talk
Letrsquos
How to hire manage and lead people
In the eyes of Steve Jobs Co-founder of Apple
wwwfalcontrainingcom 54
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 55
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 56
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 57
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Risk Management Module 6
6wwwfalcontrainingcomItrsquos good to know
Need for Risk Management
Risk
Uncertain or chance
positive or negative
events that planning
can not overcome
or control
Risk Management
A proactive attempt to recognise and manage internal
events and external threats that affect the likelihood of a
projectrsquos success
wwwfalcontrainingcom 7
What can go wrong (risk event)
How to minimise the risk eventrsquos impact (consequences)
What can be done before an event occurs (anticipation)
What to do when an event occurs (contingency plans)
Risk Managementrsquos Benefits
1 A proactive rather than reactive approach
2 Reduces surprises and negative consequences
3 Prepares the project manager to take advantage of
appropriate risks
4 Provides better control over the future
5 Improves probability of reaching project performance
objectives within budget and on time
wwwfalcontrainingcom 8
A few insights
There are goodrisks that positivelyaffect the project
There are bad risks that negativelyaffect a project
wwwfalcontrainingcom 9
Risk is related to uncertainty
Steps for Risk Management
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
wwwfalcontrainingcom 10
1 Identify Risks
wwwfalcontrainingcom 11
Identifying risks which could impact the project
Identifying the nature and impact of these risks
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Information Gathering Techniques
SWOT analysis
Delphi
Brainstorming
Expert interviews
Diagramming techniques
Ishikawa fishbone cause-
and-effect
Influence diagrams
Flow charts
wwwfalcontrainingcom 12
Risk Breakdown Structure
Catalogs categories amp sub-categories of potential risks
May include references to specific identified risks
Functions as a reminder of the many sources from which
risks may arise
wwwfalcontrainingcom 13
Ris
k B
rea
kd
ow
n
Str
uc
ture
Technical
Requirements
Technology
Complexity and Interfaces
Performance and Reliability
Quality
External
Subcontractors and Suppliers
Regulatory
Market
Customer
Weather
Organisational
Project Dependencies
Resources
Funding
Prioritisation
ProjectManagement
Estimating
Planning
Controlling
Communication
wwwfalcontrainingcom 14
Project
2 Perform Qualitative
Risk Analysis
Performed promptly to determine highest priority
Analyses each risk on the register by
Probability(P) and
Impact(I)
Most important risks are those with the highest combination of
probability and impact
wwwfalcontrainingcom 15
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Probability and Impact Matrix
Indicates the impact (ratio scale) on an objective
eg cost time scope quality
Each risk is rated by
Probability and
Impact
Risk is scored as highmoderatelow according to
organisations thresholds
wwwfalcontrainingcom 16
Ris
k p
rob
ab
ility
an
d
imp
ac
t
17wwwfalcontrainingcom
Probability and Impact Matrix
18
090
070
050
030
010
0045
0035
0025
0015
0005
005
009
007
005
003
001
010
018
014
010
006
002
020
036
028
020
012
004
040
072
056
040
024
008
080
072
056
040
024
008
080
036
028
020
012
004
040
018
014
010
006
002
020
009
007
005
003
001
010
0045
0035
0025
0015
0005
005Impact
Probability
Threats Opportunities
wwwfalcontrainingcom
Some Other Tools amp Techniques
Risk Data Quality Assessment How accurate is your data
Risk Urgency Assessment How urgent is this risk
wwwfalcontrainingcom 19
3 Perform Quantitative Risk Analysis
Qualitative ranks them
Quantitative assigns a value (quantity) to them
Requires the prioritised list of risks from Qualitative so must be
done second
wwwfalcontrainingcom 20
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Data Gathering amp Representation
Interviewing Structured format for soliciting
information from experts
Expert Judgement Any form of input from experts
wwwfalcontrainingcom 21
4 Plan Risk Responses
You have
identified the risks
prioritised the risks and
assigned a value to them
wwwfalcontrainingcom 22
Whatrsquos the next logical step
Proactively plan your
response to each one
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Risk Strategies
For Positive Risks
+ Exploit
+ Share
+ Enhance
+ Accept
For Negative Risks
- Avoid
- Transfer
- Mitigate
- Accept
wwwfalcontrainingcom 23
Know the differences and when to use which one
5 Monitor and Control Risks
wwwfalcontrainingcom 24
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Yoursquove done all your planning ndash
now its time to do the controlling
The Risk and Issues Register
An issue is a risk that has not been managed
Keep a register of all the issues and risks on the project
Document the issue the time frame the consequence and
the approach to dealing with it
Assign someone responsible for monitoring the issue
If the issue escalates add it to the risk register
Not all issues need to be closed
wwwfalcontrainingcom 25
The Risk Event Graph
wwwfalcontrainingcom 26
Sample Risk Register
Risk Category
Risk Event
Consequence Probability Impact P x I $$ value Contingency value
Risk Response
Responsible
27wwwfalcontrainingcom
Tools amp Techniques
Risk Reassessment reassess as often as necessary for
your project
Risk Audits about Risk Management not about
individual risks
Variance and Trend Analysis can highlight increasing or
decreasing likelihood of risk
wwwfalcontrainingcom 28
Developing a culture of managing risk
Organisational culture greatly influences how
people approach and handle issues and risks
wwwfalcontrainingcom 29
You need to develop and maintain a culture of
honesty and support that enables the organisation
to approach risk at an appropriate level
Module 6 ndash Exercises
1 Share your experience Think of an instance when a risk
wasnrsquot managed and became a major issue for a project
Discuss
2 Create a (short) risk register for a project yoursquore currently
involved with
3 Workbook pg 26 - 27
wwwfalcontrainingcom 30
wwwfalcontrainingcom 31
Quality Management Module 7
32wwwfalcontrainingcomItrsquos good to know
Quality Management at Samsung
bull Samsung Quality Control bull Samsung Galaxy Note 7
wwwfalcontrainingcom 33
Quality Management
Prevention over inspection ndash build a fence at the top
of the cliff rather than an ambulance
at the bottom
wwwfalcontrainingcom 34
Management of the degree to which a set of inherent characteristics fulfills requirements
It costs more to fix an error than to prevent one
Basic Quality Management Concepts
TQM (Total Quality Management)
ISO 9000
Six Sigma
Kaizen
JIT (Just in Time)
wwwfalcontrainingcom 35
Grade versus Quality
Grade refers to features
Low grade is fine ndash low quality is not
Compare grade of Hyundai vs Rolls Roycehellip
You can build a low grade product at high quality
wwwfalcontrainingcom 36
Quality Management process
Plan QualityPerform Quality
Assurance
Perform Quality Control
wwwfalcontrainingcom 37
Quality Management process
Plan Quality
The process of identifying
quality requirements and
standards for the project
and product
Perform Quality Assurance
The process of continuous
process improvements
which reduces waste
and eliminates activities
that do not add value to
a project
Perform Quality Control
The process of monitoring
and recording results of
executing the quality
activities to assess
performance and
recommend necessary
changes
wwwfalcontrainingcom 38
1 Plan Quality
Identify quality specifications for the project
Develop
Quality Management Plan
Quality Metrics
Quality Checklists and
Process Improvement Plan
Always consider the Cost of Quality (COQ)
wwwfalcontrainingcom 39
Plan QualityPerform Quality
Assurance
Perform Quality Control
Plan Quality Tools amp Techniques
1 Cost-benefit analysis
2 Cost of quality
3 Control charts
4 Benchmarking
5 Statistical sampling
6 Proprietary quality management methodologies ie TQM ISO
wwwfalcontrainingcom 40
2 Perform Quality Assurance
Steadily improving the activities and
processes used to achieve quality
Use Quality Audits such as
Probity Audits and
ISO Standards
to check the quality of the PROJECT processes
wwwfalcontrainingcom 41
Plan QualityPerform Quality
Assurance
Perform Quality Control
3 Perform Quality Control
Steadily improving the
activities and processes used to achieve
quality of the PRODUCT
wwwfalcontrainingcom 42
Plan QualityPerform Quality
Assurance
Perform Quality Control
Quality Control Tools amp Techniques
Cause and effect diagram
Control charts
Histogram
Inspection
Pareto chart
Run Chart
Scatter diagram
Statistical sampling
wwwfalcontrainingcom 43
Cause amp Effect Ishikawa Fishbone
wwwfalcontrainingcom 44
Time Machine Method Material
Major
Defect
Energy Measurement Personnel Environment
Potential Causes Effect
Control Chart
wwwfalcontrainingcom 45
The lsquoRule of Sevenrsquo
7 consecutive points on
one side of the mean
must be investigated to
determine the cause
as it threatens the
mean amount
Upper
Control Limit
Lower
Control Limit
X
Upper
Specification Limit
Lower
Specification Limit
Paretorsquos Law
80 of the problems come from 20 of the causes
For best results Focus improvement efforts on the 20
Other Tools and Techniques
Run chart
Show the history and pattern of
variation by plotting data points in
the order in which they occur
Shows trends and variations over time
or declines or improvements in the
process over time
wwwfalcontrainingcom 47
Other Tools and Techniques
Scatter diagram
Statistical sampling ndash testing a small sample of a product
and assuming its indicative of the whole batch
wwwfalcontrainingcom 48
Module 7 - Exercises
1 Describe your current quality assurance processes
2 Describe how you will carry out audits on your project
3 Describe your current quality control processes
4 Describe what tools and techniques you should be using to measure quality of the deliverables on your project
Workbook page 25
wwwfalcontrainingcom 49
People Management Module 8
50wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 51
High Performance Project Teams
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 52
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 53
Talk
Letrsquos
How to hire manage and lead people
In the eyes of Steve Jobs Co-founder of Apple
wwwfalcontrainingcom 54
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 55
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 56
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 57
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Need for Risk Management
Risk
Uncertain or chance
positive or negative
events that planning
can not overcome
or control
Risk Management
A proactive attempt to recognise and manage internal
events and external threats that affect the likelihood of a
projectrsquos success
wwwfalcontrainingcom 7
What can go wrong (risk event)
How to minimise the risk eventrsquos impact (consequences)
What can be done before an event occurs (anticipation)
What to do when an event occurs (contingency plans)
Risk Managementrsquos Benefits
1 A proactive rather than reactive approach
2 Reduces surprises and negative consequences
3 Prepares the project manager to take advantage of
appropriate risks
4 Provides better control over the future
5 Improves probability of reaching project performance
objectives within budget and on time
wwwfalcontrainingcom 8
A few insights
There are goodrisks that positivelyaffect the project
There are bad risks that negativelyaffect a project
wwwfalcontrainingcom 9
Risk is related to uncertainty
Steps for Risk Management
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
wwwfalcontrainingcom 10
1 Identify Risks
wwwfalcontrainingcom 11
Identifying risks which could impact the project
Identifying the nature and impact of these risks
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Information Gathering Techniques
SWOT analysis
Delphi
Brainstorming
Expert interviews
Diagramming techniques
Ishikawa fishbone cause-
and-effect
Influence diagrams
Flow charts
wwwfalcontrainingcom 12
Risk Breakdown Structure
Catalogs categories amp sub-categories of potential risks
May include references to specific identified risks
Functions as a reminder of the many sources from which
risks may arise
wwwfalcontrainingcom 13
Ris
k B
rea
kd
ow
n
Str
uc
ture
Technical
Requirements
Technology
Complexity and Interfaces
Performance and Reliability
Quality
External
Subcontractors and Suppliers
Regulatory
Market
Customer
Weather
Organisational
Project Dependencies
Resources
Funding
Prioritisation
ProjectManagement
Estimating
Planning
Controlling
Communication
wwwfalcontrainingcom 14
Project
2 Perform Qualitative
Risk Analysis
Performed promptly to determine highest priority
Analyses each risk on the register by
Probability(P) and
Impact(I)
Most important risks are those with the highest combination of
probability and impact
wwwfalcontrainingcom 15
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Probability and Impact Matrix
Indicates the impact (ratio scale) on an objective
eg cost time scope quality
Each risk is rated by
Probability and
Impact
Risk is scored as highmoderatelow according to
organisations thresholds
wwwfalcontrainingcom 16
Ris
k p
rob
ab
ility
an
d
imp
ac
t
17wwwfalcontrainingcom
Probability and Impact Matrix
18
090
070
050
030
010
0045
0035
0025
0015
0005
005
009
007
005
003
001
010
018
014
010
006
002
020
036
028
020
012
004
040
072
056
040
024
008
080
072
056
040
024
008
080
036
028
020
012
004
040
018
014
010
006
002
020
009
007
005
003
001
010
0045
0035
0025
0015
0005
005Impact
Probability
Threats Opportunities
wwwfalcontrainingcom
Some Other Tools amp Techniques
Risk Data Quality Assessment How accurate is your data
Risk Urgency Assessment How urgent is this risk
wwwfalcontrainingcom 19
3 Perform Quantitative Risk Analysis
Qualitative ranks them
Quantitative assigns a value (quantity) to them
Requires the prioritised list of risks from Qualitative so must be
done second
wwwfalcontrainingcom 20
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Data Gathering amp Representation
Interviewing Structured format for soliciting
information from experts
Expert Judgement Any form of input from experts
wwwfalcontrainingcom 21
4 Plan Risk Responses
You have
identified the risks
prioritised the risks and
assigned a value to them
wwwfalcontrainingcom 22
Whatrsquos the next logical step
Proactively plan your
response to each one
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Risk Strategies
For Positive Risks
+ Exploit
+ Share
+ Enhance
+ Accept
For Negative Risks
- Avoid
- Transfer
- Mitigate
- Accept
wwwfalcontrainingcom 23
Know the differences and when to use which one
5 Monitor and Control Risks
wwwfalcontrainingcom 24
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Yoursquove done all your planning ndash
now its time to do the controlling
The Risk and Issues Register
An issue is a risk that has not been managed
Keep a register of all the issues and risks on the project
Document the issue the time frame the consequence and
the approach to dealing with it
Assign someone responsible for monitoring the issue
If the issue escalates add it to the risk register
Not all issues need to be closed
wwwfalcontrainingcom 25
The Risk Event Graph
wwwfalcontrainingcom 26
Sample Risk Register
Risk Category
Risk Event
Consequence Probability Impact P x I $$ value Contingency value
Risk Response
Responsible
27wwwfalcontrainingcom
Tools amp Techniques
Risk Reassessment reassess as often as necessary for
your project
Risk Audits about Risk Management not about
individual risks
Variance and Trend Analysis can highlight increasing or
decreasing likelihood of risk
wwwfalcontrainingcom 28
Developing a culture of managing risk
Organisational culture greatly influences how
people approach and handle issues and risks
wwwfalcontrainingcom 29
You need to develop and maintain a culture of
honesty and support that enables the organisation
to approach risk at an appropriate level
Module 6 ndash Exercises
1 Share your experience Think of an instance when a risk
wasnrsquot managed and became a major issue for a project
Discuss
2 Create a (short) risk register for a project yoursquore currently
involved with
3 Workbook pg 26 - 27
wwwfalcontrainingcom 30
wwwfalcontrainingcom 31
Quality Management Module 7
32wwwfalcontrainingcomItrsquos good to know
Quality Management at Samsung
bull Samsung Quality Control bull Samsung Galaxy Note 7
wwwfalcontrainingcom 33
Quality Management
Prevention over inspection ndash build a fence at the top
of the cliff rather than an ambulance
at the bottom
wwwfalcontrainingcom 34
Management of the degree to which a set of inherent characteristics fulfills requirements
It costs more to fix an error than to prevent one
Basic Quality Management Concepts
TQM (Total Quality Management)
ISO 9000
Six Sigma
Kaizen
JIT (Just in Time)
wwwfalcontrainingcom 35
Grade versus Quality
Grade refers to features
Low grade is fine ndash low quality is not
Compare grade of Hyundai vs Rolls Roycehellip
You can build a low grade product at high quality
wwwfalcontrainingcom 36
Quality Management process
Plan QualityPerform Quality
Assurance
Perform Quality Control
wwwfalcontrainingcom 37
Quality Management process
Plan Quality
The process of identifying
quality requirements and
standards for the project
and product
Perform Quality Assurance
The process of continuous
process improvements
which reduces waste
and eliminates activities
that do not add value to
a project
Perform Quality Control
The process of monitoring
and recording results of
executing the quality
activities to assess
performance and
recommend necessary
changes
wwwfalcontrainingcom 38
1 Plan Quality
Identify quality specifications for the project
Develop
Quality Management Plan
Quality Metrics
Quality Checklists and
Process Improvement Plan
Always consider the Cost of Quality (COQ)
wwwfalcontrainingcom 39
Plan QualityPerform Quality
Assurance
Perform Quality Control
Plan Quality Tools amp Techniques
1 Cost-benefit analysis
2 Cost of quality
3 Control charts
4 Benchmarking
5 Statistical sampling
6 Proprietary quality management methodologies ie TQM ISO
wwwfalcontrainingcom 40
2 Perform Quality Assurance
Steadily improving the activities and
processes used to achieve quality
Use Quality Audits such as
Probity Audits and
ISO Standards
to check the quality of the PROJECT processes
wwwfalcontrainingcom 41
Plan QualityPerform Quality
Assurance
Perform Quality Control
3 Perform Quality Control
Steadily improving the
activities and processes used to achieve
quality of the PRODUCT
wwwfalcontrainingcom 42
Plan QualityPerform Quality
Assurance
Perform Quality Control
Quality Control Tools amp Techniques
Cause and effect diagram
Control charts
Histogram
Inspection
Pareto chart
Run Chart
Scatter diagram
Statistical sampling
wwwfalcontrainingcom 43
Cause amp Effect Ishikawa Fishbone
wwwfalcontrainingcom 44
Time Machine Method Material
Major
Defect
Energy Measurement Personnel Environment
Potential Causes Effect
Control Chart
wwwfalcontrainingcom 45
The lsquoRule of Sevenrsquo
7 consecutive points on
one side of the mean
must be investigated to
determine the cause
as it threatens the
mean amount
Upper
Control Limit
Lower
Control Limit
X
Upper
Specification Limit
Lower
Specification Limit
Paretorsquos Law
80 of the problems come from 20 of the causes
For best results Focus improvement efforts on the 20
Other Tools and Techniques
Run chart
Show the history and pattern of
variation by plotting data points in
the order in which they occur
Shows trends and variations over time
or declines or improvements in the
process over time
wwwfalcontrainingcom 47
Other Tools and Techniques
Scatter diagram
Statistical sampling ndash testing a small sample of a product
and assuming its indicative of the whole batch
wwwfalcontrainingcom 48
Module 7 - Exercises
1 Describe your current quality assurance processes
2 Describe how you will carry out audits on your project
3 Describe your current quality control processes
4 Describe what tools and techniques you should be using to measure quality of the deliverables on your project
Workbook page 25
wwwfalcontrainingcom 49
People Management Module 8
50wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 51
High Performance Project Teams
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 52
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 53
Talk
Letrsquos
How to hire manage and lead people
In the eyes of Steve Jobs Co-founder of Apple
wwwfalcontrainingcom 54
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 55
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 56
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 57
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Risk Managementrsquos Benefits
1 A proactive rather than reactive approach
2 Reduces surprises and negative consequences
3 Prepares the project manager to take advantage of
appropriate risks
4 Provides better control over the future
5 Improves probability of reaching project performance
objectives within budget and on time
wwwfalcontrainingcom 8
A few insights
There are goodrisks that positivelyaffect the project
There are bad risks that negativelyaffect a project
wwwfalcontrainingcom 9
Risk is related to uncertainty
Steps for Risk Management
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
wwwfalcontrainingcom 10
1 Identify Risks
wwwfalcontrainingcom 11
Identifying risks which could impact the project
Identifying the nature and impact of these risks
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Information Gathering Techniques
SWOT analysis
Delphi
Brainstorming
Expert interviews
Diagramming techniques
Ishikawa fishbone cause-
and-effect
Influence diagrams
Flow charts
wwwfalcontrainingcom 12
Risk Breakdown Structure
Catalogs categories amp sub-categories of potential risks
May include references to specific identified risks
Functions as a reminder of the many sources from which
risks may arise
wwwfalcontrainingcom 13
Ris
k B
rea
kd
ow
n
Str
uc
ture
Technical
Requirements
Technology
Complexity and Interfaces
Performance and Reliability
Quality
External
Subcontractors and Suppliers
Regulatory
Market
Customer
Weather
Organisational
Project Dependencies
Resources
Funding
Prioritisation
ProjectManagement
Estimating
Planning
Controlling
Communication
wwwfalcontrainingcom 14
Project
2 Perform Qualitative
Risk Analysis
Performed promptly to determine highest priority
Analyses each risk on the register by
Probability(P) and
Impact(I)
Most important risks are those with the highest combination of
probability and impact
wwwfalcontrainingcom 15
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Probability and Impact Matrix
Indicates the impact (ratio scale) on an objective
eg cost time scope quality
Each risk is rated by
Probability and
Impact
Risk is scored as highmoderatelow according to
organisations thresholds
wwwfalcontrainingcom 16
Ris
k p
rob
ab
ility
an
d
imp
ac
t
17wwwfalcontrainingcom
Probability and Impact Matrix
18
090
070
050
030
010
0045
0035
0025
0015
0005
005
009
007
005
003
001
010
018
014
010
006
002
020
036
028
020
012
004
040
072
056
040
024
008
080
072
056
040
024
008
080
036
028
020
012
004
040
018
014
010
006
002
020
009
007
005
003
001
010
0045
0035
0025
0015
0005
005Impact
Probability
Threats Opportunities
wwwfalcontrainingcom
Some Other Tools amp Techniques
Risk Data Quality Assessment How accurate is your data
Risk Urgency Assessment How urgent is this risk
wwwfalcontrainingcom 19
3 Perform Quantitative Risk Analysis
Qualitative ranks them
Quantitative assigns a value (quantity) to them
Requires the prioritised list of risks from Qualitative so must be
done second
wwwfalcontrainingcom 20
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Data Gathering amp Representation
Interviewing Structured format for soliciting
information from experts
Expert Judgement Any form of input from experts
wwwfalcontrainingcom 21
4 Plan Risk Responses
You have
identified the risks
prioritised the risks and
assigned a value to them
wwwfalcontrainingcom 22
Whatrsquos the next logical step
Proactively plan your
response to each one
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Risk Strategies
For Positive Risks
+ Exploit
+ Share
+ Enhance
+ Accept
For Negative Risks
- Avoid
- Transfer
- Mitigate
- Accept
wwwfalcontrainingcom 23
Know the differences and when to use which one
5 Monitor and Control Risks
wwwfalcontrainingcom 24
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Yoursquove done all your planning ndash
now its time to do the controlling
The Risk and Issues Register
An issue is a risk that has not been managed
Keep a register of all the issues and risks on the project
Document the issue the time frame the consequence and
the approach to dealing with it
Assign someone responsible for monitoring the issue
If the issue escalates add it to the risk register
Not all issues need to be closed
wwwfalcontrainingcom 25
The Risk Event Graph
wwwfalcontrainingcom 26
Sample Risk Register
Risk Category
Risk Event
Consequence Probability Impact P x I $$ value Contingency value
Risk Response
Responsible
27wwwfalcontrainingcom
Tools amp Techniques
Risk Reassessment reassess as often as necessary for
your project
Risk Audits about Risk Management not about
individual risks
Variance and Trend Analysis can highlight increasing or
decreasing likelihood of risk
wwwfalcontrainingcom 28
Developing a culture of managing risk
Organisational culture greatly influences how
people approach and handle issues and risks
wwwfalcontrainingcom 29
You need to develop and maintain a culture of
honesty and support that enables the organisation
to approach risk at an appropriate level
Module 6 ndash Exercises
1 Share your experience Think of an instance when a risk
wasnrsquot managed and became a major issue for a project
Discuss
2 Create a (short) risk register for a project yoursquore currently
involved with
3 Workbook pg 26 - 27
wwwfalcontrainingcom 30
wwwfalcontrainingcom 31
Quality Management Module 7
32wwwfalcontrainingcomItrsquos good to know
Quality Management at Samsung
bull Samsung Quality Control bull Samsung Galaxy Note 7
wwwfalcontrainingcom 33
Quality Management
Prevention over inspection ndash build a fence at the top
of the cliff rather than an ambulance
at the bottom
wwwfalcontrainingcom 34
Management of the degree to which a set of inherent characteristics fulfills requirements
It costs more to fix an error than to prevent one
Basic Quality Management Concepts
TQM (Total Quality Management)
ISO 9000
Six Sigma
Kaizen
JIT (Just in Time)
wwwfalcontrainingcom 35
Grade versus Quality
Grade refers to features
Low grade is fine ndash low quality is not
Compare grade of Hyundai vs Rolls Roycehellip
You can build a low grade product at high quality
wwwfalcontrainingcom 36
Quality Management process
Plan QualityPerform Quality
Assurance
Perform Quality Control
wwwfalcontrainingcom 37
Quality Management process
Plan Quality
The process of identifying
quality requirements and
standards for the project
and product
Perform Quality Assurance
The process of continuous
process improvements
which reduces waste
and eliminates activities
that do not add value to
a project
Perform Quality Control
The process of monitoring
and recording results of
executing the quality
activities to assess
performance and
recommend necessary
changes
wwwfalcontrainingcom 38
1 Plan Quality
Identify quality specifications for the project
Develop
Quality Management Plan
Quality Metrics
Quality Checklists and
Process Improvement Plan
Always consider the Cost of Quality (COQ)
wwwfalcontrainingcom 39
Plan QualityPerform Quality
Assurance
Perform Quality Control
Plan Quality Tools amp Techniques
1 Cost-benefit analysis
2 Cost of quality
3 Control charts
4 Benchmarking
5 Statistical sampling
6 Proprietary quality management methodologies ie TQM ISO
wwwfalcontrainingcom 40
2 Perform Quality Assurance
Steadily improving the activities and
processes used to achieve quality
Use Quality Audits such as
Probity Audits and
ISO Standards
to check the quality of the PROJECT processes
wwwfalcontrainingcom 41
Plan QualityPerform Quality
Assurance
Perform Quality Control
3 Perform Quality Control
Steadily improving the
activities and processes used to achieve
quality of the PRODUCT
wwwfalcontrainingcom 42
Plan QualityPerform Quality
Assurance
Perform Quality Control
Quality Control Tools amp Techniques
Cause and effect diagram
Control charts
Histogram
Inspection
Pareto chart
Run Chart
Scatter diagram
Statistical sampling
wwwfalcontrainingcom 43
Cause amp Effect Ishikawa Fishbone
wwwfalcontrainingcom 44
Time Machine Method Material
Major
Defect
Energy Measurement Personnel Environment
Potential Causes Effect
Control Chart
wwwfalcontrainingcom 45
The lsquoRule of Sevenrsquo
7 consecutive points on
one side of the mean
must be investigated to
determine the cause
as it threatens the
mean amount
Upper
Control Limit
Lower
Control Limit
X
Upper
Specification Limit
Lower
Specification Limit
Paretorsquos Law
80 of the problems come from 20 of the causes
For best results Focus improvement efforts on the 20
Other Tools and Techniques
Run chart
Show the history and pattern of
variation by plotting data points in
the order in which they occur
Shows trends and variations over time
or declines or improvements in the
process over time
wwwfalcontrainingcom 47
Other Tools and Techniques
Scatter diagram
Statistical sampling ndash testing a small sample of a product
and assuming its indicative of the whole batch
wwwfalcontrainingcom 48
Module 7 - Exercises
1 Describe your current quality assurance processes
2 Describe how you will carry out audits on your project
3 Describe your current quality control processes
4 Describe what tools and techniques you should be using to measure quality of the deliverables on your project
Workbook page 25
wwwfalcontrainingcom 49
People Management Module 8
50wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 51
High Performance Project Teams
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 52
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 53
Talk
Letrsquos
How to hire manage and lead people
In the eyes of Steve Jobs Co-founder of Apple
wwwfalcontrainingcom 54
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 55
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 56
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 57
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
A few insights
There are goodrisks that positivelyaffect the project
There are bad risks that negativelyaffect a project
wwwfalcontrainingcom 9
Risk is related to uncertainty
Steps for Risk Management
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
wwwfalcontrainingcom 10
1 Identify Risks
wwwfalcontrainingcom 11
Identifying risks which could impact the project
Identifying the nature and impact of these risks
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Information Gathering Techniques
SWOT analysis
Delphi
Brainstorming
Expert interviews
Diagramming techniques
Ishikawa fishbone cause-
and-effect
Influence diagrams
Flow charts
wwwfalcontrainingcom 12
Risk Breakdown Structure
Catalogs categories amp sub-categories of potential risks
May include references to specific identified risks
Functions as a reminder of the many sources from which
risks may arise
wwwfalcontrainingcom 13
Ris
k B
rea
kd
ow
n
Str
uc
ture
Technical
Requirements
Technology
Complexity and Interfaces
Performance and Reliability
Quality
External
Subcontractors and Suppliers
