project management rebekah 3witt 1. the project management process 2

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Project ManagementRebekah 3Witt

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The Project Management Process

Initiating

ExecutingControlling

Planning

Closing

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Initiating

This process group is the formal recognition that a new project exists. In this process, you typically set project goals, objectives and major milestones.

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Planning

This process group includes defining resources and developing a schedule and budget for achieving the project objectives. The critical nature of this process has led to a common project management phrase: “plan to plan.”

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Executing

This process group involves coordinating personnel and resources to achieve the project goal.

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Controlling

This process group includes completing project activities, measuring progress toward project objectives, and taking corrective action when necessary to bring the project back with the stated goals and objectives. A phrase often used to describe this process group is “work to plan”.

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Closing

This process group includes processes for ensuring acceptance of the final product, bringing the project to an orderly conclusion, and reviewing lessons learned from the project.

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Common Pitfalls

Choosing the wrong project manager

Selecting inappropriate team members

Inadequately defining tasks

Unclear project expectations

Unavailability of Resources

Lack of support from senior management

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Three Fundamental Components

The project environment

The project manager

The project team

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Internal Environment

A corporate culture that acknowledges and appreciates the efforts of team members

Good working relationships among team members

Open lines of communication

An environment of trust

A willingness to take risks

Recognition for effort and achievement

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External Environment

The parent organization, whose policies and procedures can influence a project

The political environment, which can affect a project if government policies change

The current business climate, which can decrease the effectiveness of a project’s output

The geographical setting, which can delay a project if an environmental issue arises

Social commitments, which can influence a project due to responsibilities such as reduced environmental risks

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Project Stakeholders

A project stakeholder can be an individual, group, or organization involved in a project or with interests that influence the project. Stakeholders can be either formal or informal. Formal stakeholders have a direct interest or

investment in a project. Informal stakeholders are those who might be

affected by a project’s result.

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Formal Stakeholders

The project manager, who is ultimately responsible for the success or failure of a project

The project team members, who are directly responsible for completing project tasks

The parent organization, which provides project personnel and resources

The customer that requests the end product or service

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Stakeholder Influence

Some stakeholders have specific requirements they want the project to meet, and their stake in the project is significant

Less critical stakeholders might also have specific requirements for the project, and it is up to the project team to decide if their requirements can be fulfilled

Some stakeholders need to feel involved and might want to provide input and feedback throughout the project

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Project Management Duties

Produce a progress report monthly

Review the risk register monthly

Weekly communication meetings with Team Principals

Review weekly progress reports of Team Principals

Approval of purchase order requisitions

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Project Management Duties

Approval of supplier invoices for payment

Weekly telephone updates to the sponsor

Induct new Team members into the project

Market the project internally

Produce a monthly project newsletter

Maintain a project blog

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"The Mission is the No.1 Priority, no-one is bigger than the Mission!",

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Project Management Dimensions

Technical

Transactional

Transformational

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Thinking

You may not recognize thinking as being a communication skill, but having a clear idea of symbolic internal reality you want to convey to another person or group of people is the beginning of effective communication.

If you don’t have the idea straight in your own mind, don’t be surprised if others get a different idea from your communication than what you thought you intended to say.

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Listening

Effective listening allows you to enter the reality of the other person and understand what their internal symbolic reality is. Only when you do this are you able to communicate effectively by understanding what they are sharing with you, even if it is very different from your personal perspective.

You can’t truly communicate with someone else if you don’t understand their internal reality.

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Speaking

The third communication skill that leads to effective communication is your selection of words and the voice tones that you use when you speak them. While this may be the part that most people concentrate on, research has revealed that nonverbal communication has more impact than the actual words that you use. In fact, the nonverbal portion of the communication can actually change the meaning of the words that you say.

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Nonverbal Communication

Nonverbal communication is the communication skill that usually receives little thought because it happens automatically. We actually learn to communicate nonverbally at a very young age (a baby crying) and are able to communicate quite effectively using only nonverbal communication.

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Constraining Factors

Cost

ScopeTime

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Project AssumptionsProject assumptions are statements that must be taken to be true in order for the project planning to begin.

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Common Project Assumptions

Project staff resources will be available

Technical support will be available

Scope will remain unchanged

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Project Objectives

Project objectives are the criteria used to measure whether a project is successful or not.

Realistic and Attainable

Specific in Terms of Scope

Quantifiable in Terms of Time, Cost, and Quality

Consistent with Organizational Plans, Policies, and Procedures.

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SMART Scope

Specific

Measurable

Agreed Upon

Realistic

Time Bound

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Scope Statement

Details of Contract

Project Objectives and Requirements

Scope of the Project

Project Timeline

Project Milestones and Deliverables

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Scope Statement

Cost Estimation

Compensation and Payment

Roles and Responsibilities of the People Involved in the Project

Terms and Conditions, If any

Signature Block

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Project TeamA project team is a group of individuals who collectively have the skills required to complete a project.

