Project Management Training

Project Management
Tools & Techniques

A Practical View of
Project Management
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What is a Project?
A PROJECT is…a sequence of Unique Complex Activities
n having a Specific Purpose

n that Must be completed by a Specific Time
n Using Resources
n According to Agreed Performance

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Characteristics of Projects
n Inter-related Tasks
n In Some Way Unique
n Concerned With Change
n No Practice Or Rehearsal
n Defined Outcomes
n A Definite Start and Finish
n Involve People and Resources

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The PROJECT MANAGEMENT
TRIANGLE
ME
CO
TI
SCOPE
TS
PERFORMANCE
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Advantage of Project Management
High
OPPORTUNITIES
COST
Low
PROJECT LIFE
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5 Steps of Project Management:
Tools & Techniques
1. Appraisal 4. Control
n Project Selection n Structured Agenda
n Project Strategy n Status of Work Plan
n Actions List
2. Definition n Risk Management Plan
n Stakeholder Analysis n Meeting Evaluation
n Team & Organization n Scope Change Log
n Charter / Brief n KPI’s
n High Level Plan
5. Closure / Review
3. Planning
n Project Evaluation
n Kick-off Meeting
n Lessons Learned
n Work Plan &
Responsibilities
n Risk Analysis
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Tools & Techniques
1. Appraisal - Steering Comm 4. Control - Extended Team

n Actions List
2. Definition - Project Mgr n Risk Management Plan
n Charter / Brief Project n KPI’s
n High Level Plan Team
5. Closure / Review - Project Team
3. Planning - Project Team
n Kick-off Meeting
n Lessons Learned
n Work Plan &
Responsibilities
n Risk Analysis
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Tools & Techniques
4. Control
1. Appraisal n Structured Agenda
n Project Selection n Status of Work Plan
n Project Strategy n Actions List
n Risk Management Plan
2. Definition n Meeting Evaluation
n Stakeholder Analysis n Scope Change Log
n Team & Organization n KPI’s
n Charter / Brief
n High Level Plan 5. Closure / Review
3. Planning
n Lessons Learned
n Kick-off Meeting
n Work Plan &
Responsibilities
n Risk Analysis
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PROJECT MANAGEMENT - Step 1:
APPRAISAL - Project Selection
Project
Selection

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APPRAISAL - Project Selection Matrix

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APPRAISAL - Project Strategy
n Brainstorm a list of alternative Project / Technical

strategies for implementing the selected project.
n For each strategy: Will it meet the Time,

Performance, Cost, & Scope targets ?
n Do a SWOT analysis on each Strategy
n Use a Selection Matrix to rank the alternatives

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Tools & Techniques
4. Control
n Project Selection Status of Work Plan
n Project Strategy n
n Actions List
Risk Management Plan
2. Definition
n
n Meeting Evaluation
n Stakeholder Analysis n Scope Change Log
n Charter / Brief
3. Planning
n Lessons Learned
n Kick-off Meeting
n Work Plan & Responsibilities
n Risk Analysis
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DEFINITION - Stakeholder Analysis:
What?
n What is a Stakeholder?
n Any individual, group or organization with an interest in the

outcome of a project and who is:
n Affected by the project positively or negatively
n Able to influence the project in a positive or negative way.

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Why?
n Why do a Stakeholder Analysis? … To:

n Start communication flow with the Project Sponsors & Stakeholders,
some of whom may have some pertinent background information.
n Develop an understanding as to which Stakeholders are key to support
the project, and which are not.
n Ensure the Project Leader and the stakeholders have the same understanding
of the project and measures of success and to get the key stakeholders
buy-in of the project brief.
n Identify potential conflicts and risks that could jeopardize the project.
n Identify groups that should be encouraged to participate in different
stages of the activity cycle.
n Develop a pro-active communication plan for reporting project progress to
the various interested/involved parties
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How?
n Identify Stakeholders
n Identify Needs and Expectations

n Conduct Stakeholders Interviews
n Have major Stakeholders review Brief
n Determine what they need from the project
n Determine what they expect from the project
n Manage the Needs and Expectations

n May require adjustments to Project Brief
n Establish communication mechanism for each group of
Stakeholders
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DEFINITION - Stakeholder Interviews
1. What for you would be the best possible outcome for this project?
2. What do you see as the key benefits for this project (for yourself,
for others)?
3. What obstacles do you see in the way of the success of this
project?
4. Are there any other things I should know about that might affect
the outcome of this project?
5. What haven’t I asked you about that I should have?
6. In your opinion, what is the highest priority for this project: Time,
Cost, or Performance?