Regulatory
Market
Customer
Weather
Organisational
Project Dependencies
Resources
Funding
Prioritisation
ProjectManagement
Estimating
Planning
Controlling
Communication
wwwfalcontrainingcom 14
Project
2 Perform Qualitative
Risk Analysis
Performed promptly to determine highest priority
Analyses each risk on the register by
Probability(P) and
Impact(I)
Most important risks are those with the highest combination of
probability and impact
wwwfalcontrainingcom 15
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Probability and Impact Matrix
Indicates the impact (ratio scale) on an objective
eg cost time scope quality
Each risk is rated by
Probability and
Impact
Risk is scored as highmoderatelow according to
organisations thresholds
wwwfalcontrainingcom 16
Ris
k p
rob
ab
ility
an
d
imp
ac
t
17wwwfalcontrainingcom
Probability and Impact Matrix
18
090
070
050
030
010
0045
0035
0025
0015
0005
005
009
007
005
003
001
010
018
014
010
006
002
020
036
028
020
012
004
040
072
056
040
024
008
080
072
056
040
024
008
080
036
028
020
012
004
040
018
014
010
006
002
020
009
007
005
003
001
010
0045
0035
0025
0015
0005
005Impact
Probability
Threats Opportunities
wwwfalcontrainingcom
Some Other Tools amp Techniques
Risk Data Quality Assessment How accurate is your data
Risk Urgency Assessment How urgent is this risk
wwwfalcontrainingcom 19
3 Perform Quantitative Risk Analysis
Qualitative ranks them
Quantitative assigns a value (quantity) to them
Requires the prioritised list of risks from Qualitative so must be
done second
wwwfalcontrainingcom 20
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Data Gathering amp Representation
Interviewing Structured format for soliciting
information from experts
Expert Judgement Any form of input from experts
wwwfalcontrainingcom 21
4 Plan Risk Responses
You have
identified the risks
prioritised the risks and
assigned a value to them
wwwfalcontrainingcom 22
Whatrsquos the next logical step
Proactively plan your
response to each one
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Risk Strategies
For Positive Risks
+ Exploit
+ Share
+ Enhance
+ Accept
For Negative Risks
- Avoid
- Transfer
- Mitigate
- Accept
wwwfalcontrainingcom 23
Know the differences and when to use which one
5 Monitor and Control Risks
wwwfalcontrainingcom 24
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Yoursquove done all your planning ndash
now its time to do the controlling
The Risk and Issues Register
An issue is a risk that has not been managed
Keep a register of all the issues and risks on the project
Document the issue the time frame the consequence and
the approach to dealing with it
Assign someone responsible for monitoring the issue
If the issue escalates add it to the risk register
Not all issues need to be closed
wwwfalcontrainingcom 25
The Risk Event Graph
wwwfalcontrainingcom 26
Sample Risk Register
Risk Category
Risk Event
Consequence Probability Impact P x I $$ value Contingency value
Risk Response
Responsible
27wwwfalcontrainingcom
Tools amp Techniques
Risk Reassessment reassess as often as necessary for
your project
Risk Audits about Risk Management not about
individual risks
Variance and Trend Analysis can highlight increasing or
decreasing likelihood of risk
wwwfalcontrainingcom 28
Developing a culture of managing risk
Organisational culture greatly influences how
people approach and handle issues and risks
wwwfalcontrainingcom 29
You need to develop and maintain a culture of
honesty and support that enables the organisation
to approach risk at an appropriate level
Module 6 ndash Exercises
1 Share your experience Think of an instance when a risk
wasnrsquot managed and became a major issue for a project
Discuss
2 Create a (short) risk register for a project yoursquore currently
involved with
3 Workbook pg 26 - 27
wwwfalcontrainingcom 30
wwwfalcontrainingcom 31
Quality Management Module 7
32wwwfalcontrainingcomItrsquos good to know
Quality Management at Samsung
bull Samsung Quality Control bull Samsung Galaxy Note 7
wwwfalcontrainingcom 33
Quality Management
Prevention over inspection ndash build a fence at the top
of the cliff rather than an ambulance
at the bottom
wwwfalcontrainingcom 34
Management of the degree to which a set of inherent characteristics fulfills requirements
It costs more to fix an error than to prevent one
Basic Quality Management Concepts
TQM (Total Quality Management)
ISO 9000
Six Sigma
Kaizen
JIT (Just in Time)
wwwfalcontrainingcom 35
Grade versus Quality
Grade refers to features
Low grade is fine ndash low quality is not
Compare grade of Hyundai vs Rolls Roycehellip
You can build a low grade product at high quality
wwwfalcontrainingcom 36
Quality Management process
Plan QualityPerform Quality
Assurance
Perform Quality Control
wwwfalcontrainingcom 37
Quality Management process
Plan Quality
The process of identifying
quality requirements and
standards for the project
and product
Perform Quality Assurance
The process of continuous
process improvements
which reduces waste
and eliminates activities
that do not add value to
a project
Perform Quality Control
The process of monitoring
and recording results of
executing the quality
activities to assess
performance and
recommend necessary
changes
wwwfalcontrainingcom 38
1 Plan Quality
Identify quality specifications for the project
Develop
Quality Management Plan
Quality Metrics
Quality Checklists and
Process Improvement Plan
Always consider the Cost of Quality (COQ)
wwwfalcontrainingcom 39
Plan QualityPerform Quality
Assurance
Perform Quality Control
Plan Quality Tools amp Techniques
1 Cost-benefit analysis
2 Cost of quality
3 Control charts
4 Benchmarking
5 Statistical sampling
6 Proprietary quality management methodologies ie TQM ISO
wwwfalcontrainingcom 40
2 Perform Quality Assurance
Steadily improving the activities and
processes used to achieve quality
Use Quality Audits such as
Probity Audits and
ISO Standards
to check the quality of the PROJECT processes
wwwfalcontrainingcom 41
Plan QualityPerform Quality
Assurance
Perform Quality Control
3 Perform Quality Control
Steadily improving the
activities and processes used to achieve
quality of the PRODUCT
wwwfalcontrainingcom 42
Plan QualityPerform Quality
Assurance
Perform Quality Control
Quality Control Tools amp Techniques
Cause and effect diagram
Control charts
Histogram
Inspection
Pareto chart
Run Chart
Scatter diagram
Statistical sampling
wwwfalcontrainingcom 43
Cause amp Effect Ishikawa Fishbone
wwwfalcontrainingcom 44
Time Machine Method Material
Major
Defect
Energy Measurement Personnel Environment
Potential Causes Effect
Control Chart
wwwfalcontrainingcom 45
The lsquoRule of Sevenrsquo
7 consecutive points on
one side of the mean
must be investigated to
determine the cause
as it threatens the
mean amount
Upper
Control Limit
Lower
Control Limit
X
Upper
Specification Limit
Lower
Specification Limit
Paretorsquos Law
80 of the problems come from 20 of the causes
For best results Focus improvement efforts on the 20
Other Tools and Techniques
Run chart
Show the history and pattern of
variation by plotting data points in
the order in which they occur
Shows trends and variations over time
or declines or improvements in the
process over time
wwwfalcontrainingcom 47
Other Tools and Techniques
Scatter diagram
Statistical sampling ndash testing a small sample of a product
and assuming its indicative of the whole batch
wwwfalcontrainingcom 48
Module 7 - Exercises
1 Describe your current quality assurance processes
2 Describe how you will carry out audits on your project
3 Describe your current quality control processes
4 Describe what tools and techniques you should be using to measure quality of the deliverables on your project
Workbook page 25
wwwfalcontrainingcom 49
People Management Module 8
50wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 51
High Performance Project Teams
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 52
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 53
Talk
Letrsquos
How to hire manage and lead people
In the eyes of Steve Jobs Co-founder of Apple
wwwfalcontrainingcom 54
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 55
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 56
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 57
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Steps for Risk Management
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
wwwfalcontrainingcom 10
1 Identify Risks
wwwfalcontrainingcom 11
Identifying risks which could impact the project
Identifying the nature and impact of these risks
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Information Gathering Techniques
SWOT analysis
Delphi
Brainstorming
Expert interviews
Diagramming techniques
Ishikawa fishbone cause-
and-effect
Influence diagrams
Flow charts
wwwfalcontrainingcom 12
Risk Breakdown Structure
Catalogs categories amp sub-categories of potential risks
May include references to specific identified risks
Functions as a reminder of the many sources from which
risks may arise
wwwfalcontrainingcom 13
Ris
k B
rea
kd
ow
n
Str
uc
ture
Technical
Requirements
Technology
Complexity and Interfaces
Performance and Reliability
Quality
External
Subcontractors and Suppliers
Regulatory
Market
Customer
Weather
Organisational
Project Dependencies
Resources
Funding
Prioritisation
ProjectManagement
Estimating
Planning
Controlling
Communication
wwwfalcontrainingcom 14
Project
2 Perform Qualitative
Risk Analysis
Performed promptly to determine highest priority
Analyses each risk on the register by
Probability(P) and
Impact(I)
Most important risks are those with the highest combination of
probability and impact
wwwfalcontrainingcom 15
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Probability and Impact Matrix
Indicates the impact (ratio scale) on an objective
eg cost time scope quality
Each risk is rated by
Probability and
Impact
Risk is scored as highmoderatelow according to
organisations thresholds
wwwfalcontrainingcom 16
Ris
k p
rob
ab
ility
an
d
imp
ac
t
17wwwfalcontrainingcom
Probability and Impact Matrix
18
090
070
050
030
010
0045
0035
0025
0015
0005
005
009
007
005
003
001
010
018
014
010
006
002
020
036
028
020
012
004
040
072
056
040
024
008
080
072
056
040
024
008
080
036
028
020
012
004
040
018
014
010
006
002
020
009
007
005
003
001
010
0045
0035
0025
0015
0005
005Impact
Probability
Threats Opportunities
wwwfalcontrainingcom
Some Other Tools amp Techniques
Risk Data Quality Assessment How accurate is your data
Risk Urgency Assessment How urgent is this risk
wwwfalcontrainingcom 19
3 Perform Quantitative Risk Analysis
Qualitative ranks them
Quantitative assigns a value (quantity) to them
Requires the prioritised list of risks from Qualitative so must be
done second
wwwfalcontrainingcom 20
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Data Gathering amp Representation
Interviewing Structured format for soliciting
information from experts
Expert Judgement Any form of input from experts
wwwfalcontrainingcom 21
4 Plan Risk Responses
You have
identified the risks
prioritised the risks and
assigned a value to them
wwwfalcontrainingcom 22
Whatrsquos the next logical step
Proactively plan your
response to each one
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Risk Strategies
For Positive Risks
+ Exploit
+ Share
+ Enhance
+ Accept
For Negative Risks
- Avoid
- Transfer
- Mitigate
- Accept
wwwfalcontrainingcom 23
Know the differences and when to use which one
5 Monitor and Control Risks
wwwfalcontrainingcom 24
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Yoursquove done all your planning ndash
now its time to do the controlling
The Risk and Issues Register
An issue is a risk that has not been managed
Keep a register of all the issues and risks on the project
Document the issue the time frame the consequence and
the approach to dealing with it
Assign someone responsible for monitoring the issue
If the issue escalates add it to the risk register
Not all issues need to be closed
wwwfalcontrainingcom 25
The Risk Event Graph
wwwfalcontrainingcom 26
Sample Risk Register
Risk Category
Risk Event
Consequence Probability Impact P x I $$ value Contingency value
Risk Response
Responsible
27wwwfalcontrainingcom
Tools amp Techniques
Risk Reassessment reassess as often as necessary for
your project
Risk Audits about Risk Management not about
individual risks
Variance and Trend Analysis can highlight increasing or
decreasing likelihood of risk
wwwfalcontrainingcom 28
Developing a culture of managing risk
Organisational culture greatly influences how
people approach and handle issues and risks
wwwfalcontrainingcom 29
You need to develop and maintain a culture of
honesty and support that enables the organisation
to approach risk at an appropriate level
Module 6 ndash Exercises
1 Share your experience Think of an instance when a risk
wasnrsquot managed and became a major issue for a project
Discuss
2 Create a (short) risk register for a project yoursquore currently
involved with
3 Workbook pg 26 - 27
wwwfalcontrainingcom 30
wwwfalcontrainingcom 31
Quality Management Module 7
32wwwfalcontrainingcomItrsquos good to know
Quality Management at Samsung
bull Samsung Quality Control bull Samsung Galaxy Note 7
wwwfalcontrainingcom 33
Quality Management
Prevention over inspection ndash build a fence at the top
of the cliff rather than an ambulance
at the bottom
wwwfalcontrainingcom 34
Management of the degree to which a set of inherent characteristics fulfills requirements
It costs more to fix an error than to prevent one
Basic Quality Management Concepts
TQM (Total Quality Management)
ISO 9000
Six Sigma
Kaizen
JIT (Just in Time)
wwwfalcontrainingcom 35
Grade versus Quality
Grade refers to features
Low grade is fine ndash low quality is not
Compare grade of Hyundai vs Rolls Roycehellip
You can build a low grade product at high quality
wwwfalcontrainingcom 36
Quality Management process
Plan QualityPerform Quality
Assurance
Perform Quality Control
wwwfalcontrainingcom 37
Quality Management process
Plan Quality
The process of identifying
quality requirements and
standards for the project
and product
Perform Quality Assurance
The process of continuous
process improvements
which reduces waste
and eliminates activities
that do not add value to
a project
Perform Quality Control
The process of monitoring
and recording results of
executing the quality
activities to assess
performance and
recommend necessary
changes
wwwfalcontrainingcom 38
1 Plan Quality
Identify quality specifications for the project
Develop
Quality Management Plan
Quality Metrics
Quality Checklists and
Process Improvement Plan
Always consider the Cost of Quality (COQ)
wwwfalcontrainingcom 39
Plan QualityPerform Quality
Assurance
Perform Quality Control
Plan Quality Tools amp Techniques
1 Cost-benefit analysis
2 Cost of quality
3 Control charts
4 Benchmarking
5 Statistical sampling
6 Proprietary quality management methodologies ie TQM ISO
wwwfalcontrainingcom 40
2 Perform Quality Assurance
Steadily improving the activities and
processes used to achieve quality
Use Quality Audits such as
Probity Audits and
ISO Standards
to check the quality of the PROJECT processes
wwwfalcontrainingcom 41
Plan QualityPerform Quality
Assurance
Perform Quality Control
3 Perform Quality Control
Steadily improving the
activities and processes used to achieve
quality of the PRODUCT
wwwfalcontrainingcom 42
Plan QualityPerform Quality
Assurance
Perform Quality Control
Quality Control Tools amp Techniques
Cause and effect diagram
Control charts
Histogram
Inspection
Pareto chart
Run Chart
Scatter diagram
Statistical sampling
wwwfalcontrainingcom 43
Cause amp Effect Ishikawa Fishbone
wwwfalcontrainingcom 44
Time Machine Method Material
Major
Defect
Energy Measurement Personnel Environment
Potential Causes Effect
Control Chart
wwwfalcontrainingcom 45
The lsquoRule of Sevenrsquo
7 consecutive points on
one side of the mean
must be investigated to
determine the cause
as it threatens the
mean amount
Upper
Control Limit
Lower
Control Limit
X
Upper
Specification Limit
Lower
Specification Limit
Paretorsquos Law
80 of the problems come from 20 of the causes
For best results Focus improvement efforts on the 20
Other Tools and Techniques
Run chart
Show the history and pattern of
variation by plotting data points in
the order in which they occur
Shows trends and variations over time
or declines or improvements in the
process over time
wwwfalcontrainingcom 47
Other Tools and Techniques
Scatter diagram
Statistical sampling ndash testing a small sample of a product
and assuming its indicative of the whole batch
wwwfalcontrainingcom 48
Module 7 - Exercises
1 Describe your current quality assurance processes
2 Describe how you will carry out audits on your project
3 Describe your current quality control processes
4 Describe what tools and techniques you should be using to measure quality of the deliverables on your project
Workbook page 25
wwwfalcontrainingcom 49
People Management Module 8
50wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 51
High Performance Project Teams
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 52
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 53
Talk
Letrsquos
How to hire manage and lead people
In the eyes of Steve Jobs Co-founder of Apple
wwwfalcontrainingcom 54
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 55
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 56
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 57
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
1 Identify Risks
wwwfalcontrainingcom 11
Identifying risks which could impact the project
Identifying the nature and impact of these risks
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Information Gathering Techniques
SWOT analysis
Delphi
Brainstorming
Expert interviews
Diagramming techniques
Ishikawa fishbone cause-
and-effect
Influence diagrams
Flow charts
wwwfalcontrainingcom 12
Risk Breakdown Structure
Catalogs categories amp sub-categories of potential risks
May include references to specific identified risks
Functions as a reminder of the many sources from which
risks may arise
wwwfalcontrainingcom 13
Ris
k B
rea
kd
ow
n
Str
uc
ture
Technical
Requirements
Technology
Complexity and Interfaces
Performance and Reliability
Quality
External
Subcontractors and Suppliers
Regulatory
Market
Customer
Weather
Organisational
Project Dependencies
Resources
Funding
Prioritisation
ProjectManagement
Estimating
Planning
Controlling
Communication
wwwfalcontrainingcom 14
Project
2 Perform Qualitative
Risk Analysis
Performed promptly to determine highest priority
Analyses each risk on the register by
Probability(P) and
Impact(I)
Most important risks are those with the highest combination of
probability and impact
wwwfalcontrainingcom 15
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Probability and Impact Matrix
Indicates the impact (ratio scale) on an objective
eg cost time scope quality
Each risk is rated by
Probability and
Impact
Risk is scored as highmoderatelow according to
organisations thresholds
wwwfalcontrainingcom 16
Ris
k p
rob
ab
ility
an
d
imp
ac
t
17wwwfalcontrainingcom
Probability and Impact Matrix
18
090
070
050
030
010
0045
0035
0025
0015
0005
005
009
007
005
003
001
010
018
014
010
006
002
020
036
028
020
012
004
040
072
056
040
024
008
080
072
056
040
024
008
080
036
028
020
012
004
040
018
014
010
006
002
020
009
007
005
003
001
010
0045
0035
0025
0015
0005
005Impact
Probability
Threats Opportunities
wwwfalcontrainingcom
Some Other Tools amp Techniques
Risk Data Quality Assessment How accurate is your data
Risk Urgency Assessment How urgent is this risk
wwwfalcontrainingcom 19
3 Perform Quantitative Risk Analysis
Qualitative ranks them
Quantitative assigns a value (quantity) to them
Requires the prioritised list of risks from Qualitative so must be
done second
wwwfalcontrainingcom 20
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Data Gathering amp Representation
Interviewing Structured format for soliciting
information from experts
Expert Judgement Any form of input from experts
wwwfalcontrainingcom 21
4 Plan Risk Responses
You have
identified the risks
prioritised the risks and
assigned a value to them
wwwfalcontrainingcom 22
Whatrsquos the next logical step
Proactively plan your
response to each one
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Risk Strategies
For Positive Risks
+ Exploit
+ Share
+ Enhance
+ Accept
For Negative Risks
- Avoid
- Transfer
- Mitigate
- Accept
wwwfalcontrainingcom 23
Know the differences and when to use which one
5 Monitor and Control Risks
wwwfalcontrainingcom 24
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Yoursquove done all your planning ndash
now its time to do the controlling
The Risk and Issues Register
An issue is a risk that has not been managed
Keep a register of all the issues and risks on the project
Document the issue the time frame the consequence and
the approach to dealing with it
Assign someone responsible for monitoring the issue
If the issue escalates add it to the risk register
Not all issues need to be closed
wwwfalcontrainingcom 25
The Risk Event Graph
wwwfalcontrainingcom 26
Sample Risk Register
Risk Category
Risk Event
Consequence Probability Impact P x I $$ value Contingency value
Risk Response
Responsible
27wwwfalcontrainingcom
Tools amp Techniques
Risk Reassessment reassess as often as necessary for
your project
Risk Audits about Risk Management not about
individual risks
Variance and Trend Analysis can highlight increasing or
decreasing likelihood of risk
wwwfalcontrainingcom 28
Developing a culture of managing risk
Organisational culture greatly influences how
people approach and handle issues and risks
wwwfalcontrainingcom 29
You need to develop and maintain a culture of
honesty and support that enables the organisation
to approach risk at an appropriate level
Module 6 ndash Exercises
1 Share your experience Think of an instance when a risk
wasnrsquot managed and became a major issue for a project
Discuss
2 Create a (short) risk register for a project yoursquore currently
involved with
3 Workbook pg 26 - 27
wwwfalcontrainingcom 30
wwwfalcontrainingcom 31
Quality Management Module 7
32wwwfalcontrainingcomItrsquos good to know
Quality Management at Samsung
bull Samsung Quality Control bull Samsung Galaxy Note 7
wwwfalcontrainingcom 33
Quality Management
Prevention over inspection ndash build a fence at the top
of the cliff rather than an ambulance
at the bottom
wwwfalcontrainingcom 34
Management of the degree to which a set of inherent characteristics fulfills requirements
It costs more to fix an error than to prevent one
Basic Quality Management Concepts
TQM (Total Quality Management)
ISO 9000
Six Sigma
Kaizen
JIT (Just in Time)
wwwfalcontrainingcom 35
Grade versus Quality
Grade refers to features
Low grade is fine ndash low quality is not
Compare grade of Hyundai vs Rolls Roycehellip
You can build a low grade product at high quality
wwwfalcontrainingcom 36
Quality Management process
Plan QualityPerform Quality
Assurance
Perform Quality Control
wwwfalcontrainingcom 37
Quality Management process
Plan Quality
The process of identifying
quality requirements and
standards for the project
and product
Perform Quality Assurance
The process of continuous
process improvements
which reduces waste
and eliminates activities
that do not add value to
a project
Perform Quality Control
The process of monitoring
and recording results of
executing the quality
activities to assess
performance and
recommend necessary
changes
wwwfalcontrainingcom 38
1 Plan Quality
Identify quality specifications for the project
Develop
Quality Management Plan
Quality Metrics
Quality Checklists and
Process Improvement Plan
Always consider the Cost of Quality (COQ)
wwwfalcontrainingcom 39
Plan QualityPerform Quality
Assurance
Perform Quality Control
Plan Quality Tools amp Techniques
1 Cost-benefit analysis
2 Cost of quality
3 Control charts
4 Benchmarking
5 Statistical sampling
6 Proprietary quality management methodologies ie TQM ISO
wwwfalcontrainingcom 40
2 Perform Quality Assurance
Steadily improving the activities and
processes used to achieve quality
Use Quality Audits such as
Probity Audits and
ISO Standards
to check the quality of the PROJECT processes
wwwfalcontrainingcom 41
Plan QualityPerform Quality
Assurance
Perform Quality Control
3 Perform Quality Control
Steadily improving the
activities and processes used to achieve
quality of the PRODUCT
wwwfalcontrainingcom 42
Plan QualityPerform Quality
Assurance
Perform Quality Control
Quality Control Tools amp Techniques
Cause and effect diagram
Control charts
Histogram
Inspection
Pareto chart
Run Chart
Scatter diagram
Statistical sampling
wwwfalcontrainingcom 43
Cause amp Effect Ishikawa Fishbone
wwwfalcontrainingcom 44
Time Machine Method Material
Major
Defect
Energy Measurement Personnel Environment
Potential Causes Effect
Control Chart
wwwfalcontrainingcom 45
The lsquoRule of Sevenrsquo
7 consecutive points on
one side of the mean
must be investigated to
determine the cause
as it threatens the
mean amount
Upper
Control Limit
Lower
Control Limit
X
Upper
Specification Limit
Lower
Specification Limit
Paretorsquos Law
80 of the problems come from 20 of the causes
For best results Focus improvement efforts on the 20
Other Tools and Techniques
Run chart
Show the history and pattern of
variation by plotting data points in
the order in which they occur
Shows trends and variations over time
or declines or improvements in the
process over time
wwwfalcontrainingcom 47
Other Tools and Techniques
Scatter diagram
Statistical sampling ndash testing a small sample of a product
and assuming its indicative of the whole batch
wwwfalcontrainingcom 48
Module 7 - Exercises
1 Describe your current quality assurance processes
2 Describe how you will carry out audits on your project
3 Describe your current quality control processes
4 Describe what tools and techniques you should be using to measure quality of the deliverables on your project
Workbook page 25
wwwfalcontrainingcom 49
People Management Module 8
50wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 51
High Performance Project Teams
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 52
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 53
Talk
Letrsquos
How to hire manage and lead people
In the eyes of Steve Jobs Co-founder of Apple
wwwfalcontrainingcom 54
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 55
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 56
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 57
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Information Gathering Techniques
SWOT analysis
Delphi
Brainstorming
Expert interviews
Diagramming techniques
Ishikawa fishbone cause-
and-effect
Influence diagrams
Flow charts
wwwfalcontrainingcom 12
Risk Breakdown Structure
Catalogs categories amp sub-categories of potential risks
May include references to specific identified risks
Functions as a reminder of the many sources from which
risks may arise
wwwfalcontrainingcom 13
Ris
k B
rea
kd
ow
n
Str
uc
ture
Technical
Requirements
Technology
Complexity and Interfaces
Performance and Reliability
Quality
External
Subcontractors and Suppliers
Regulatory
Market
Customer
Weather
Organisational
Project Dependencies
Resources
Funding
Prioritisation
ProjectManagement
Estimating
Planning
Controlling
Communication
wwwfalcontrainingcom 14
Project
2 Perform Qualitative
Risk Analysis
Performed promptly to determine highest priority
Analyses each risk on the register by
Probability(P) and
Impact(I)
Most important risks are those with the highest combination of
probability and impact
wwwfalcontrainingcom 15
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Probability and Impact Matrix
Indicates the impact (ratio scale) on an objective
eg cost time scope quality
Each risk is rated by
Probability and
Impact
Risk is scored as highmoderatelow according to
organisations thresholds
wwwfalcontrainingcom 16
Ris
k p
rob
ab
ility
an
d
imp
ac
t
17wwwfalcontrainingcom
Probability and Impact Matrix
18
090
070
050
030
010
0045
0035
0025
0015
0005
005
009
007
005
003
001
010
018
014
010
006
002
020
036
028
020
012
004
040
072
056
040
024
008
080
072
056
040
024
008
080
036
028
020
012
004
040
018
014
010
006
002
020
009
007
005
003
001
010
0045
0035
0025
0015
0005
005Impact
Probability
Threats Opportunities
wwwfalcontrainingcom
Some Other Tools amp Techniques
Risk Data Quality Assessment How accurate is your data
Risk Urgency Assessment How urgent is this risk
wwwfalcontrainingcom 19
3 Perform Quantitative Risk Analysis
Qualitative ranks them
Quantitative assigns a value (quantity) to them
Requires the prioritised list of risks from Qualitative so must be
done second
wwwfalcontrainingcom 20
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Data Gathering amp Representation
Interviewing Structured format for soliciting
information from experts
Expert Judgement Any form of input from experts
wwwfalcontrainingcom 21
4 Plan Risk Responses
You have
identified the risks
prioritised the risks and
assigned a value to them
wwwfalcontrainingcom 22
Whatrsquos the next logical step
Proactively plan your
response to each one
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Risk Strategies
For Positive Risks
+ Exploit
+ Share
+ Enhance
+ Accept
For Negative Risks
- Avoid
- Transfer
- Mitigate
- Accept
wwwfalcontrainingcom 23
Know the differences and when to use which one
5 Monitor and Control Risks
wwwfalcontrainingcom 24
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Yoursquove done all your planning ndash
now its time to do the controlling
The Risk and Issues Register
An issue is a risk that has not been managed
Keep a register of all the issues and risks on the project
Document the issue the time frame the consequence and
the approach to dealing with it
Assign someone responsible for monitoring the issue
If the issue escalates add it to the risk register
Not all issues need to be closed
wwwfalcontrainingcom 25
The Risk Event Graph
wwwfalcontrainingcom 26
Sample Risk Register
Risk Category
Risk Event
Consequence Probability Impact P x I $$ value Contingency value
Risk Response
Responsible
27wwwfalcontrainingcom
Tools amp Techniques
Risk Reassessment reassess as often as necessary for
your project
Risk Audits about Risk Management not about
individual risks
Variance and Trend Analysis can highlight increasing or
decreasing likelihood of risk
wwwfalcontrainingcom 28
Developing a culture of managing risk
Organisational culture greatly influences how
people approach and handle issues and risks
wwwfalcontrainingcom 29
You need to develop and maintain a culture of
honesty and support that enables the organisation
to approach risk at an appropriate level
Module 6 ndash Exercises
1 Share your experience Think of an instance when a risk
wasnrsquot managed and became a major issue for a project
Discuss
2 Create a (short) risk register for a project yoursquore currently
involved with
3 Workbook pg 26 - 27
wwwfalcontrainingcom 30
wwwfalcontrainingcom 31
Quality Management Module 7
32wwwfalcontrainingcomItrsquos good to know
Quality Management at Samsung
bull Samsung Quality Control bull Samsung Galaxy Note 7
wwwfalcontrainingcom 33
Quality Management
Prevention over inspection ndash build a fence at the top
of the cliff rather than an ambulance
at the bottom
wwwfalcontrainingcom 34
Management of the degree to which a set of inherent characteristics fulfills requirements
It costs more to fix an error than to prevent one
Basic Quality Management Concepts
TQM (Total Quality Management)
ISO 9000
Six Sigma
Kaizen
