mbf consulting services inc © 2006 mbf consulting services inc if this was easy someone else would...

MBF Consulting Services IncMBF Consulting Services Inc© 2006 MBF Consulting Services Inc

http://www.mbf.ca/

If this was easy someone else would be doing it!

Michael B. Flint, PMPMichael B. Flint, PMPOctober 2006October 2006

An Introspective View Of Project Management in

the Real World.


http://www.mbf.ca/ Slide 2

Why am I here?

Senior Consultant & 35-year veteran of Senior Consultant & 35-year veteran of Project Management Project Management (knew I was a PM for about ½ of that!)(knew I was a PM for about ½ of that!)

PMI Southern Ontario ChapterPMI Southern Ontario Chapter

Have had many successful projects, that Have had many successful projects, that have been challenging, difficult and have been challenging, difficult and stressful . . .stressful . . .

Use phrases like “If this was easy . . .”Use phrases like “If this was easy . . .”

And . . . . I love what I do!And . . . . I love what I do!



Challenges of Project Management . . .

Scott Adams must have been a Project Manager as he has a vast number of Project Management strips that just totally apply …

This is an example of how Projects just don’t get started well . . ..



Top 10 Reasons . . .Project Management is not Easy

1.1. Communications:Communications: Don’t just use this Don’t just use this use these use these

2.2. Expectations & Focus:Expectations & Focus: Accepting Accepting “Good”“Good” not not “Great”! “Great”!

3.3. DeliverablesDeliverables: Teams: Teams “Hope” “Hope” things will happen, not things will happen, not “Expect” “Expect” it!it!

4.4. Vision: Vision: Just like business – Projects need a VisionJust like business – Projects need a Vision

5.5. Risk:Risk: Most often undervalued – all projects have risks! Most often undervalued – all projects have risks!

6.6. Priorities:Priorities: Scope, Time, Cost – Triple Constraints + Quality Scope, Time, Cost – Triple Constraints + Quality

7.7. Scope Creep:Scope Creep: Constant in life and Projects - Change Constant in life and Projects - Change

8.8. Project Team:Project Team: PM Role - Leader, Team Player, Director, PM Role - Leader, Team Player, Director, Mother . . .Mother . . .

9.9. Stakeholders & Support:Stakeholders & Support: Known & Unknown, Project Killers . . Known & Unknown, Project Killers . . ..

10.10. Process:Process: Methodology, Standards & Approach – which to use? Methodology, Standards & Approach – which to use?


http://www.mbf.ca/

Let’s Level Set . . .

What it is . . . the basics What it is . . . the basics



What is a Project?

““A project is a temporary A project is a temporary endeavor undertaken to create endeavor undertaken to create a unique product or service”a unique product or service”

- the PMBOK ® - the PMBOK ® GuideGuide



What is Project Management?

Application of Application of knowledge, skills, knowledge, skills, tools and techniques tools and techniques

Application and Application and integration of project integration of project management management processes of:processes of:

Initiating

Planning

Executing

Monitoring

Controlling

Managing Projects Managing Projects include:include:

Identifying requirements

Establishing clear and achievable objectives

Balancing the competing demands for quality, scope, time & cost

Adapting the specifications, plans and approach to the different concerns and expectations of various Stakeholders

9 Knowledge Areas

5 Process Groups

43 Project Management Processes



What is a Project Manager?

An individual responsible for managing a project. (PMBOK ® Guide)


http://www.mbf.ca/

A few of the steps . . .

Try to have fun . . . Try to have fun . . .



