PMTraining-PM Foundation Training May 2020 - Class One (Wonderful)

Foundation
for
Success
in
Project
Management
Foundation for Success

in
Project Management
Introductions
Ron Ponce – Director of Services
Strategically-driven executive, people manager, project
manager, and process specialist with a 25 year track record of
successfully completing both large and small scale initiatives
and implementations for organizations ranging from business
startups to Fortune 50 firms.
Expertly built and led geographically dispersed, top-performing
teams to deliver technically sophisticated projects on time,
within budget, and with high client satisfaction.
Author of several articles including:

◦ Project Management: 8 Steps to On-Time, On-Budget Delivery
◦ On Becoming an Elite Project Manager
◦ Why Batting .300 is Not Good Enough
© 2020 PM Training. All rights reserved. 3

PMI, the PMI logo, PMP, the PMP logo, and PMBOK are registered marks of Project Management Institute.
Support Contacts
 Instructor: Ron Ponce ron.ponce@pmtraining.com
(415) 341-7295
 http://www.pmtraining.com
(800) 581-9819
 Go To Webinar http://www.gotowebinar.com
(800) 263-6317
© 2020 PM Training. All rights reserved. 4 4

Who are you?
What is your name?
What are you wanting to get
out of our class?

10 Hour Training Agenda
 Preparation Work  Day to Day Management
 Building a Solid Foundation  Things will Change
 Before Getting Started  Monitoring and Controlling Project Schedule
and Costs
 Project Planning  Mange Stakeholder Relationships and
 Project Kickoff Expectations
 Identifying and Estimating Project Work  Getting the Word Out
 Building Your Team
 Successful Project Close Out
 Creating a Project Schedule
 Planning Project Risks  Art of Listening
 Planning Quality and Compliance
Steps to Improve Productivity of a Virtual
Team

Class One Agenda
BUILDING A SOLID FOUNDATION BEFORE GETTING STARTED
 Review of Project Management fundamentals  Identify Sources of project failure

 Project Management overview
 Essential PM Concepts
 Develop mitigations for key points of failure
 Role and skills of a successful project manager  Define project management processes
 Determine realistic project success based on
known constraints
 Identify key project documents, deliverables
© 2020 PM Training. All rights reserved.

Building a
Solid
Foundation
Review of
Project Management
Fundamentals
What is Project
Management?

What is project management?
 Project management is:
 The application of knowledge, skills, and tools and techniques to meet the
project requirements
 Both an art and a science
 Project Management is used to:
 Meet business objectives
 Satisfy stakeholder expectations
 Be more predictable
 Increased chances of success
 Deliver the right products at the right time

When will you use Project management ?
 Is the project technically complex?
 Is there a dynamic or stringent regulatory consideration?
 Are there budgets and/or scheduling constraints?
 Are there several activities to be integrated?
 Are there several functional boundaries to be crossed?

Project
Management
Background
 People were searching for a

repeatable, proven process to
complete projects:
 On Time
 Within budget
 Within scope (customer
defined expectations)

 The Project Management Institute breaks project management into the
following domains:
 Process Groups
 Knowledge Areas
 Code of Ethics and Professional Conduct

Project management is the application and integration of 49 logically grouped
project management processes contained within the five Process Groups:
 Initiating
 Planning
 Executing
 Monitoring and Controlling
 Closing