JIT (Just in Time)
wwwfalcontrainingcom 35
Grade versus Quality
Grade refers to features
Low grade is fine ndash low quality is not
Compare grade of Hyundai vs Rolls Roycehellip
You can build a low grade product at high quality
wwwfalcontrainingcom 36
Quality Management process
Plan QualityPerform Quality
Assurance
Perform Quality Control
wwwfalcontrainingcom 37
Quality Management process
Plan Quality
The process of identifying
quality requirements and
standards for the project
and product
Perform Quality Assurance
The process of continuous
process improvements
which reduces waste
and eliminates activities
that do not add value to
a project
Perform Quality Control
The process of monitoring
and recording results of
executing the quality
activities to assess
performance and
recommend necessary
changes
wwwfalcontrainingcom 38
1 Plan Quality
Identify quality specifications for the project
Develop
Quality Management Plan
Quality Metrics
Quality Checklists and
Process Improvement Plan
Always consider the Cost of Quality (COQ)
wwwfalcontrainingcom 39
Plan QualityPerform Quality
Assurance
Perform Quality Control
Plan Quality Tools amp Techniques
1 Cost-benefit analysis
2 Cost of quality
3 Control charts
4 Benchmarking
5 Statistical sampling
6 Proprietary quality management methodologies ie TQM ISO
wwwfalcontrainingcom 40
2 Perform Quality Assurance
Steadily improving the activities and
processes used to achieve quality
Use Quality Audits such as
Probity Audits and
ISO Standards
to check the quality of the PROJECT processes
wwwfalcontrainingcom 41
Plan QualityPerform Quality
Assurance
Perform Quality Control
3 Perform Quality Control
Steadily improving the
activities and processes used to achieve
quality of the PRODUCT
wwwfalcontrainingcom 42
Plan QualityPerform Quality
Assurance
Perform Quality Control
Quality Control Tools amp Techniques
Cause and effect diagram
Control charts
Histogram
Inspection
Pareto chart
Run Chart
Scatter diagram
Statistical sampling
wwwfalcontrainingcom 43
Cause amp Effect Ishikawa Fishbone
wwwfalcontrainingcom 44
Time Machine Method Material
Major
Defect
Energy Measurement Personnel Environment
Potential Causes Effect
Control Chart
wwwfalcontrainingcom 45
The lsquoRule of Sevenrsquo
7 consecutive points on
one side of the mean
must be investigated to
determine the cause
as it threatens the
mean amount
Upper
Control Limit
Lower
Control Limit
X
Upper
Specification Limit
Lower
Specification Limit
Paretorsquos Law
80 of the problems come from 20 of the causes
For best results Focus improvement efforts on the 20
Other Tools and Techniques
Run chart
Show the history and pattern of
variation by plotting data points in
the order in which they occur
Shows trends and variations over time
or declines or improvements in the
process over time
wwwfalcontrainingcom 47
Other Tools and Techniques
Scatter diagram
Statistical sampling ndash testing a small sample of a product
and assuming its indicative of the whole batch
wwwfalcontrainingcom 48
Module 7 - Exercises
1 Describe your current quality assurance processes
2 Describe how you will carry out audits on your project
3 Describe your current quality control processes
4 Describe what tools and techniques you should be using to measure quality of the deliverables on your project
Workbook page 25
wwwfalcontrainingcom 49
People Management Module 8
50wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 51
High Performance Project Teams
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 52
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 53
Talk
Letrsquos
How to hire manage and lead people
In the eyes of Steve Jobs Co-founder of Apple
wwwfalcontrainingcom 54
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 55
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 56
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 57
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Risk Breakdown Structure
Catalogs categories amp sub-categories of potential risks
May include references to specific identified risks
Functions as a reminder of the many sources from which
risks may arise
wwwfalcontrainingcom 13
Ris
k B
rea
kd
ow
n
Str
uc
ture
Technical
Requirements
Technology
Complexity and Interfaces
Performance and Reliability
Quality
External
Subcontractors and Suppliers
Regulatory
Market
Customer
Weather
Organisational
Project Dependencies
Resources
Funding
Prioritisation
ProjectManagement
Estimating
Planning
Controlling
Communication
wwwfalcontrainingcom 14
Project
2 Perform Qualitative
Risk Analysis
Performed promptly to determine highest priority
Analyses each risk on the register by
Probability(P) and
Impact(I)
Most important risks are those with the highest combination of
probability and impact
wwwfalcontrainingcom 15
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Probability and Impact Matrix
Indicates the impact (ratio scale) on an objective
eg cost time scope quality
Each risk is rated by
Probability and
Impact
Risk is scored as highmoderatelow according to
organisations thresholds
wwwfalcontrainingcom 16
Ris
k p
rob
ab
ility
an
d
imp
ac
t
17wwwfalcontrainingcom
Probability and Impact Matrix
18
090
070
050
030
010
0045
0035
0025
0015
0005
005
009
007
005
003
001
010
018
014
010
006
002
020
036
028
020
012
004
040
072
056
040
024
008
080
072
056
040
024
008
080
036
028
020
012
004
040
018
014
010
006
002
020
009
007
005
003
001
010
0045
0035
0025
0015
0005
005Impact
Probability
Threats Opportunities
wwwfalcontrainingcom
Some Other Tools amp Techniques
Risk Data Quality Assessment How accurate is your data
Risk Urgency Assessment How urgent is this risk
wwwfalcontrainingcom 19
3 Perform Quantitative Risk Analysis
Qualitative ranks them
Quantitative assigns a value (quantity) to them
Requires the prioritised list of risks from Qualitative so must be
done second
wwwfalcontrainingcom 20
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Data Gathering amp Representation
Interviewing Structured format for soliciting
information from experts
Expert Judgement Any form of input from experts
wwwfalcontrainingcom 21
4 Plan Risk Responses
You have
identified the risks
prioritised the risks and
assigned a value to them
wwwfalcontrainingcom 22
Whatrsquos the next logical step
Proactively plan your
response to each one
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Risk Strategies
For Positive Risks
+ Exploit
+ Share
+ Enhance
+ Accept
For Negative Risks
- Avoid
- Transfer
- Mitigate
- Accept
wwwfalcontrainingcom 23
Know the differences and when to use which one
5 Monitor and Control Risks
wwwfalcontrainingcom 24
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Yoursquove done all your planning ndash
now its time to do the controlling
The Risk and Issues Register
An issue is a risk that has not been managed
Keep a register of all the issues and risks on the project
Document the issue the time frame the consequence and
the approach to dealing with it
Assign someone responsible for monitoring the issue
If the issue escalates add it to the risk register
Not all issues need to be closed
wwwfalcontrainingcom 25
The Risk Event Graph
wwwfalcontrainingcom 26
Sample Risk Register
Risk Category
Risk Event
Consequence Probability Impact P x I $$ value Contingency value
Risk Response
Responsible
27wwwfalcontrainingcom
Tools amp Techniques
Risk Reassessment reassess as often as necessary for
your project
Risk Audits about Risk Management not about
individual risks
Variance and Trend Analysis can highlight increasing or
decreasing likelihood of risk
wwwfalcontrainingcom 28
Developing a culture of managing risk
Organisational culture greatly influences how
people approach and handle issues and risks
wwwfalcontrainingcom 29
You need to develop and maintain a culture of
honesty and support that enables the organisation
to approach risk at an appropriate level
Module 6 ndash Exercises
1 Share your experience Think of an instance when a risk
wasnrsquot managed and became a major issue for a project
Discuss
2 Create a (short) risk register for a project yoursquore currently
involved with
3 Workbook pg 26 - 27
wwwfalcontrainingcom 30
wwwfalcontrainingcom 31
Quality Management Module 7
32wwwfalcontrainingcomItrsquos good to know
Quality Management at Samsung
bull Samsung Quality Control bull Samsung Galaxy Note 7
wwwfalcontrainingcom 33
Quality Management
Prevention over inspection ndash build a fence at the top
of the cliff rather than an ambulance
at the bottom
wwwfalcontrainingcom 34
Management of the degree to which a set of inherent characteristics fulfills requirements
It costs more to fix an error than to prevent one
Basic Quality Management Concepts
TQM (Total Quality Management)
ISO 9000
Six Sigma
Kaizen
JIT (Just in Time)
wwwfalcontrainingcom 35
Grade versus Quality
Grade refers to features
Low grade is fine ndash low quality is not
Compare grade of Hyundai vs Rolls Roycehellip
You can build a low grade product at high quality
wwwfalcontrainingcom 36
Quality Management process
Plan QualityPerform Quality
Assurance
Perform Quality Control
wwwfalcontrainingcom 37
Quality Management process
Plan Quality
The process of identifying
quality requirements and
standards for the project
and product
Perform Quality Assurance
The process of continuous
process improvements
which reduces waste
and eliminates activities
that do not add value to
a project
Perform Quality Control
The process of monitoring
and recording results of
executing the quality
activities to assess
performance and
recommend necessary
changes
wwwfalcontrainingcom 38
1 Plan Quality
Identify quality specifications for the project
Develop
Quality Management Plan
Quality Metrics
Quality Checklists and
Process Improvement Plan
Always consider the Cost of Quality (COQ)
wwwfalcontrainingcom 39
Plan QualityPerform Quality
Assurance
Perform Quality Control
Plan Quality Tools amp Techniques
1 Cost-benefit analysis
2 Cost of quality
3 Control charts
4 Benchmarking
5 Statistical sampling
6 Proprietary quality management methodologies ie TQM ISO
wwwfalcontrainingcom 40
2 Perform Quality Assurance
Steadily improving the activities and
processes used to achieve quality
Use Quality Audits such as
Probity Audits and
ISO Standards
to check the quality of the PROJECT processes
wwwfalcontrainingcom 41
Plan QualityPerform Quality
Assurance
Perform Quality Control
3 Perform Quality Control
Steadily improving the
activities and processes used to achieve
quality of the PRODUCT
wwwfalcontrainingcom 42
Plan QualityPerform Quality
Assurance
Perform Quality Control
Quality Control Tools amp Techniques
Cause and effect diagram
Control charts
Histogram
Inspection
Pareto chart
Run Chart
Scatter diagram
Statistical sampling
wwwfalcontrainingcom 43
Cause amp Effect Ishikawa Fishbone
wwwfalcontrainingcom 44
Time Machine Method Material
Major
Defect
Energy Measurement Personnel Environment
Potential Causes Effect
Control Chart
wwwfalcontrainingcom 45
The lsquoRule of Sevenrsquo
7 consecutive points on
one side of the mean
must be investigated to
determine the cause
as it threatens the
mean amount
Upper
Control Limit
Lower
Control Limit
X
Upper
Specification Limit
Lower
Specification Limit
Paretorsquos Law
80 of the problems come from 20 of the causes
For best results Focus improvement efforts on the 20
Other Tools and Techniques
Run chart
Show the history and pattern of
variation by plotting data points in
the order in which they occur
Shows trends and variations over time
or declines or improvements in the
process over time
wwwfalcontrainingcom 47
Other Tools and Techniques
Scatter diagram
Statistical sampling ndash testing a small sample of a product
and assuming its indicative of the whole batch
wwwfalcontrainingcom 48
Module 7 - Exercises
1 Describe your current quality assurance processes
2 Describe how you will carry out audits on your project
3 Describe your current quality control processes
4 Describe what tools and techniques you should be using to measure quality of the deliverables on your project
Workbook page 25
wwwfalcontrainingcom 49
People Management Module 8
50wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 51
High Performance Project Teams
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 52
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 53
Talk
Letrsquos
How to hire manage and lead people
In the eyes of Steve Jobs Co-founder of Apple
wwwfalcontrainingcom 54
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 55
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 56
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 57
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Ris
k B
rea
kd
ow
n
Str
uc
ture
Technical
Requirements
Technology
Complexity and Interfaces
Performance and Reliability
Quality
External
Subcontractors and Suppliers
Regulatory
Market
Customer
Weather
Organisational
Project Dependencies
Resources
Funding
Prioritisation
ProjectManagement
Estimating
Planning
Controlling
Communication
wwwfalcontrainingcom 14
Project
2 Perform Qualitative
Risk Analysis
Performed promptly to determine highest priority
Analyses each risk on the register by
Probability(P) and
Impact(I)
Most important risks are those with the highest combination of
probability and impact
wwwfalcontrainingcom 15
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Probability and Impact Matrix
Indicates the impact (ratio scale) on an objective
eg cost time scope quality
Each risk is rated by
Probability and
Impact
Risk is scored as highmoderatelow according to
organisations thresholds
wwwfalcontrainingcom 16
Ris
k p
rob
ab
ility
an
d
imp
ac
t
17wwwfalcontrainingcom
Probability and Impact Matrix
18
090
070
050
030
010
0045
0035
0025
0015
0005
005
009
007
005
003
001
010
018
014
010
006
002
020
036
028
020
012
004
040
072
056
040
024
008
080
072
056
040
024
008
080
036
028
020
012
004
040
018
014
010
006
002
020
009
007
005
003
001
010
0045
0035
0025
0015
0005
005Impact
Probability
Threats Opportunities
wwwfalcontrainingcom
Some Other Tools amp Techniques
Risk Data Quality Assessment How accurate is your data
Risk Urgency Assessment How urgent is this risk
wwwfalcontrainingcom 19
3 Perform Quantitative Risk Analysis
Qualitative ranks them
Quantitative assigns a value (quantity) to them
Requires the prioritised list of risks from Qualitative so must be
done second
wwwfalcontrainingcom 20
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Data Gathering amp Representation
Interviewing Structured format for soliciting
information from experts
Expert Judgement Any form of input from experts
wwwfalcontrainingcom 21
4 Plan Risk Responses
You have
identified the risks
prioritised the risks and
assigned a value to them
wwwfalcontrainingcom 22
Whatrsquos the next logical step
Proactively plan your
response to each one
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Risk Strategies
For Positive Risks
+ Exploit
+ Share
+ Enhance
+ Accept
For Negative Risks
- Avoid
- Transfer
- Mitigate
- Accept
wwwfalcontrainingcom 23
Know the differences and when to use which one
5 Monitor and Control Risks
wwwfalcontrainingcom 24
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Yoursquove done all your planning ndash
now its time to do the controlling
The Risk and Issues Register
An issue is a risk that has not been managed
Keep a register of all the issues and risks on the project
Document the issue the time frame the consequence and
the approach to dealing with it
Assign someone responsible for monitoring the issue
If the issue escalates add it to the risk register
Not all issues need to be closed
wwwfalcontrainingcom 25
The Risk Event Graph
wwwfalcontrainingcom 26
Sample Risk Register
Risk Category
Risk Event
Consequence Probability Impact P x I $$ value Contingency value
Risk Response
Responsible
27wwwfalcontrainingcom
Tools amp Techniques
Risk Reassessment reassess as often as necessary for
your project
Risk Audits about Risk Management not about
individual risks
Variance and Trend Analysis can highlight increasing or
decreasing likelihood of risk
wwwfalcontrainingcom 28
Developing a culture of managing risk
Organisational culture greatly influences how
people approach and handle issues and risks
wwwfalcontrainingcom 29
You need to develop and maintain a culture of
honesty and support that enables the organisation
to approach risk at an appropriate level
Module 6 ndash Exercises
1 Share your experience Think of an instance when a risk
wasnrsquot managed and became a major issue for a project
Discuss
2 Create a (short) risk register for a project yoursquore currently
involved with
3 Workbook pg 26 - 27
wwwfalcontrainingcom 30
wwwfalcontrainingcom 31
Quality Management Module 7
32wwwfalcontrainingcomItrsquos good to know
Quality Management at Samsung
bull Samsung Quality Control bull Samsung Galaxy Note 7
wwwfalcontrainingcom 33
Quality Management
Prevention over inspection ndash build a fence at the top
of the cliff rather than an ambulance
at the bottom
wwwfalcontrainingcom 34
Management of the degree to which a set of inherent characteristics fulfills requirements
It costs more to fix an error than to prevent one
Basic Quality Management Concepts
TQM (Total Quality Management)
ISO 9000
Six Sigma
Kaizen
JIT (Just in Time)
wwwfalcontrainingcom 35
Grade versus Quality
Grade refers to features
Low grade is fine ndash low quality is not
Compare grade of Hyundai vs Rolls Roycehellip
You can build a low grade product at high quality
wwwfalcontrainingcom 36
Quality Management process
Plan QualityPerform Quality
Assurance
Perform Quality Control
wwwfalcontrainingcom 37
Quality Management process
Plan Quality
The process of identifying
quality requirements and
standards for the project
and product
Perform Quality Assurance
The process of continuous
process improvements
which reduces waste
and eliminates activities
that do not add value to
a project
Perform Quality Control
The process of monitoring
and recording results of
executing the quality
activities to assess
performance and
recommend necessary
changes
wwwfalcontrainingcom 38
1 Plan Quality
Identify quality specifications for the project
Develop
Quality Management Plan
Quality Metrics
Quality Checklists and
Process Improvement Plan
Always consider the Cost of Quality (COQ)
wwwfalcontrainingcom 39
Plan QualityPerform Quality
Assurance
Perform Quality Control
Plan Quality Tools amp Techniques
1 Cost-benefit analysis
2 Cost of quality
3 Control charts
4 Benchmarking
5 Statistical sampling
6 Proprietary quality management methodologies ie TQM ISO
wwwfalcontrainingcom 40
2 Perform Quality Assurance
Steadily improving the activities and
processes used to achieve quality
Use Quality Audits such as
Probity Audits and
ISO Standards
to check the quality of the PROJECT processes
wwwfalcontrainingcom 41
Plan QualityPerform Quality
Assurance
Perform Quality Control
3 Perform Quality Control
Steadily improving the
activities and processes used to achieve
quality of the PRODUCT
wwwfalcontrainingcom 42
Plan QualityPerform Quality
Assurance
Perform Quality Control
Quality Control Tools amp Techniques
Cause and effect diagram
Control charts
Histogram
Inspection
Pareto chart
Run Chart
Scatter diagram
Statistical sampling
wwwfalcontrainingcom 43
Cause amp Effect Ishikawa Fishbone
wwwfalcontrainingcom 44
Time Machine Method Material
Major
Defect
Energy Measurement Personnel Environment
Potential Causes Effect
Control Chart
wwwfalcontrainingcom 45
The lsquoRule of Sevenrsquo
7 consecutive points on
one side of the mean
must be investigated to
determine the cause
as it threatens the
mean amount
Upper
Control Limit
Lower
Control Limit
X
Upper
Specification Limit
Lower
Specification Limit
Paretorsquos Law
80 of the problems come from 20 of the causes
For best results Focus improvement efforts on the 20
Other Tools and Techniques
Run chart
Show the history and pattern of
variation by plotting data points in
the order in which they occur
Shows trends and variations over time
or declines or improvements in the
process over time
wwwfalcontrainingcom 47
Other Tools and Techniques
Scatter diagram
Statistical sampling ndash testing a small sample of a product
and assuming its indicative of the whole batch
wwwfalcontrainingcom 48
Module 7 - Exercises
1 Describe your current quality assurance processes
2 Describe how you will carry out audits on your project
3 Describe your current quality control processes
4 Describe what tools and techniques you should be using to measure quality of the deliverables on your project
Workbook page 25
wwwfalcontrainingcom 49
People Management Module 8
50wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 51
High Performance Project Teams
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 52
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 53
Talk
Letrsquos
How to hire manage and lead people
In the eyes of Steve Jobs Co-founder of Apple
wwwfalcontrainingcom 54
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 55
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 56
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 57
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
2 Perform Qualitative
Risk Analysis
Performed promptly to determine highest priority
Analyses each risk on the register by
Probability(P) and
Impact(I)
Most important risks are those with the highest combination of
probability and impact
wwwfalcontrainingcom 15
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Probability and Impact Matrix
Indicates the impact (ratio scale) on an objective
eg cost time scope quality
Each risk is rated by
Probability and
Impact
Risk is scored as highmoderatelow according to
organisations thresholds
wwwfalcontrainingcom 16
Ris
k p
rob
ab
ility
an
d
imp
ac
t
17wwwfalcontrainingcom
Probability and Impact Matrix
18
090
070
050
030
010
0045
0035
0025
0015
0005
005
009
007
005
003
001
010
018
014
010
006
002
020
036
028
020
012
004
040
072
056
040
024
008
080
072
056
040
024
008
080
036
028
020
012
004
040
018
014
010
006
002
020
009
007
005
003
001
010
0045
0035
0025
0015
0005
005Impact
Probability
Threats Opportunities
wwwfalcontrainingcom
Some Other Tools amp Techniques
Risk Data Quality Assessment How accurate is your data
Risk Urgency Assessment How urgent is this risk
wwwfalcontrainingcom 19
3 Perform Quantitative Risk Analysis
Qualitative ranks them
Quantitative assigns a value (quantity) to them
Requires the prioritised list of risks from Qualitative so must be
done second
wwwfalcontrainingcom 20
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Data Gathering amp Representation
Interviewing Structured format for soliciting
information from experts
Expert Judgement Any form of input from experts
wwwfalcontrainingcom 21
4 Plan Risk Responses
You have
identified the risks
prioritised the risks and
assigned a value to them
wwwfalcontrainingcom 22
Whatrsquos the next logical step
Proactively plan your
response to each one
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Risk Strategies
For Positive Risks
+ Exploit
+ Share
+ Enhance
+ Accept
For Negative Risks
- Avoid
- Transfer
- Mitigate
- Accept
wwwfalcontrainingcom 23
Know the differences and when to use which one
5 Monitor and Control Risks
wwwfalcontrainingcom 24
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Yoursquove done all your planning ndash
now its time to do the controlling
The Risk and Issues Register
An issue is a risk that has not been managed
Keep a register of all the issues and risks on the project
Document the issue the time frame the consequence and
the approach to dealing with it
Assign someone responsible for monitoring the issue
If the issue escalates add it to the risk register
Not all issues need to be closed
wwwfalcontrainingcom 25
The Risk Event Graph
wwwfalcontrainingcom 26
Sample Risk Register
Risk Category
Risk Event
Consequence Probability Impact P x I $$ value Contingency value
Risk Response
Responsible
27wwwfalcontrainingcom
Tools amp Techniques
Risk Reassessment reassess as often as necessary for
your project
Risk Audits about Risk Management not about
individual risks
Variance and Trend Analysis can highlight increasing or
decreasing likelihood of risk
wwwfalcontrainingcom 28
Developing a culture of managing risk
Organisational culture greatly influences how
people approach and handle issues and risks
wwwfalcontrainingcom 29
You need to develop and maintain a culture of
honesty and support that enables the organisation
to approach risk at an appropriate level
Module 6 ndash Exercises
1 Share your experience Think of an instance when a risk
wasnrsquot managed and became a major issue for a project
Discuss
2 Create a (short) risk register for a project yoursquore currently
involved with
3 Workbook pg 26 - 27
wwwfalcontrainingcom 30
wwwfalcontrainingcom 31
Quality Management Module 7
32wwwfalcontrainingcomItrsquos good to know
Quality Management at Samsung
bull Samsung Quality Control bull Samsung Galaxy Note 7
wwwfalcontrainingcom 33
Quality Management
Prevention over inspection ndash build a fence at the top
of the cliff rather than an ambulance
at the bottom
wwwfalcontrainingcom 34
Management of the degree to which a set of inherent characteristics fulfills requirements
It costs more to fix an error than to prevent one
Basic Quality Management Concepts
TQM (Total Quality Management)
ISO 9000
Six Sigma
Kaizen
JIT (Just in Time)
wwwfalcontrainingcom 35
Grade versus Quality
Grade refers to features
Low grade is fine ndash low quality is not
Compare grade of Hyundai vs Rolls Roycehellip
You can build a low grade product at high quality
wwwfalcontrainingcom 36
Quality Management process
Plan QualityPerform Quality
Assurance
Perform Quality Control
wwwfalcontrainingcom 37
Quality Management process
Plan Quality
The process of identifying
quality requirements and
standards for the project
and product
Perform Quality Assurance
The process of continuous
process improvements
which reduces waste
and eliminates activities
that do not add value to
a project
Perform Quality Control
The process of monitoring
and recording results of
executing the quality
activities to assess
performance and
recommend necessary
changes
wwwfalcontrainingcom 38
1 Plan Quality
Identify quality specifications for the project
Develop
Quality Management Plan
Quality Metrics
Quality Checklists and
Process Improvement Plan
Always consider the Cost of Quality (COQ)
wwwfalcontrainingcom 39
Plan QualityPerform Quality
Assurance
Perform Quality Control
Plan Quality Tools amp Techniques
1 Cost-benefit analysis
2 Cost of quality
3 Control charts
4 Benchmarking
5 Statistical sampling
6 Proprietary quality management methodologies ie TQM ISO
wwwfalcontrainingcom 40
2 Perform Quality Assurance
Steadily improving the activities and
processes used to achieve quality
Use Quality Audits such as
Probity Audits and
ISO Standards
to check the quality of the PROJECT processes
wwwfalcontrainingcom 41
Plan QualityPerform Quality
Assurance
Perform Quality Control
3 Perform Quality Control
Steadily improving the
activities and processes used to achieve
quality of the PRODUCT
wwwfalcontrainingcom 42
Plan QualityPerform Quality
Assurance
Perform Quality Control
Quality Control Tools amp Techniques
Cause and effect diagram
Control charts
Histogram
Inspection
Pareto chart
Run Chart
Scatter diagram
Statistical sampling
wwwfalcontrainingcom 43
Cause amp Effect Ishikawa Fishbone
wwwfalcontrainingcom 44
Time Machine Method Material
Major
Defect
Energy Measurement Personnel Environment
Potential Causes Effect
Control Chart
wwwfalcontrainingcom 45
The lsquoRule of Sevenrsquo
7 consecutive points on
one side of the mean
must be investigated to
determine the cause
as it threatens the
mean amount
Upper
Control Limit
Lower
Control Limit
X
Upper
Specification Limit
Lower
Specification Limit
Paretorsquos Law
80 of the problems come from 20 of the causes
For best results Focus improvement efforts on the 20
Other Tools and Techniques
Run chart
Show the history and pattern of
variation by plotting data points in
the order in which they occur
Shows trends and variations over time
or declines or improvements in the
process over time
wwwfalcontrainingcom 47
Other Tools and Techniques
Scatter diagram
Statistical sampling ndash testing a small sample of a product
and assuming its indicative of the whole batch
wwwfalcontrainingcom 48
Module 7 - Exercises
1 Describe your current quality assurance processes
2 Describe how you will carry out audits on your project
3 Describe your current quality control processes
4 Describe what tools and techniques you should be using to measure quality of the deliverables on your project
Workbook page 25
wwwfalcontrainingcom 49
People Management Module 8
50wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 51
High Performance Project Teams
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 52
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 53
Talk
Letrsquos
How to hire manage and lead people
In the eyes of Steve Jobs Co-founder of Apple
wwwfalcontrainingcom 54
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 55
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 56
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 57
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Probability and Impact Matrix
Indicates the impact (ratio scale) on an objective
eg cost time scope quality
Each risk is rated by
Probability and
Impact
Risk is scored as highmoderatelow according to
organisations thresholds
wwwfalcontrainingcom 16
Ris
k p
rob
ab
ility
an
d
imp
ac
t
17wwwfalcontrainingcom
Probability and Impact Matrix
18
090
070
050
030
010
0045
0035
0025
0015
0005
005
009
007
005
003
001
010
018
014
010
006
002
020
036
028
020
012
004
040
072
056
040
024
008
080
072
056
040
024
008
080
036
028
020
012
004
040
018
014
010
006
002
020
009
007
005
003
001
010
0045
0035
0025
0015
0005
005Impact
Probability
Threats Opportunities
wwwfalcontrainingcom
Some Other Tools amp Techniques
Risk Data Quality Assessment How accurate is your data
Risk Urgency Assessment How urgent is this risk
wwwfalcontrainingcom 19
3 Perform Quantitative Risk Analysis
Qualitative ranks them
Quantitative assigns a value (quantity) to them
Requires the prioritised list of risks from Qualitative so must be
done second
wwwfalcontrainingcom 20
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Data Gathering amp Representation
Interviewing Structured format for soliciting
information from experts
Expert Judgement Any form of input from experts
wwwfalcontrainingcom 21
4 Plan Risk Responses
You have
identified the risks
prioritised the risks and
assigned a value to them
wwwfalcontrainingcom 22
Whatrsquos the next logical step
Proactively plan your
response to each one
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Risk Strategies
For Positive Risks
+ Exploit
+ Share
+ Enhance
+ Accept
For Negative Risks
- Avoid
- Transfer
- Mitigate
- Accept
wwwfalcontrainingcom 23
Know the differences and when to use which one
5 Monitor and Control Risks
wwwfalcontrainingcom 24
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Yoursquove done all your planning ndash
now its time to do the controlling
The Risk and Issues Register
An issue is a risk that has not been managed
Keep a register of all the issues and risks on the project
Document the issue the time frame the consequence and
the approach to dealing with it
Assign someone responsible for monitoring the issue
If the issue escalates add it to the risk register
Not all issues need to be closed
wwwfalcontrainingcom 25
The Risk Event Graph
wwwfalcontrainingcom 26
Sample Risk Register
Risk Category
Risk Event
Consequence Probability Impact P x I $$ value Contingency value