10. Process Methodology . . .



ID Task Name Duration Start

7 1.6 Charter Development 13 days 1/7/038 1.6.1 Objective Review 1 day 1/7/03

9 1.6.2 Purpose, Goals & CSFs 1 day 1/8/03

10 1.6.3 Scope Definition 2 days 1/9/03

11 1.6.4 Budget, Time Constraints & Assumptions 1 day 1/13/03

12 1.6.5 Roles & Responsibilities Conformed 2 days 1/14/03

13 1.6.6 Communications Plan 1 day 1/16/03

14 1.6.7 Risk Management Plan 1 day 1/17/03

15 1.6.8 Change Management Plan 1 day 1/20/03

16 1.6.9 Organizational Plan 1 day 1/21/03

17 1.6.10 Resource Plan 2 days 1/22/03

18 1.6.11 Project Charter for acceptance 0 days 1/23/03

19 1.7 Work Breakdown Structure 11 days 1/13/0320 1.7.1 Work with team Leads 2 days 1/13/03

21 1.7.2 Define & develop tasks 2 days 1/22/03

22 1.7.3 Breakdown the work effort 2 days 1/24/03

23 1.7.4 WBS ready for acceptance 0 days 1/27/03

24 1.8 Budget Review 13 days 1/14/0325 1.8.1 Review budget included in Charter 1 day 1/14/03

26 1.8.2 Review WBS and other factors 2 days 1/28/03

27 1.8.3 Develop Project Budget requirements 1 day 1/30/03

28 1.8.4 Project Budget ready for acceptance 0 days 1/30/03

29 1.9 Process & Reporting Standards 8 days 1/13/0330 1.9.1 Update Reporting Templates 3 days 1/13/03

31 1.9.2 Provide Project "Binder" 2 days 1/17/03

32 1.9.3 Setup Project "Domain" 2 days 1/21/03

33 1.9.4 Reporting standards ready 0 days 1/22/03

34 1.10 Meetings & Reports 62 days 1/13/0335 1.10.1 Weekly Status Review 60.25 days 1/13/0349 1.10.2 Weekly Bug Review 60.5 days 1/13/0363 1.10.3 Weekly Issue Review 60.25 days 1/13/0377 1.10.4 Publish Status Report (inc. Bug, Issue logs)61 days 1/14/0391 2 Project Scheduling & Coordination 13 days 1/13/0392 2.1 Obtain current plan & scheduled 2 days 1/13/03

93 2.2 Review Development Plans & Life Cycle 2 days 1/15/03

94 2.3 Review IT Involvement 1 day 1/17/03

95 2.4 Review Vendor role & Contract 1 day 1/17/03

96 2.5 Review Vendor Schedule 2 days 1/17/03

97 2.6 Define Logistics - Test environment 2 days 1/24/03

98 2.7 Define Logistics - Pilot location(s) 2 days 1/28/03

1/23

1/27

1/30

1/22

W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W TDec 29, '02 Jan 5, '03 Jan 12, '03 Jan 19, '03 Jan 26, '03 Feb 2, '03 Feb 9, '03ID Task Name Duration

0 Standard Project Process.mpp 90 days1 1 Engagment Confirmed 10 days2 1.1 Customer Request (PO, Contract etc) 0 days

3 1.2 Contract Assigned and Project Accepted 0 days

4 2 Initiation & Concept Phase 20 days5 2.1 Project Initiated 20 days6 2.1.1 Research & Review (RFP, Response, SOW, Proposal etc) 3 days

7 2.1.2 Stakeholder/ Client Review 2 days

8 2.1.3 Project Charter (Planning Phase) Development 15 days

9 3 Definition & Planning Phase 40 days10 3.1 Scope Planning & Definition 16 days11 3.1.1 Define Objectives, Goals, and Critical Success Factors 5 days

12 3.1.2 Identify Assumptions & Constraints 5 days

13 3.1.3 Complete Organization Plan 5 days

14 3.1.4 Complete Communications Plan 5 days

15 3.1.5 Complete Quality Plan 5 days

16 3.1.6 Complete Risk Plan 5 days

17 3.1.7 Project Charter Complete 0 days

18 3.1.8 Project Charter Sign-Off 0 days

19 3.2 Work Plan Development 15 days20 3.2.1 Develop Work Breakdown Structure/ Work Packages 10 days

