Professional Documents
Culture Documents
What Is a Project?
A temporary endeavor undertaken to create a unique product or service.*
Term temporary endeavor to create unique product service Means that a Project Has a beginning and end Involves effort, work Has an intention to produce something (project "deliverables" One of a kind, rather than a collection of identical items Tangible objects, but could include things like computer software, film or stage works Might include the establishment of a day- care center, for instance, but not its daily operations.
Ps RF R s!! U
Where to Begin?
Look back over your previous project experiences. Chances are, youve used a little of each of these nine areas already. The PMBOK merely codifies them and attempts to give us a framework for understanding and applying project management knowledge productively.
Quality/Scope
Fast
Cheap
Good
Cost
Quality/Scope
Constraint Change Shorter Time Required Adjustment Alternatives (One or Combination of Both) Higher Cost Reduced Quality or Narrowed Scope Reduced Cost More Time Reduced Quality or Narrowed Scope Higher Quality or More Time Higher Cost Increased Scope
Measurement
Must be set by customer and sponsor near startup. May change over time, but a change is a significant event!
Example of a Completed Priority Matrix for a Construction Project
X X X
Measurement Building must be completed by October 31 of this year to accommodate corporate move. Costs for the project must not exceed $22.5 million. Must provide workspace for 120 call center staff.
If these are the established priorities and measurements, what are some of the implications for the project if the project starts running late or shows signs of exceeding budget?
Probability
Impact
Control
Index
Financial Impact:
Ignore
Eliminate
Manage
Contingencies:
Actions Taken
Action: Date:
For managed risks, indicate mitigations and contingencies and assign risk manager. Log actions taken as they occur.
* How would this change if you learned that a team member has announced that she is a finalist for a new position at the home office 1,500 miles away?
1.
Individually identify and jot down four possible risk scenarios this project might face. Share these within your group and create a Risk Priority Worksheet of your pooled risks. Score the risks. For the top two, brainstorm at least one mitigation and one contingency. Use the Risk Identification Worksheet as a guide, but you do not need to complete one for this exercise.
Probability
Impact
Control
Index
Financial Impact:
2.
Ignore
Eliminate
Manage
3. 4.
Contingencies:
Actions Taken
Action: Date:
5.
URGENT!!!
Selection Tools
Numeric Method Payback Period Net Present Value Description Determines how quickly a project recoups its costs Estimates the current worth of anticipated cash flows resulting from the project Scores multiple projects against a set of selection criteria, with all criteria being equal Scores multiple projects against a set of selection criteria, with each criterion assigned a numeric weight Rank ordering a number of candidate projects by systematically comparing one with each of the others
Unweighted Selection
Weighted Selection
Pairwise Priorities
Weighted Criteria
Criteria Weight Item
0
Total: 0
0
Total: 0
0
Total: 0
0
Total: 0
0
Total: 0
Weight
Criteria
12
2 3
15
5
CEO Likes It
10
5 4
15
2
25
20
4 4
16
5
12
12
15
Our Winner!!
(hmmmm)
0
Total: 54
0
Total: 58
0
Total: 57
0
Total: 0
0
Total: 0
Criteria
Good ROI
CEO Likes It
Our Winner!!
(Still! So the boss was right..)
0
Total: 0
0
Total: 0
Item Scores 5 6
Number the items for identification purposes. Use the grid to compare each item with the other items on the list, circling the item that is the more preferred of the two. (You must make a choice for each pair!) Count the number of times each item was circled and enter its score on the bottom line of the grid. Rank order the list using the scores you have derived. The item with the highest score is #1. The item with the secondhighest score is #2. (In case of a tie, you may either do a mini-grid for the tied items, or refer to your original preference when you were circling the items in the grid above.) Use less than a full grid for fewer than 10 items; expand grid for more items.
1. 2. 3. 4. 5. 6. 7.