Risk Response
Responsible
27wwwfalcontrainingcom
Tools amp Techniques
Risk Reassessment reassess as often as necessary for
your project
Risk Audits about Risk Management not about
individual risks
Variance and Trend Analysis can highlight increasing or
decreasing likelihood of risk
wwwfalcontrainingcom 28
Developing a culture of managing risk
Organisational culture greatly influences how
people approach and handle issues and risks
wwwfalcontrainingcom 29
You need to develop and maintain a culture of
honesty and support that enables the organisation
to approach risk at an appropriate level
Module 6 ndash Exercises
1 Share your experience Think of an instance when a risk
wasnrsquot managed and became a major issue for a project
Discuss
2 Create a (short) risk register for a project yoursquore currently
involved with
3 Workbook pg 26 - 27
wwwfalcontrainingcom 30
wwwfalcontrainingcom 31
Quality Management Module 7
32wwwfalcontrainingcomItrsquos good to know
Quality Management at Samsung
bull Samsung Quality Control bull Samsung Galaxy Note 7
wwwfalcontrainingcom 33
Quality Management
Prevention over inspection ndash build a fence at the top
of the cliff rather than an ambulance
at the bottom
wwwfalcontrainingcom 34
Management of the degree to which a set of inherent characteristics fulfills requirements
It costs more to fix an error than to prevent one
Basic Quality Management Concepts
TQM (Total Quality Management)
ISO 9000
Six Sigma
Kaizen
JIT (Just in Time)
wwwfalcontrainingcom 35
Grade versus Quality
Grade refers to features
Low grade is fine ndash low quality is not
Compare grade of Hyundai vs Rolls Roycehellip
You can build a low grade product at high quality
wwwfalcontrainingcom 36
Quality Management process
Plan QualityPerform Quality
Assurance
Perform Quality Control
wwwfalcontrainingcom 37
Quality Management process
Plan Quality
The process of identifying
quality requirements and
standards for the project
and product
Perform Quality Assurance
The process of continuous
process improvements
which reduces waste
and eliminates activities
that do not add value to
a project
Perform Quality Control
The process of monitoring
and recording results of
executing the quality
activities to assess
performance and
recommend necessary
changes
wwwfalcontrainingcom 38
1 Plan Quality
Identify quality specifications for the project
Develop
Quality Management Plan
Quality Metrics
Quality Checklists and
Process Improvement Plan
Always consider the Cost of Quality (COQ)
wwwfalcontrainingcom 39
Plan QualityPerform Quality
Assurance
Perform Quality Control
Plan Quality Tools amp Techniques
1 Cost-benefit analysis
2 Cost of quality
3 Control charts
4 Benchmarking
5 Statistical sampling
6 Proprietary quality management methodologies ie TQM ISO
wwwfalcontrainingcom 40
2 Perform Quality Assurance
Steadily improving the activities and
processes used to achieve quality
Use Quality Audits such as
Probity Audits and
ISO Standards
to check the quality of the PROJECT processes
wwwfalcontrainingcom 41
Plan QualityPerform Quality
Assurance
Perform Quality Control
3 Perform Quality Control
Steadily improving the
activities and processes used to achieve
quality of the PRODUCT
wwwfalcontrainingcom 42
Plan QualityPerform Quality
Assurance
Perform Quality Control
Quality Control Tools amp Techniques
Cause and effect diagram
Control charts
Histogram
Inspection
Pareto chart
Run Chart
Scatter diagram
Statistical sampling
wwwfalcontrainingcom 43
Cause amp Effect Ishikawa Fishbone
wwwfalcontrainingcom 44
Time Machine Method Material
Major
Defect
Energy Measurement Personnel Environment
Potential Causes Effect
Control Chart
wwwfalcontrainingcom 45
The lsquoRule of Sevenrsquo
7 consecutive points on
one side of the mean
must be investigated to
determine the cause
as it threatens the
mean amount
Upper
Control Limit
Lower
Control Limit
X
Upper
Specification Limit
Lower
Specification Limit
Paretorsquos Law
80 of the problems come from 20 of the causes
For best results Focus improvement efforts on the 20
Other Tools and Techniques
Run chart
Show the history and pattern of
variation by plotting data points in
the order in which they occur
Shows trends and variations over time
or declines or improvements in the
process over time
wwwfalcontrainingcom 47
Other Tools and Techniques
Scatter diagram
Statistical sampling ndash testing a small sample of a product
and assuming its indicative of the whole batch
wwwfalcontrainingcom 48
Module 7 - Exercises
1 Describe your current quality assurance processes
2 Describe how you will carry out audits on your project
3 Describe your current quality control processes
4 Describe what tools and techniques you should be using to measure quality of the deliverables on your project
Workbook page 25
wwwfalcontrainingcom 49
People Management Module 8
50wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 51
High Performance Project Teams
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 52
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 53
Talk
Letrsquos
How to hire manage and lead people
In the eyes of Steve Jobs Co-founder of Apple
wwwfalcontrainingcom 54
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 55
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 56
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 57
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Ris
k p
rob
ab
ility
an
d
imp
ac
t
17wwwfalcontrainingcom
Probability and Impact Matrix
18
090
070
050
030
010
0045
0035
0025
0015
0005
005
009
007
005
003
001
010
018
014
010
006
002
020
036
028
020
012
004
040
072
056
040
024
008
080
072
056
040
024
008
080
036
028
020
012
004
040
018
014
010
006
002
020
009
007
005
003
001
010
0045
0035
0025
0015
0005
005Impact
Probability
Threats Opportunities
wwwfalcontrainingcom
Some Other Tools amp Techniques
Risk Data Quality Assessment How accurate is your data
Risk Urgency Assessment How urgent is this risk
wwwfalcontrainingcom 19
3 Perform Quantitative Risk Analysis
Qualitative ranks them
Quantitative assigns a value (quantity) to them
Requires the prioritised list of risks from Qualitative so must be
done second
wwwfalcontrainingcom 20
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Data Gathering amp Representation
Interviewing Structured format for soliciting
information from experts
Expert Judgement Any form of input from experts
wwwfalcontrainingcom 21
4 Plan Risk Responses
You have
identified the risks
prioritised the risks and
assigned a value to them
wwwfalcontrainingcom 22
Whatrsquos the next logical step
Proactively plan your
response to each one
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Risk Strategies
For Positive Risks
+ Exploit
+ Share
+ Enhance
+ Accept
For Negative Risks
- Avoid
- Transfer
- Mitigate
- Accept
wwwfalcontrainingcom 23
Know the differences and when to use which one
5 Monitor and Control Risks
wwwfalcontrainingcom 24
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Yoursquove done all your planning ndash
now its time to do the controlling
The Risk and Issues Register
An issue is a risk that has not been managed
Keep a register of all the issues and risks on the project
Document the issue the time frame the consequence and
the approach to dealing with it
Assign someone responsible for monitoring the issue
If the issue escalates add it to the risk register
Not all issues need to be closed
wwwfalcontrainingcom 25
The Risk Event Graph
wwwfalcontrainingcom 26
Sample Risk Register
Risk Category
Risk Event
Consequence Probability Impact P x I $$ value Contingency value
Risk Response
Responsible
27wwwfalcontrainingcom
Tools amp Techniques
Risk Reassessment reassess as often as necessary for
your project
Risk Audits about Risk Management not about
individual risks
Variance and Trend Analysis can highlight increasing or
decreasing likelihood of risk
wwwfalcontrainingcom 28
Developing a culture of managing risk
Organisational culture greatly influences how
people approach and handle issues and risks
wwwfalcontrainingcom 29
You need to develop and maintain a culture of
honesty and support that enables the organisation
to approach risk at an appropriate level
Module 6 ndash Exercises
1 Share your experience Think of an instance when a risk
wasnrsquot managed and became a major issue for a project
Discuss
2 Create a (short) risk register for a project yoursquore currently
involved with
3 Workbook pg 26 - 27
wwwfalcontrainingcom 30
wwwfalcontrainingcom 31
Quality Management Module 7
32wwwfalcontrainingcomItrsquos good to know
Quality Management at Samsung
bull Samsung Quality Control bull Samsung Galaxy Note 7
wwwfalcontrainingcom 33
Quality Management
Prevention over inspection ndash build a fence at the top
of the cliff rather than an ambulance
at the bottom
wwwfalcontrainingcom 34
Management of the degree to which a set of inherent characteristics fulfills requirements
It costs more to fix an error than to prevent one
Basic Quality Management Concepts
TQM (Total Quality Management)
ISO 9000
Six Sigma
Kaizen
JIT (Just in Time)
wwwfalcontrainingcom 35
Grade versus Quality
Grade refers to features
Low grade is fine ndash low quality is not
Compare grade of Hyundai vs Rolls Roycehellip
You can build a low grade product at high quality
wwwfalcontrainingcom 36
Quality Management process
Plan QualityPerform Quality
Assurance
Perform Quality Control
wwwfalcontrainingcom 37
Quality Management process
Plan Quality
The process of identifying
quality requirements and
standards for the project
and product
Perform Quality Assurance
The process of continuous
process improvements
which reduces waste
and eliminates activities
that do not add value to
a project
Perform Quality Control
The process of monitoring
and recording results of
executing the quality
activities to assess
performance and
recommend necessary
changes
wwwfalcontrainingcom 38
1 Plan Quality
Identify quality specifications for the project
Develop
Quality Management Plan
Quality Metrics
Quality Checklists and
Process Improvement Plan
Always consider the Cost of Quality (COQ)
wwwfalcontrainingcom 39
Plan QualityPerform Quality
Assurance
Perform Quality Control
Plan Quality Tools amp Techniques
1 Cost-benefit analysis
2 Cost of quality
3 Control charts
4 Benchmarking
5 Statistical sampling
6 Proprietary quality management methodologies ie TQM ISO
wwwfalcontrainingcom 40
2 Perform Quality Assurance
Steadily improving the activities and
processes used to achieve quality
Use Quality Audits such as
Probity Audits and
ISO Standards
to check the quality of the PROJECT processes
wwwfalcontrainingcom 41
Plan QualityPerform Quality
Assurance
Perform Quality Control
3 Perform Quality Control
Steadily improving the
activities and processes used to achieve
quality of the PRODUCT
wwwfalcontrainingcom 42
Plan QualityPerform Quality
Assurance
Perform Quality Control
Quality Control Tools amp Techniques
Cause and effect diagram
Control charts
Histogram
Inspection
Pareto chart
Run Chart
Scatter diagram
Statistical sampling
wwwfalcontrainingcom 43
Cause amp Effect Ishikawa Fishbone
wwwfalcontrainingcom 44
Time Machine Method Material
Major
Defect
Energy Measurement Personnel Environment
Potential Causes Effect
Control Chart
wwwfalcontrainingcom 45
The lsquoRule of Sevenrsquo
7 consecutive points on
one side of the mean
must be investigated to
determine the cause
as it threatens the
mean amount
Upper
Control Limit
Lower
Control Limit
X
Upper
Specification Limit
Lower
Specification Limit
Paretorsquos Law
80 of the problems come from 20 of the causes
For best results Focus improvement efforts on the 20
Other Tools and Techniques
Run chart
Show the history and pattern of
variation by plotting data points in
the order in which they occur
Shows trends and variations over time
or declines or improvements in the
process over time
wwwfalcontrainingcom 47
Other Tools and Techniques
Scatter diagram
Statistical sampling ndash testing a small sample of a product
and assuming its indicative of the whole batch
wwwfalcontrainingcom 48
Module 7 - Exercises
1 Describe your current quality assurance processes
2 Describe how you will carry out audits on your project
3 Describe your current quality control processes
4 Describe what tools and techniques you should be using to measure quality of the deliverables on your project
Workbook page 25
wwwfalcontrainingcom 49
People Management Module 8
50wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 51
High Performance Project Teams
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 52
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 53
Talk
Letrsquos
How to hire manage and lead people
In the eyes of Steve Jobs Co-founder of Apple
wwwfalcontrainingcom 54
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 55
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 56
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 57
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Probability and Impact Matrix
18
090
070
050
030
010
0045
0035
0025
0015
0005
005
009
007
005
003
001
010
018
014
010
006
002
020
036
028
020
012
004
040
072
056
040
024
008
080
072
056
040
024
008
080
036
028
020
012
004
040
018
014
010
006
002
020
009
007
005
003
001
010
0045
0035
0025
0015
0005
005Impact
Probability
Threats Opportunities
wwwfalcontrainingcom
Some Other Tools amp Techniques
Risk Data Quality Assessment How accurate is your data
Risk Urgency Assessment How urgent is this risk
wwwfalcontrainingcom 19
3 Perform Quantitative Risk Analysis
Qualitative ranks them
Quantitative assigns a value (quantity) to them
Requires the prioritised list of risks from Qualitative so must be
done second
wwwfalcontrainingcom 20
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Data Gathering amp Representation
Interviewing Structured format for soliciting
information from experts
Expert Judgement Any form of input from experts
wwwfalcontrainingcom 21
4 Plan Risk Responses
You have
identified the risks
prioritised the risks and
assigned a value to them
wwwfalcontrainingcom 22
Whatrsquos the next logical step
Proactively plan your
response to each one
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Risk Strategies
For Positive Risks
+ Exploit
+ Share
+ Enhance
+ Accept
For Negative Risks
- Avoid
- Transfer
- Mitigate
- Accept
wwwfalcontrainingcom 23
Know the differences and when to use which one
5 Monitor and Control Risks
wwwfalcontrainingcom 24
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Yoursquove done all your planning ndash
now its time to do the controlling
The Risk and Issues Register
An issue is a risk that has not been managed
Keep a register of all the issues and risks on the project
Document the issue the time frame the consequence and
the approach to dealing with it
Assign someone responsible for monitoring the issue
If the issue escalates add it to the risk register
Not all issues need to be closed
wwwfalcontrainingcom 25
The Risk Event Graph
wwwfalcontrainingcom 26
Sample Risk Register
Risk Category
Risk Event
Consequence Probability Impact P x I $$ value Contingency value
Risk Response
Responsible
27wwwfalcontrainingcom
Tools amp Techniques
Risk Reassessment reassess as often as necessary for
your project
Risk Audits about Risk Management not about
individual risks
Variance and Trend Analysis can highlight increasing or
decreasing likelihood of risk
wwwfalcontrainingcom 28
Developing a culture of managing risk
Organisational culture greatly influences how
people approach and handle issues and risks
wwwfalcontrainingcom 29
You need to develop and maintain a culture of
honesty and support that enables the organisation
to approach risk at an appropriate level
Module 6 ndash Exercises
1 Share your experience Think of an instance when a risk
wasnrsquot managed and became a major issue for a project
Discuss
2 Create a (short) risk register for a project yoursquore currently
involved with
3 Workbook pg 26 - 27
wwwfalcontrainingcom 30
wwwfalcontrainingcom 31
Quality Management Module 7
32wwwfalcontrainingcomItrsquos good to know
Quality Management at Samsung
bull Samsung Quality Control bull Samsung Galaxy Note 7
wwwfalcontrainingcom 33
Quality Management
Prevention over inspection ndash build a fence at the top
of the cliff rather than an ambulance
at the bottom
wwwfalcontrainingcom 34
Management of the degree to which a set of inherent characteristics fulfills requirements
It costs more to fix an error than to prevent one
Basic Quality Management Concepts
TQM (Total Quality Management)
ISO 9000
Six Sigma
Kaizen
JIT (Just in Time)
wwwfalcontrainingcom 35
Grade versus Quality
Grade refers to features
Low grade is fine ndash low quality is not
Compare grade of Hyundai vs Rolls Roycehellip
You can build a low grade product at high quality
wwwfalcontrainingcom 36
Quality Management process
Plan QualityPerform Quality
Assurance
Perform Quality Control
wwwfalcontrainingcom 37
Quality Management process
Plan Quality
The process of identifying
quality requirements and
standards for the project
and product
Perform Quality Assurance
The process of continuous
process improvements
which reduces waste
and eliminates activities
that do not add value to
a project
Perform Quality Control
The process of monitoring
and recording results of
executing the quality
activities to assess
performance and
recommend necessary
changes
wwwfalcontrainingcom 38
1 Plan Quality
Identify quality specifications for the project
Develop
Quality Management Plan
Quality Metrics
Quality Checklists and
Process Improvement Plan
Always consider the Cost of Quality (COQ)
wwwfalcontrainingcom 39
Plan QualityPerform Quality
Assurance
Perform Quality Control
Plan Quality Tools amp Techniques
1 Cost-benefit analysis
2 Cost of quality
3 Control charts
4 Benchmarking
5 Statistical sampling
6 Proprietary quality management methodologies ie TQM ISO
wwwfalcontrainingcom 40
2 Perform Quality Assurance
Steadily improving the activities and
processes used to achieve quality
Use Quality Audits such as
Probity Audits and
ISO Standards
to check the quality of the PROJECT processes
wwwfalcontrainingcom 41
Plan QualityPerform Quality
Assurance
Perform Quality Control
3 Perform Quality Control
Steadily improving the
activities and processes used to achieve
quality of the PRODUCT
wwwfalcontrainingcom 42
Plan QualityPerform Quality
Assurance
Perform Quality Control
Quality Control Tools amp Techniques
Cause and effect diagram
Control charts
Histogram
Inspection
Pareto chart
Run Chart
Scatter diagram
Statistical sampling
wwwfalcontrainingcom 43
Cause amp Effect Ishikawa Fishbone
wwwfalcontrainingcom 44
Time Machine Method Material
Major
Defect
Energy Measurement Personnel Environment
Potential Causes Effect
Control Chart
wwwfalcontrainingcom 45
The lsquoRule of Sevenrsquo
7 consecutive points on
one side of the mean
must be investigated to
determine the cause
as it threatens the
mean amount
Upper
Control Limit
Lower
Control Limit
X
Upper
Specification Limit
Lower
Specification Limit
Paretorsquos Law
80 of the problems come from 20 of the causes
For best results Focus improvement efforts on the 20
Other Tools and Techniques
Run chart
Show the history and pattern of
variation by plotting data points in
the order in which they occur
Shows trends and variations over time
or declines or improvements in the
process over time
wwwfalcontrainingcom 47
Other Tools and Techniques
Scatter diagram
Statistical sampling ndash testing a small sample of a product
and assuming its indicative of the whole batch
wwwfalcontrainingcom 48
Module 7 - Exercises
1 Describe your current quality assurance processes
2 Describe how you will carry out audits on your project
3 Describe your current quality control processes
4 Describe what tools and techniques you should be using to measure quality of the deliverables on your project
Workbook page 25
wwwfalcontrainingcom 49
People Management Module 8
50wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 51
High Performance Project Teams
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 52
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 53
Talk
Letrsquos
How to hire manage and lead people
In the eyes of Steve Jobs Co-founder of Apple
wwwfalcontrainingcom 54
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 55
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 56
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 57
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Some Other Tools amp Techniques
Risk Data Quality Assessment How accurate is your data
Risk Urgency Assessment How urgent is this risk
wwwfalcontrainingcom 19
3 Perform Quantitative Risk Analysis
Qualitative ranks them
Quantitative assigns a value (quantity) to them
Requires the prioritised list of risks from Qualitative so must be
done second
wwwfalcontrainingcom 20
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Data Gathering amp Representation
Interviewing Structured format for soliciting
information from experts
Expert Judgement Any form of input from experts
wwwfalcontrainingcom 21
4 Plan Risk Responses
You have
identified the risks
prioritised the risks and
assigned a value to them
wwwfalcontrainingcom 22
Whatrsquos the next logical step
Proactively plan your
response to each one
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Risk Strategies
For Positive Risks
+ Exploit
+ Share
+ Enhance
+ Accept
For Negative Risks
- Avoid
- Transfer
- Mitigate
- Accept
wwwfalcontrainingcom 23
Know the differences and when to use which one
5 Monitor and Control Risks
wwwfalcontrainingcom 24
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Yoursquove done all your planning ndash
now its time to do the controlling
The Risk and Issues Register
An issue is a risk that has not been managed
Keep a register of all the issues and risks on the project
Document the issue the time frame the consequence and
the approach to dealing with it
Assign someone responsible for monitoring the issue
If the issue escalates add it to the risk register
Not all issues need to be closed
wwwfalcontrainingcom 25
The Risk Event Graph
wwwfalcontrainingcom 26
Sample Risk Register
Risk Category
Risk Event
Consequence Probability Impact P x I $$ value Contingency value
Risk Response
Responsible
27wwwfalcontrainingcom
Tools amp Techniques
Risk Reassessment reassess as often as necessary for
your project
Risk Audits about Risk Management not about
individual risks
Variance and Trend Analysis can highlight increasing or
decreasing likelihood of risk
wwwfalcontrainingcom 28
Developing a culture of managing risk
Organisational culture greatly influences how
people approach and handle issues and risks
wwwfalcontrainingcom 29
You need to develop and maintain a culture of
honesty and support that enables the organisation
to approach risk at an appropriate level
Module 6 ndash Exercises
1 Share your experience Think of an instance when a risk
wasnrsquot managed and became a major issue for a project
Discuss
2 Create a (short) risk register for a project yoursquore currently
involved with
3 Workbook pg 26 - 27
wwwfalcontrainingcom 30
wwwfalcontrainingcom 31
Quality Management Module 7
32wwwfalcontrainingcomItrsquos good to know
Quality Management at Samsung
bull Samsung Quality Control bull Samsung Galaxy Note 7
wwwfalcontrainingcom 33
Quality Management
Prevention over inspection ndash build a fence at the top
of the cliff rather than an ambulance
at the bottom
wwwfalcontrainingcom 34
Management of the degree to which a set of inherent characteristics fulfills requirements
It costs more to fix an error than to prevent one
Basic Quality Management Concepts
TQM (Total Quality Management)
ISO 9000
Six Sigma
Kaizen
JIT (Just in Time)
wwwfalcontrainingcom 35
Grade versus Quality
Grade refers to features
Low grade is fine ndash low quality is not
Compare grade of Hyundai vs Rolls Roycehellip
You can build a low grade product at high quality
wwwfalcontrainingcom 36
Quality Management process
Plan QualityPerform Quality
Assurance
Perform Quality Control
wwwfalcontrainingcom 37
Quality Management process
Plan Quality
The process of identifying
quality requirements and
standards for the project
and product
Perform Quality Assurance
The process of continuous
process improvements
which reduces waste
and eliminates activities
that do not add value to
a project
Perform Quality Control
The process of monitoring
and recording results of
executing the quality
activities to assess
performance and
recommend necessary
changes
wwwfalcontrainingcom 38
1 Plan Quality
Identify quality specifications for the project
Develop
Quality Management Plan
Quality Metrics
Quality Checklists and
Process Improvement Plan
Always consider the Cost of Quality (COQ)
wwwfalcontrainingcom 39
Plan QualityPerform Quality
Assurance
Perform Quality Control
Plan Quality Tools amp Techniques
1 Cost-benefit analysis
2 Cost of quality
3 Control charts
4 Benchmarking
5 Statistical sampling
6 Proprietary quality management methodologies ie TQM ISO
wwwfalcontrainingcom 40
2 Perform Quality Assurance
Steadily improving the activities and
processes used to achieve quality
Use Quality Audits such as
Probity Audits and
ISO Standards
to check the quality of the PROJECT processes
wwwfalcontrainingcom 41
Plan QualityPerform Quality
Assurance
Perform Quality Control
3 Perform Quality Control
Steadily improving the
activities and processes used to achieve
quality of the PRODUCT
wwwfalcontrainingcom 42
Plan QualityPerform Quality
Assurance
Perform Quality Control
Quality Control Tools amp Techniques
Cause and effect diagram
Control charts
Histogram
Inspection
Pareto chart
Run Chart
Scatter diagram
Statistical sampling
wwwfalcontrainingcom 43
Cause amp Effect Ishikawa Fishbone
wwwfalcontrainingcom 44
Time Machine Method Material
Major
Defect
Energy Measurement Personnel Environment
Potential Causes Effect
Control Chart
wwwfalcontrainingcom 45
The lsquoRule of Sevenrsquo
7 consecutive points on
one side of the mean
must be investigated to
determine the cause
as it threatens the
mean amount
Upper
Control Limit
Lower
Control Limit
X
Upper
Specification Limit
Lower
Specification Limit
Paretorsquos Law
80 of the problems come from 20 of the causes
For best results Focus improvement efforts on the 20
Other Tools and Techniques
Run chart
Show the history and pattern of
variation by plotting data points in
the order in which they occur
Shows trends and variations over time
or declines or improvements in the
process over time
wwwfalcontrainingcom 47
Other Tools and Techniques
Scatter diagram
Statistical sampling ndash testing a small sample of a product
and assuming its indicative of the whole batch
wwwfalcontrainingcom 48
Module 7 - Exercises
1 Describe your current quality assurance processes
2 Describe how you will carry out audits on your project
3 Describe your current quality control processes
4 Describe what tools and techniques you should be using to measure quality of the deliverables on your project
Workbook page 25
wwwfalcontrainingcom 49
People Management Module 8
50wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 51
High Performance Project Teams
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 52
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 53
Talk
Letrsquos
How to hire manage and lead people
In the eyes of Steve Jobs Co-founder of Apple
wwwfalcontrainingcom 54
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 55
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 56
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 57
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
3 Perform Quantitative Risk Analysis
Qualitative ranks them
Quantitative assigns a value (quantity) to them
Requires the prioritised list of risks from Qualitative so must be
done second
wwwfalcontrainingcom 20
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Data Gathering amp Representation
Interviewing Structured format for soliciting
information from experts
Expert Judgement Any form of input from experts
wwwfalcontrainingcom 21
4 Plan Risk Responses
You have
identified the risks
prioritised the risks and
assigned a value to them
wwwfalcontrainingcom 22
Whatrsquos the next logical step
Proactively plan your
response to each one
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Risk Strategies
For Positive Risks
+ Exploit
+ Share
+ Enhance
+ Accept
For Negative Risks
- Avoid
- Transfer
- Mitigate
- Accept
wwwfalcontrainingcom 23
Know the differences and when to use which one
5 Monitor and Control Risks
wwwfalcontrainingcom 24
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Yoursquove done all your planning ndash
now its time to do the controlling
The Risk and Issues Register
An issue is a risk that has not been managed
Keep a register of all the issues and risks on the project
Document the issue the time frame the consequence and
the approach to dealing with it
Assign someone responsible for monitoring the issue
If the issue escalates add it to the risk register
Not all issues need to be closed
wwwfalcontrainingcom 25
The Risk Event Graph
wwwfalcontrainingcom 26
Sample Risk Register
Risk Category
Risk Event
Consequence Probability Impact P x I $$ value Contingency value
Risk Response
Responsible
27wwwfalcontrainingcom
Tools amp Techniques
Risk Reassessment reassess as often as necessary for
your project
Risk Audits about Risk Management not about
individual risks
Variance and Trend Analysis can highlight increasing or
decreasing likelihood of risk
wwwfalcontrainingcom 28
Developing a culture of managing risk
Organisational culture greatly influences how
people approach and handle issues and risks
wwwfalcontrainingcom 29
You need to develop and maintain a culture of
honesty and support that enables the organisation
to approach risk at an appropriate level
Module 6 ndash Exercises
1 Share your experience Think of an instance when a risk
wasnrsquot managed and became a major issue for a project
Discuss
2 Create a (short) risk register for a project yoursquore currently
involved with
3 Workbook pg 26 - 27
wwwfalcontrainingcom 30
wwwfalcontrainingcom 31
Quality Management Module 7
32wwwfalcontrainingcomItrsquos good to know
Quality Management at Samsung
bull Samsung Quality Control bull Samsung Galaxy Note 7
wwwfalcontrainingcom 33
Quality Management
Prevention over inspection ndash build a fence at the top
of the cliff rather than an ambulance
at the bottom
wwwfalcontrainingcom 34
Management of the degree to which a set of inherent characteristics fulfills requirements
It costs more to fix an error than to prevent one
Basic Quality Management Concepts
TQM (Total Quality Management)
ISO 9000
Six Sigma
Kaizen
JIT (Just in Time)
wwwfalcontrainingcom 35
Grade versus Quality
Grade refers to features
Low grade is fine ndash low quality is not
Compare grade of Hyundai vs Rolls Roycehellip
You can build a low grade product at high quality
wwwfalcontrainingcom 36
Quality Management process
Plan QualityPerform Quality
Assurance
Perform Quality Control
wwwfalcontrainingcom 37
Quality Management process
Plan Quality
The process of identifying
quality requirements and
standards for the project
and product
Perform Quality Assurance
The process of continuous
process improvements
which reduces waste
and eliminates activities
that do not add value to
a project
Perform Quality Control
The process of monitoring
and recording results of
executing the quality
activities to assess
performance and
recommend necessary
changes
wwwfalcontrainingcom 38
1 Plan Quality
Identify quality specifications for the project
Develop
Quality Management Plan
Quality Metrics
Quality Checklists and
Process Improvement Plan
Always consider the Cost of Quality (COQ)