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DEFINITION - Stakeholder Analysis Template

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DEFINITION - Stakeholder Analysis Matrix

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EXERCISE 1
n Introduce Scenario
n Identify Stakeholders
n Determine what they need / want
n Determine level of Interest & Influence
n Map onto Stakeholder Matrix
n Identify Team Leader for today

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Tools & Techniques
4. Control
n Actions List
2. Definition
n
n Stakeholder Analysis
n Scope Change Log
n Charter / Brief
3. Planning
n Lessons Learned
n Kick-off Meeting
n Work Plan & Responsibilities
n Risk Analysis
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DEFINITION - Team and Organization
Steering Committee Sets Strategy

Allocates Resources
Project Busts Barriers
Leader Resolves Issues
Business Updates
Requirements
Activates Resources
Project Team Makes Decisions
Keeps Project Moving
Accountable for Objectives
Direction Updates
Sub - Team(s)
Implementation
Ad hoc Members
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Extended Team
Team and Organization - Template

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DEFINITION - Team & Organization - Project Team
WHO SHOULD BE ON THE PROJECT TEAM ?
n Individuals / Functions that :

n Have to spend significant amounts of time on the project
n Have a major impact on the success of the project
n Have a major impact on the timeline
n Will feel the pain if the project fails, reward if the project succeeds
n Have the knowledge and authority to be accountable for delivering
the phase(s) of the project to which they are assigned..

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DEFINITION -
Team & Organization - Project Team Roles
n Responsible for delivering the project on time, in
budget and to the agreed performance standards
PROJECT LEADER
n Accountable to the stakeholders
n Responsible for coordinating resources and project
scheduling
n Right hand to the Project Leader
OPERATIONAL
COORDINATOR n Responsible for delivering the technical areas of
the project
n Responsible for ensuring the effective use of
Project Management tools
n Responsible for promoting the efficient flow of
communication through the team.
TEAM MEMBERS n Responsible for delivering the project in their
assigned areas
n Responsible for coordinating resources and project
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Tools & Techniques
4. Control
n Actions List
KPI’s
Charter / Brief
n
n
3. Planning n Project Evaluation
n Kick-off Meeting n Lessons Learned
n Work Plan &
Responsibilities
n Risk Analysis
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DEFINITION - Charter or Brief

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DEFINITION - Charter or Brief:
Deliverable
! Deliverable :
n Any measurable, tangible, verifiable item

that must be produced to complete the
project or part of the project
n Used several key places in the Project Brief:

n OBJECTIVE includes Project Deliverables
n MILESTONES include interim Deliverables

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Objectives
SMART OBJECTIVES
n S Specific
n M Measurable
n A Agreed
n R Realistic & Relevant
n T Time
Total of all of these elements is often is spread

throughout the brief
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Objective
" OBJECTIVE :
n Answers the following questions:

n What is the desired outcome of the PROJECT?
n How will you know when you achieve it?
n A statement of results to be achieved, in terms of quality,

quantity and / or time .
n May includes both concrete deliverables and behavioral

outcomes.
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Scope
# SCOPE :
n The bounded set of verifiable end products, or
outputs, which the project team undertakes to
provide to the project sponsor.
n Contains :
n Boundaries
n What is in the project?
n What is not?
n Key outputs

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Milestones
$ Milestone
n A significant event during the course of the
project, representing a major deliverable
n A marker or signpost in the project

n Is NOT a task or activity
n It IS the outcome of a task/activity or series of
tasks/activities
n Often represents “release” point to enable another phase of the
project

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DEFINITION - KPI’s
% Key Performance Indicators ("KPI")

n Measures connected directly with the key Project
objectives
n Determined at the beginning of the project.
n During the project, KPI’s are tracked and used to:
n Report progress against the objectives.
n Provide the basis for project management trade-off
decisions
n At project completion, these KPIs are used to:
! Confirm the acceptability of the project and its product
by the project's stakeholders as being "successful"