Process Group Initiate Plan Execute Monitor / Control Close
Knowledge Area
Integration 4.1 Develop Project 4.2 Develop Project 4.3 Direct And Manage 4.5 Monitor And Control 4.7 Close Project
Charter Management Plan Project Work Project Work or Phase
4.4 Manage Project 4.6 Perform Integrated
Knowledge Change Control
Scope 5.1 Plan Scope Mgmt. 5.5 Validate Scope
5.2 Collect Requirements 5.6 Control Scope
5.3 Define Scope
5.4 Create WBS
Schedule 6.1 Plan Schedule Mgmt. 6.6 Control Schedule
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Durations
6.5 Develop Schedule
Cost 7.1 Plan Cost Mgmt. 7.4 Control Costs
7.2 Estimate Costs
7.3 Determine Budget
Quality 8.1 Plan Quality Mgmt. 8.2 Manage Quality 8.3 Control Quality
Resources 9.1 Plan Resource Mgmt. 9.3 Acquire Resources 9.6 Control Resources
9.2 Estimate Activity Resources 9.4 Develop Team
9.5 Manage Team
Communications 10.1 Plan Communications 10.2 Manage 10.3 Monitor
Mgmt. Communications Communications
Risk 11.1 Plan Risk Mgmt. 11.6 Implement Risk 11.7 Monitor Risks
11.2 Identify Risks Response
11.3 Perform Qualitative Risk
Analysis
11.4 Perform Quantitative Risk
Analysis
11.5 Plan Risk Responses
Procurement 12.1 Plan Procurements 12.2 Conduct Procurements 12.3 Control Procurements
Stakeholder 13.1 Identify 13.2 Plan Stakeholder 13.3 Manage Stakeholder 13.4 Monitor Stakeholder
Management Stakeholders Engagement Engagement Engagement
16
What is
project
management
like here?

Enhancements vs Projects – Definition
Enhancements Small Projects
• Duration: 1- 4 weeks • Duration: 1 – 2 months

• Modifications to Existing Configurations • New functionality
• Managed by EA team • Managed By EA Team
• Assessment score : 50 - 125 • Assessment score : 150 - 300
Medium Projects Large Projects
• Duration: 2 – 4 months with many • Duration: > 4 months with multiple

groups involved BU’s
• Managed by PM • Managed by PMO
• Responsibilities for the delivery lies • Responsibilities for the delivery lies
with the Project Owner with the Project Owner
• Assessment score : 350 - 600 • Assessment score : > 600

Essential
Project Management
Concepts
Life Cycles
Project Life Cycle -
 The series of phases a project passes through from start to completion.
 (Changes from industry to industry).
Test Prototype
Design Test & Inspect
Development Assembly
Project Life Cycle - what is done to complete the work.

Project Management Life Cycle

Project Phases
A Project Phase is a collection of logically related project activities that culminates
in the completion of one or more deliverables.
Phase structure allows the project to be segmented into logical subsets for ease of
management, planning and control.
The closure of a phase has a transfer or handoff of the phase deliverables. May be
referred to as a phase gate, phase review or kill point to allow change or
termination.

Phase Gate
What is a Gate?
A Gate is a decision point in a project where the achieved results are evaluated from a
business and strategic point of view and the Business Case is reassessed to determine whether
to continue the project or not.
Principles:
• Purpose: Governance
• General, high level, short, simple, few mandatory elements
• Decision on passing the Gate is taken by PMO/Sponsor

Risk vs Cost

Portfolios, Programs, and Projects
 Portfolio - refers to a collections of non-related programs, projects,
subportfolios, and operations managed as a group to achieve strategic
objectives.
 Programs - are grouped within a portfolio, a group of related projects,
subprograms, and program activities managed in a coordinated way to obtain
benefits not available from managing them individually.
 Projects - can be either within or outside of a program are still part of a
portfolio.

Daptiv PPM Overview

Project
Stakeholders

Examples of Project Stakeholders
 Sponsor
 Project team
 Project manager
 Customers and users
 Sellers/suppliers
 Business partners
 Organizational groups
 Functional managers
 Other stakeholders: interested in, contribute input, outcome, or Financial $

Essential Concepts
 Issues
 Risks Management
 Change Management
 Work Breakdown Structure
 Project Charter – Business Case
 Statement of Work
 Critical Path
 Interpersonal & Team Skills

What are your
Best Practices
with Projects?