wwwfalcontrainingcom 39
Plan QualityPerform Quality
Assurance
Perform Quality Control
Plan Quality Tools amp Techniques
1 Cost-benefit analysis
2 Cost of quality
3 Control charts
4 Benchmarking
5 Statistical sampling
6 Proprietary quality management methodologies ie TQM ISO
wwwfalcontrainingcom 40
2 Perform Quality Assurance
Steadily improving the activities and
processes used to achieve quality
Use Quality Audits such as
Probity Audits and
ISO Standards
to check the quality of the PROJECT processes
wwwfalcontrainingcom 41
Plan QualityPerform Quality
Assurance
Perform Quality Control
3 Perform Quality Control
Steadily improving the
activities and processes used to achieve
quality of the PRODUCT
wwwfalcontrainingcom 42
Plan QualityPerform Quality
Assurance
Perform Quality Control
Quality Control Tools amp Techniques
Cause and effect diagram
Control charts
Histogram
Inspection
Pareto chart
Run Chart
Scatter diagram
Statistical sampling
wwwfalcontrainingcom 43
Cause amp Effect Ishikawa Fishbone
wwwfalcontrainingcom 44
Time Machine Method Material
Major
Defect
Energy Measurement Personnel Environment
Potential Causes Effect
Control Chart
wwwfalcontrainingcom 45
The lsquoRule of Sevenrsquo
7 consecutive points on
one side of the mean
must be investigated to
determine the cause
as it threatens the
mean amount
Upper
Control Limit
Lower
Control Limit
X
Upper
Specification Limit
Lower
Specification Limit
Paretorsquos Law
80 of the problems come from 20 of the causes
For best results Focus improvement efforts on the 20
Other Tools and Techniques
Run chart
Show the history and pattern of
variation by plotting data points in
the order in which they occur
Shows trends and variations over time
or declines or improvements in the
process over time
wwwfalcontrainingcom 47
Other Tools and Techniques
Scatter diagram
Statistical sampling ndash testing a small sample of a product
and assuming its indicative of the whole batch
wwwfalcontrainingcom 48
Module 7 - Exercises
1 Describe your current quality assurance processes
2 Describe how you will carry out audits on your project
3 Describe your current quality control processes
4 Describe what tools and techniques you should be using to measure quality of the deliverables on your project
Workbook page 25
wwwfalcontrainingcom 49
People Management Module 8
50wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 51
High Performance Project Teams
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 52
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 53
Talk
Letrsquos
How to hire manage and lead people
In the eyes of Steve Jobs Co-founder of Apple
wwwfalcontrainingcom 54
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 55
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 56
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 57
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Data Gathering amp Representation
Interviewing Structured format for soliciting
information from experts
Expert Judgement Any form of input from experts
wwwfalcontrainingcom 21
4 Plan Risk Responses
You have
identified the risks
prioritised the risks and
assigned a value to them
wwwfalcontrainingcom 22
Whatrsquos the next logical step
Proactively plan your
response to each one
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Risk Strategies
For Positive Risks
+ Exploit
+ Share
+ Enhance
+ Accept
For Negative Risks
- Avoid
- Transfer
- Mitigate
- Accept
wwwfalcontrainingcom 23
Know the differences and when to use which one
5 Monitor and Control Risks
wwwfalcontrainingcom 24
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Yoursquove done all your planning ndash
now its time to do the controlling
The Risk and Issues Register
An issue is a risk that has not been managed
Keep a register of all the issues and risks on the project
Document the issue the time frame the consequence and
the approach to dealing with it
Assign someone responsible for monitoring the issue
If the issue escalates add it to the risk register
Not all issues need to be closed
wwwfalcontrainingcom 25
The Risk Event Graph
wwwfalcontrainingcom 26
Sample Risk Register
Risk Category
Risk Event
Consequence Probability Impact P x I $$ value Contingency value
Risk Response
Responsible
27wwwfalcontrainingcom
Tools amp Techniques
Risk Reassessment reassess as often as necessary for
your project
Risk Audits about Risk Management not about
individual risks
Variance and Trend Analysis can highlight increasing or
decreasing likelihood of risk
wwwfalcontrainingcom 28
Developing a culture of managing risk
Organisational culture greatly influences how
people approach and handle issues and risks
wwwfalcontrainingcom 29
You need to develop and maintain a culture of
honesty and support that enables the organisation
to approach risk at an appropriate level
Module 6 ndash Exercises
1 Share your experience Think of an instance when a risk
wasnrsquot managed and became a major issue for a project
Discuss
2 Create a (short) risk register for a project yoursquore currently
involved with
3 Workbook pg 26 - 27
wwwfalcontrainingcom 30
wwwfalcontrainingcom 31
Quality Management Module 7
32wwwfalcontrainingcomItrsquos good to know
Quality Management at Samsung
bull Samsung Quality Control bull Samsung Galaxy Note 7
wwwfalcontrainingcom 33
Quality Management
Prevention over inspection ndash build a fence at the top
of the cliff rather than an ambulance
at the bottom
wwwfalcontrainingcom 34
Management of the degree to which a set of inherent characteristics fulfills requirements
It costs more to fix an error than to prevent one
Basic Quality Management Concepts
TQM (Total Quality Management)
ISO 9000
Six Sigma
Kaizen
JIT (Just in Time)
wwwfalcontrainingcom 35
Grade versus Quality
Grade refers to features
Low grade is fine ndash low quality is not
Compare grade of Hyundai vs Rolls Roycehellip
You can build a low grade product at high quality
wwwfalcontrainingcom 36
Quality Management process
Plan QualityPerform Quality
Assurance
Perform Quality Control
wwwfalcontrainingcom 37
Quality Management process
Plan Quality
The process of identifying
quality requirements and
standards for the project
and product
Perform Quality Assurance
The process of continuous
process improvements
which reduces waste
and eliminates activities
that do not add value to
a project
Perform Quality Control
The process of monitoring
and recording results of
executing the quality
activities to assess
performance and
recommend necessary
changes
wwwfalcontrainingcom 38
1 Plan Quality
Identify quality specifications for the project
Develop
Quality Management Plan
Quality Metrics
Quality Checklists and
Process Improvement Plan
Always consider the Cost of Quality (COQ)
wwwfalcontrainingcom 39
Plan QualityPerform Quality
Assurance
Perform Quality Control
Plan Quality Tools amp Techniques
1 Cost-benefit analysis
2 Cost of quality
3 Control charts
4 Benchmarking
5 Statistical sampling
6 Proprietary quality management methodologies ie TQM ISO
wwwfalcontrainingcom 40
2 Perform Quality Assurance
Steadily improving the activities and
processes used to achieve quality
Use Quality Audits such as
Probity Audits and
ISO Standards
to check the quality of the PROJECT processes
wwwfalcontrainingcom 41
Plan QualityPerform Quality
Assurance
Perform Quality Control
3 Perform Quality Control
Steadily improving the
activities and processes used to achieve
quality of the PRODUCT
wwwfalcontrainingcom 42
Plan QualityPerform Quality
Assurance
Perform Quality Control
Quality Control Tools amp Techniques
Cause and effect diagram
Control charts
Histogram
Inspection
Pareto chart
Run Chart
Scatter diagram
Statistical sampling
wwwfalcontrainingcom 43
Cause amp Effect Ishikawa Fishbone
wwwfalcontrainingcom 44
Time Machine Method Material
Major
Defect
Energy Measurement Personnel Environment
Potential Causes Effect
Control Chart
wwwfalcontrainingcom 45
The lsquoRule of Sevenrsquo
7 consecutive points on
one side of the mean
must be investigated to
determine the cause
as it threatens the
mean amount
Upper
Control Limit
Lower
Control Limit
X
Upper
Specification Limit
Lower
Specification Limit
Paretorsquos Law
80 of the problems come from 20 of the causes
For best results Focus improvement efforts on the 20
Other Tools and Techniques
Run chart
Show the history and pattern of
variation by plotting data points in
the order in which they occur
Shows trends and variations over time
or declines or improvements in the
process over time
wwwfalcontrainingcom 47
Other Tools and Techniques
Scatter diagram
Statistical sampling ndash testing a small sample of a product
and assuming its indicative of the whole batch
wwwfalcontrainingcom 48
Module 7 - Exercises
1 Describe your current quality assurance processes
2 Describe how you will carry out audits on your project
3 Describe your current quality control processes
4 Describe what tools and techniques you should be using to measure quality of the deliverables on your project
Workbook page 25
wwwfalcontrainingcom 49
People Management Module 8
50wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 51
High Performance Project Teams
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 52
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 53
Talk
Letrsquos
How to hire manage and lead people
In the eyes of Steve Jobs Co-founder of Apple
wwwfalcontrainingcom 54
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 55
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 56
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 57
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
4 Plan Risk Responses
You have
identified the risks
prioritised the risks and
assigned a value to them
wwwfalcontrainingcom 22
Whatrsquos the next logical step
Proactively plan your
response to each one
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Risk Strategies
For Positive Risks
+ Exploit
+ Share
+ Enhance
+ Accept
For Negative Risks
- Avoid
- Transfer
- Mitigate
- Accept
wwwfalcontrainingcom 23
Know the differences and when to use which one
5 Monitor and Control Risks
wwwfalcontrainingcom 24
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Yoursquove done all your planning ndash
now its time to do the controlling
The Risk and Issues Register
An issue is a risk that has not been managed
Keep a register of all the issues and risks on the project
Document the issue the time frame the consequence and
the approach to dealing with it
Assign someone responsible for monitoring the issue
If the issue escalates add it to the risk register
Not all issues need to be closed
wwwfalcontrainingcom 25
The Risk Event Graph
wwwfalcontrainingcom 26
Sample Risk Register
Risk Category
Risk Event
Consequence Probability Impact P x I $$ value Contingency value
Risk Response
Responsible
27wwwfalcontrainingcom
Tools amp Techniques
Risk Reassessment reassess as often as necessary for
your project
Risk Audits about Risk Management not about
individual risks
Variance and Trend Analysis can highlight increasing or
decreasing likelihood of risk
wwwfalcontrainingcom 28
Developing a culture of managing risk
Organisational culture greatly influences how
people approach and handle issues and risks
wwwfalcontrainingcom 29
You need to develop and maintain a culture of
honesty and support that enables the organisation
to approach risk at an appropriate level
Module 6 ndash Exercises
1 Share your experience Think of an instance when a risk
wasnrsquot managed and became a major issue for a project
Discuss
2 Create a (short) risk register for a project yoursquore currently
involved with
3 Workbook pg 26 - 27
wwwfalcontrainingcom 30
wwwfalcontrainingcom 31
Quality Management Module 7
32wwwfalcontrainingcomItrsquos good to know
Quality Management at Samsung
bull Samsung Quality Control bull Samsung Galaxy Note 7
wwwfalcontrainingcom 33
Quality Management
Prevention over inspection ndash build a fence at the top
of the cliff rather than an ambulance
at the bottom
wwwfalcontrainingcom 34
Management of the degree to which a set of inherent characteristics fulfills requirements
It costs more to fix an error than to prevent one
Basic Quality Management Concepts
TQM (Total Quality Management)
ISO 9000
Six Sigma
Kaizen
JIT (Just in Time)
wwwfalcontrainingcom 35
Grade versus Quality
Grade refers to features
Low grade is fine ndash low quality is not
Compare grade of Hyundai vs Rolls Roycehellip
You can build a low grade product at high quality
wwwfalcontrainingcom 36
Quality Management process
Plan QualityPerform Quality
Assurance
Perform Quality Control
wwwfalcontrainingcom 37
Quality Management process
Plan Quality
The process of identifying
quality requirements and
standards for the project
and product
Perform Quality Assurance
The process of continuous
process improvements
which reduces waste
and eliminates activities
that do not add value to
a project
Perform Quality Control
The process of monitoring
and recording results of
executing the quality
activities to assess
performance and
recommend necessary
changes
wwwfalcontrainingcom 38
1 Plan Quality
Identify quality specifications for the project
Develop
Quality Management Plan
Quality Metrics
Quality Checklists and
Process Improvement Plan
Always consider the Cost of Quality (COQ)
wwwfalcontrainingcom 39
Plan QualityPerform Quality
Assurance
Perform Quality Control
Plan Quality Tools amp Techniques
1 Cost-benefit analysis
2 Cost of quality
3 Control charts
4 Benchmarking
5 Statistical sampling
6 Proprietary quality management methodologies ie TQM ISO
wwwfalcontrainingcom 40
2 Perform Quality Assurance
Steadily improving the activities and
processes used to achieve quality
Use Quality Audits such as
Probity Audits and
ISO Standards
to check the quality of the PROJECT processes
wwwfalcontrainingcom 41
Plan QualityPerform Quality
Assurance
Perform Quality Control
3 Perform Quality Control
Steadily improving the
activities and processes used to achieve
quality of the PRODUCT
wwwfalcontrainingcom 42
Plan QualityPerform Quality
Assurance
Perform Quality Control
Quality Control Tools amp Techniques
Cause and effect diagram
Control charts
Histogram
Inspection
Pareto chart
Run Chart
Scatter diagram
Statistical sampling
wwwfalcontrainingcom 43
Cause amp Effect Ishikawa Fishbone
wwwfalcontrainingcom 44
Time Machine Method Material
Major
Defect
Energy Measurement Personnel Environment
Potential Causes Effect
Control Chart
wwwfalcontrainingcom 45
The lsquoRule of Sevenrsquo
7 consecutive points on
one side of the mean
must be investigated to
determine the cause
as it threatens the
mean amount
Upper
Control Limit
Lower
Control Limit
X
Upper
Specification Limit
Lower
Specification Limit
Paretorsquos Law
80 of the problems come from 20 of the causes
For best results Focus improvement efforts on the 20
Other Tools and Techniques
Run chart
Show the history and pattern of
variation by plotting data points in
the order in which they occur
Shows trends and variations over time
or declines or improvements in the
process over time
wwwfalcontrainingcom 47
Other Tools and Techniques
Scatter diagram
Statistical sampling ndash testing a small sample of a product
and assuming its indicative of the whole batch
wwwfalcontrainingcom 48
Module 7 - Exercises
1 Describe your current quality assurance processes
2 Describe how you will carry out audits on your project
3 Describe your current quality control processes
4 Describe what tools and techniques you should be using to measure quality of the deliverables on your project
Workbook page 25
wwwfalcontrainingcom 49
People Management Module 8
50wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 51
High Performance Project Teams
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 52
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 53
Talk
Letrsquos
How to hire manage and lead people
In the eyes of Steve Jobs Co-founder of Apple
wwwfalcontrainingcom 54
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 55
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 56
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 57
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Risk Strategies
For Positive Risks
+ Exploit
+ Share
+ Enhance
+ Accept
For Negative Risks
- Avoid
- Transfer
- Mitigate
- Accept
wwwfalcontrainingcom 23
Know the differences and when to use which one
5 Monitor and Control Risks
wwwfalcontrainingcom 24
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Yoursquove done all your planning ndash
now its time to do the controlling
The Risk and Issues Register
An issue is a risk that has not been managed
Keep a register of all the issues and risks on the project
Document the issue the time frame the consequence and
the approach to dealing with it
Assign someone responsible for monitoring the issue
If the issue escalates add it to the risk register
Not all issues need to be closed
wwwfalcontrainingcom 25
The Risk Event Graph
wwwfalcontrainingcom 26
Sample Risk Register
Risk Category
Risk Event
Consequence Probability Impact P x I $$ value Contingency value
Risk Response
Responsible
27wwwfalcontrainingcom
Tools amp Techniques
Risk Reassessment reassess as often as necessary for
your project
Risk Audits about Risk Management not about
individual risks
Variance and Trend Analysis can highlight increasing or
decreasing likelihood of risk
wwwfalcontrainingcom 28
Developing a culture of managing risk
Organisational culture greatly influences how
people approach and handle issues and risks
wwwfalcontrainingcom 29
You need to develop and maintain a culture of
honesty and support that enables the organisation
to approach risk at an appropriate level
Module 6 ndash Exercises
1 Share your experience Think of an instance when a risk
wasnrsquot managed and became a major issue for a project
Discuss
2 Create a (short) risk register for a project yoursquore currently
involved with
3 Workbook pg 26 - 27
wwwfalcontrainingcom 30
wwwfalcontrainingcom 31
Quality Management Module 7
32wwwfalcontrainingcomItrsquos good to know
Quality Management at Samsung
bull Samsung Quality Control bull Samsung Galaxy Note 7
wwwfalcontrainingcom 33
Quality Management
Prevention over inspection ndash build a fence at the top
of the cliff rather than an ambulance
at the bottom
wwwfalcontrainingcom 34
Management of the degree to which a set of inherent characteristics fulfills requirements
It costs more to fix an error than to prevent one
Basic Quality Management Concepts
TQM (Total Quality Management)
ISO 9000
Six Sigma
Kaizen
JIT (Just in Time)
wwwfalcontrainingcom 35
Grade versus Quality
Grade refers to features
Low grade is fine ndash low quality is not
Compare grade of Hyundai vs Rolls Roycehellip
You can build a low grade product at high quality
wwwfalcontrainingcom 36
Quality Management process
Plan QualityPerform Quality
Assurance
Perform Quality Control
wwwfalcontrainingcom 37
Quality Management process
Plan Quality
The process of identifying
quality requirements and
standards for the project
and product
Perform Quality Assurance
The process of continuous
process improvements
which reduces waste
and eliminates activities
that do not add value to
a project
Perform Quality Control
The process of monitoring
and recording results of
executing the quality
activities to assess
performance and
recommend necessary
changes
wwwfalcontrainingcom 38
1 Plan Quality
Identify quality specifications for the project
Develop
Quality Management Plan
Quality Metrics
Quality Checklists and
Process Improvement Plan
Always consider the Cost of Quality (COQ)
wwwfalcontrainingcom 39
Plan QualityPerform Quality
Assurance
Perform Quality Control
Plan Quality Tools amp Techniques
1 Cost-benefit analysis
2 Cost of quality
3 Control charts
4 Benchmarking
5 Statistical sampling
6 Proprietary quality management methodologies ie TQM ISO
wwwfalcontrainingcom 40
2 Perform Quality Assurance
Steadily improving the activities and
processes used to achieve quality
Use Quality Audits such as
Probity Audits and
ISO Standards
to check the quality of the PROJECT processes
wwwfalcontrainingcom 41
Plan QualityPerform Quality
Assurance
Perform Quality Control
3 Perform Quality Control
Steadily improving the
activities and processes used to achieve
quality of the PRODUCT
wwwfalcontrainingcom 42
Plan QualityPerform Quality
Assurance
Perform Quality Control
Quality Control Tools amp Techniques
Cause and effect diagram
Control charts
Histogram
Inspection
Pareto chart
Run Chart
Scatter diagram
Statistical sampling
wwwfalcontrainingcom 43
Cause amp Effect Ishikawa Fishbone
wwwfalcontrainingcom 44
Time Machine Method Material
Major
Defect
Energy Measurement Personnel Environment
Potential Causes Effect
Control Chart
wwwfalcontrainingcom 45
The lsquoRule of Sevenrsquo
7 consecutive points on
one side of the mean
must be investigated to
determine the cause
as it threatens the
mean amount
Upper
Control Limit
Lower
Control Limit
X
Upper
Specification Limit
Lower
Specification Limit
Paretorsquos Law
80 of the problems come from 20 of the causes
For best results Focus improvement efforts on the 20
Other Tools and Techniques
Run chart
Show the history and pattern of
variation by plotting data points in
the order in which they occur
Shows trends and variations over time
or declines or improvements in the
process over time
wwwfalcontrainingcom 47
Other Tools and Techniques
Scatter diagram
Statistical sampling ndash testing a small sample of a product
and assuming its indicative of the whole batch
wwwfalcontrainingcom 48
Module 7 - Exercises
1 Describe your current quality assurance processes
2 Describe how you will carry out audits on your project
3 Describe your current quality control processes
4 Describe what tools and techniques you should be using to measure quality of the deliverables on your project
Workbook page 25
wwwfalcontrainingcom 49
People Management Module 8
50wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 51
High Performance Project Teams
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 52
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 53
Talk
Letrsquos
How to hire manage and lead people
In the eyes of Steve Jobs Co-founder of Apple
wwwfalcontrainingcom 54
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 55
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 56
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 57
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
5 Monitor and Control Risks
wwwfalcontrainingcom 24
Identify RisksPerform
Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Yoursquove done all your planning ndash
now its time to do the controlling
The Risk and Issues Register
An issue is a risk that has not been managed
Keep a register of all the issues and risks on the project
Document the issue the time frame the consequence and
the approach to dealing with it
Assign someone responsible for monitoring the issue
If the issue escalates add it to the risk register
Not all issues need to be closed
wwwfalcontrainingcom 25
The Risk Event Graph
wwwfalcontrainingcom 26
Sample Risk Register
Risk Category
Risk Event
Consequence Probability Impact P x I $$ value Contingency value
Risk Response
Responsible
27wwwfalcontrainingcom
Tools amp Techniques
Risk Reassessment reassess as often as necessary for
your project
Risk Audits about Risk Management not about
individual risks
Variance and Trend Analysis can highlight increasing or
decreasing likelihood of risk
wwwfalcontrainingcom 28
Developing a culture of managing risk
Organisational culture greatly influences how
people approach and handle issues and risks
wwwfalcontrainingcom 29
You need to develop and maintain a culture of
honesty and support that enables the organisation
to approach risk at an appropriate level
Module 6 ndash Exercises
1 Share your experience Think of an instance when a risk
wasnrsquot managed and became a major issue for a project
Discuss
2 Create a (short) risk register for a project yoursquore currently
involved with
3 Workbook pg 26 - 27
wwwfalcontrainingcom 30
wwwfalcontrainingcom 31
Quality Management Module 7
32wwwfalcontrainingcomItrsquos good to know
Quality Management at Samsung
bull Samsung Quality Control bull Samsung Galaxy Note 7
wwwfalcontrainingcom 33
Quality Management
Prevention over inspection ndash build a fence at the top
of the cliff rather than an ambulance
at the bottom
wwwfalcontrainingcom 34
Management of the degree to which a set of inherent characteristics fulfills requirements
It costs more to fix an error than to prevent one
Basic Quality Management Concepts
TQM (Total Quality Management)
ISO 9000
Six Sigma
Kaizen
JIT (Just in Time)
wwwfalcontrainingcom 35
Grade versus Quality
Grade refers to features
Low grade is fine ndash low quality is not
Compare grade of Hyundai vs Rolls Roycehellip
You can build a low grade product at high quality
wwwfalcontrainingcom 36
Quality Management process
Plan QualityPerform Quality
Assurance
Perform Quality Control
wwwfalcontrainingcom 37
Quality Management process
Plan Quality
The process of identifying
quality requirements and
standards for the project
and product
Perform Quality Assurance
The process of continuous
process improvements
which reduces waste
and eliminates activities
that do not add value to
a project
Perform Quality Control
The process of monitoring
and recording results of
executing the quality
activities to assess
performance and
recommend necessary
changes
wwwfalcontrainingcom 38
1 Plan Quality
Identify quality specifications for the project
Develop
Quality Management Plan
Quality Metrics
Quality Checklists and
Process Improvement Plan
Always consider the Cost of Quality (COQ)
wwwfalcontrainingcom 39
Plan QualityPerform Quality
Assurance
Perform Quality Control
Plan Quality Tools amp Techniques
1 Cost-benefit analysis
2 Cost of quality
3 Control charts
4 Benchmarking
5 Statistical sampling
6 Proprietary quality management methodologies ie TQM ISO
wwwfalcontrainingcom 40
2 Perform Quality Assurance
Steadily improving the activities and
processes used to achieve quality
Use Quality Audits such as
Probity Audits and
ISO Standards
to check the quality of the PROJECT processes
wwwfalcontrainingcom 41
Plan QualityPerform Quality
Assurance
Perform Quality Control
3 Perform Quality Control
Steadily improving the
activities and processes used to achieve
quality of the PRODUCT
wwwfalcontrainingcom 42
Plan QualityPerform Quality
Assurance
Perform Quality Control
Quality Control Tools amp Techniques
Cause and effect diagram
Control charts
Histogram
Inspection
Pareto chart
Run Chart
Scatter diagram
Statistical sampling
wwwfalcontrainingcom 43
Cause amp Effect Ishikawa Fishbone
wwwfalcontrainingcom 44
Time Machine Method Material
Major
Defect
Energy Measurement Personnel Environment
Potential Causes Effect
Control Chart
wwwfalcontrainingcom 45
The lsquoRule of Sevenrsquo
7 consecutive points on
one side of the mean
must be investigated to
determine the cause
as it threatens the
mean amount
Upper
Control Limit
Lower
Control Limit
X
Upper
Specification Limit
Lower
Specification Limit
Paretorsquos Law
80 of the problems come from 20 of the causes
For best results Focus improvement efforts on the 20
Other Tools and Techniques
Run chart
Show the history and pattern of
variation by plotting data points in
the order in which they occur
Shows trends and variations over time
or declines or improvements in the
process over time
wwwfalcontrainingcom 47
Other Tools and Techniques
Scatter diagram
Statistical sampling ndash testing a small sample of a product
and assuming its indicative of the whole batch
wwwfalcontrainingcom 48
Module 7 - Exercises
1 Describe your current quality assurance processes
2 Describe how you will carry out audits on your project
3 Describe your current quality control processes
4 Describe what tools and techniques you should be using to measure quality of the deliverables on your project
Workbook page 25
wwwfalcontrainingcom 49
People Management Module 8
50wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 51
High Performance Project Teams
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 52
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 53
Talk
Letrsquos
How to hire manage and lead people
In the eyes of Steve Jobs Co-founder of Apple
wwwfalcontrainingcom 54
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 55
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 56
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 57
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
The Risk and Issues Register
An issue is a risk that has not been managed
Keep a register of all the issues and risks on the project
Document the issue the time frame the consequence and
the approach to dealing with it
Assign someone responsible for monitoring the issue
If the issue escalates add it to the risk register
Not all issues need to be closed
wwwfalcontrainingcom 25
The Risk Event Graph
wwwfalcontrainingcom 26
Sample Risk Register
Risk Category
Risk Event
Consequence Probability Impact P x I $$ value Contingency value
Risk Response
Responsible
27wwwfalcontrainingcom
Tools amp Techniques
Risk Reassessment reassess as often as necessary for
your project
Risk Audits about Risk Management not about
individual risks
Variance and Trend Analysis can highlight increasing or
decreasing likelihood of risk
wwwfalcontrainingcom 28
Developing a culture of managing risk
Organisational culture greatly influences how
people approach and handle issues and risks
wwwfalcontrainingcom 29
You need to develop and maintain a culture of
honesty and support that enables the organisation
to approach risk at an appropriate level
Module 6 ndash Exercises
1 Share your experience Think of an instance when a risk
wasnrsquot managed and became a major issue for a project
Discuss
2 Create a (short) risk register for a project yoursquore currently
involved with
3 Workbook pg 26 - 27
wwwfalcontrainingcom 30
wwwfalcontrainingcom 31
Quality Management Module 7
32wwwfalcontrainingcomItrsquos good to know
Quality Management at Samsung
bull Samsung Quality Control bull Samsung Galaxy Note 7
wwwfalcontrainingcom 33
Quality Management
Prevention over inspection ndash build a fence at the top
of the cliff rather than an ambulance
at the bottom
wwwfalcontrainingcom 34
Management of the degree to which a set of inherent characteristics fulfills requirements
It costs more to fix an error than to prevent one
Basic Quality Management Concepts
TQM (Total Quality Management)
ISO 9000
Six Sigma
Kaizen
JIT (Just in Time)
wwwfalcontrainingcom 35
Grade versus Quality
Grade refers to features
Low grade is fine ndash low quality is not
Compare grade of Hyundai vs Rolls Roycehellip
You can build a low grade product at high quality
wwwfalcontrainingcom 36
Quality Management process
Plan QualityPerform Quality
Assurance
Perform Quality Control
wwwfalcontrainingcom 37
Quality Management process
Plan Quality
The process of identifying
quality requirements and
standards for the project
and product
Perform Quality Assurance
The process of continuous
process improvements
which reduces waste
and eliminates activities
that do not add value to
a project
Perform Quality Control
The process of monitoring
and recording results of
executing the quality
activities to assess
performance and
recommend necessary
changes
wwwfalcontrainingcom 38
1 Plan Quality
Identify quality specifications for the project
Develop
Quality Management Plan
Quality Metrics
Quality Checklists and
Process Improvement Plan
Always consider the Cost of Quality (COQ)
wwwfalcontrainingcom 39
Plan QualityPerform Quality
Assurance
Perform Quality Control
Plan Quality Tools amp Techniques