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EXERCISE 2
n Objectives
n Key Performance Indicators

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Tools & Techniques
4. Control
n Actions List
2. Definition
n
n Stakeholder Analysis
n Scope Change Log
n Team & Organization
n KPI’s
n Charter / Brief
3. Planning
n Lessons Learned
n Kick-off Meeting
n Work Plan &
Responsibilities
n Risk Analysis
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DEFINITION - High Level Plan
& Work Breakdown Structure
n Highest or Top Level of the Work Plan is:

n Also know as Level 1 or PHASE;
n Represents the “How” of the Work Plan
n Is the Strategic Level - the backbone of the Work Plan
n Defines the “buckets” of activities which will be used to manage the
project
n Is set up by the Project Team during Project Definition step.

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DEFINITION - High Level Plan
Work Breakdown Structure
The WHAT
Project - Defined by Project Brief
The HOW
Phase Phase
- Set up during Project
Activity Activity Definition
Activity Activity
Required Tasks to complete
Activity Activity
the How
Activity Activity - Identified by Project Team
Task Task
Task Task
Task Task
Task Task
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DEFINITION - High Level Plan:
How to Organize Top Level Plan
n Consider:
n Grouping by Resource Type
n Much easier to create and track - more natural
n Enables chain of accountability
n Grouping by Time Constraints

n If portions of the project are on significantly different
timelines from each other, use these portions as the
Project Phases or Top Level Plan
n Often a Combination of Both

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“Resource” Model EXAMPLE
Construct PROJECT
House
PHASES
Clear Build Carry Out Install
Site Shell Finishing Services
ACTIVITIES
Build Build Install Install Install
Foundation Walls Roof Plumbing Wiring
TASKS
Build Lay Put Lead
Timbers
Tiles on Roof
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“Building Block” Model EXAMPLE
Construct PROJECT
House
PHASES
Build Build Build 2nd Build
Foundation First Floor Floor Roof
ACTIVITIES
Build Build Build Living Build
Foundation Kitchen Room Dining
Room
TASKS
Build Plaster Paint
Walls
Walls Walls
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“Building Block” Model - INNOVATION
Launch New PROJECT
Product
PHASES
Generate Determine Confirm Prepare to
Ideas Feasibility Capability Launch
ACTIVITIES
Determine Determine Determine Determine
Marketing R&D Supply Chain Financial
Feasibilty Feasibility Feasibility Feasibility
TASKS
Identify Identify Identify
Quality Issues Mfg Planning
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“Resource” Model - INNOVATION
Launch New PROJECT
Product
PHASES
Develop & Develop & Develop & Develop &
Implement Mktg Implement Implement Implement
Plan Development Plan Supply Chain Finance Plan
Plan
ACTIVITIES
Determine Confirm Supply Prepare to
Supply Chain Chain Capability Launch Supply
Feasibility Chain
TASKS
Confirm Mfg Approve Prepare
Location Material Preliminary
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Chain of Accountability
Steering Committee
Project
Leader
Project Team
Construct PROJECT
House
PHASES
Clear Build Carry Out Install
Site
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HOW ?
1. Brainstorm the following question:
“What are all of the major buckets of activity required to
accomplish the project ?”
2. Review the brainstormed list of Project Phases.

n Group related activities (Can these related activities be
combined under 1 heading ?)
n For each item on the brainstormed list, is it a stand-alone
major activity, or is it part of something bigger?
3. Revise the Phases in accordance with findings in

Step 2.
4. Run the completeness test . . .

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Completeness Test
n Are all identified Phases together sufficient to complete

the project ?
n When all of the identified Phases are complete, is the
project complete ?
n Is anything missing?
n Is each identified Phase necessary to complete the
project?
n Can the Start / End of each Phase be clearly defined ?
n Does each Phase have a deliverable ?
n Is there 1 (and only 1) Project Team member who can be
held accountable for each identified Phase?