Project Management
Methodologies
What is a
project
management
methodology?
Have you used

one before
and why?
Predictive, Plan Dirven, or Waterfall
 The most common methodology.
 Sequence of tasks that lead to a completed product or service.
 Traditional approach that is easy to understand.
 The power is that every step is thought out and planned in the proper sequence.
 Comprised of the following high-level example phases:
 Requirements specification
 Design
 Construction / Development
 Testing
 Install / Go Live
 Maintenance
The biggest issues is the changes make it difficult to resequencing the plan

Agile Family
 Core Agile
 Lean
 Scrum
 Kanban

Agile
 Agile Manifesto of Software
 The core values are:
◦ Individuals and interactions over processes and tools.
◦ Working software over comprehensive documentation.
◦ Customer collaboration over contract negotiation.
◦ Responding to change over following a plan
 There are twelve principals:

1. Highest priority is customer satisfaction 7. Progress measured by working software
2. Welcome changing requirements 8. Sustainable development pace
3. Frequent delivery of software 9. Continuous attention to technical excellence
4. Business, people & developers cooperating daily 10. Simplicity
5. Build projects around motivated people 11. Self-organizing teams
6. Face-to-face conversation is best 12. Regular reflection & adaptation

Agile
 Best suited for projects requiring less control.
 Project scope is not totally defined.
 Teams that self-motivated and communicate
real time.
 Teams work in iterative cycles with continuous
collaboration between all stakeholders and
team members.
 Practices of Agile:
 Scrum and Kanban – Management Practices
 Extreme Programming Technical Practice

Lean
 A movement born in Japan in the mid-1950’s in automotive manufacturing.
 In 2000’s it was adapted to software development by Mary and Tom Poppendiecks.
 There are seven principals that were developed:
1. Eliminate Waste 5. Deliver Fast
2. Build Quality In 6. Respect People
3. Create Knowledge 7. Optimize the Whole
4. Defer Commitment
 Team look to relentlessly eliminate anything that isn’t adding value and only work on what
absolutely needs to be done in that moment.

Scrum
 “ a framework within which
people can address complex
adaptive problems, while
productively and creatively
delivering products of the highest
value.” – Jeff Sutherland
 Currently the most popular Agile
framework.
 Based on a small team lead by a
Scrum Master whose main job is
to clear away all obstacles to work
getting done more efficiently.

Kanban - OnDemand
 Originated in Toyota factories in the 1940’s as a visual
system of cards “Kanban”.
 Project teams create visual representation of their tasks
often using sticky notes and whiteboards and then move
them through predetermined stages.
 There are four principals to note:
 Visualize work to increase communication and collaboration.
 Limit work in progress to avoid an endless chain of non-
prioritized open tasks.
 Measure and optimize the flow, collect metrics, predict future
problems.
 Aim for continuous improvement as the result of analysis.

Other Methodologies
 Prince2
 Used by UK government as a product-based planning approach
 Encompasses quality management, control and organization of project with
consistency and review to align with project objectives
 Prince2 is based on seven principals:
 Continued Business Justification
 Learn from Experience
 Defined Roles and Responsibilities
 Manage by stages
 Manage by Exception
 Focus on Products
 Tailor to Suit the Project Environment
Role and Skills of a
Project Manager
Role of the Project Manager
 The project manager is the person
assigned by the performing organization
to achieve the project objectives.
 The role of the project manager is

distinct from that of a functional
manager or operations manager.
 Many of the tools and techniques for

managing projects are specific to project
management.

Responsibilities of the
Project Manager
 Planning
 Organizing
 Controlling
 Leading
 Communicating
 Cognitive functions
 Self management functions
 Motivational and personal development functions
 Customer awareness functions
 Organizational savvy functions

What critical skills
are needed by a
project manager?
Interpersonal Skills of a Project Manager
 Leadership
 Team Building
 Motivating
 Communicating
 Influencing
 Decision making
 Political and cultural awareness
 Negotiating
 Trust building
 Conflict management
 Coaching
 Sense of Humor

Before Getting Started
Source of Project Failure
Why do
projects fail?
Why do
projects fail?
 Inadequate resources
 Inadequate time
 Inadequate goals/expectations
 Disagreement and confusion

within the team
 Inadequate management
involvement, guidance, & support
 Constraints regarding the
interaction with project vendors

Goals and Vision Disconnects
 Project and business objectives were not aligned
 Sponsor had their own agenda
 Project team never goes back to validate if project is tracking to objectives
 Lack of organizational vision

 Multiple projects competing for similar resources or conflicting objectives
 No desire to understand “why” there was a failure

