60 minutes to pm

60 Minutes to

Better Project Management

Mohammed Osman, eMBA, P.Eng, PMPAfrina Company Qatar Doha Training

DayAugust 01, 2006

About The Presenter

Civil Engineer Project Management Focus

Technical, Construction Project Manager PMI Certified Member: APEG, PMI

Objective

To provide you with tools and techniques for managing projects of varying size without

adding unnecessary overhead.

Agenda Importance of Project Management Key Planning Documents Scope and Risk Management Communications Management Protecting Your PM Knowledge Base Toolkit Summary Questions and Answers

Project Manager

The conductor of an orchestra

Definitions

Project – a temporary endeavor undertaken to create a unique product or service with a defined start and end point and specific objectives that, when attained, signify completion. Project Management – The application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project

PM = organized common sense!!

The Importance of Project Management

“Good fortune brings in some boats that are not steered. Only direction can bring in the fleet.” -- William Shakespeare

Why We Need Improvement Only 28% of Projects Succeed! Common Reasons for Failure

Unrealistic Time Frames Scope Creep Changing Deliverables Scope Hard to Define Poor Communication

Source: Rita Mulcahy, PMP, RMC Project Management

How Can We Prevent Failure?Failure Factor Threat Tools to Reduce

Threat

Unrealistic Time Frames

WBS, Network Diagram

Scope Creep Project Charter, WBS

Changing Deliverables

Project Charter, Triple Constraint Analysis

Scope Hard to Define Project Charter, WBS

Poor Communication Communication PlanSource: Rita Mulcahy, PMP, RMC Project Management

Project Management Processes

Source: PMBOK 2000, PMI

0

50

100

Level of Activity

Initiating Planning Executing Controlling Closing

Time

Project Management Processes

Key Planning Documents

“If You Fail to Plan, You Plan to Fail!”

Project Charter

Defines and Authorizes the Project Identifies the Project Manager States the Project Objectives Reinforces the Business Case Product Description/Deliverables One Page Maximum!

Sample Project Charter

Source: Rita Mulcahy, PMP, RMC Project Management

Work Breakdown Structure

Graphical Representation of Scope Useful Visual Tool for Stakeholders Easy to Create (Visio or Org Chart

SW) Excellent Planning and Scope Tool Start With Post-Its and a Whiteboard

Sample WBS

O rder Materia ls

Se lect App liances

Build ing Perm its

O bta in B lueprin ts

P lann ing

H aul Away D ebris

Tear D own

D isconnect U tilites

D em olition

C ity Inspection

Fram ing/W alls

P lum bing

W iring

R ough-In

App liances

C ounters

Flooring

C abinets

F in ish

K itchen R em odel

Reference: PMBOK 2000, PMI

AMTC

E&M SystemsInstallationContracts

E&M SystemsSupply

Contracts

TrackworkSub-Contracts

ConstructionPreparation

Sub-Contracts

GuidewayConstruction

Sub-Contracts

Control CentreConstruction

Contract

Uhud DepotConstruction

Contract

DesignSub-Contracts

StationConstruction

Sub-Contracts

Stations

Guideway

El. Alignment

Severalsub-contracts

SubstructureSection 2

SubstructureSection 3

Substructure Section 1

Superstructure

ConstructionAdministration

Division

Trackwork design,supply & installation

Transformer/rectifiers

Switch panelTraction power networkSCADACommunicationsSignaling systemFare collection system

Rolling stock

Wheel milling latheVehicle washing systemSpecial equipment

Communications

Signaling systemPower supplyFare collectionEquipment supervisionE&M installationsupervision (10)

1 contract 1 contract

ALMADINAH MONORAIL PROJECTEPC Contract for Proposed Tender Plan

Uhud Stations

SabaqBaqiQuba

Station 5,6

Civil WorksEPC Contract

DesignContracts

Communications

Signaling

Train operations

PS&D

Control Centre

Fare collection

Design supervision

North Depot

Design management

Geotechnical& Survey (2 contracts)

E&M IntegrationManagement

Advisory Services

1 sub-contract

45 Contracts for Elevated Section

Figure 8.1-1b Tender Plan for EPC Contract for Civil Works

Responsibility Assignment Matrix

Mapping of Roles and Responsibilities Excellent Resource Planning Tool Types of Roles

Responsible (R) Approve (A) Contribute/Consult (C) Informed (I)

Sample RAM

Architect

General Contractor

Client … Laborer

Planning R I A

Demolition

R I C

Rough In R I C

Finish R A

Reference: “Delivering Project Excellence with the Statement of Work” Michael G.Martin, PMP

Milestone Charts

Key Events with Dates Strong Visual Aid – Status Meetings Excellent Communication Tool

Management, Customers, Vendors, … Easily Developed Using Visio MS Project Visio Integration

Sample Milestone Chart

5/175/10/04 6/25/04

5/24 5/31 6/7 6/14 6/21

5/14CRP 1 Ends

5/24RICE Development

Complete

5/24InterfaceTesting

5/25CRP 2 Begins

5/19CRP 2

Pre-Test

6/21UpgradeComplete

6/8CRP 3 Ends

6/3CRP 3 Begins

6/2CRP 3

Pre-Test

6/2CRP 2 Ends

6/2Submit OODProductionAssessment

Package6/11

OOD ProductionAssessment Results

6/8Go/No Go

5/24AR Training

5/27CRP 3 Tech

UpgradeComplete

6/15System

DowntimeBegins

(6PM PDT)

6/21Go/No Go

6/21Go Live

5/12RICE Development

Begins

5/15AR

SolutionSign-Off

End User Participation RequiredOracle on Demand DependencyCritical Decision Point