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EXERCISE 3
n High Level Work Plan
n Decide the key buckets of activity (Phases)

required to complete the project.
n Record the identified Phases (VERB + NOUN)
n Assign Project Team Members for each Phase
n Assign timing

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Tools & Techniques
4. Control
n Actions List
n High Level Plan
5. Closure / Review
n Work Plan &
Responsibilities
n Risk Analysis
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PLANNING
! Kick-off Meeting
! Work Plan & Responsibilities
! Risk Analysis
(Risk Scan, Management Plan)

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PLANNING - Kick Off Meeting
OBJECTIVES:
1. Ensure Everyone has a Full Understanding of:
n Project Scope
n Project Objectives
n Roles & Responsibilities
2. Develop a Practical, Detailed Work Plan

3. Create Ownership of the project on the part of all participants
4. Introduce Tools to Manage and Control the Project
PARTICIPANTS: - Extended Team

n Project Team
n Representatives of Sub-Teams
n Ad hoc team members whose work significantly impacts the plan
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Tools & Techniques
4. Control
n Actions List
n High Level Plan
5. Closure / Review
n Work Plan
n Risk Analysis

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PLANNING - Work Plan
Definition
n Work Plan - Detailed plan of the tasks, scheduling and

responsibilities required to carry out a project
n “Work Breakdown Structure (WBS)”

n A task oriented detailed breakdown, which defines the
work packages (“buckets”) and tasks.
n Forms the basis for time scheduling, and work
responsibility
n Dependencies
n Start & End Dates; Duration
n Responsibilities
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PLANNING - Developing the Work Plan
Definitions: “Hierarchy” & “Sequence”
n Hierarchy - Levels within the Work Breakdown

Structure:
n Level 1 = Top Level or PHASE; The “How”;
n Levels 2, 3 and below = Activities / Tasks required
to complete the Level 1 (or Phases of the project)
n Sequence -
Relative order in which the activities must be
performed.
(understanding that there will be simultaneous activities going
on in the various levels)
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Hierarchy Diagram
Project The WHAT
Phase Phase Level 1 The HOW
Activity Activity
Activity
Level 2
Activity
Required Tasks
Activity Activity to complete the
Activity Activity How
Task Task
Task Task
Level 3
Task Task
Task Task

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Definition: “Assumptions”
n Assumptions -
n Statement agreed by the team as taken for

granted or truth
n Useful for "putting a stake in the ground" around which

to build a timeline when there are numerous unknowns.
n Can cover Time, Cost, Performance, Scope
n Often necessary in order to develop initial timeline

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Assumptions List - Example

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Procedure
n Top-Down, Bottom-Up
n Pre-Kick Off:
n Project Team develops the Top Level Work Plan (Level 1) using
a Top-Down approach
n Project Team validates Milestone Dates
n For Innovation Projects, Sub-Teams draft detail plan
n Kick Off (Extended Team):
! For Non-Innovation Projects, extended Team develops detail levels
of the Work Breakdown Structure in a Bottom-Up approach, using
the Affinity Process
" Full Work Breakdown is validated by a Top-Down review by
the Extended Team
# Sub-teams add Start/End Dates and Responsibilities
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The AFFINITY Process
1. Brainstorm all Tasks
2. Group the Tasks
3. Create Hierarchy (Completeness Test)
4. Create the Sequence

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Affinity Process - Brainstorm Tasks
Move Contents
of Room Level 1
Record ALL activities required to accomplish the Key Activity,
WITHOUT considering hierarchy or sequence ...
Unpack
Pack up
Move
Pack up AV Equip
Small ALL
Small Items
Furniture Stack
Chairs Items TASKS
Transfer AV Move Flip
Materials to Move
Transfer Small
Materials to New
Charts (in no order)
New Location Chairs Location
Draw Plan of
Obtain New Room
Move
boxes for Tables
packing Take Organize
Inventory Movers
Set Up AV Take
Move AV Transfer
Eq in New Plan the Measure-
Equiment Furniture to
Room Move ments
New Location
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Affinity Process - Group Like Tasks
Move Contents of
Room
Arrange Post-It notes by general topics,

(Still NO hierarchies or sequencing)….
Move AV Stack
Equiment Chairs
Take Set Up AV
Inventory Eq in New Move Pack up
Room Tables Small
Organize Pack up Transfer Items
Movers AV Equip Furniture to
Take New Location Unpack
Measure- Transfer AV Small
ments Materials to Move Items
New Location Furniture Obtain
Plan the
Move boxes for
Move Move Flip
Chairs packing
Charts Transfer
Draw Plan
of New Small
Arrange Flip Arrange Materials to
Room Charts in Tables & New
New Room Chairs Location
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Affinity Process - Create the Hierarchy
Move Contents of Will this
Room one be complete ? LEVEL 1
Using the Grouping topics from Step 2 to create Level 2 of Work Plan
Express GROUPING TOPIC as “VERB+NOUN”
`
Transfer AV Transfer Transfer Small
Plan the
Move
Materials to Furniture to Materials to If all of LEVEL 2
New Location New Location New Location these are
completed...