 No organization desire to learn from past efforts
Leadership and Governance Concerns
 No governance established either organizationally or for the project
 Sponsor takes no ownership in the project
 Sponsor does not have the experience or political clout within the organization
 Project manager lacks the people and political skills – just wants to be heads
down planner
 Project manager never finds right balance of team oversight
 No strong leadership and vision from project manager, stakeholders or team
members

Stakeholder Engagement Problems
 Failure to identify the right stakeholders
 Not understanding the perspective of the stakeholders
 Failing to get stakeholder buy-in - imposing team solution
 Allowing one stakeholder or group to dominate for their gain
 Poor communication
 No change management with stakeholders

Team Issues
 Lack of clear roles and responsibilities
 Not enough resources to complete the work
 Team does not have the needed skill set, expertise, nor
provided the needed training
 Project manager doesn’t interact nor recognize poor team
dynamics
 “Project Death March”
 Adding resources late the game

Requirement Issues
Lack of formality Open ended Don’t address scope Requirements are Stakeholders didn’t
capturing and requirements that creep not validated against contribute or buy in
documenting are vague project objectives to scope

Estimation Issues
 Not done by those actually doing the work
 Stakeholders / Sponsor cut estimates for unrealistic commitments
 Provided without sufficient information
 There were no contingency built based on key assumptions
 Assumptions for estimating were not documented
 Estimates do not line up with actual requirements

Decision Making
Disconnects
 Wrong people are making the
decisions
 Failure are the start to establish
clear ownership for decisions
 Team input is ignored
 Decision by committee
 Team and stakeholder don’t think
about alternative solutions

Build Your Checklist
PROJECT FOUNDATION
It is time to build our
foundation
 We don’t need to start off each project from scratch. You have
your templates set in Daptiva.
 Think about what you and the team have done successfully to
deliver projects historically.
 Capture those steps and tasks so that you are starting from a
position of strength each time you start a new project.
Foundational Items
Project
Management
Methodologies
 Traditional more Sequential
 PMI / PMBOK
 Agile Family
 Change Management
 Others

Project
Management
Processes
 Enabling Processes
 Facilitating Processes

Enabling Process
Scope Schedule Budget Quality

Management Management Management Management

Facilitating Processes
CONTRACT TEAM STAKEHOLDER INFORMATION RISK AND ISSUE CHANGE

MANAGEMENT MANAGEMENT MANAGEMENT MANAGEMENT MANAGEMENT MANAGEMENT

Project Constraints
Project Constraints
 Balancing the competing project constraints including, but not
limited to:
 Scope
 Quality
 Schedule
 Budget
 Resources
 Risks
 Customer Satisfaction

Dealing with Constraints
 Constraints are interrelated; changes to one will often affect other constraints.
 Constraints are used to help evaluate competing demands.
 Management typically sets the priority of each constraint from an
organizational perspective.
 The project manager will use that priority throughout the project to:
◦ Properly plan the project
◦ Evaluate the impact of change requests to the project
◦ Make decisions to deliver agreed-upon scope, schedule, and cost

Project Success Criteria
Project Success Criteria
DEFINE THE SUCCESS HOW WILL THAT HOW OFTEN IT IF WHO WILL BE WHO IS
CRITERIA POINT BE GOING TO BE RESPONSIBLE FOR ACCOUNTABLE?
MEASURED? MEASURED? MEASURING IT?

Stakeholder and Politics
Political Perspective
 Navigating Organizational Politics
o Supports
o On the Fence
o Enemies/Detractors
 Understand the Culture of Power

o Sales
o Product
o Technology
 Determine Decision Making Style and Criteria
o Bottom-line
o Consensus
o People of Influence
o One and only one – “Political Boss”

Checklist Candidates
 Definition  Controls
 Roles and Responsibilities  Change Control
 Budgets
 Standards  Decision Making
 Policies  Quality
 SOW / Project Charter  Requirements tracking
 Evaluation Monitoring
 Skills Needed  Communication deliverables
 Status reports
 Resources  Project technology
 Skills Matrix Measuring
 Availability report  Tracking and Reporting guidelines
Goals and Objectives Improvement