Each member of the team has distinct skillsets

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Picking A Winning Team

What skills are needed to finish the tasks in this project?

Are there known conflicts between potential team members?

Who will be the leader of the team?

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Skill Matrix

Skill Level Required for the Job

Supervisory Requirements for the Job

Experience Level Required for the Job

Education Level Required for the Job

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Test Skill Will Matrix

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Identify Risk

Potential People Risks

Technology Based Risks

Organization Based Risks

Finance Based Risks

Law or Contract-Based Risks

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Identify Risk

Physical Risks

Environment Risks

Special Circumstances

Look at Lessons Learned

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WBSThe Work Breakdown Structure (WBS) is a hierarchical structure that subdivides project work into smaller, more manageable pieces of work.

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Gather Inputs

Scope

WBS Template

Constraints and Assumptions

Relevant Historical Information

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Decide How to Organize

Major Product Deliverables

Life Cycle Phases

Organizational or Functional Responsibility

Geographical Locations

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ActivityAn activity is a unit of project work that must be performed to complete a project deliverable.

Every activity has a duration, cost and resource

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Rule of 8/80

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Dependencies

Mandatory – Activities are supposed to have a mandatory dependency if they have to be performed in a particular sequence for the work to be completed successfully.

Discretionary – Established by the project manager if there are no mandatory or external dependencies between activities.

External – An event or input outside the project activities that dictates the sequence of the activities.

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Precedence Relationships

Finish to Start

Start to Start

Finish to Finish

Start to Finish

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Lag

Lag is a modification in a logical relationship that delays the start of a successor activity

Predecessor

Successor

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Lead

Lead is a modification in a logical relationship that allows the successor activity to start before the predecessor activity ends in a Finish-to-Start relationship.

Predecessor

Successor

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Project Success

Dependent on Resource Availability

Realistic Start and Finish Dates for each Activity

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Estimation

Optimistic happens 1 out of 6 times

Expected happens 4 out of 6 times

Pessimistic happens 1 out of 6 times

Optimistic•3 months

Expected•4 months•4 months•4 months•4 months

Pessimistic•6 months

25 Mo / 6

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BaselineThe schedule baseline is the version of the project schedule that is approved by stakeholders and serves as the basis for measuring the project's progress.

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Schedule Development Terminology

DU Duration

ES Early Start

EF Early Finish

LF Late Finish

LS Late Start

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Critical PathCritical Path is the path in the project schedule network diagram that has the longest duration.

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FloatFloat is the amount of time an activity can be delayed without delaying the ES (Early Start) of the immediate successor activity.

Total Float is the amount of time an activity can be delayed from its ES (Early Start) without delaying the project finish date.

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Create Project Schedule

Perform an analysis to determine the period within which activities could be scheduled once resource limits and other known constraints are applied.

Evaluate the possible impact of any constraints and assumptions on schedule development.

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Consider the Availability of Your Resources

Will you have the staff you need to perform the work when it is scheduled to be done?

Will you have access to the materials, facilities, and equipment you need to perform the work when it is scheduled to be done?

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Consult Project Calendars

Are there any holidays during which your project team will not conduct work activities?

Will your project team conduct work activities on weekends?

When will your key project team members be taking vacations?

Are there any unmovable milestone dates that must be met?

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Consider External Resource Constraints

Are there any regional or national holidays not previously accounted for?

Do you need to make considerations for travel time for meetings?

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Review

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The Project Management Process

Initiating

ExecutingControlling

Planning

Closing

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Project Stakeholders

A project stakeholder can be an individual, group, or organization involved in a project or with interests that influence the project. Stakeholders can be either formal or informal. Formal stakeholders have a direct interest or

investment in a project. Informal stakeholders are those who might be

affected by a project’s result.

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Project AssumptionsProject assumptions are statements that must be taken to be true in order for the project planning to begin.

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SMART Scope

Specific

Measurable

Agreed Upon

Realistic

Time Bound

The scope statement is an itemized definition of the outcome of the project. It explains what is to be included and excluded from a project.

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Scope Statement

Details of Contract

Project Objectives and Requirements

Scope of the Project

Project Timeline

Project Milestones and Deliverables

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Scope Statement

Cost Estimation

Compensation and Payment

Roles and Responsibilities of the People Involved in the Project

Terms and Conditions, If any

Signature Block

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Picking A Winning Team

What skills are needed to finish the tasks in this project?

Are there known conflicts between potential team members?

Who will be the leader of the team?

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WBSThe Work Breakdown Structure (WBS) is a hierarchical structure that subdivides project work into smaller, more manageable pieces of work.

