13341938 project management fundamentals for the executive

8/14/2019 13341938 Project Management Fundamentals for the Executive

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P ROJECT MA NA GEMENTFUNDAMENTALS

for theExecutive


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Page 1

Session Objectives

Provide a basicunderstanding of theProject Management

ProcessesHighlight the Executiverole in successful projectmanagement

Objectives


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Page 2

Session Overview

Sections:1. Introduction to Project Management2. Project Stakeholders and Roles

3. Project Management Processes and theExecutives Role


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Page 3

W hy P roject Management?

Current Issues:Complex nature of business today More cross-functional efforts Need for greater accountability Stronger focus on results

Projects fail to deliver as promised

Cost over-runs/missed deadlinesChallenging workloaddomore with less


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Page 4

P roject Statistics

Statistics from the Standish Group

16

27

26

28

28

29

31

40

28

23

39

18

53

33

46

49

33

53

0% 20% 40% 60% 80% 100%

1994

1996

1998

2000

2002

2004

SucceededCompleted on

time, on budget,features andfunctions as

specified

FailedCancelled

beforecompletion

or neverimplemented

ChallengedCompleted and

operational,but over budget,

over timeestimate, fewer

features and

functions thanspecified


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Page 5

W hy Projects Fail

Lack of user input and involvement

Incomplete and changing requirementsLack of executive support

Technology incompetenceLack of resourcesUnrealistic expectations, unclear objectives

Unrealistic timeframesLack of planning



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W hy P rojects Succeed

User involvementExecutive management supportClear statement of requirementsProper planning

Realistic expectationsSmaller project milestonesCompetent staff OwnershipClear vision and objectivesHard working, focused staff



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W hat is a P roject?

A project is a temporary endeavor undertaken tocreate a unique product or service

Temporary -- time-bound, a definite begin and end

Unique -- different in some distinguishing way fromall similar products, services or results

Progressive elaboration -- developing in steps and

continuing in increments

From the Project Management Institute (PMI)PMBOK Guide Third Edition, 2004


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W hat is P rojectManagement?

The application of knowledge, skills, tools, and

techniques to project activities in order to meetproject requirements

Managing a project includes:

Identifying requirements Establishing clear and achievable objectives

Balancing the competing demands for quality, scope,

time and cost Adapting the specifications, plans and approach to the

different concerns and expectations of the variousstakeholders From the Project Management Institute (PMI)

PMBOK Guide Third Edition, 2004


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Page 9

P roject Management P arameters

TripleConstraint

Change in one constraint impacts at least one of the other constraints and may alsoimpact stakeholder

satisfaction

S c o p

e T i m e

Co st


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Page 10

Stakeholders

Project Sponsor

Project Manager

Project ManagementTeam

Project Team Members

Key Stakeholders

Customer/User

PerformingOrganization

InfluencersFrom the Project Management Institute (PMI)

PMBOK Guide Third Edition, 2004

The Relationship Between Stakeholders and the Project


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Page 11

P roject RolesProject Sponsor

Manager/Executive with demonstrable interest in the outcome of the project Responsible for securing spending authority and resources for the project Ideally, highest-ranking manager possible appropriate for the project size and scope Champions the project Ultimate decision-maker for the project Provides support for the Project Manager Approves major deliverables Signs off on approvals to proceed to each succeeding project phase

Project Manager Responsible for ensuring that the Project Team completes the project Develops the Project Plan with the team Manages the teams performance of project tasks Secures acceptance and approval of deliverables from the Sponsor and Stakeholders Monitors performance and takes corrective actions when needed

Project Steering Committee Representatives from stakeholders Review and approve major project decisions or deliverables When escalation reaches this level, make decisions on project issues and change

requests


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P roject RolesProject Team

Responsible for executing tasks and producing deliverablesas outlined in the Project Planas directed by the Project Managerat the level or effort or participation defined for them

IT Team Member Provide technical expertise Acquire the product or service Test the product or service from an IT perspective

Implement the product or service

Business Team Member May be made available to the project for subject matter expertise Responsible to accurately represent their business units need to the Project Team Validate that deliverables describe the product or serve they want the project to produce Expected to bring information about the project back to their business area Test the product or service the project is developing, providing feedback to the Project

Team

Vendor Contracted to provide additional product or services the project requires PM Manages relationship May be part of Project Team


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P roject Management Context

Often hierarchical..