Middlemarch Ulysses Remembrance of Things Past War and Peace Moby Dick Anna Karenina Pride and Prejudice
2*
1*
Item Scores 5 6
* Break ties. In this case, #1 and #6 as well as #3 and #6 were tied. Ties were broken merely by referring to previous choice made in the grid.
1. 2. 3. 4. 5. 6. 7.
Pride and Prejudice Ulysses War and Peace Middlemarch Moby Dick Remembrance of Things Past Anna Karenina
Item Scores 5 6
Phase-Based WBS
P a r t i a l
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r r e r o m i n i s t r B a tu i os in n e s s O j e U s e e t i n g Ps r e l i m i n a r y T e s L o g P b u m e n t aD t o i o c n u T r a i n mP i n l e a n n t n a i t ni o g n g R e q u
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Component-Based WBS
P a r t i a l W B S f o r L u x u r y
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t i o S t a I n
PP f f i n s p
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n i t i sn e
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Work Packages
Lowest level of WBS is called a Work Package if further deconstruction into activities is possible.
May be assigned as a subproject May be subordinated into WBS structure for estimating purposes
Activities at this level become the basis for time and duration estimates.
Assigning Responsibilities: Responsibility Matrix (Also Known as RACI Chart) Cross-reference of tasks and resources assigned to the project.
Project Item Project Definition Risk Management Detailed Design Weekly Web Bulletin etc. Sponsor A A A I Project Manager A R R R Project Team R R R R Project Office I C C I
G (5d)
H (5d) I (0d)
E (12d)
Critical path is A-B-F-G-H-I, with total duration of 29 days. There is one non-critical path A-C-D-E-I, with total duration of 23 days. NOTE: Task A has no slack because it is on the critical path.
Once again, the critical path is A-B-F-G-H-I, with total duration of 29 days. There is one non-critical path A-C-D-E-I, with total duration of 23 days. NOTE: Task A has no slack because it is on the critical path.
Networked Tasks
Scheduling Algorithm Exercise Determine Early Start/Early Finish, Late Start/Late Finish And Critical Path
ES LS EF LF ES LS EF LF
ES LS
EF LF
ES LS
EF LF
ES LS
EF LF
ES LS
EF LF
ES LS
EF LF
ES LS
EF LF
In forward pass, ES = latest EF of predecessor In backward pass, LF = earliest LS of successors Task is CRITICAL if ES=LS and EF=LS (no Slack) Task is NON-CRITICAL if ES<>LS and Slack = LS ES (or LF EF)
Scheduling Algorithm Exercise Determine Early Start/Early Finish, Late Start/Late Finish And Critical Path
0 165
30 195
30 195
60 225
Slack = 165
0 0 0 0 135 135 225 225 225 225 225 225
0 45
0 45
45 45
135 135
135 195
165 225
Slack = 60
Rule Rule Rule Rule #1: #2: #3: #4: In forward pass, ES = latest EF of predecessor In backward pass, LF = earliest LS of successors Task is CRITICAL if ES=LS and EF=LS (no Slack) Task is NON-CRITICAL if ES<>LS and Slack = LS ES (or LF EF)
Once start date/time entered, other calculations automatic with project management software
Project Stakeholders
Individuals and organizations that are actively involved in the project, or whose interest may be positively or negatively affected as a result of project execution or project completion. 2000
PMBOK Guide
Short list
Project benefactor Project requestor Project manager and team Those affected by the project
Internal Consultants
Defining Scope
Product Scope Versus Project Scope
Product Scope: The sum of the features that make up the product or service created by the project. Project Scope: All of the activities and resources required to produce the target product or service.
M S
a n a g a l e s
r t S e l l P r o d u S a l e s ( O u r C o n t e x t ) u p p o
e S
e v e l o pM o u r s E e ms
a p
i n t a l o y e
Here weve drilled down into the Widget World organization and depicted the major functions within the company. Ideally, the top level should encompass the entire organization. We have been charged with evaluating a flawed sales support system that provides automated training and support to the sales staff. The scope of the training product is therefore the box labeled Support Sales.