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Rule of 8/80

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Identify Risk

Potential People Risks

Technology Based Risks

Organization Based Risks

Finance Based Risks

Law or Contract-Based Risks

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Identify Risk

Physical Risks

Environment Risks

Special Circumstances

Look at Lessons Learned

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Analyze Risks

Qualitative Analysis

Qualitative Analysis is a method of assessing, ranking, and prioritizing risks for subsequent analysis.

Quantitative Analysis

Quantitative analysis is a numerical method used to assess the impact of risk and to measure the amount of damage that can take place.

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Risk Response Plan

A risk response plan is a plan used to decrease the possibility or impact of risk in order to accomplish project objectives.

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Types of Risk Response Plans

Avoidance Find a work-around so that the risk never occurs.

Acceptance

Decide to live with the consequences, should the risk occur.

Mitigation Prepare to deal with the risk through contingency planning

Transference

Get someone else to share the risk or underwrite it for you.

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5 Steps to Risk Management Model

Risk identification

Qualitative risk analysis

Quantitative risk assessment

Risk response planning

Risk monitoring and control

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Analyze the Data

Does the source of the data fully understand the risk?

Is the source reliable and trustworthy?

Is the amount of data sufficient to adequately analyze the risk?

What is the accuracy and quality of the data?

Are there risks that require further monitoring?

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Communication Plan

A communication plan is a plan that describes what information must be communicated to whom, by whom, when and in what manner.

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Understand Your Objectives

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Understand Your Audiences

Take time now list your Audience

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Plan Communications Messages and Channels

List forms of Communication

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Plan Message for Each Audience

What does the audience need and want to know?

When do we need to communicate?

What is the regular or preferred channel for reaching this audience?

For this specific audience and message, what is the most effective way to get your message across?

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Monitor Effectiveness

Get Feedback

Ask Different Audience “How it is working for them?”

Check Do They Understand the Message You are Trying to Convey

Can You Make it Better

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Put Yourself in Someone Else's Shoes

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What's Their Preferred Way of Receiving Information

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How to Keep Their Attention

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Track Communication

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Market Your Message

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Compan

y Policy

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Plan for change Control

Change is inevitable and unavoidable in any project.

You need to make sure none of your customers, stakeholders, or members of the project management team are surprised by delays to your scope and schedule.

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Project Change Control Plan

The project change control plan is developed early on in the project planning

process.

How change requests are documented and submitted,

Who has responsibility for what,

Sets up the steering committee.

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Guidlines

Identify what will be considered a change that is significant enough to require management approval

Gather any relevant historical data within the organization that relates to the process of identifying, documenting, approving or rejecting, and controlling changes to the project baselines

Determine the latitude the team would have in making autonomous decisions about changes

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Identify These Responsible Parties

The people who are able to initiate change requests. Stakeholders, project management team members

Who is authorized to give or withhold business approval to a request for change

Who has the authority to approve additional funding, overtime costs, purchase orders etc…

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Identify These Responsible Parties

Who will be responsible for executing the work necessary to satisfy the requested change

Person(s) who will be responsible for managing changes

Who are responsible for prioritizing changes and making qualitative decisions about them

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IT Change Process

Documenting the change request:When the client requests the change, that request is categorized and recorded, along with informal assessments of the importance of that change and the difficulty of implementing it.

Formal assessment:The justification for the change and risks and benefits of making/not making the change are evaluated. If the change request is accepted, a development team will be assigned. If the change request is rejected, that fact is documented and communicated to the client.

Planning:The team responsible for the change creates a detailed plan for its design and implementation, as well as a plan for rolling back the change should it be deemed unsuccessful.

Designing and testing:The team designs the program for the software change and tests it. If the change is deemed successful, the team requests approval and a date for implementation.

Implementation and review:The team implements the program and stakeholders review the change.

Final assessment:If the client is satisfied that the change was implemented satisfactorily, the change request is closed. If the client is not satisfied, the project is reassessed and steps may be repeated.

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Managing a ProjectNow the work begins

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Kick-Off MeetingConducted by the project manager at the beginning of a project.

Designed to mark the opening of project work.

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Purpose of Kick-Off Meetings

Introductions to client team members

Review project scope and objectives

Review high-level timelines and milestones

Review project responsibilities and deliverables

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Validate proposed workflow

Identify and address any challenges

Secure buy-in  for the project purpose, plan and outcomes

Confirm next steps

Record any decisions made during the meeting

Purpose of Kick-Off Meetings

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Project Executive Summary

The Big Picture

High level Overview of the Project

This will serve as the Outline of the Kick-Off Meeting

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Project Goal

Where are We Going?

A Detail Account of What the Goal Is

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Project members and their roles

Who’s Doing What?

As Many of the Team Members as Possible Should be Present for Meeting

Introduce Each Team Member

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Project Scope and Deliverables

What Will be Done to Get There?