Strategic Plan

Portfolio

Program Groups

Project

Subproject

A collection of projects or programgroups aligned to facilitate effective

management to meet strategicbusiness objectives

A group of related projects managed

in a coordinated way to obtainbenefits and control not availablefrom managing them individually


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P roject Context

Two distinct efforts during course of a project:

Project Life Cycle Varies by product, service, industry Phases usually sequential Technical transfer or handoff Cost and staffing levels low at start,

peak in the middle, drop at end Level of uncertainty is highest at start Ability to influence characteristics and

cost of final product is highest at start

Project Management Life Cycle Same for every line of business Accomplished through processes

o Initiateo Plano Executeo Contro lo Close

Define, acquire and implementthe product or servicerequested

Manage the project


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Typical P roject Cost/ Staffing

Time

Initial Phase Final Phase

C o s t a n

d S t a f f i n

g L e v e

l

Intermediate Phases



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Sponsors Influence Over Time

Project Time

High

Low

Influence of Sponsors

Cost of changes



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P ROJ ECT MANAGEMENT P ROCESSES

C o n t r o l l i n g

E x e c u t i n g

P l a n

n i n

g

Initiation Closing

Origination


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For each process

What is the purpose?

What are the inputs, process, outputs?

What is the executives role?

What are some other considerations?


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ORIGIN ATION P ROCESS- Before the P roject is a P roject

OriginationC o n t r o l l i

n g

E x e c u t i n g

P l a n

n i n

g

Initiation Closing


E x e c u t i n g

P l a n

n i n

g

Initiation Closing


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P roject Origination

Role of the Executive:Lead and/or participate in development of a business units project proposalMay guide a proposal submitter or requestorDetermine fit with organizations mission and strategies

Consider alternativesReview business caseReview proposed solution

PURPOSE To provide a formal mechanism to recognize and evaluate potentialprojects, and reach consensus on projects to be selected


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P roject Origination

Additional considerations--Consistent application of process for selection can avoid spending time andresources on the wrong projectsPMO will be developing a standard process and standard forms

Working with OIT to institute a standard tool for the Origination processWill include leadership team to determine process details and prioritization of projects

PURPOSE To provide a formal mechanism to recognize and evaluate potentialprojects, and reach consensus on projects to be selected


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E x e c u t i n g

P l a n

n i n

g

Initiation Closing

INI TIATION P ROCESS

Origination


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P roject Initiation

Role of the Executive:Assign and empower the Project ManagerSupport development of Project CharterIdentify stakeholders

Identify roles and responsibilities, and ensure participationIdentify risksReview draft and approve final Project CharterEnsure timely review cycle

Project Charter

Project NameProject SponsorProject M anagerProject Overview Business Need/Opportunity Product/Service Description Objectives Project Deliverables Out of Scope Known RisksFinancial BenefitsProject StakeholdersHuman Resource NeedsRoles and Responsibilities

PURPOSE To verify assumptions and projections made during ProjectOrigination and to define and authorize the project


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P roject Initiation

Other considerations-Project Sponsor and Project Manager must share a single vision for the project andcommunicate the vision to all team members and stakeholders throughout the projectProject Sponsor is the link between the Project Manager and executive management

Ensure that the communication plan has the right amount, type and level of communication toexecutives

Support the Project Manager in making connections with involved business units to obtaincommitmentor make the connections personally

Assumptions and projections developed in Project Origination will be refined in ProjectInitiation. Expect to see change. You should seek explanations for change.Its okay to have a NO GO decision at the end of Project Initiation

PURPOSE To verify assumptions and projections made during ProjectOrigination and to define and authorize the project


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P LAN NI NG PROCESS


E x e c u t i n g

P l a

n n i n

g

Initiation Closing

Origination


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P roject P lanning

Role of the Executive:Participate in risk assessmentAssist with identification of constraintsParticipate in development of communication

planAssist with definition of escalation proceduresReview and approve project management planpackageEnsure timely review cycle

Project Management Plan

Project NameProject SponsorProject M anagerProject OverviewProject Scope - In/OutDeliverablesProject Approach

Cost/Hours/DurationMilestones

AssumptionsConstraintsRisks

Communication PlanChange Management PlanResource Management PlanRisk Management PlanIssues Management PlanQuality Management PlanProject Close-out Process

PURPOSE To define and refine objectives, and to establish a plan of actionrequired to attain the objectives and scope of the project


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P roject P lanning

Other considerations--Plan adequately once, rather than execute over and over again because of inadequateplanning.Ensure that total costs are included

Internal and external resources, business and IT resources, external departments End user testing, subject matter expertise for requirements, interfacing application changes Administrative overhead--audits, purchasing, RFP process Purchase of hardware/software, licenses, on-going maintenance and support, periodic upgrades

Assist PM with exerting influence outside the PMs direct sphere of influence withouttaking on the PM responsibilities.Allow adequate time for review and approval. Dont approve without reviewing.