Scope and Risk Management“How does a project get to be a year behind schedule?One day at a time!” -- Anonymous

The Triple Constraint

TimeCost

ScopeSource: “Delivering Project Excellence with the Statement of Work” Michael G.Martin, PMP

Scope Management

Most Challenging PM Aspect Changes in Scope Usually Increase

Risk! Establish a Change Control Process Require Change Request Forms Perform a Thorough Impact Analysis Maintain a Change Control Log

Sample Change Control Form

Source: “Delivering Project Excellence with the Statement of Work” Michael G.Martin, PMP

Risk Management

All Projects Encompass Risk Risk Response Planning

Avoid, Transfer, Mitigate, Accept Assign Risk Owners Determine Risk Response Before

Risk Trigger Occurs Most Important Weekly Agenda Item

Issues, Risks, and Key Decisions Maintain a Consolidated List (Excel) Each Item Uniquely Numbered (1..N) Ranked By Severity (Low, Med, High) Centrally Maintained by One Person! Distribute With Weekly Status Report Key Document for Project Archives

Sample I/R/KD Log

Communications Planning

“Project Managers Spend 90% of Their Time Communicating” -- PMI

Weekly Status Report

1- 2 Page Maximum Length Bullet Points - Make it Easy to Read! Accomplishments from Previous Week “Top 10 List” for the Coming Week E-Mail 24 Hours Prior to Status

Meeting Attach Issues/Risks/Key Decisions Log

Status Meetings

60 Minute Time Limit Publish Agenda 24 Hours Prior Phone Conference/Web Instructions

Maintain Same Conference ID if Possible Base Information on Status Report Keep it Visual and Interesting!

PowerPoint

Steering Committee Meetings Every Two Weeks or As Necessary Schedule in Advance Top Stakeholders / Key Decision

Makers Working Session – Not Status Document any Decisions in I/R/KD

Log

Protecting the Knowledge!

Help Strengthen Your Firm’s Project Management Skills!

Lessons Learned

Document Key Lessons from Project Involve the Entire Team The Good, The Bad, and The Ugly! Collect During Project Close-Out Include in Project Archives Useful for Future Projects

Project Archives

Central Repository - Project Deliverables Enhances Your PM Knowledge Base Online is Preferable to Paper

Scan paper documents if possible Intranet, Common Network Drive,

Document Mgt, Outlook Public Folder, … Central Location, Secure and Backed-Up!

Toolkit Summary

Keep These Tools Handy and Use Them When Appropriate

Tools for Every PM ProcessInitiate Plan Execute Control Close

Charter X

WBS X X

I/R/KD X X X X X

Detailed Plan

X X X

Milestone Plans

X X X

Tools for Every PM Process

Initiate Plan Execute Control Close

RAM X

Change Request

X X X

Status Report

X X X X X

Lessons Learned

X

Archives X X X X X

PM Processes

Planning

ExecutingControlling

Initiating

Closing

Scope Schedule

Cost

The Project Management Plan is:

An established PM best practice

the project roadmap for performing the job correctly, on time, and within budget

designed to plan, manage and control project execution

first drafted before kick off and completed early in the Business Requirements Phase

updated throughout the project life cycle to reflect changes

ensures that all stakeholders are aligned on scope, delivery strategy, roles, responsibilities, deadlines, and acceptance criteria

prepared and maintained by the Project Manager through input from and dialogue with the project team

the baseline to measure project performance

What is a Project Management Plan ?

to clarify the mandate obtained by the Project Manager from the Sponsor

to clearly confirm the boundaries (scope) of the project and the product

to clearly establish the delivery strategies, key milestones and management dimensions

to communicate effectively with all stakeholders including all project team members

It is the primary communication source

Why a Project Management Plan ?

It’s an evolving strategic plan – prepare it and communicate it at the kick off meeting

It’s a mandate - a statement of work (it’s not intended to be a repository of project data and status)

It’s the what and how the project team will deliver the product

It is the presentation vehicle for Phase Approvals

Must be signed-off by the project Sponsor

Key Purpose of Project Management Plan

The contents of a Project Management Plan

1. EXECUTIVE SUMMARY 1.1 What and Why 1.2 When 1.3 How Much

1.3.1 Development Cost1.3.2 Maintenance Support Costs

1.4 Key Risks 1.5 Key Players2. PROJECT DRIVERS2.1. Purpose and Objectives

2.2. Scope2.2.1 Product/Service Scope2.2.2 Project Scope

2.3. Dependencies2.4. Assumptions2.5. Constraints2.6. Benefits2.7. Impacts on the business2.8. Strategies & Tactics2.9. Success Criteria

3. DELIVERY STRATEGY & APPROACH3.1. Strategy3.2. Approach

4. MANAGEMENT DIMENSIONS4.1. Governance4.2. Change management4.3. Risk Management4.4. Time/Schedule Management4.5. Cost Management

4.6 Quality Management and V&V4.7. Resource Management4.8. Communication Management4.9. Vendor Management

4.10. IS/IT Impacts 4.10.1 On the IS/IT Infrastructure 4.10.2 On Maintenance/Support Operation 4.11. Architecture

4.11.1 Present Mode of Business:4.11.2 Future Mode of Business:

A. REFERENCESB. GLOSSARY

Resources

Project Management Institute (PMI) www.pmi.org

“Delivering Project Excellence with the Scope of Work,” Michael G. Martin, PMP

PMBOK 2000, PMI “PMP Exam Prep,” Rita Mulcahey, PMP RMC Project Management

www.rmcproject.com

Questions and Answers