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Affinity Process - Create the Hierarchy
Move Contents of
Room LEVEL 1
Transfer AV Transfer Transfer Small

Will this
Plan the
Move
Materials to Furniture to Materials to one be LEVEL 2
New Location New Location New Location complete ?
Take Move AV Stack

Inventory Equiment Pack up
Chairs ` Small
Items
Organize Pack up Move
Movers AV Equip Tables Unpack
Small
Move Items
Take Move Flip
Charts Furniture Obtain
Measure- boxes for
LEVEL 3
ments Move packing
Set Up AV Eq Chairs
Draw Plan in New Room
of New If all of these
Arrange
Room Arrange Flip Tables &
are
Charts in Chairs completed...
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New training
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Affinity Process - Create the Sequence
Move Contents of
Room
Arrange the Post-Its in the order that the activities should / must
be done…...
Transfer Small
Plan the Transfer Materials to
Transfer AV Furniture to
Move Materials to New Location
New Location
New Location
Take Pack up AV Obtain
Inventory Equip Stack boxes for
Chairs packing
Take Move AV
Measure- Equiment
Move
ments Chairs Pack up
Set Up AV Eq Small Items
in New Room
Draw Plan of
New Room Move
Move Flip Tables
Charts Unpack
Arrange Small Items
Organize
Movers Arrange Flip Tables &
Charts in New Chairs in New
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Level of Detail?
n How much detail?

n When the task name has a discrete meaning to
the one who will implement it.
n Can clearly identify resources and timing for each

task.
n To sufficient detail where the project (or your

piece of it) can be controlled.

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EXERCISE 4
n Lower Level Work Breakdown Structure
Remember: VERB + NOUN

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Definition: “Dependency”
n Dependency
n A relation between activities, such
that one requires input from the

other.
n E. g. A task or group of tasks cannot begin until

preceding work (Predecessors) has been done,
thus the word 'dependent' or ‘dependency'.

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Dependencies : 4 Types
n The 4 possible types of relationships between dependencies are:
! n Finish-to-Start A B
You need to build a wall before you can plaster it
n Finish-to-Finish A
! In cooking a meal, you want the side dishes
B
to be done at the same time as the entree
n Start-to-Start A
" You can’t start laying the pipeline until you start
B
digging the trench.
n Start-to-Finish
" For a leaking water pipe, you need to start the water running
through a different pipe before closing
the damaged pipe. A B
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Definition: “Network Diagram”
n A schematic of the logical relationships of

project activities.
n Always drawn from left to right to reflect project chronology.
n Main purpose is to define dependencies vs concurrent

activities
n Use one work level below the WBS level at which you want
to build dependency links.
(Independent of higher levels)

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The Network Diagram - Example
D G
A E H L
START B M FINISH
F J
C N
K

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Definition: Critical Path
n Critical Path
n The series of tasks that must finish on time for the
entire project to finish on schedule.
n The path (sequence) of activities which has the least

amount of scheduling flexibility (the least amount
of float).
n Represents the longest total time required to

complete the project.
n A delay in any activity in the critical path causes a

delay in the completion of the project.
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Dates and Responsibilities
n Dates
n Start with Milestone Dates and/or Phase Dates
(Assume these to be valid)
n Tip - It is often helpful to work backwards first
and fill in critical dates to meet Milestones, then
go forwards and fill in remaining dates
n Use the Assumptions Tool
n Responsibilities
n Where ever possible, use individual names
n Where names are not known, use
departments/functions
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Elements of a Successful Project Plan
n Content
n Enough detail to make it meaningful and usable
n Not so much detail that it becomes unnecessarily
complicated
n Clear and unambiguous
n Understandability
n Easily understood by all who use it
n Changeability
n Can be easily updated, changed and revised
n Usability
n Easily used to monitor project progress
n Means of communication
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Tools & Techniques
4. Control
n Actions List
n High Level Plan
5. Closure / Review
n Work Plan &
Responsibilities
n Risk Analysis
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PLANNING - Risk
n “A ship in harbour is safe, but that’s not what