PURPOSE To define and refine objectives, and to establish a plan of actionrequired to attain the objectives and scope of the project


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EXECUTI NG P ROCESS


E x e c u t i n g

P l a n

n i n

g

Initiation Closing

Origination


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The Project Life Cycle comes into play----------

Project Life Cycle Varies by product, service, industry

Phases usually sequential Technical transfer or handoff

Define, acquire and implement the product or service requested

EXECUTI NG P ROCESS

Systems Development/Procurement Life Cycle

Project Definition

Requirements Analysis Design Development/Procurement

Testing Implementation

For IT/Operations projects, the Project Life Cycle is someform of Systems Development/Procurement Life Cycle


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Business Role inSystems Development Life Cycle

Requirements Analysis Bus iness requirements

FunctionalTechnical

Design High level design Baseline architecture Detail design

Development/Procurement Code/Purchase Unit Test/Install

Testing System Test Integration Test Acceptance Test

Implementation and Transition Final documentation Training Move to production Turnover to maintenance/support

QA Reviews (throughout)

Based on type and content of project

May include business representatives in

roles of Subject matter expert Tester Decision-maker for business unit

Typical involvement includes: Provide business direction Define Business Requirements Review and approve Project

Deliverables, e.g. Requirements Contribute to user documentation and

test plans Participate in user and acceptance

testing

SDLC Example Business Involvement


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P roject Execution

Role of the Executive:Formally approve Project Deliverables the concrete portions of the final product.Assist with managing organizational change processAssist with preparing organization for transition

PURPOSE To develop or purchase the product or se rvice that the project wascommissioned to deliver based on the Project Management Plan


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P roject Execution

Other considerations--Support an environment where the PM and team members are encouraged to share bothgood and bad news as soon as it is known.

PURPOSE To develop or purchase the product or se rvice that the project wascommissioned to deliver based on the Project Management Plan


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CONTROLLI NG PROCESS


E x e c u t i n g

P l a n

n i n

g

Initiation Closing

Origination


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P roject Control

Role of the Executive:Monitor high-level project management metrics (controls put in place during Project Planning)

Financial performance - Planned cost to date, actual cost to date, variance Schedule performance - Planned milestone completion, actual comp letion, variance

Monitor key activities and critical decisions Quality control procedures - Planned tests , completed tests, variance Quality assurance procedures - Planned reviews, completed reviews, variance Indications of quality

problems in Review FindingsDrill into exceptions as neededDetermine if intervention is needed to get project back on track Ask for, and as needed, assist with plans for corrective actionsResolve escalated issuesReview and make decisions on change requestsSupport and empower the Project Manager

PURPOSE To ensure that project objectives are met by monitoring andmeasuring progress and taking corrective actions when necessary


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Control ling Risks , I ssues and Change

Risk Management

Continually monitoring for changes in risks and implementing mitigation or contingencyplans as needed

Issue ManagementIssue is something that is preventing project progressIdentification and resolution must be timely

A risk that has been realized, is an Issue

Change Management (Change Control)Changes to a project are inevitableUnmanaged change can cause a project to failGoal of Change Management is not to suppress change, but to recognize the implications

of it and make a formal decision to accept or rejectAn approved change is input to the Planning Processes, the updated Project ManagementPlan guides the Execution Processes


E x e c u t i n g

P l a n

n i n

g

Initiation Clos ing

Cyclicalprocesses


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P roject Control

Other considerations--Activity can be mistaken for progress -- watch for tasks and deliverables that arecontinually 90% complete or dates that continue to move outAs change is managed, be prepared to ask about and make decisions regarding trade-off of project parametersContinue to look for risks

new risks may arise at any point in the project low probability risks may become high probability over time

PURPOSE To ensure that project objectives are met by monitoring andmeasuring progress and taking corrective actions when necessary


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CLOSING PROCESS


E x e c u t i n g

P l a n

n i n

g

Initiation Closing

Origination


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P roject Close

Role of the Executive:Ensure feedback is solicited from all target participantsProvide post-implementation feedback Ensure project is closed out properlyRecognize the team for extraordinary performance

PURPOSE To formalize acceptance of the project and bring it to an orderly end


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P roject Close

Other considerations--The Project Close phase is the most important phase for other and future projectsCant learn from the past to improve the future unless Lessons Learned and BestPractices are identified

PURPOSE To formalize acceptance of the project and bring it to an orderly end


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E x e c u t i n g

P l a n

n i n

g

Initiation Closing

Origination


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9 Know ledge Areas Skil ls for P roject Managers

ScopeManagement

HumanResource

MangementCommunicationsManagement RiskManagement ProcurementManagement

QualityManagement

CostManagement

TimeManagement

CORE FUNCTIONS

FACILITATING FUNCTIONS

Project Integration Management



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Ques tions to ponder---

When does the ROI on a project becomenegative because of lateness or overlyextended deadlines?When should a project be killed?What indicators tell a sponsor thatintervention is called for?

What specific actions can the executive taketo ensure success?


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Session W rap-up

Thank you for your participation today!

13341938 project management fundamentals for the executive

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