1 Cost-benefit analysis
2 Cost of quality
3 Control charts
4 Benchmarking
5 Statistical sampling
6 Proprietary quality management methodologies ie TQM ISO
wwwfalcontrainingcom 40
2 Perform Quality Assurance
Steadily improving the activities and
processes used to achieve quality
Use Quality Audits such as
Probity Audits and
ISO Standards
to check the quality of the PROJECT processes
wwwfalcontrainingcom 41
Plan QualityPerform Quality
Assurance
Perform Quality Control
3 Perform Quality Control
Steadily improving the
activities and processes used to achieve
quality of the PRODUCT
wwwfalcontrainingcom 42
Plan QualityPerform Quality
Assurance
Perform Quality Control
Quality Control Tools amp Techniques
Cause and effect diagram
Control charts
Histogram
Inspection
Pareto chart
Run Chart
Scatter diagram
Statistical sampling
wwwfalcontrainingcom 43
Cause amp Effect Ishikawa Fishbone
wwwfalcontrainingcom 44
Time Machine Method Material
Major
Defect
Energy Measurement Personnel Environment
Potential Causes Effect
Control Chart
wwwfalcontrainingcom 45
The lsquoRule of Sevenrsquo
7 consecutive points on
one side of the mean
must be investigated to
determine the cause
as it threatens the
mean amount
Upper
Control Limit
Lower
Control Limit
X
Upper
Specification Limit
Lower
Specification Limit
Paretorsquos Law
80 of the problems come from 20 of the causes
For best results Focus improvement efforts on the 20
Other Tools and Techniques
Run chart
Show the history and pattern of
variation by plotting data points in
the order in which they occur
Shows trends and variations over time
or declines or improvements in the
process over time
wwwfalcontrainingcom 47
Other Tools and Techniques
Scatter diagram
Statistical sampling ndash testing a small sample of a product
and assuming its indicative of the whole batch
wwwfalcontrainingcom 48
Module 7 - Exercises
1 Describe your current quality assurance processes
2 Describe how you will carry out audits on your project
3 Describe your current quality control processes
4 Describe what tools and techniques you should be using to measure quality of the deliverables on your project
Workbook page 25
wwwfalcontrainingcom 49
People Management Module 8
50wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 51
High Performance Project Teams
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 52
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 53
Talk
Letrsquos
How to hire manage and lead people
In the eyes of Steve Jobs Co-founder of Apple
wwwfalcontrainingcom 54
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 55
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 56
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 57
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
The Risk Event Graph
wwwfalcontrainingcom 26
Sample Risk Register
Risk Category
Risk Event
Consequence Probability Impact P x I $$ value Contingency value
Risk Response
Responsible
27wwwfalcontrainingcom
Tools amp Techniques
Risk Reassessment reassess as often as necessary for
your project
Risk Audits about Risk Management not about
individual risks
Variance and Trend Analysis can highlight increasing or
decreasing likelihood of risk
wwwfalcontrainingcom 28
Developing a culture of managing risk
Organisational culture greatly influences how
people approach and handle issues and risks
wwwfalcontrainingcom 29
You need to develop and maintain a culture of
honesty and support that enables the organisation
to approach risk at an appropriate level
Module 6 ndash Exercises
1 Share your experience Think of an instance when a risk
wasnrsquot managed and became a major issue for a project
Discuss
2 Create a (short) risk register for a project yoursquore currently
involved with
3 Workbook pg 26 - 27
wwwfalcontrainingcom 30
wwwfalcontrainingcom 31
Quality Management Module 7
32wwwfalcontrainingcomItrsquos good to know
Quality Management at Samsung
bull Samsung Quality Control bull Samsung Galaxy Note 7
wwwfalcontrainingcom 33
Quality Management
Prevention over inspection ndash build a fence at the top
of the cliff rather than an ambulance
at the bottom
wwwfalcontrainingcom 34
Management of the degree to which a set of inherent characteristics fulfills requirements
It costs more to fix an error than to prevent one
Basic Quality Management Concepts
TQM (Total Quality Management)
ISO 9000
Six Sigma
Kaizen
JIT (Just in Time)
wwwfalcontrainingcom 35
Grade versus Quality
Grade refers to features
Low grade is fine ndash low quality is not
Compare grade of Hyundai vs Rolls Roycehellip
You can build a low grade product at high quality
wwwfalcontrainingcom 36
Quality Management process
Plan QualityPerform Quality
Assurance
Perform Quality Control
wwwfalcontrainingcom 37
Quality Management process
Plan Quality
The process of identifying
quality requirements and
standards for the project
and product
Perform Quality Assurance
The process of continuous
process improvements
which reduces waste
and eliminates activities
that do not add value to
a project
Perform Quality Control
The process of monitoring
and recording results of
executing the quality
activities to assess
performance and
recommend necessary
changes
wwwfalcontrainingcom 38
1 Plan Quality
Identify quality specifications for the project
Develop
Quality Management Plan
Quality Metrics
Quality Checklists and
Process Improvement Plan
Always consider the Cost of Quality (COQ)
wwwfalcontrainingcom 39
Plan QualityPerform Quality
Assurance
Perform Quality Control
Plan Quality Tools amp Techniques
1 Cost-benefit analysis
2 Cost of quality
3 Control charts
4 Benchmarking
5 Statistical sampling
6 Proprietary quality management methodologies ie TQM ISO
wwwfalcontrainingcom 40
2 Perform Quality Assurance
Steadily improving the activities and
processes used to achieve quality
Use Quality Audits such as
Probity Audits and
ISO Standards
to check the quality of the PROJECT processes
wwwfalcontrainingcom 41
Plan QualityPerform Quality
Assurance
Perform Quality Control
3 Perform Quality Control
Steadily improving the
activities and processes used to achieve
quality of the PRODUCT
wwwfalcontrainingcom 42
Plan QualityPerform Quality
Assurance
Perform Quality Control
Quality Control Tools amp Techniques
Cause and effect diagram
Control charts
Histogram
Inspection
Pareto chart
Run Chart
Scatter diagram
Statistical sampling
wwwfalcontrainingcom 43
Cause amp Effect Ishikawa Fishbone
wwwfalcontrainingcom 44
Time Machine Method Material
Major
Defect
Energy Measurement Personnel Environment
Potential Causes Effect
Control Chart
wwwfalcontrainingcom 45
The lsquoRule of Sevenrsquo
7 consecutive points on
one side of the mean
must be investigated to
determine the cause
as it threatens the
mean amount
Upper
Control Limit
Lower
Control Limit
X
Upper
Specification Limit
Lower
Specification Limit
Paretorsquos Law
80 of the problems come from 20 of the causes
For best results Focus improvement efforts on the 20
Other Tools and Techniques
Run chart
Show the history and pattern of
variation by plotting data points in
the order in which they occur
Shows trends and variations over time
or declines or improvements in the
process over time
wwwfalcontrainingcom 47
Other Tools and Techniques
Scatter diagram
Statistical sampling ndash testing a small sample of a product
and assuming its indicative of the whole batch
wwwfalcontrainingcom 48
Module 7 - Exercises
1 Describe your current quality assurance processes
2 Describe how you will carry out audits on your project
3 Describe your current quality control processes
4 Describe what tools and techniques you should be using to measure quality of the deliverables on your project
Workbook page 25
wwwfalcontrainingcom 49
People Management Module 8
50wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 51
High Performance Project Teams
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 52
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 53
Talk
Letrsquos
How to hire manage and lead people
In the eyes of Steve Jobs Co-founder of Apple
wwwfalcontrainingcom 54
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 55
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 56
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 57
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Sample Risk Register
Risk Category
Risk Event
Consequence Probability Impact P x I $$ value Contingency value
Risk Response
Responsible
27wwwfalcontrainingcom
Tools amp Techniques
Risk Reassessment reassess as often as necessary for
your project
Risk Audits about Risk Management not about
individual risks
Variance and Trend Analysis can highlight increasing or
decreasing likelihood of risk
wwwfalcontrainingcom 28
Developing a culture of managing risk
Organisational culture greatly influences how
people approach and handle issues and risks
wwwfalcontrainingcom 29
You need to develop and maintain a culture of
honesty and support that enables the organisation
to approach risk at an appropriate level
Module 6 ndash Exercises
1 Share your experience Think of an instance when a risk
wasnrsquot managed and became a major issue for a project
Discuss
2 Create a (short) risk register for a project yoursquore currently
involved with
3 Workbook pg 26 - 27
wwwfalcontrainingcom 30
wwwfalcontrainingcom 31
Quality Management Module 7
32wwwfalcontrainingcomItrsquos good to know
Quality Management at Samsung
bull Samsung Quality Control bull Samsung Galaxy Note 7
wwwfalcontrainingcom 33
Quality Management
Prevention over inspection ndash build a fence at the top
of the cliff rather than an ambulance
at the bottom
wwwfalcontrainingcom 34
Management of the degree to which a set of inherent characteristics fulfills requirements
It costs more to fix an error than to prevent one
Basic Quality Management Concepts
TQM (Total Quality Management)
ISO 9000
Six Sigma
Kaizen
JIT (Just in Time)
wwwfalcontrainingcom 35
Grade versus Quality
Grade refers to features
Low grade is fine ndash low quality is not
Compare grade of Hyundai vs Rolls Roycehellip
You can build a low grade product at high quality
wwwfalcontrainingcom 36
Quality Management process
Plan QualityPerform Quality
Assurance
Perform Quality Control
wwwfalcontrainingcom 37
Quality Management process
Plan Quality
The process of identifying
quality requirements and
standards for the project
and product
Perform Quality Assurance
The process of continuous
process improvements
which reduces waste
and eliminates activities
that do not add value to
a project
Perform Quality Control
The process of monitoring
and recording results of
executing the quality
activities to assess
performance and
recommend necessary
changes
wwwfalcontrainingcom 38
1 Plan Quality
Identify quality specifications for the project
Develop
Quality Management Plan
Quality Metrics
Quality Checklists and
Process Improvement Plan
Always consider the Cost of Quality (COQ)
wwwfalcontrainingcom 39
Plan QualityPerform Quality
Assurance
Perform Quality Control
Plan Quality Tools amp Techniques
1 Cost-benefit analysis
2 Cost of quality
3 Control charts
4 Benchmarking
5 Statistical sampling
6 Proprietary quality management methodologies ie TQM ISO
wwwfalcontrainingcom 40
2 Perform Quality Assurance
Steadily improving the activities and
processes used to achieve quality
Use Quality Audits such as
Probity Audits and
ISO Standards
to check the quality of the PROJECT processes
wwwfalcontrainingcom 41
Plan QualityPerform Quality
Assurance
Perform Quality Control
3 Perform Quality Control
Steadily improving the
activities and processes used to achieve
quality of the PRODUCT
wwwfalcontrainingcom 42
Plan QualityPerform Quality
Assurance
Perform Quality Control
Quality Control Tools amp Techniques
Cause and effect diagram
Control charts
Histogram
Inspection
Pareto chart
Run Chart
Scatter diagram
Statistical sampling
wwwfalcontrainingcom 43
Cause amp Effect Ishikawa Fishbone
wwwfalcontrainingcom 44
Time Machine Method Material
Major
Defect
Energy Measurement Personnel Environment
Potential Causes Effect
Control Chart
wwwfalcontrainingcom 45
The lsquoRule of Sevenrsquo
7 consecutive points on
one side of the mean
must be investigated to
determine the cause
as it threatens the
mean amount
Upper
Control Limit
Lower
Control Limit
X
Upper
Specification Limit
Lower
Specification Limit
Paretorsquos Law
80 of the problems come from 20 of the causes
For best results Focus improvement efforts on the 20
Other Tools and Techniques
Run chart
Show the history and pattern of
variation by plotting data points in
the order in which they occur
Shows trends and variations over time
or declines or improvements in the
process over time
wwwfalcontrainingcom 47
Other Tools and Techniques
Scatter diagram
Statistical sampling ndash testing a small sample of a product
and assuming its indicative of the whole batch
wwwfalcontrainingcom 48
Module 7 - Exercises
1 Describe your current quality assurance processes
2 Describe how you will carry out audits on your project
3 Describe your current quality control processes
4 Describe what tools and techniques you should be using to measure quality of the deliverables on your project
Workbook page 25
wwwfalcontrainingcom 49
People Management Module 8
50wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 51
High Performance Project Teams
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 52
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 53
Talk
Letrsquos
How to hire manage and lead people
In the eyes of Steve Jobs Co-founder of Apple
wwwfalcontrainingcom 54
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 55
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 56
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 57
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Tools amp Techniques
Risk Reassessment reassess as often as necessary for
your project
Risk Audits about Risk Management not about
individual risks
Variance and Trend Analysis can highlight increasing or
decreasing likelihood of risk
wwwfalcontrainingcom 28
Developing a culture of managing risk
Organisational culture greatly influences how
people approach and handle issues and risks
wwwfalcontrainingcom 29
You need to develop and maintain a culture of
honesty and support that enables the organisation
to approach risk at an appropriate level
Module 6 ndash Exercises
1 Share your experience Think of an instance when a risk
wasnrsquot managed and became a major issue for a project
Discuss
2 Create a (short) risk register for a project yoursquore currently
involved with
3 Workbook pg 26 - 27
wwwfalcontrainingcom 30
wwwfalcontrainingcom 31
Quality Management Module 7
32wwwfalcontrainingcomItrsquos good to know
Quality Management at Samsung
bull Samsung Quality Control bull Samsung Galaxy Note 7
wwwfalcontrainingcom 33
Quality Management
Prevention over inspection ndash build a fence at the top
of the cliff rather than an ambulance
at the bottom
wwwfalcontrainingcom 34
Management of the degree to which a set of inherent characteristics fulfills requirements
It costs more to fix an error than to prevent one
Basic Quality Management Concepts
TQM (Total Quality Management)
ISO 9000
Six Sigma
Kaizen
JIT (Just in Time)
wwwfalcontrainingcom 35
Grade versus Quality
Grade refers to features
Low grade is fine ndash low quality is not
Compare grade of Hyundai vs Rolls Roycehellip
You can build a low grade product at high quality
wwwfalcontrainingcom 36
Quality Management process
Plan QualityPerform Quality
Assurance
Perform Quality Control
wwwfalcontrainingcom 37
Quality Management process
Plan Quality
The process of identifying
quality requirements and
standards for the project
and product
Perform Quality Assurance
The process of continuous
process improvements
which reduces waste
and eliminates activities
that do not add value to
a project
Perform Quality Control
The process of monitoring
and recording results of
executing the quality
activities to assess
performance and
recommend necessary
changes
wwwfalcontrainingcom 38
1 Plan Quality
Identify quality specifications for the project
Develop
Quality Management Plan
Quality Metrics
Quality Checklists and
Process Improvement Plan
Always consider the Cost of Quality (COQ)
wwwfalcontrainingcom 39
Plan QualityPerform Quality
Assurance
Perform Quality Control
Plan Quality Tools amp Techniques
1 Cost-benefit analysis
2 Cost of quality
3 Control charts
4 Benchmarking
5 Statistical sampling
6 Proprietary quality management methodologies ie TQM ISO
wwwfalcontrainingcom 40
2 Perform Quality Assurance
Steadily improving the activities and
processes used to achieve quality
Use Quality Audits such as
Probity Audits and
ISO Standards
to check the quality of the PROJECT processes
wwwfalcontrainingcom 41
Plan QualityPerform Quality
Assurance
Perform Quality Control
3 Perform Quality Control
Steadily improving the
activities and processes used to achieve
quality of the PRODUCT
wwwfalcontrainingcom 42
Plan QualityPerform Quality
Assurance
Perform Quality Control
Quality Control Tools amp Techniques
Cause and effect diagram
Control charts
Histogram
Inspection
Pareto chart
Run Chart
Scatter diagram
Statistical sampling
wwwfalcontrainingcom 43
Cause amp Effect Ishikawa Fishbone
wwwfalcontrainingcom 44
Time Machine Method Material
Major
Defect
Energy Measurement Personnel Environment
Potential Causes Effect
Control Chart
wwwfalcontrainingcom 45
The lsquoRule of Sevenrsquo
7 consecutive points on
one side of the mean
must be investigated to
determine the cause
as it threatens the
mean amount
Upper
Control Limit
Lower
Control Limit
X
Upper
Specification Limit
Lower
Specification Limit
Paretorsquos Law
80 of the problems come from 20 of the causes
For best results Focus improvement efforts on the 20
Other Tools and Techniques
Run chart
Show the history and pattern of
variation by plotting data points in
the order in which they occur
Shows trends and variations over time
or declines or improvements in the
process over time
wwwfalcontrainingcom 47
Other Tools and Techniques
Scatter diagram
Statistical sampling ndash testing a small sample of a product
and assuming its indicative of the whole batch
wwwfalcontrainingcom 48
Module 7 - Exercises
1 Describe your current quality assurance processes
2 Describe how you will carry out audits on your project
3 Describe your current quality control processes
4 Describe what tools and techniques you should be using to measure quality of the deliverables on your project
Workbook page 25
wwwfalcontrainingcom 49
People Management Module 8
50wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 51
High Performance Project Teams
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 52
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 53
Talk
Letrsquos
How to hire manage and lead people
In the eyes of Steve Jobs Co-founder of Apple
wwwfalcontrainingcom 54
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 55
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 56
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 57
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Developing a culture of managing risk
Organisational culture greatly influences how
people approach and handle issues and risks
wwwfalcontrainingcom 29
You need to develop and maintain a culture of
honesty and support that enables the organisation
to approach risk at an appropriate level
Module 6 ndash Exercises
1 Share your experience Think of an instance when a risk
wasnrsquot managed and became a major issue for a project
Discuss
2 Create a (short) risk register for a project yoursquore currently
involved with
3 Workbook pg 26 - 27
wwwfalcontrainingcom 30
wwwfalcontrainingcom 31
Quality Management Module 7
32wwwfalcontrainingcomItrsquos good to know
Quality Management at Samsung
bull Samsung Quality Control bull Samsung Galaxy Note 7
wwwfalcontrainingcom 33
Quality Management
Prevention over inspection ndash build a fence at the top
of the cliff rather than an ambulance
at the bottom
wwwfalcontrainingcom 34
Management of the degree to which a set of inherent characteristics fulfills requirements
It costs more to fix an error than to prevent one
Basic Quality Management Concepts
TQM (Total Quality Management)
ISO 9000
Six Sigma
Kaizen
JIT (Just in Time)
wwwfalcontrainingcom 35
Grade versus Quality
Grade refers to features
Low grade is fine ndash low quality is not
Compare grade of Hyundai vs Rolls Roycehellip
You can build a low grade product at high quality
wwwfalcontrainingcom 36
Quality Management process
Plan QualityPerform Quality
Assurance
Perform Quality Control
wwwfalcontrainingcom 37
Quality Management process
Plan Quality
The process of identifying
quality requirements and
standards for the project
and product
Perform Quality Assurance
The process of continuous
process improvements
which reduces waste
and eliminates activities
that do not add value to
a project
Perform Quality Control
The process of monitoring
and recording results of
executing the quality
activities to assess
performance and
recommend necessary
changes
wwwfalcontrainingcom 38
1 Plan Quality
Identify quality specifications for the project
Develop
Quality Management Plan
Quality Metrics
Quality Checklists and
Process Improvement Plan
Always consider the Cost of Quality (COQ)
wwwfalcontrainingcom 39
Plan QualityPerform Quality
Assurance
Perform Quality Control
Plan Quality Tools amp Techniques
1 Cost-benefit analysis
2 Cost of quality
3 Control charts
4 Benchmarking
5 Statistical sampling
6 Proprietary quality management methodologies ie TQM ISO
wwwfalcontrainingcom 40
2 Perform Quality Assurance
Steadily improving the activities and
processes used to achieve quality
Use Quality Audits such as
Probity Audits and
ISO Standards
to check the quality of the PROJECT processes
wwwfalcontrainingcom 41
Plan QualityPerform Quality
Assurance
Perform Quality Control
3 Perform Quality Control
Steadily improving the
activities and processes used to achieve
quality of the PRODUCT
wwwfalcontrainingcom 42
Plan QualityPerform Quality
Assurance
Perform Quality Control
Quality Control Tools amp Techniques
Cause and effect diagram
Control charts
Histogram
Inspection
Pareto chart
Run Chart
Scatter diagram
Statistical sampling
wwwfalcontrainingcom 43
Cause amp Effect Ishikawa Fishbone
wwwfalcontrainingcom 44
Time Machine Method Material
Major
Defect
Energy Measurement Personnel Environment
Potential Causes Effect
Control Chart
wwwfalcontrainingcom 45
The lsquoRule of Sevenrsquo
7 consecutive points on
one side of the mean
must be investigated to
determine the cause
as it threatens the
mean amount
Upper
Control Limit
Lower
Control Limit
X
Upper
Specification Limit
Lower
Specification Limit
Paretorsquos Law
80 of the problems come from 20 of the causes
For best results Focus improvement efforts on the 20
Other Tools and Techniques
Run chart
Show the history and pattern of
variation by plotting data points in
the order in which they occur
Shows trends and variations over time
or declines or improvements in the
process over time
wwwfalcontrainingcom 47
Other Tools and Techniques
Scatter diagram
Statistical sampling ndash testing a small sample of a product
and assuming its indicative of the whole batch
wwwfalcontrainingcom 48
Module 7 - Exercises
1 Describe your current quality assurance processes
2 Describe how you will carry out audits on your project
3 Describe your current quality control processes
4 Describe what tools and techniques you should be using to measure quality of the deliverables on your project
Workbook page 25
wwwfalcontrainingcom 49
People Management Module 8
50wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 51
High Performance Project Teams
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 52
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 53
Talk
Letrsquos
How to hire manage and lead people
In the eyes of Steve Jobs Co-founder of Apple
wwwfalcontrainingcom 54
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 55
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 56
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 57
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Module 6 ndash Exercises
1 Share your experience Think of an instance when a risk
wasnrsquot managed and became a major issue for a project
Discuss
2 Create a (short) risk register for a project yoursquore currently
involved with
3 Workbook pg 26 - 27
wwwfalcontrainingcom 30
wwwfalcontrainingcom 31
Quality Management Module 7
32wwwfalcontrainingcomItrsquos good to know
Quality Management at Samsung
bull Samsung Quality Control bull Samsung Galaxy Note 7
wwwfalcontrainingcom 33
Quality Management
Prevention over inspection ndash build a fence at the top
of the cliff rather than an ambulance
at the bottom
wwwfalcontrainingcom 34
Management of the degree to which a set of inherent characteristics fulfills requirements
It costs more to fix an error than to prevent one
Basic Quality Management Concepts
TQM (Total Quality Management)
ISO 9000
Six Sigma
Kaizen
JIT (Just in Time)
wwwfalcontrainingcom 35
Grade versus Quality
Grade refers to features
Low grade is fine ndash low quality is not
Compare grade of Hyundai vs Rolls Roycehellip
You can build a low grade product at high quality
wwwfalcontrainingcom 36
Quality Management process
Plan QualityPerform Quality
Assurance
Perform Quality Control
wwwfalcontrainingcom 37
Quality Management process
Plan Quality
The process of identifying
quality requirements and
standards for the project
and product
Perform Quality Assurance
The process of continuous
process improvements
which reduces waste
and eliminates activities
that do not add value to
a project
Perform Quality Control
The process of monitoring
and recording results of
executing the quality
activities to assess
performance and
recommend necessary
changes
wwwfalcontrainingcom 38
1 Plan Quality
Identify quality specifications for the project
Develop
Quality Management Plan
Quality Metrics
Quality Checklists and
Process Improvement Plan
Always consider the Cost of Quality (COQ)
wwwfalcontrainingcom 39
Plan QualityPerform Quality
Assurance
Perform Quality Control
Plan Quality Tools amp Techniques
1 Cost-benefit analysis
2 Cost of quality
3 Control charts
4 Benchmarking
5 Statistical sampling
6 Proprietary quality management methodologies ie TQM ISO
wwwfalcontrainingcom 40
2 Perform Quality Assurance
Steadily improving the activities and
processes used to achieve quality
Use Quality Audits such as
Probity Audits and
ISO Standards
to check the quality of the PROJECT processes
wwwfalcontrainingcom 41
Plan QualityPerform Quality
Assurance
Perform Quality Control
3 Perform Quality Control
Steadily improving the
activities and processes used to achieve
quality of the PRODUCT
wwwfalcontrainingcom 42
Plan QualityPerform Quality
Assurance
Perform Quality Control
Quality Control Tools amp Techniques
Cause and effect diagram
Control charts
Histogram
Inspection
Pareto chart
Run Chart
Scatter diagram
Statistical sampling
wwwfalcontrainingcom 43
Cause amp Effect Ishikawa Fishbone
wwwfalcontrainingcom 44
Time Machine Method Material
Major
Defect
Energy Measurement Personnel Environment
Potential Causes Effect
Control Chart
wwwfalcontrainingcom 45
The lsquoRule of Sevenrsquo
7 consecutive points on
one side of the mean
must be investigated to
determine the cause
as it threatens the
mean amount
Upper
Control Limit
Lower
Control Limit
X
Upper
Specification Limit
Lower
Specification Limit
Paretorsquos Law
80 of the problems come from 20 of the causes
For best results Focus improvement efforts on the 20
Other Tools and Techniques
Run chart
Show the history and pattern of
variation by plotting data points in
the order in which they occur
Shows trends and variations over time
or declines or improvements in the
process over time
wwwfalcontrainingcom 47
Other Tools and Techniques
Scatter diagram
Statistical sampling ndash testing a small sample of a product
and assuming its indicative of the whole batch
wwwfalcontrainingcom 48
Module 7 - Exercises
1 Describe your current quality assurance processes
2 Describe how you will carry out audits on your project
3 Describe your current quality control processes
4 Describe what tools and techniques you should be using to measure quality of the deliverables on your project
Workbook page 25
wwwfalcontrainingcom 49
People Management Module 8
50wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 51
High Performance Project Teams
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 52
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 53
Talk
Letrsquos
How to hire manage and lead people
In the eyes of Steve Jobs Co-founder of Apple
wwwfalcontrainingcom 54
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 55
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 56
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 57
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 31
Quality Management Module 7
32wwwfalcontrainingcomItrsquos good to know
Quality Management at Samsung
bull Samsung Quality Control bull Samsung Galaxy Note 7
wwwfalcontrainingcom 33
Quality Management
Prevention over inspection ndash build a fence at the top
of the cliff rather than an ambulance
at the bottom
wwwfalcontrainingcom 34
Management of the degree to which a set of inherent characteristics fulfills requirements
It costs more to fix an error than to prevent one
Basic Quality Management Concepts
TQM (Total Quality Management)
ISO 9000
Six Sigma
Kaizen
JIT (Just in Time)
wwwfalcontrainingcom 35
Grade versus Quality
Grade refers to features
Low grade is fine ndash low quality is not
Compare grade of Hyundai vs Rolls Roycehellip
You can build a low grade product at high quality
wwwfalcontrainingcom 36
Quality Management process
Plan QualityPerform Quality
Assurance
Perform Quality Control
wwwfalcontrainingcom 37
Quality Management process
Plan Quality
The process of identifying
quality requirements and
standards for the project
and product
Perform Quality Assurance
The process of continuous
process improvements
which reduces waste
and eliminates activities
that do not add value to
a project
Perform Quality Control
The process of monitoring
and recording results of
executing the quality
activities to assess
performance and
recommend necessary
changes
wwwfalcontrainingcom 38
1 Plan Quality
Identify quality specifications for the project
Develop
Quality Management Plan
Quality Metrics
Quality Checklists and
Process Improvement Plan
Always consider the Cost of Quality (COQ)
wwwfalcontrainingcom 39
Plan QualityPerform Quality
Assurance
Perform Quality Control
Plan Quality Tools amp Techniques
1 Cost-benefit analysis
2 Cost of quality
3 Control charts
4 Benchmarking
5 Statistical sampling
6 Proprietary quality management methodologies ie TQM ISO
wwwfalcontrainingcom 40
2 Perform Quality Assurance
Steadily improving the activities and
processes used to achieve quality
Use Quality Audits such as
Probity Audits and
ISO Standards
to check the quality of the PROJECT processes
wwwfalcontrainingcom 41
Plan QualityPerform Quality
Assurance
Perform Quality Control
3 Perform Quality Control
Steadily improving the
activities and processes used to achieve
quality of the PRODUCT
wwwfalcontrainingcom 42
Plan QualityPerform Quality
Assurance
Perform Quality Control
Quality Control Tools amp Techniques
Cause and effect diagram
Control charts
Histogram
Inspection
Pareto chart
Run Chart
Scatter diagram
Statistical sampling
wwwfalcontrainingcom 43
Cause amp Effect Ishikawa Fishbone
wwwfalcontrainingcom 44
Time Machine Method Material
Major
Defect
Energy Measurement Personnel Environment
Potential Causes Effect
Control Chart
wwwfalcontrainingcom 45