Sales Staff
IT Dept
Ad Hoc Product and Sales Support Course Lessons, Assessments, and Learner Evaluations
Sales Managers
HR Departmen t
Software Product
The software product, usually drawn as a rounded-corner square, and always in the center of the g raphic One rectang for each class of individual le (e.g customer) or org ., anization (e.g HR) ., that mig interact with the software ht solution One rectang (with an extra line inside le the top) for each class of system (e.g ., your HR System) that may interact with the software product One arrow for each major class of information that flows to or from the software product
HR Dept
Requirements Approvals/$
IT Systems Support
Completed System
Progress Reports
Interim Versions
Recommendations / Approvals
Template Designs
Content Rules
Sales Managers
One arrow for each major class of information that flows to or from software development project team
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Implementation Closure
Purpose Introduce project to attain approval and create project charter Document project scope, deliverables, and methods for containing scope. Create plan documenting the activities required to complete the project, along with sequence of activities, resources assigned to the activities, and resulting schedule and budgets. Execute and manage the plan, using artifacts created in the planning phase. Formally review the project, including lessons learned and turnover of project documentation.
Continuous Improvement
Lessons
Learned
P
I n i t i a t Di o en f i n
r o
j e
t
m C e l no ts a u t
i Pt i ol a n n
nI m i n p g l e
Communication Plan
Communication Team Briefing Format Restricted Intranet Frequency Daily at 9:00 Distribution Team and stakeholders with access to secure project info area Team, sponsor, senior management Webmaster, IT Department Sponsor, Senior Management All internal stakeholders All internal stakeholders All internal stakeholders All internal stakeholders
Weekly Web Bulletin Technical Incident Report Budget and Schedule Detail Accomplishments and Setbacks Schedule Milestones Cost-to-Date Milestones Current Top 5 Risks
Internal Intranet Email Spreadsheets and Detailed Gantt Chart Email and Intranet Email and Intranet Email and Intranet Email and Intranet
(continued)
(continued)
(continued)
Measurement Building must be completed by October 31 of this year to accommodate corporate move. Costs for the project must not exceed $22.5 million. Must provide workspace for 120 call center staff.
Project Name:
All in all would you say that the project was successful? Why or why not?
How close was the project to meeting its scheduled completion date?
Did the project meet its final stated objectives? Why or why not?
In general, how well did the team members collaborate? Why was this so?
Did team members work together in a single physical area or were they physically separated?
What were the primary modes of team communication? Which ones worked best? Which ones worked least well?
Were all team members available at the times they were needed for project work or status meetings? What impact did this have on the project?
Were all stakeholders and subject matter experts available to answer questions when needed? What impact did this have on the project?
Stakeholders Report/Celebration
Communicate Results Pinpoint Successes Propose Maintenance/Corrective Measures if needed
share contributing success factors present plans for corrective action
Sharpen the Saw for the future Project Best Practices Celebrate Successes!!!!
These are the knowledge areas and skills that were new to me that I will be able to use in my project work in the future.
These are the knowledge areas and skills introduced in the workshop on which I might need a refresher to use comfortably.
These are the steps I want to take within the next six months
These are goals related to project management that I want to achieve within the next two years.