ships are built for.” William Shedd
n “What we anticipate seldom occurs. What we

least expect generally happens.” Disreali
Opportunity
Threat

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PLANNING - Risk Analysis
Risk : The probability of loss through the
occurrence of an undesired event
n Evaluating Risks:
n What is the probability of occurrence ?
n What is the impact of the consequences ?
n Managing Risks
n Reduce the probability or impact of occurrence
n Increase the probability of detection before
loss foroccurs
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Risk Categories
n Project Risks
n Product Liability Risks
n Technical Risks
n Business Risks
n Personnel Risks
n Natural Risks

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Steps in Developing a Management Plan
n Step 1: Identify potential risks

n Innovation: Risk Quick Scan
n Non-Innovation: Potential Risk List captured at
Kick Off
n Step 2: Develop Risk Management Plan
n Evaluate Risk List (or RQS results)
n Determine the appropriate response
n Document on the Risk Management Plan

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PLANNING - Risk Management Plan:
Responses to Risk
Probability of Impact of Probability of

Responses to Risk
Occurrence Occurrence Detection
If low risk exposure
RETAIN
(RQS of 1-2)
AVOID If uncontrollable â to 0 á to 100%
Take actions to
REDUCE â â á
control
TRANSFER impact and actions 1 1

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Risk Matrix
High
Establish Contigency Plans Unacceptable
(AVOID)
(REDUCE or TRANSFER)
- Check Status
Probablity of Occurrence ------------->
-Do not proceed with project

Regularly until resolved
Acceptable, Do Nothing Establish Contigency Plans
(REDUCE or TRANSFER)
(RETAIN)
- Implement Contingency
- Check Status Immediately
Occassionally
Low
Low High
Impact of Occurrence ----------------->

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PLANNING - Risk Management Plan
Completing” the Plan
n Decide on action plans

n WHO does WHAT by WHEN
n Plan must be dynamic ….Follow Up !!

“No plan survives contact with the enemy”
(WWII Soldier)

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EXERCISE 5
n Identify 5 potential risks of the project

n Indicate Probability & Impact
n Categorize as High, Medium, or Low
n Identify Contingency Plan

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Tools & Techniques
1. Appraisal
4. Control
n Actions List
n High Level Plan
5. Closure / Review
n Work Plan &
Responsibilities
n Risk Analysis
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CONTROL
n Definition of Control:
n Comparing progress to planned performance so that
deviations can be corrected,
(thereby achieving project objectives)
n Planning and Control as “Siamese Twins”

n You must plan in order to control
n Planning is done only so control can be achieved

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CONTROL -
Characteristics of Project Control
n Focus on what is important

n What is important to the organization?
n What are we attempting to do?
n What are the critical points in the process at which controls
should be placed?
n Includes a system for managing change
n Use deviation information to initiate and track corrective actions
n Without corrective action, it is a monitoring system- not a control
system
n Emphasis on timely response

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CONTROL - The Meeting Agenda

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CONTROL - Work Plan (MS Project)

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CONTROL - Work Plan (Excel)

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CONTROL - Network (Innovation Tool)

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CONTROL - The Action List

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CONTROL - Action List Content
n Action Items
n Verb + Noun
n Understandable 4 weeks from creation
n Activities that:
n Involve significant members of team
n Remove obstacles from progressing the work plan
n Should not be repeats of activities in work plan

n Expected Date of Completion
n Enter expected completion date here and keep it revised if the date
has passed.
n Actions Taken (ie. Status)
n Short summary on how close to completion the action is.
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CONTROL - The Risk Management Plan