The lsquoRule of Sevenrsquo
7 consecutive points on
one side of the mean
must be investigated to
determine the cause
as it threatens the
mean amount
Upper
Control Limit
Lower
Control Limit
X
Upper
Specification Limit
Lower
Specification Limit
Paretorsquos Law
80 of the problems come from 20 of the causes
For best results Focus improvement efforts on the 20
Other Tools and Techniques
Run chart
Show the history and pattern of
variation by plotting data points in
the order in which they occur
Shows trends and variations over time
or declines or improvements in the
process over time
wwwfalcontrainingcom 47
Other Tools and Techniques
Scatter diagram
Statistical sampling ndash testing a small sample of a product
and assuming its indicative of the whole batch
wwwfalcontrainingcom 48
Module 7 - Exercises
1 Describe your current quality assurance processes
2 Describe how you will carry out audits on your project
3 Describe your current quality control processes
4 Describe what tools and techniques you should be using to measure quality of the deliverables on your project
Workbook page 25
wwwfalcontrainingcom 49
People Management Module 8
50wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 51
High Performance Project Teams
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 52
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 53
Talk
Letrsquos
How to hire manage and lead people
In the eyes of Steve Jobs Co-founder of Apple
wwwfalcontrainingcom 54
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 55
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 56
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 57
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Quality Management Module 7
32wwwfalcontrainingcomItrsquos good to know
Quality Management at Samsung
bull Samsung Quality Control bull Samsung Galaxy Note 7
wwwfalcontrainingcom 33
Quality Management
Prevention over inspection ndash build a fence at the top
of the cliff rather than an ambulance
at the bottom
wwwfalcontrainingcom 34
Management of the degree to which a set of inherent characteristics fulfills requirements
It costs more to fix an error than to prevent one
Basic Quality Management Concepts
TQM (Total Quality Management)
ISO 9000
Six Sigma
Kaizen
JIT (Just in Time)
wwwfalcontrainingcom 35
Grade versus Quality
Grade refers to features
Low grade is fine ndash low quality is not
Compare grade of Hyundai vs Rolls Roycehellip
You can build a low grade product at high quality
wwwfalcontrainingcom 36
Quality Management process
Plan QualityPerform Quality
Assurance
Perform Quality Control
wwwfalcontrainingcom 37
Quality Management process
Plan Quality
The process of identifying
quality requirements and
standards for the project
and product
Perform Quality Assurance
The process of continuous
process improvements
which reduces waste
and eliminates activities
that do not add value to
a project
Perform Quality Control
The process of monitoring
and recording results of
executing the quality
activities to assess
performance and
recommend necessary
changes
wwwfalcontrainingcom 38
1 Plan Quality
Identify quality specifications for the project
Develop
Quality Management Plan
Quality Metrics
Quality Checklists and
Process Improvement Plan
Always consider the Cost of Quality (COQ)
wwwfalcontrainingcom 39
Plan QualityPerform Quality
Assurance
Perform Quality Control
Plan Quality Tools amp Techniques
1 Cost-benefit analysis
2 Cost of quality
3 Control charts
4 Benchmarking
5 Statistical sampling
6 Proprietary quality management methodologies ie TQM ISO
wwwfalcontrainingcom 40
2 Perform Quality Assurance
Steadily improving the activities and
processes used to achieve quality
Use Quality Audits such as
Probity Audits and
ISO Standards
to check the quality of the PROJECT processes
wwwfalcontrainingcom 41
Plan QualityPerform Quality
Assurance
Perform Quality Control
3 Perform Quality Control
Steadily improving the
activities and processes used to achieve
quality of the PRODUCT
wwwfalcontrainingcom 42
Plan QualityPerform Quality
Assurance
Perform Quality Control
Quality Control Tools amp Techniques
Cause and effect diagram
Control charts
Histogram
Inspection
Pareto chart
Run Chart
Scatter diagram
Statistical sampling
wwwfalcontrainingcom 43
Cause amp Effect Ishikawa Fishbone
wwwfalcontrainingcom 44
Time Machine Method Material
Major
Defect
Energy Measurement Personnel Environment
Potential Causes Effect
Control Chart
wwwfalcontrainingcom 45
The lsquoRule of Sevenrsquo
7 consecutive points on
one side of the mean
must be investigated to
determine the cause
as it threatens the
mean amount
Upper
Control Limit
Lower
Control Limit
X
Upper
Specification Limit
Lower
Specification Limit
Paretorsquos Law
80 of the problems come from 20 of the causes
For best results Focus improvement efforts on the 20
Other Tools and Techniques
Run chart
Show the history and pattern of
variation by plotting data points in
the order in which they occur
Shows trends and variations over time
or declines or improvements in the
process over time
wwwfalcontrainingcom 47
Other Tools and Techniques
Scatter diagram
Statistical sampling ndash testing a small sample of a product
and assuming its indicative of the whole batch
wwwfalcontrainingcom 48
Module 7 - Exercises
1 Describe your current quality assurance processes
2 Describe how you will carry out audits on your project
3 Describe your current quality control processes
4 Describe what tools and techniques you should be using to measure quality of the deliverables on your project
Workbook page 25
wwwfalcontrainingcom 49
People Management Module 8
50wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 51
High Performance Project Teams
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 52
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 53
Talk
Letrsquos
How to hire manage and lead people
In the eyes of Steve Jobs Co-founder of Apple
wwwfalcontrainingcom 54
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 55
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 56
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 57
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Quality Management at Samsung
bull Samsung Quality Control bull Samsung Galaxy Note 7
wwwfalcontrainingcom 33
Quality Management
Prevention over inspection ndash build a fence at the top
of the cliff rather than an ambulance
at the bottom
wwwfalcontrainingcom 34
Management of the degree to which a set of inherent characteristics fulfills requirements
It costs more to fix an error than to prevent one
Basic Quality Management Concepts
TQM (Total Quality Management)
ISO 9000
Six Sigma
Kaizen
JIT (Just in Time)
wwwfalcontrainingcom 35
Grade versus Quality
Grade refers to features
Low grade is fine ndash low quality is not
Compare grade of Hyundai vs Rolls Roycehellip
You can build a low grade product at high quality
wwwfalcontrainingcom 36
Quality Management process
Plan QualityPerform Quality
Assurance
Perform Quality Control
wwwfalcontrainingcom 37
Quality Management process
Plan Quality
The process of identifying
quality requirements and
standards for the project
and product
Perform Quality Assurance
The process of continuous
process improvements
which reduces waste
and eliminates activities
that do not add value to
a project
Perform Quality Control
The process of monitoring
and recording results of
executing the quality
activities to assess
performance and
recommend necessary
changes
wwwfalcontrainingcom 38
1 Plan Quality
Identify quality specifications for the project
Develop
Quality Management Plan
Quality Metrics
Quality Checklists and
Process Improvement Plan
Always consider the Cost of Quality (COQ)
wwwfalcontrainingcom 39
Plan QualityPerform Quality
Assurance
Perform Quality Control
Plan Quality Tools amp Techniques
1 Cost-benefit analysis
2 Cost of quality
3 Control charts
4 Benchmarking
5 Statistical sampling
6 Proprietary quality management methodologies ie TQM ISO
wwwfalcontrainingcom 40
2 Perform Quality Assurance
Steadily improving the activities and
processes used to achieve quality
Use Quality Audits such as
Probity Audits and
ISO Standards
to check the quality of the PROJECT processes
wwwfalcontrainingcom 41
Plan QualityPerform Quality
Assurance
Perform Quality Control
3 Perform Quality Control
Steadily improving the
activities and processes used to achieve
quality of the PRODUCT
wwwfalcontrainingcom 42
Plan QualityPerform Quality
Assurance
Perform Quality Control
Quality Control Tools amp Techniques
Cause and effect diagram
Control charts
Histogram
Inspection
Pareto chart
Run Chart
Scatter diagram
Statistical sampling
wwwfalcontrainingcom 43
Cause amp Effect Ishikawa Fishbone
wwwfalcontrainingcom 44
Time Machine Method Material
Major
Defect
Energy Measurement Personnel Environment
Potential Causes Effect
Control Chart
wwwfalcontrainingcom 45
The lsquoRule of Sevenrsquo
7 consecutive points on
one side of the mean
must be investigated to
determine the cause
as it threatens the
mean amount
Upper
Control Limit
Lower
Control Limit
X
Upper
Specification Limit
Lower
Specification Limit
Paretorsquos Law
80 of the problems come from 20 of the causes
For best results Focus improvement efforts on the 20
Other Tools and Techniques
Run chart
Show the history and pattern of
variation by plotting data points in
the order in which they occur
Shows trends and variations over time
or declines or improvements in the
process over time
wwwfalcontrainingcom 47
Other Tools and Techniques
Scatter diagram
Statistical sampling ndash testing a small sample of a product
and assuming its indicative of the whole batch
wwwfalcontrainingcom 48
Module 7 - Exercises
1 Describe your current quality assurance processes
2 Describe how you will carry out audits on your project
3 Describe your current quality control processes
4 Describe what tools and techniques you should be using to measure quality of the deliverables on your project
Workbook page 25
wwwfalcontrainingcom 49
People Management Module 8
50wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 51
High Performance Project Teams
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 52
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 53
Talk
Letrsquos
How to hire manage and lead people
In the eyes of Steve Jobs Co-founder of Apple
wwwfalcontrainingcom 54
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 55
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 56
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 57
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Quality Management
Prevention over inspection ndash build a fence at the top
of the cliff rather than an ambulance
at the bottom
wwwfalcontrainingcom 34
Management of the degree to which a set of inherent characteristics fulfills requirements
It costs more to fix an error than to prevent one
Basic Quality Management Concepts
TQM (Total Quality Management)
ISO 9000
Six Sigma
Kaizen
JIT (Just in Time)
wwwfalcontrainingcom 35
Grade versus Quality
Grade refers to features
Low grade is fine ndash low quality is not
Compare grade of Hyundai vs Rolls Roycehellip
You can build a low grade product at high quality
wwwfalcontrainingcom 36
Quality Management process
Plan QualityPerform Quality
Assurance
Perform Quality Control
wwwfalcontrainingcom 37
Quality Management process
Plan Quality
The process of identifying
quality requirements and
standards for the project
and product
Perform Quality Assurance
The process of continuous
process improvements
which reduces waste
and eliminates activities
that do not add value to
a project
Perform Quality Control
The process of monitoring
and recording results of
executing the quality
activities to assess
performance and
recommend necessary
changes
wwwfalcontrainingcom 38
1 Plan Quality
Identify quality specifications for the project
Develop
Quality Management Plan
Quality Metrics
Quality Checklists and
Process Improvement Plan
Always consider the Cost of Quality (COQ)
wwwfalcontrainingcom 39
Plan QualityPerform Quality
Assurance
Perform Quality Control
Plan Quality Tools amp Techniques
1 Cost-benefit analysis
2 Cost of quality
3 Control charts
4 Benchmarking
5 Statistical sampling
6 Proprietary quality management methodologies ie TQM ISO
wwwfalcontrainingcom 40
2 Perform Quality Assurance
Steadily improving the activities and
processes used to achieve quality
Use Quality Audits such as
Probity Audits and
ISO Standards
to check the quality of the PROJECT processes
wwwfalcontrainingcom 41
Plan QualityPerform Quality
Assurance
Perform Quality Control
3 Perform Quality Control
Steadily improving the
activities and processes used to achieve
quality of the PRODUCT
wwwfalcontrainingcom 42
Plan QualityPerform Quality
Assurance
Perform Quality Control
Quality Control Tools amp Techniques
Cause and effect diagram
Control charts
Histogram
Inspection
Pareto chart
Run Chart
Scatter diagram
Statistical sampling
wwwfalcontrainingcom 43
Cause amp Effect Ishikawa Fishbone
wwwfalcontrainingcom 44
Time Machine Method Material
Major
Defect
Energy Measurement Personnel Environment
Potential Causes Effect
Control Chart
wwwfalcontrainingcom 45
The lsquoRule of Sevenrsquo
7 consecutive points on
one side of the mean
must be investigated to
determine the cause
as it threatens the
mean amount
Upper
Control Limit
Lower
Control Limit
X
Upper
Specification Limit
Lower
Specification Limit
Paretorsquos Law
80 of the problems come from 20 of the causes
For best results Focus improvement efforts on the 20
Other Tools and Techniques
Run chart
Show the history and pattern of
variation by plotting data points in
the order in which they occur
Shows trends and variations over time
or declines or improvements in the
process over time
wwwfalcontrainingcom 47
Other Tools and Techniques
Scatter diagram
Statistical sampling ndash testing a small sample of a product
and assuming its indicative of the whole batch
wwwfalcontrainingcom 48
Module 7 - Exercises
1 Describe your current quality assurance processes
2 Describe how you will carry out audits on your project
3 Describe your current quality control processes
4 Describe what tools and techniques you should be using to measure quality of the deliverables on your project
Workbook page 25
wwwfalcontrainingcom 49
People Management Module 8
50wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 51
High Performance Project Teams
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 52
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 53
Talk
Letrsquos
How to hire manage and lead people
In the eyes of Steve Jobs Co-founder of Apple
wwwfalcontrainingcom 54
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 55
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 56
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 57
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Basic Quality Management Concepts
TQM (Total Quality Management)
ISO 9000
Six Sigma
Kaizen
JIT (Just in Time)
wwwfalcontrainingcom 35
Grade versus Quality
Grade refers to features
Low grade is fine ndash low quality is not
Compare grade of Hyundai vs Rolls Roycehellip
You can build a low grade product at high quality
wwwfalcontrainingcom 36
Quality Management process
Plan QualityPerform Quality
Assurance
Perform Quality Control
wwwfalcontrainingcom 37
Quality Management process
Plan Quality
The process of identifying
quality requirements and
standards for the project
and product
Perform Quality Assurance
The process of continuous
process improvements
which reduces waste
and eliminates activities
that do not add value to
a project
Perform Quality Control
The process of monitoring
and recording results of
executing the quality
activities to assess
performance and
recommend necessary
changes
wwwfalcontrainingcom 38
1 Plan Quality
Identify quality specifications for the project
Develop
Quality Management Plan
Quality Metrics
Quality Checklists and
Process Improvement Plan
Always consider the Cost of Quality (COQ)
wwwfalcontrainingcom 39
Plan QualityPerform Quality
Assurance
Perform Quality Control
Plan Quality Tools amp Techniques
1 Cost-benefit analysis
2 Cost of quality
3 Control charts
4 Benchmarking
5 Statistical sampling
6 Proprietary quality management methodologies ie TQM ISO
wwwfalcontrainingcom 40
2 Perform Quality Assurance
Steadily improving the activities and
processes used to achieve quality
Use Quality Audits such as
Probity Audits and
ISO Standards
to check the quality of the PROJECT processes
wwwfalcontrainingcom 41
Plan QualityPerform Quality
Assurance
Perform Quality Control
3 Perform Quality Control
Steadily improving the
activities and processes used to achieve
quality of the PRODUCT
wwwfalcontrainingcom 42
Plan QualityPerform Quality
Assurance
Perform Quality Control
Quality Control Tools amp Techniques
Cause and effect diagram
Control charts
Histogram
Inspection
Pareto chart
Run Chart
Scatter diagram
Statistical sampling
wwwfalcontrainingcom 43
Cause amp Effect Ishikawa Fishbone
wwwfalcontrainingcom 44
Time Machine Method Material
Major
Defect
Energy Measurement Personnel Environment
Potential Causes Effect
Control Chart
wwwfalcontrainingcom 45
The lsquoRule of Sevenrsquo
7 consecutive points on
one side of the mean
must be investigated to
determine the cause
as it threatens the
mean amount
Upper
Control Limit
Lower
Control Limit
X
Upper
Specification Limit
Lower
Specification Limit
Paretorsquos Law
80 of the problems come from 20 of the causes
For best results Focus improvement efforts on the 20
Other Tools and Techniques
Run chart
Show the history and pattern of
variation by plotting data points in
the order in which they occur
Shows trends and variations over time
or declines or improvements in the
process over time
wwwfalcontrainingcom 47
Other Tools and Techniques
Scatter diagram
Statistical sampling ndash testing a small sample of a product
and assuming its indicative of the whole batch
wwwfalcontrainingcom 48
Module 7 - Exercises
1 Describe your current quality assurance processes
2 Describe how you will carry out audits on your project
3 Describe your current quality control processes
4 Describe what tools and techniques you should be using to measure quality of the deliverables on your project
Workbook page 25
wwwfalcontrainingcom 49
People Management Module 8
50wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 51
High Performance Project Teams
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 52
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 53
Talk
Letrsquos
How to hire manage and lead people
In the eyes of Steve Jobs Co-founder of Apple
wwwfalcontrainingcom 54
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 55
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 56
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 57
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Grade versus Quality
Grade refers to features
Low grade is fine ndash low quality is not
Compare grade of Hyundai vs Rolls Roycehellip
You can build a low grade product at high quality
wwwfalcontrainingcom 36
Quality Management process
Plan QualityPerform Quality
Assurance
Perform Quality Control
wwwfalcontrainingcom 37
Quality Management process
Plan Quality
The process of identifying
quality requirements and
standards for the project
and product
Perform Quality Assurance
The process of continuous
process improvements
which reduces waste
and eliminates activities
that do not add value to
a project
Perform Quality Control
The process of monitoring
and recording results of
executing the quality
activities to assess
performance and
recommend necessary
changes
wwwfalcontrainingcom 38
1 Plan Quality
Identify quality specifications for the project
Develop
Quality Management Plan
Quality Metrics
Quality Checklists and
Process Improvement Plan
Always consider the Cost of Quality (COQ)
wwwfalcontrainingcom 39
Plan QualityPerform Quality
Assurance
Perform Quality Control
Plan Quality Tools amp Techniques
1 Cost-benefit analysis
2 Cost of quality
3 Control charts
4 Benchmarking
5 Statistical sampling
6 Proprietary quality management methodologies ie TQM ISO
wwwfalcontrainingcom 40
2 Perform Quality Assurance
Steadily improving the activities and
processes used to achieve quality
Use Quality Audits such as
Probity Audits and
ISO Standards
to check the quality of the PROJECT processes
wwwfalcontrainingcom 41
Plan QualityPerform Quality
Assurance
Perform Quality Control
3 Perform Quality Control
Steadily improving the
activities and processes used to achieve
quality of the PRODUCT
wwwfalcontrainingcom 42
Plan QualityPerform Quality
Assurance
Perform Quality Control
Quality Control Tools amp Techniques
Cause and effect diagram
Control charts
Histogram
Inspection
Pareto chart
Run Chart
Scatter diagram
Statistical sampling
wwwfalcontrainingcom 43
Cause amp Effect Ishikawa Fishbone
wwwfalcontrainingcom 44
Time Machine Method Material
Major
Defect
Energy Measurement Personnel Environment
Potential Causes Effect
Control Chart
wwwfalcontrainingcom 45
The lsquoRule of Sevenrsquo
7 consecutive points on
one side of the mean
must be investigated to
determine the cause
as it threatens the
mean amount
Upper
Control Limit
Lower
Control Limit
X
Upper
Specification Limit
Lower
Specification Limit
Paretorsquos Law
80 of the problems come from 20 of the causes
For best results Focus improvement efforts on the 20
Other Tools and Techniques
Run chart
Show the history and pattern of
variation by plotting data points in
the order in which they occur
Shows trends and variations over time
or declines or improvements in the
process over time
wwwfalcontrainingcom 47
Other Tools and Techniques
Scatter diagram
Statistical sampling ndash testing a small sample of a product
and assuming its indicative of the whole batch
wwwfalcontrainingcom 48
Module 7 - Exercises
1 Describe your current quality assurance processes
2 Describe how you will carry out audits on your project
3 Describe your current quality control processes
4 Describe what tools and techniques you should be using to measure quality of the deliverables on your project
Workbook page 25
wwwfalcontrainingcom 49
People Management Module 8
50wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 51
High Performance Project Teams
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 52
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 53
Talk
Letrsquos
How to hire manage and lead people
In the eyes of Steve Jobs Co-founder of Apple
wwwfalcontrainingcom 54
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 55
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 56
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 57
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Quality Management process
Plan QualityPerform Quality
Assurance
Perform Quality Control
wwwfalcontrainingcom 37
Quality Management process
Plan Quality
The process of identifying
quality requirements and
standards for the project
and product
Perform Quality Assurance
The process of continuous
process improvements
which reduces waste
and eliminates activities
that do not add value to
a project
Perform Quality Control
The process of monitoring
and recording results of
executing the quality
activities to assess
performance and
recommend necessary
changes
wwwfalcontrainingcom 38
1 Plan Quality
Identify quality specifications for the project
Develop
Quality Management Plan
Quality Metrics
Quality Checklists and
Process Improvement Plan
Always consider the Cost of Quality (COQ)
wwwfalcontrainingcom 39
Plan QualityPerform Quality
Assurance
Perform Quality Control
Plan Quality Tools amp Techniques
1 Cost-benefit analysis
2 Cost of quality
3 Control charts
4 Benchmarking
5 Statistical sampling
6 Proprietary quality management methodologies ie TQM ISO
wwwfalcontrainingcom 40
2 Perform Quality Assurance
Steadily improving the activities and
processes used to achieve quality
Use Quality Audits such as
Probity Audits and
ISO Standards
to check the quality of the PROJECT processes
wwwfalcontrainingcom 41
Plan QualityPerform Quality
Assurance
Perform Quality Control
3 Perform Quality Control
Steadily improving the
activities and processes used to achieve
quality of the PRODUCT
wwwfalcontrainingcom 42
Plan QualityPerform Quality
Assurance
Perform Quality Control
Quality Control Tools amp Techniques
Cause and effect diagram
Control charts
Histogram
Inspection
Pareto chart
Run Chart
Scatter diagram
Statistical sampling
wwwfalcontrainingcom 43
Cause amp Effect Ishikawa Fishbone
wwwfalcontrainingcom 44
Time Machine Method Material
Major
Defect
Energy Measurement Personnel Environment
Potential Causes Effect
Control Chart
wwwfalcontrainingcom 45
The lsquoRule of Sevenrsquo
7 consecutive points on
one side of the mean
must be investigated to
determine the cause
as it threatens the
mean amount
Upper
Control Limit
Lower
Control Limit
X
Upper
Specification Limit
Lower
Specification Limit
Paretorsquos Law
80 of the problems come from 20 of the causes
For best results Focus improvement efforts on the 20
Other Tools and Techniques
Run chart
Show the history and pattern of
variation by plotting data points in
the order in which they occur
Shows trends and variations over time
or declines or improvements in the
process over time
wwwfalcontrainingcom 47
Other Tools and Techniques
Scatter diagram
Statistical sampling ndash testing a small sample of a product
and assuming its indicative of the whole batch
wwwfalcontrainingcom 48
Module 7 - Exercises
1 Describe your current quality assurance processes
2 Describe how you will carry out audits on your project
3 Describe your current quality control processes
4 Describe what tools and techniques you should be using to measure quality of the deliverables on your project
Workbook page 25
wwwfalcontrainingcom 49
People Management Module 8
50wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 51
High Performance Project Teams
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 52
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 53
Talk
Letrsquos
How to hire manage and lead people
In the eyes of Steve Jobs Co-founder of Apple
wwwfalcontrainingcom 54
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 55
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 56
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 57
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Quality Management process
Plan Quality
The process of identifying
quality requirements and
standards for the project
and product
Perform Quality Assurance
The process of continuous
process improvements
which reduces waste
and eliminates activities
that do not add value to
a project
Perform Quality Control
The process of monitoring
and recording results of
executing the quality
activities to assess
performance and
recommend necessary
changes
wwwfalcontrainingcom 38
1 Plan Quality
Identify quality specifications for the project
Develop
Quality Management Plan
Quality Metrics
Quality Checklists and
Process Improvement Plan
Always consider the Cost of Quality (COQ)
wwwfalcontrainingcom 39
Plan QualityPerform Quality
Assurance
Perform Quality Control
Plan Quality Tools amp Techniques
1 Cost-benefit analysis
2 Cost of quality
3 Control charts
4 Benchmarking
5 Statistical sampling
6 Proprietary quality management methodologies ie TQM ISO
wwwfalcontrainingcom 40
2 Perform Quality Assurance
Steadily improving the activities and
processes used to achieve quality
Use Quality Audits such as
Probity Audits and
ISO Standards
to check the quality of the PROJECT processes
wwwfalcontrainingcom 41
Plan QualityPerform Quality
Assurance
Perform Quality Control
3 Perform Quality Control
Steadily improving the
activities and processes used to achieve
quality of the PRODUCT
wwwfalcontrainingcom 42
Plan QualityPerform Quality
Assurance
Perform Quality Control
Quality Control Tools amp Techniques
Cause and effect diagram
Control charts
Histogram
Inspection
Pareto chart
Run Chart
Scatter diagram
Statistical sampling
wwwfalcontrainingcom 43
Cause amp Effect Ishikawa Fishbone
wwwfalcontrainingcom 44
Time Machine Method Material
Major
Defect
Energy Measurement Personnel Environment
Potential Causes Effect
Control Chart
wwwfalcontrainingcom 45
The lsquoRule of Sevenrsquo
7 consecutive points on
one side of the mean
must be investigated to
determine the cause
as it threatens the
mean amount
Upper
Control Limit
Lower
Control Limit
X
Upper
Specification Limit
Lower
Specification Limit
Paretorsquos Law
80 of the problems come from 20 of the causes
For best results Focus improvement efforts on the 20
Other Tools and Techniques
Run chart
Show the history and pattern of
variation by plotting data points in
the order in which they occur
Shows trends and variations over time
or declines or improvements in the
process over time
wwwfalcontrainingcom 47
Other Tools and Techniques
Scatter diagram
Statistical sampling ndash testing a small sample of a product
and assuming its indicative of the whole batch
wwwfalcontrainingcom 48
Module 7 - Exercises
1 Describe your current quality assurance processes
2 Describe how you will carry out audits on your project
3 Describe your current quality control processes
4 Describe what tools and techniques you should be using to measure quality of the deliverables on your project
Workbook page 25
wwwfalcontrainingcom 49
People Management Module 8
50wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 51
High Performance Project Teams
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 52
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 53
Talk
Letrsquos
How to hire manage and lead people
In the eyes of Steve Jobs Co-founder of Apple
wwwfalcontrainingcom 54
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 55
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 56
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 57
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
1 Plan Quality
Identify quality specifications for the project
Develop
Quality Management Plan
Quality Metrics
Quality Checklists and
Process Improvement Plan
Always consider the Cost of Quality (COQ)
wwwfalcontrainingcom 39
Plan QualityPerform Quality
Assurance
Perform Quality Control
Plan Quality Tools amp Techniques
1 Cost-benefit analysis
2 Cost of quality
3 Control charts
4 Benchmarking
5 Statistical sampling
6 Proprietary quality management methodologies ie TQM ISO
wwwfalcontrainingcom 40
2 Perform Quality Assurance
Steadily improving the activities and
processes used to achieve quality
Use Quality Audits such as
Probity Audits and
ISO Standards
to check the quality of the PROJECT processes
wwwfalcontrainingcom 41
Plan QualityPerform Quality
Assurance
Perform Quality Control
3 Perform Quality Control
Steadily improving the
activities and processes used to achieve
quality of the PRODUCT
wwwfalcontrainingcom 42
Plan QualityPerform Quality
Assurance
Perform Quality Control
Quality Control Tools amp Techniques
Cause and effect diagram
Control charts
Histogram
Inspection
Pareto chart
Run Chart
Scatter diagram
Statistical sampling
wwwfalcontrainingcom 43
Cause amp Effect Ishikawa Fishbone
wwwfalcontrainingcom 44
Time Machine Method Material
Major
Defect
Energy Measurement Personnel Environment
Potential Causes Effect
Control Chart
wwwfalcontrainingcom 45
The lsquoRule of Sevenrsquo
7 consecutive points on
one side of the mean
must be investigated to
determine the cause
as it threatens the
mean amount
Upper
Control Limit
Lower
Control Limit
X
Upper
Specification Limit
Lower
Specification Limit
Paretorsquos Law
80 of the problems come from 20 of the causes
For best results Focus improvement efforts on the 20
Other Tools and Techniques