Bibliography
Adams, John R., and Campbell, Bryan, Roles and Responsibilities of the Project Manager, 4th Edition, Project Management Institute, 1990 Baker, Sunny and Kim, The Complete Idiot's Guide to Project Management, New York, NY: Alpha Books, 1998. Bennatan, E.M, On Time Within Budget: Software Project Management Practices and Techniques, 3rd Edition, New York, Wiley. 2000. Brooks, Fredrick. The Mythical Man-Month. Addison Wesley. 1995. DeWeaver, Mary F. and Gillespie, Lori C., Real-World Project Management: New Approaches for Adapting to Change and Uncertainty. New York: Quality Resources, 1997. Dinsmore, Paul C., Human Factors in Project Management. New York: AMACOM, 1990. Doyle, Michael and Straus, David, How to Make Meetings Work, New York: Jove Books, 1982. Greer, Michael, The Manager's Pocket Guide to Project Management, Amherst, MA: HRD Press, 1999. Greer, Michael, The Project Manager's Partner: A Step-by-Step Guide to Project Management, Amherst, MA: HRD Press, 1996. Haynes, Marion E., Project Management. Crisp Publications, 1989. Laufer, Alexander and Hoffman, Edward J., Project Management Success Stories: Lessons of Project Leadership, New York, Wiley. 2000. Lewis, James P., Fundamentals of Project Management. New York: AMACOM, 1997. Lock, Dennis, Project Management (Sixth Edition). New York: Wiley, 1996.
Bibliography
Martin, Paula and Tate, Karen. Getting Started in Project Management. New York, Wiley, 2001. Meredith, Jack R. and Mantel, Jr., Samuel J., Project Management: A Managerial Approach. 5th Edition. New York. Wiley. 2003. Penner, Donald. The Project Managers Survival Guide. Battelle Press, 1994. Peters, Tom, Reinventing Work: The Project 50: Fifty Ways to Transform Every "Task" Into a Project That Matters. New York. Alfred A. Knopf, 1999. Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK Guide) -- 2000 Edition, 2001. Roberts, W. Leadership Secrets of Attila the Hun. Warner Books, 1987. Schrage, Michael. Shared Minds: The New Technologies of Collaboration. New York: Random House. 1990. Thomsett, R. People and Project Management. Yourdon Press, 1980. Verzuh, Eric. The Fast Forward MBA in Project Management: Quick Tips, Speedy Solutions, and Cutting-Edge Ideas. New York, Wiley. 1999. Wideman, R. Max (Editor). Project and Program Risk Management: A Guide to Managing Project Risks and Opportunities. Project Management Institute, 1992. Wysocki, Robert K. et al, Building Effective Project Teams. New York: Wiley, 2001. Wysocki, Robert K. et al, Effective Project Management. New York: Wiley, 1995.
Project Mission Project Scope Project Objectives Project Assumptions Project Constraints Milestones Project Risks Stakeholders Signature Page Granting Authority to Proceed
In some organizations, the project charter is an evolving document. Many of the components listed will change as the project moves into the project definition phase.
Pro je ct C onstraints
See Pro jec t Prio ri ty Matrix in A ppendi x . Li s t any o ther c o ns traints here.
Proje ct Phase s
Indic ate the phases of the pro po s ed pro jec t.
Mile stone s
Lis t m aj or m il es tones f or projec t identi fied s o far. (Inc lude at l east f ive throughout the l if e o f the proj ect.)
Proje ct Risks
A ttach Ris k Identi fi c ati on Work s heets and Ris k Prio ri ty Wo rk s heet.
Stake holde rs
A ttach Po tential Stak eho lders Wo rk sheet.
Level 5Optimization
Rewards of PMMM
The promise of continuous process improvement through repeatable processes, benchmarking, and optimization: To break the triple constraint and achieve
Faster!! Cheaper!!
S M A R T
Objectives should be stated in terms that include that include some quantitative target for the end product. pecific There should be some way of actually testing whether or not that stated target has been met. easuable The desired objective must be one that is actually possible to achieve within the time and cost parameters provided. ttainable The desired objective should relate directly to the organization's business needs and stated mission. elevant The boundaries for completion date of the desired objective should be either a specific date or time or an "offset" from the beginning of the project. (For example, must be completed within five months of project launch.)
ime-Bound
Project Assumptions
Almost every lesson includes the reminder Dont Assume!! Turn that around and make it Document Assumptions!
Dont expect others to read your mind. Capture as many assumptions as possible to include in your initial project charter. Dont be surprised if others do not share all your assumptions. This is the time to resolve differencesbefore the project is underway!