Discuss What Type of Work Will be Done to Reach the Goal

Also Discuss What Work Won’t be Done

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Key Performance Metrics and Success Factors

Evaluation

Be as Specific as Possible so that Everyone is on the Same Page

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Communication Plans and Meetings

Collaboration methods?

Weekly status meetings

Project plan status updates

Management updates

Task and activity planning sessions

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Start Meeting on a Positive Note

Name one thing you’ve accomplished since the last meeting that you’ve been proud of?

Name a person who has helped you since the last meeting.

Mention one thing you’re looking forward to in the coming week/month?

What’s the funniest thing someone has told you in the last week?

Mention something interesting you’ve learned since the last meeting

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How to Execute the Project Plan

Ensure that the project starts and finishes on time, within the budget and within the scope.

Comply with any organizational policies and procedures.

Decide on a system that will allow the work of activities and deliverables.

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Praise and Motivate the Contributors

Send out congratulatory email announcements to the whole group when individual contributor make their deadlines.

Thank contributors for their efforts, both individually and publicly.

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Ways to Motivate Employees

Recognition/Attention

Applause

Training

On-the-Spot Praise

Leadership Roles

Team Spirit

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Executive Recognition

Social Gatherings

Casual Dress Day

Time Off

Additional Responsibility

Ways to Motivate Employees

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Gags and Gimmicks

Plastic/rubber whale for "whale" of a performance.

Pillsbury dough boy for the person raisin' the most bread.

Cardboard stars for star-studded performances.

Plastic phonograph records for setting a new record.

California raisins for those with the highest percentage of "raisin" their productivity.

Special parking space for the person who drives the hardest.

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Track Project Progress

Track Performance of the Project

Update Project Plan

Update Weekly Ideal No more then 2 weeks

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Variance Management

Method of measuring the variances and taking corrective action in order to achieve the planned outcome.

Find the problem and fix it.

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Analyze Work Against Planned Performance

Ask team members who are closest to the work

Is there a variance

What is the cause of the variance

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Corrective Measurements

Fast-Tracking – find task that can be done as concurrently

Crashing – Allocate more resources to activities

Outsourcing – Secure services and expertise from an outside source

Resource Leveling – Readjust the work as appropriate so that people are not over allocated

Reducing project scope

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DocumentDocument Lessons Learned As You Go

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Report PerformancePerformance reporting is the process of gathering and communicating information regarding the current status of a project as well as projection for progress over time.

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Types of Performance Reports

Status Report Describes what has been achieved in the current period. Budget, scope, schedule, risks, variances identified and how to correct

Progress Report Gives a summary of the progress of the project towards its objectives, compares current with baseline of Project

Forecast Report Projects the timelines and cost of a project for a future period based on the current status of the project

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Gags and Gimmicks

Toy cymbals for those "symbolizing" total effort.

Special Mountain Dew can for that person who exemplifies the "can do" attitude.

A figurine of E.T. for out-of-this-world performance.

The Eveready Bunny for those that keep going, and going, and going.

Large Tootsie Roll replica for those on a "roll."

A drum for the person that "drums" up the most business.

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Personnel Evaluations

Personnel evaluations involve tracking the performance of team members and providing feedback.

Needs to be done on a regular basis

Identify if training is necessary

Resolve conflicts with team members

Keep people motivated

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How to Implement Change Control

When a change request has been submitted, justify why it should be investigated.

Analyze the change request

Document and communicate the change request

Determine the impact of change on the project

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How to Implement Change Control

If necessary, get back to the requester with questions

Discuss the change and its impact with the stakeholders

Get sign-off from all stakeholders on actions to be taken

Update the project plan to include the changes made and then proceed

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Closeout PhaseYou have successfully executed the project plan and obtained all deliverables from the project team.

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How to Close a Project

Prepare a project termination checklist that may be useful when closing out a project or phase.

Gather and organize performance measurement documentation, product documentation and other relevant project records for easy review by stakeholders.

Release project resources

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How to Close a Project

Update records to ensure that they reflect final specifications. Be sure to update the resource pool database to reflect new skills and increased levels of proficiency.

Analyze project success and effectiveness and document lessons learned.

Prepare lessons learned reports and a final project report.

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How to Close a Project

Obtain project approval. Demonstrate to the customer or sponsor that the deliverables meet the defined acceptance criteria to obtain formal acceptance of the phase or project. This may involve preparing an end-of-project report or giving a presentation

Archive a complete set of indexed project records.

Celebrate the success of the project with the team and other stakeholders.

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Create a Final Report

Make a summary of how the project was carried out.

Provide an overview of the project’s initial objectives and specifications.

Explain any changes to objectives and specifications, the reasons behind the changes, and how the changes were executed.

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Create a Final Report

Present the initial budget, identify the actual project costs, and explain variances if any.

Describe the deliverables of each phase.

If the project was terminated prior to completion, state reasons for the same.