Run chart
Show the history and pattern of
variation by plotting data points in
the order in which they occur
Shows trends and variations over time
or declines or improvements in the
process over time
wwwfalcontrainingcom 47
Other Tools and Techniques
Scatter diagram
Statistical sampling ndash testing a small sample of a product
and assuming its indicative of the whole batch
wwwfalcontrainingcom 48
Module 7 - Exercises
1 Describe your current quality assurance processes
2 Describe how you will carry out audits on your project
3 Describe your current quality control processes
4 Describe what tools and techniques you should be using to measure quality of the deliverables on your project
Workbook page 25
wwwfalcontrainingcom 49
People Management Module 8
50wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 51
High Performance Project Teams
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 52
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 53
Talk
Letrsquos
How to hire manage and lead people
In the eyes of Steve Jobs Co-founder of Apple
wwwfalcontrainingcom 54
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 55
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 56
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 57
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Plan Quality Tools amp Techniques
1 Cost-benefit analysis
2 Cost of quality
3 Control charts
4 Benchmarking
5 Statistical sampling
6 Proprietary quality management methodologies ie TQM ISO
wwwfalcontrainingcom 40
2 Perform Quality Assurance
Steadily improving the activities and
processes used to achieve quality
Use Quality Audits such as
Probity Audits and
ISO Standards
to check the quality of the PROJECT processes
wwwfalcontrainingcom 41
Plan QualityPerform Quality
Assurance
Perform Quality Control
3 Perform Quality Control
Steadily improving the
activities and processes used to achieve
quality of the PRODUCT
wwwfalcontrainingcom 42
Plan QualityPerform Quality
Assurance
Perform Quality Control
Quality Control Tools amp Techniques
Cause and effect diagram
Control charts
Histogram
Inspection
Pareto chart
Run Chart
Scatter diagram
Statistical sampling
wwwfalcontrainingcom 43
Cause amp Effect Ishikawa Fishbone
wwwfalcontrainingcom 44
Time Machine Method Material
Major
Defect
Energy Measurement Personnel Environment
Potential Causes Effect
Control Chart
wwwfalcontrainingcom 45
The lsquoRule of Sevenrsquo
7 consecutive points on
one side of the mean
must be investigated to
determine the cause
as it threatens the
mean amount
Upper
Control Limit
Lower
Control Limit
X
Upper
Specification Limit
Lower
Specification Limit
Paretorsquos Law
80 of the problems come from 20 of the causes
For best results Focus improvement efforts on the 20
Other Tools and Techniques
Run chart
Show the history and pattern of
variation by plotting data points in
the order in which they occur
Shows trends and variations over time
or declines or improvements in the
process over time
wwwfalcontrainingcom 47
Other Tools and Techniques
Scatter diagram
Statistical sampling ndash testing a small sample of a product
and assuming its indicative of the whole batch
wwwfalcontrainingcom 48
Module 7 - Exercises
1 Describe your current quality assurance processes
2 Describe how you will carry out audits on your project
3 Describe your current quality control processes
4 Describe what tools and techniques you should be using to measure quality of the deliverables on your project
Workbook page 25
wwwfalcontrainingcom 49
People Management Module 8
50wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 51
High Performance Project Teams
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 52
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 53
Talk
Letrsquos
How to hire manage and lead people
In the eyes of Steve Jobs Co-founder of Apple
wwwfalcontrainingcom 54
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 55
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 56
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 57
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
2 Perform Quality Assurance
Steadily improving the activities and
processes used to achieve quality
Use Quality Audits such as
Probity Audits and
ISO Standards
to check the quality of the PROJECT processes
wwwfalcontrainingcom 41
Plan QualityPerform Quality
Assurance
Perform Quality Control
3 Perform Quality Control
Steadily improving the
activities and processes used to achieve
quality of the PRODUCT
wwwfalcontrainingcom 42
Plan QualityPerform Quality
Assurance
Perform Quality Control
Quality Control Tools amp Techniques
Cause and effect diagram
Control charts
Histogram
Inspection
Pareto chart
Run Chart
Scatter diagram
Statistical sampling
wwwfalcontrainingcom 43
Cause amp Effect Ishikawa Fishbone
wwwfalcontrainingcom 44
Time Machine Method Material
Major
Defect
Energy Measurement Personnel Environment
Potential Causes Effect
Control Chart
wwwfalcontrainingcom 45
The lsquoRule of Sevenrsquo
7 consecutive points on
one side of the mean
must be investigated to
determine the cause
as it threatens the
mean amount
Upper
Control Limit
Lower
Control Limit
X
Upper
Specification Limit
Lower
Specification Limit
Paretorsquos Law
80 of the problems come from 20 of the causes
For best results Focus improvement efforts on the 20
Other Tools and Techniques
Run chart
Show the history and pattern of
variation by plotting data points in
the order in which they occur
Shows trends and variations over time
or declines or improvements in the
process over time
wwwfalcontrainingcom 47
Other Tools and Techniques
Scatter diagram
Statistical sampling ndash testing a small sample of a product
and assuming its indicative of the whole batch
wwwfalcontrainingcom 48
Module 7 - Exercises
1 Describe your current quality assurance processes
2 Describe how you will carry out audits on your project
3 Describe your current quality control processes
4 Describe what tools and techniques you should be using to measure quality of the deliverables on your project
Workbook page 25
wwwfalcontrainingcom 49
People Management Module 8
50wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 51
High Performance Project Teams
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 52
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 53
Talk
Letrsquos
How to hire manage and lead people
In the eyes of Steve Jobs Co-founder of Apple
wwwfalcontrainingcom 54
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 55
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 56
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 57
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
3 Perform Quality Control
Steadily improving the
activities and processes used to achieve
quality of the PRODUCT
wwwfalcontrainingcom 42
Plan QualityPerform Quality
Assurance
Perform Quality Control
Quality Control Tools amp Techniques
Cause and effect diagram
Control charts
Histogram
Inspection
Pareto chart
Run Chart
Scatter diagram
Statistical sampling
wwwfalcontrainingcom 43
Cause amp Effect Ishikawa Fishbone
wwwfalcontrainingcom 44
Time Machine Method Material
Major
Defect
Energy Measurement Personnel Environment
Potential Causes Effect
Control Chart
wwwfalcontrainingcom 45
The lsquoRule of Sevenrsquo
7 consecutive points on
one side of the mean
must be investigated to
determine the cause
as it threatens the
mean amount
Upper
Control Limit
Lower
Control Limit
X
Upper
Specification Limit
Lower
Specification Limit
Paretorsquos Law
80 of the problems come from 20 of the causes
For best results Focus improvement efforts on the 20
Other Tools and Techniques
Run chart
Show the history and pattern of
variation by plotting data points in
the order in which they occur
Shows trends and variations over time
or declines or improvements in the
process over time
wwwfalcontrainingcom 47
Other Tools and Techniques
Scatter diagram
Statistical sampling ndash testing a small sample of a product
and assuming its indicative of the whole batch
wwwfalcontrainingcom 48
Module 7 - Exercises
1 Describe your current quality assurance processes
2 Describe how you will carry out audits on your project
3 Describe your current quality control processes
4 Describe what tools and techniques you should be using to measure quality of the deliverables on your project
Workbook page 25
wwwfalcontrainingcom 49
People Management Module 8
50wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 51
High Performance Project Teams
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 52
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 53
Talk
Letrsquos
How to hire manage and lead people
In the eyes of Steve Jobs Co-founder of Apple
wwwfalcontrainingcom 54
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 55
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 56
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 57
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Quality Control Tools amp Techniques
Cause and effect diagram
Control charts
Histogram
Inspection
Pareto chart
Run Chart
Scatter diagram
Statistical sampling
wwwfalcontrainingcom 43
Cause amp Effect Ishikawa Fishbone
wwwfalcontrainingcom 44
Time Machine Method Material
Major
Defect
Energy Measurement Personnel Environment
Potential Causes Effect
Control Chart
wwwfalcontrainingcom 45
The lsquoRule of Sevenrsquo
7 consecutive points on
one side of the mean
must be investigated to
determine the cause
as it threatens the
mean amount
Upper
Control Limit
Lower
Control Limit
X
Upper
Specification Limit
Lower
Specification Limit
Paretorsquos Law
80 of the problems come from 20 of the causes
For best results Focus improvement efforts on the 20
Other Tools and Techniques
Run chart
Show the history and pattern of
variation by plotting data points in
the order in which they occur
Shows trends and variations over time
or declines or improvements in the
process over time
wwwfalcontrainingcom 47
Other Tools and Techniques
Scatter diagram
Statistical sampling ndash testing a small sample of a product
and assuming its indicative of the whole batch
wwwfalcontrainingcom 48
Module 7 - Exercises
1 Describe your current quality assurance processes
2 Describe how you will carry out audits on your project
3 Describe your current quality control processes
4 Describe what tools and techniques you should be using to measure quality of the deliverables on your project
Workbook page 25
wwwfalcontrainingcom 49
People Management Module 8
50wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 51
High Performance Project Teams
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 52
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 53
Talk
Letrsquos
How to hire manage and lead people
In the eyes of Steve Jobs Co-founder of Apple
wwwfalcontrainingcom 54
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 55
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 56
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 57
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Cause amp Effect Ishikawa Fishbone
wwwfalcontrainingcom 44
Time Machine Method Material
Major
Defect
Energy Measurement Personnel Environment
Potential Causes Effect
Control Chart
wwwfalcontrainingcom 45
The lsquoRule of Sevenrsquo
7 consecutive points on
one side of the mean
must be investigated to
determine the cause
as it threatens the
mean amount
Upper
Control Limit
Lower
Control Limit
X
Upper
Specification Limit
Lower
Specification Limit
Paretorsquos Law
80 of the problems come from 20 of the causes
For best results Focus improvement efforts on the 20
Other Tools and Techniques
Run chart
Show the history and pattern of
variation by plotting data points in
the order in which they occur
Shows trends and variations over time
or declines or improvements in the
process over time
wwwfalcontrainingcom 47
Other Tools and Techniques
Scatter diagram
Statistical sampling ndash testing a small sample of a product
and assuming its indicative of the whole batch
wwwfalcontrainingcom 48
Module 7 - Exercises
1 Describe your current quality assurance processes
2 Describe how you will carry out audits on your project
3 Describe your current quality control processes
4 Describe what tools and techniques you should be using to measure quality of the deliverables on your project
Workbook page 25
wwwfalcontrainingcom 49
People Management Module 8
50wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 51
High Performance Project Teams
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 52
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 53
Talk
Letrsquos
How to hire manage and lead people
In the eyes of Steve Jobs Co-founder of Apple
wwwfalcontrainingcom 54
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 55
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 56
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 57
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Control Chart
wwwfalcontrainingcom 45
The lsquoRule of Sevenrsquo
7 consecutive points on
one side of the mean
must be investigated to
determine the cause
as it threatens the
mean amount
Upper
Control Limit
Lower
Control Limit
X
Upper
Specification Limit
Lower
Specification Limit
Paretorsquos Law
80 of the problems come from 20 of the causes
For best results Focus improvement efforts on the 20
Other Tools and Techniques
Run chart
Show the history and pattern of
variation by plotting data points in
the order in which they occur
Shows trends and variations over time
or declines or improvements in the
process over time
wwwfalcontrainingcom 47
Other Tools and Techniques
Scatter diagram
Statistical sampling ndash testing a small sample of a product
and assuming its indicative of the whole batch
wwwfalcontrainingcom 48
Module 7 - Exercises
1 Describe your current quality assurance processes
2 Describe how you will carry out audits on your project
3 Describe your current quality control processes
4 Describe what tools and techniques you should be using to measure quality of the deliverables on your project
Workbook page 25
wwwfalcontrainingcom 49
People Management Module 8
50wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 51
High Performance Project Teams
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 52
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 53
Talk
Letrsquos
How to hire manage and lead people
In the eyes of Steve Jobs Co-founder of Apple
wwwfalcontrainingcom 54
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 55
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 56
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 57
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Paretorsquos Law
80 of the problems come from 20 of the causes
For best results Focus improvement efforts on the 20
Other Tools and Techniques
Run chart
Show the history and pattern of
variation by plotting data points in
the order in which they occur
Shows trends and variations over time
or declines or improvements in the
process over time
wwwfalcontrainingcom 47
Other Tools and Techniques
Scatter diagram
Statistical sampling ndash testing a small sample of a product
and assuming its indicative of the whole batch
wwwfalcontrainingcom 48
Module 7 - Exercises
1 Describe your current quality assurance processes
2 Describe how you will carry out audits on your project
3 Describe your current quality control processes
4 Describe what tools and techniques you should be using to measure quality of the deliverables on your project
Workbook page 25
wwwfalcontrainingcom 49
People Management Module 8
50wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 51
High Performance Project Teams
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 52
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 53
Talk
Letrsquos
How to hire manage and lead people
In the eyes of Steve Jobs Co-founder of Apple
wwwfalcontrainingcom 54
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 55
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 56
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 57
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Other Tools and Techniques
Run chart
Show the history and pattern of
variation by plotting data points in
the order in which they occur
Shows trends and variations over time
or declines or improvements in the
process over time
wwwfalcontrainingcom 47
Other Tools and Techniques
Scatter diagram
Statistical sampling ndash testing a small sample of a product
and assuming its indicative of the whole batch
wwwfalcontrainingcom 48
Module 7 - Exercises
1 Describe your current quality assurance processes
2 Describe how you will carry out audits on your project
3 Describe your current quality control processes
4 Describe what tools and techniques you should be using to measure quality of the deliverables on your project
Workbook page 25
wwwfalcontrainingcom 49
People Management Module 8
50wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 51
High Performance Project Teams
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 52
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 53
Talk
Letrsquos
How to hire manage and lead people
In the eyes of Steve Jobs Co-founder of Apple
wwwfalcontrainingcom 54
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 55
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 56
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 57
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Other Tools and Techniques
Scatter diagram
Statistical sampling ndash testing a small sample of a product
and assuming its indicative of the whole batch
wwwfalcontrainingcom 48
Module 7 - Exercises
1 Describe your current quality assurance processes
2 Describe how you will carry out audits on your project
3 Describe your current quality control processes
4 Describe what tools and techniques you should be using to measure quality of the deliverables on your project
Workbook page 25
wwwfalcontrainingcom 49
People Management Module 8
50wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 51
High Performance Project Teams
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 52
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 53
Talk
Letrsquos
How to hire manage and lead people
In the eyes of Steve Jobs Co-founder of Apple
wwwfalcontrainingcom 54
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 55
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 56
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 57
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Module 7 - Exercises
1 Describe your current quality assurance processes
2 Describe how you will carry out audits on your project
3 Describe your current quality control processes
4 Describe what tools and techniques you should be using to measure quality of the deliverables on your project
Workbook page 25
wwwfalcontrainingcom 49
People Management Module 8
50wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 51
High Performance Project Teams
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 52
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 53
Talk
Letrsquos
How to hire manage and lead people
In the eyes of Steve Jobs Co-founder of Apple
wwwfalcontrainingcom 54
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 55
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 56
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 57
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
People Management Module 8
50wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 51
High Performance Project Teams
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 52
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 53
Talk
Letrsquos
How to hire manage and lead people
In the eyes of Steve Jobs Co-founder of Apple
wwwfalcontrainingcom 54
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 55
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 56
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 57
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 51
High Performance Project Teams
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 52
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 53
Talk
Letrsquos
How to hire manage and lead people
In the eyes of Steve Jobs Co-founder of Apple
wwwfalcontrainingcom 54
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 55
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 56
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 57
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 52
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 53
Talk
Letrsquos
How to hire manage and lead people
In the eyes of Steve Jobs Co-founder of Apple
wwwfalcontrainingcom 54
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 55
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 56
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 57
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 53
Talk
Letrsquos
How to hire manage and lead people
In the eyes of Steve Jobs Co-founder of Apple
wwwfalcontrainingcom 54
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 55
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 56
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 57
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
How to hire manage and lead people
In the eyes of Steve Jobs Co-founder of Apple
wwwfalcontrainingcom 54
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 55
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 56
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 57
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 55
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 56
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 57
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 56
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 57
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 57
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 58
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 59
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 60
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 61
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 62
Made up of senior personnel within the
organisation and also maybe the client
Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Organisational Theories
Tuckman 5 stage model of team performance
McGregor Theory X and Y
Maslows hierarchy of heeds
Herzberg motivation theory
wwwfalcontrainingcom 63
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Tuckman 5 Stage Model of Team Development
64
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
McGregor Theory X and Y
Assumes Managers see employees as either
65
THEORY X
ndash Need constant supervision
ndash Donrsquot want to work
ndash Selfish
Tip to remember the difference X has a cross face Y has a happy face
THEORY Y
ndash Naturally motivated to do good
work
ndash Need little external motivation
ndash Trustworthy
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Herzbergs Motivation-Hygiene Theory
Similar to Maslow
Hygiene Factors will not motivate but their absence will make staff unsatisfied Eg Company policy supervision working conditions
Motivation Factors will motivate but only if Hygiene Factors are in place Eg Achievement work responsibility advancement
66
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Recognition and Rewards Theories of Motivation
Maslowrsquos Hierarchy of Needs Humans will want to fulfil the bottom needs first and cannot fulfil
higher needs until lower ones are fulfilled
67
Self-actualisation
Esteem
Acceptance
Security
Physiological
Self-fulfilment growth learning
Accomplishment respect appreciation
Love affection approval association
Security stability safe
Need for air water food
shelter clothing
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Project Team Pitfalls
wwwfalcontrainingcom 68
Bureaucratic
Bypass
Syndrome
Team
Adoption
Team Spirit
becomes
Team
Infatuation
Groupthink
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 69
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Leadership Styles
wwwfalcontrainingcom 70
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
bull Engaging Communication
bull Managing Resources
bull Empowering
bull Developing
bull Achieving
bull Critical Analysis amp Judgement
bull Vision and Integration
bull Strategic Perspective
bull Self-Awareness
bull Emotional Resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 71
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 72
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can take hold
Colin Powell ndash The essence of Leadership
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Module 8 - Workshop
1 What would people say
about your leadership style
2 Workbook pg 29
wwwfalcontrainingcom 73
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 74
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Procurement Management Module 9
75wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
The Procurement Management Process
Plan procurements
Conduct procurements
Administer procurements
Close procurements
wwwfalcontrainingcom 76
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Plan Procurements
1 Develop and document your procurement
management process and plan
2 Determine which components or services of the project
will be
Made performed internally or
Procured from an external source
3 Then determine which contracts to use on the project
wwwfalcontrainingcom 77
Plan procurements
Conduct procurements
Administer procurements
Close procurements
ie most appropriate
type
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Tools
Make-or-Buy analysis
Analysis of all factors that go into deciding whether to produce
something in house or buy it externally
Includes risk factors cost IP and other organisational factors
external to the project
Expert judgement
wwwfalcontrainingcom 78
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
The Contract Spectrum
wwwfalcontrainingcom 79
Joint Venture Alliance NEC ECI DampC NZS3910
Cooperative Adversarial
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Types of Contracts
Fixed price (lump sum)
bull Incentive fee
bull Economic Price
Adjustment
bull Risk is with the
seller
Cost reimbursable
bull Fixed fee
bull Incentive fee
Time and Materials
bull Risk is with the
buyer only used
in emergency or
lost costlow risk
scenarios
wwwfalcontrainingcom 80
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Conduct Procurements
Contract negotiations Bidder conferences Can be highly specialised All interested potential sellers are given procurement
documents usually in advance
May or may not be done by the project
manager
All are allowed to ask questions
Designed to ensure level playing field where nobody
has more information than anyone else
wwwfalcontrainingcom 81
Plan procurements
Conduct procurements
Administer procurements
Close procurements
The New Zealand procurement spectrumInformal
Processes
Formal
Tendering
Processes
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Tools to Conduct Procurements
Bidder conferences
All potential bidders in a QampA session
All information shared expect commercial in confidence
Proposal evaluation techniques ndash ie weighted criteria instead
of lowest conforming price
Independent estimates - also referred to as lsquoshould-costrsquo
estimates can serve as benchmark
Procurement negotiations
wwwfalcontrainingcom 82
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Administer Procurements
Is done by both buyer and seller
Do the results match the contract
Were the goods or services delivered
Were they delivered on time
Were the right amounts invoiced or paid
Were any additional conditions of the contract met
wwwfalcontrainingcom 83
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Tools to Administer Procurements
Contract Change Control System
Procurement Performance Reviews
Inspections amp Audits
Performance Reporting
Payment Systems
Helps ensure invoices and payments match and the right amount is being
invoiced for the right deliverables at the right time
Claims Administration
Handles disagreements
wwwfalcontrainingcom 84
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Close Procurements
wwwfalcontrainingcom 85
Plan procurements
Conduct procurements
Administer procurements
Close procurements
Procurements are closed at the end of the contract
However this doesnt mean itrsquos the end of the project
Every contract must be closed
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Tools to Close Procurements
Procurement audits
Capture lessons learnt from a contracting perspective
Negotiated settlements
Very rarely do contracts pan out perfectly Often some form of
settlement process or even dispute resolution process is required
Records management system
Used to archive documentation for future reference
wwwfalcontrainingcom 86
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Module 9 - Workshop
What rules does your organisation have around
procurement
What types of contracts
work best for your business
wwwfalcontrainingcom 87
Talk
Letrsquos
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Communication Management Module 10
88wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Communication Management
wwwfalcontrainingcom 89
50 of that time is
spent communicating
with the team
Communication is
a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project
managerrsquos time is
spent
communicating
A PM should
control the
communications
process
howeverhellip The
PM should not be
in involved in
every
communication
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
The Communications Model
wwwfalcontrainingcom 90
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 91
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
wwwfalcontrainingcom 92
Po
we
r
InterestLow High
Low
Hig
h
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 93
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Module 10 - Exercise
1 Develop a communications plan for a project your are
workinghave worked on
Workbook pg 31
2 Populate a stakeholder analysis and determine power
and interest
Workbook pg 32
wwwfalcontrainingcom 94
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Where to nexthellip
95wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
96wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 97
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
PMI New Zealand (PMINZ)
Over 1750 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 98
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
99wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
wwwfalcontrainingcom 100
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
101wwwfalcontrainingcom
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
102
Knowledge AreasIntegration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 103
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
wwwfalcontrainingcom 104
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
wwwfalcontrainingcom 105OPM3 is a registered mark of the Project Management Institute Inc
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Thank You
Feedback
bull We value your feedback and would love
to hear how your course went
bull Please take 5 minutes and complete a
course feedback survey here
wwwsurveymonkeycomrFalconTraining
Stay Connected
wwwfacebookcomFalcontraining
wwwlinkedincomcompanyfalcon-training
httpstwittercomFalconLtd
wwwfalcontrainingcom 106
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
Thank YouFalcon Training
wwwfalcontrainingcom
infofalcontrainingcom
107wwwfalcontrainingcomItrsquos good to know