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CONTROL - Types of “actions”
n Work Plan Activity
n Is this something that is required in order to complete the project
on time, in budget, and to agreed performance?
n Risk Management Plan actions

n Is this something required to prevent, or in the event of, an
undesired occurrence?
n Action
n Is this something that is not required in itself to complete the
project, but will enable some part of the project?
n Is it something that must be done quickly? (within 1-2 wks)
Note: Work Plan activities and Risk actions which have to be done
urgently can be added to the Action List to elevate their visibility.
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CONTROL - Scope Change Log

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CONTROL - KPI’s

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CONTROL - Meeting Evaluation

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Exercise 6
Types of project Actions

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CONTROL - What is the “Right”
Amount of Project Control?
Small Project, High Risk Large Project, High Risk
High Level Schedule Network (Dependencies)
Action List
Action List Activities
Risk Mgmt
Risk Mgmt Detailed Schedules
Plan Tasks
Risk or Complexity
Plan
Small Project, Low Risk Large Project, Low Risk

Risk
Risk Mgmt Milestone Schedule
Analysis Task List Plan Activities
Action List Action List
Size of Project
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CONTROL
n Depends on:
n Size of the Project
n Risk or Complexity of the Project
n Experience Level of Team
n General Recommendation:
n Action List - Every meeting
n Work Plan Status - monthly for Project Team
n Focus on ability to meet milestones
n Review exceptions
n Identify Actions needed to keep plan on track or resolve issues
(Action List)
n Identify Work Plan revisions (End dates) and Impact on Milestones
n Risk Management Plan
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Tools & Techniques
1. Appraisal 4. Control
n Actions List
n High Level Plan
5. Closure / Review
n Work Plan &
Responsibilities
n Risk Analysis
opportunities
CLOSURE & REVIEW - Project Evaluation

opportunities
CLOSURE & REVIEW - Lessons Learned

opportunities
CLOSURE & REVIEW - Steps in
Closing a Project
n Ensure all deliverables are installed

n Get stakeholder acceptance of deliverables
n Ensure documentation is in place
n Launch the “product” (deliverable of the
project)
n Conduct post-launch evaluation and learnings
n Celebrate success

opportunities
Project Management -
KEY POINTS
n Clear Brief agreed by Project Sponsors and Key Stakeholders
n Project Team Organization with an unbroken chain of
accountability and responsibility for all project phases
n A high level work plan with work packages aligned to Project
team members.
n Buy-in for the project and the work plan by the extended team
n A Risk Management Plan for any significant risks identified.
n Effective Project Team meetings with Agenda, Actions List,
Status of Work Plan
n Documentation of any significant changes to scope.
n Documentation of Lessons Learned at end of project

opportunities

Project Management Training

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Project Management

Tools & Techniques

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A PROJECT is…a sequence of Unique Complex Activities

n having a Specific Purpose

n According to Agreed Performance

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1. Appraisal - Steering Comm 4. Control - Extended Team

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n Brainstorm a list of alternative Project / Technical

n For each strategy: Will it meet the Time,

n Do a SWOT analysis on each Strategy

n Use a Selection Matrix to rank the alternatives

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n Any individual, group or organization with an interest in the

n Affected by the project positively or negatively

n Able to influence the project in a positive or negative way.

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n Why do a Stakeholder Analysis? … To:

n Identify Needs and Expectations

n Manage the Needs and Expectations

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Steering Committee Sets Strategy

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WHO SHOULD BE ON THE PROJECT TEAM ?

n Individuals / Functions that :

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n Any measurable, tangible, verifiable item

n Used several key places in the Project Brief:

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Total of all of these elements is often is spread

n Answers the following questions:

n How will you know when you achieve it?

n A statement of results to be achieved, in terms of quality,

n May includes both concrete deliverables and behavioral

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n A marker or signpost in the project

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% Key Performance Indicators ("KPI")

n Provide the basis for project management trade-off

by the project's stakeholders as being "successful"

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n Highest or Top Level of the Work Plan is:

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n Grouping by Time Constraints

n Often a Combination of Both

2. Review the brainstormed list of Project Phases.

3. Revise the Phases in accordance with findings in

4. Run the completeness test . . .

n Are all identified Phases together sufficient to complete

n Is each identified Phase necessary to complete the

n Does each Phase have a deliverable ?

n Is there 1 (and only 1) Project Team member who can be

held accountable for each identified Phase?

n High Level Work Plan

n Decide the key buckets of activity (Phases)

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