 Lessons learned
 Clear and concise
 People / Technology
 Management buy-in
 Project and corporate objectives in alignment

Key Documents
and Deliverables
Project Documents
and Deliverables
 Business Case
 Statement of Work
 Project Charter
 Project Management Plan
 Scope baseline
 Schedule baseline
 Cost baseline
 Based on WBS
 Action and Issue Log

Project Documents
and Deliverables
 Risk Register
 Status Report
 Budget
 Lessons Learned
 Communications Plan

Review
Class One Review
BUILDING A SOLID FOUNDATION BEFORE GETTING STARTED
 Review of Project Management fundamentals  Identify Sources of project failure

 Project Management overview
 Essential PM Concepts
 Develop mitigations for key points of failure
 Role and skills of a successful project manager  Define project management processes
 Determine realistic project success based on
known constraints
 Identify key project documents, deliverables

Class One: Review
PROJECT PLANNING
 Project Kickoff
 Identify Project Stakeholders and Their
Expectations
 Identify the Project Scope
 Prepare a SOW and Project Charter
 Formally Authorize a Project
 The Kickoff Meeting


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Foundation

Foundation for Success

Author of several articles including:

© 2020 PM Training. All rights reserved. 3

© 2020 PM Training. All rights reserved. 4 4

© 2020 PM Training. All rights reserved. 5

© 2020 PM Training. All rights reserved. 6

 Review of Project Management fundamentals  Identify Sources of project failure

© 2020 PM Training. All rights reserved.

© 2020 PM Training. All rights reserved. 10

© 2020 PM Training. All rights reserved. 11

© 2020 PM Training. All rights reserved. 12

 People were searching for a

© 2020 PM Training. All rights reserved. 13

© 2020 PM Training. All rights reserved. 14

© 2020 PM Training. All rights reserved. 15

© 2020 PM Training. All rights reserved. 17

• Duration: 1- 4 weeks • Duration: 1 – 2 months

Medium Projects Large Projects

• Duration: 2 – 4 months with many • Duration: > 4 months with multiple

© 2020 PM Training. All rights reserved.

Project Life Cycle - what is done to complete the work.

© 2020 PM Training. All rights reserved. 20

© 2020 PM Training. All rights reserved.

© 2020 PM Training. All rights reserved. 22

© 2020 PM Training. All rights reserved.

© 2020 PM Training. All rights reserved.

© 2020 PM Training. All rights reserved. 25

© 2020 PM Training. All rights reserved.

© 2020 PM Training. All rights reserved. 27

© 2020 PM Training. All rights reserved. 28

© 2020 PM Training. All rights reserved. 29

© 2020 PM Training. All rights reserved. 30

Have you used

© 2020 PM Training. All rights reserved. 33

© 2020 PM Training. All rights reserved. 34

 There are twelve principals:

© 2020 PM Training. All rights reserved. 35

© 2020 PM Training. All rights reserved. 36

© 2020 PM Training. All rights reserved. 37

© 2020 PM Training. All rights reserved. 38

© 2020 PM Training. All rights reserved. 39

 The role of the project manager is

 Many of the tools and techniques for

© 2020 PM Training. All rights reserved. 42

© 2020 PM Training. All rights reserved. 43

© 2020 PM Training. All rights reserved. 45

 Disagreement and confusion

© 2020 PM Training. All rights reserved. 49

 Project team never goes back to validate if project is tracking to objectives

 Lack of organizational vision

 No desire to understand “why” there was a failure

© 2020 PM Training. All rights reserved. 51

© 2020 PM Training. All rights reserved. 52

© 2020 PM Training. All rights reserved. 53

© 2020 PM Training. All rights reserved. 54

© 2020 PM Training. All rights reserved. 55

© 2020 PM Training. All rights reserved. 56

© 2020 PM Training. All rights reserved. 60

© 2020 PM Training. All rights reserved. 61

Scope Schedule Budget Quality

© 2020 PM Training. All rights reserved. 62

CONTRACT TEAM STAKEHOLDER INFORMATION RISK AND ISSUE CHANGE

© 2020 PM Training. All rights reserved. 63