21 3.2.2 Develop High-Level Schedule 5 days

22 3.2.3 Review/ Revise/ Develop Budget & Cost Estimate 5 days

23 3.2.4 Develop Resource Plan 5 days

24 3.2.5 Work Plan Complete 0 days

25 3.3 Project Plan Development 9 days26 3.3.1 Develop Project Plan (MS Project, TeamPlay etc) 5 days

27 3.3.2 Validate Schedule, Resources and Confirm 5 days

28 3.3.3 Project Plan Complete/ Accepted 0 days

29 4 Execution & Control Phase 28 days30 4.1 Project Execution (Deliver what has been committed to) 20 days

31 4.2 Manage Scope, Quality and Communications 28 days

32 4.3 Manage Change Control, Issues and Risks 28 days

33 4.4 Provide Project Controls & Reports 28 days

34 4.5 Execution Complete 0 days

35 5 Finish & Closure Phase 7 days36 5.1 Project Team Review 3 days

6/1

6/14

7/12

7/13

8/3

8/16

9/25

Week -1 Week 2 Week 4 Week 6 Week 8 Week 10 Week 12 Week 14 Week 16 Week 18 Week 20Year 1

ID Task Name %

Complete

Start Finish

1 (21) Canadian SOX Project - Pilot 95% 6/22/06 9/18/06

1 Project Framework 94% 6/22/06 9/15/06

20 Establish Requirements (Scope & Timeline) 100% 7/6/06 8/4/06

31 Pilot Process Control and Accessment 93% 7/27/06 9/18/06

32 Design Control Assessment Framework & Methodology100% 8/2/06 8/16/06

37 Document Pilot Processes 100% 7/27/06 9/1/06

42 Execute Pilot Process (Test) 100% 9/4/06 9/8/06

46 Finalize Project Plan & Budget for next Phase71% 8/24/06 9/18/06

47 Update Project Plan 100% 8/24/06 9/1/06

48 Update/Create Budget for Next Phase 100% 9/7/06 9/11/06

49 Determine Resource Requirements 100% 9/7/06 9/11/06

50 Finalize Project Plan & Budget 28% 9/7/06 9/18/06

51 Sign-Off & Start Next Phase 0% 9/18/06 9/18/06

2 (23) SOX Phase II Project Plan 1% 9/5/06 3/30/07

1 Project Framework & Support 3% 9/5/06 3/30/07

6 Project Planning & Scoping 0% 9/14/06 3/29/07

7 Define Roles & Responsibilities 0% 9/18/06 9/22/06

8 Confirm Expectations 0% 9/25/06 9/29/06

9 Update Project Charter & Publish Project Plan 0% 10/2/06 10/6/06

10 Weekly Project & Status Review Meeting 0% 9/14/06 3/29/07

40 Communications Plan 0% 9/25/06 3/26/07

41 Develop Communications Plan 0% 9/25/06 9/29/06

42 Initiate Communications 0% 10/2/06 10/6/06

43 Periodic update on Communications 0% 9/25/06 3/26/07

51 Kickoff & Team Briefings 0% 10/2/06 10/2/06

52 Ready to start 0% 10/2/06 10/2/06

53 Disclosure Process Documentation, Review & Certification0% 10/3/06 2/2/07

54 Planning & Scoping 0% 10/3/06 10/10/06

55 Treasury 0% 10/11/06 11/7/06

56 CORP - Interview, Chart, Matrix, Review & Walkthrough0% 10/11/06 11/7/06

57 Mergers & Acquisitions 0% 11/8/06 12/5/06


59 Disclosures 0% 12/6/06 2/2/07


61 Entity Level Controls Documentation & Review 0% 10/3/06 1/12/07

62 Planning & Scoping 0% 10/3/06 10/10/06

63 Interview & Analysis 0% 10/25/06 12/5/06

64 Reporting 0% 12/20/06 1/12/07

65 Information Technology Documentation, Review & Certification0% 10/3/06 1/26/07

66 Information Technology - General Controls 0% 10/3/06 11/28/06

67 EAST - Interview, Chart, Matrix, Review & Walkthrough0% 10/3/06 11/28/06

68 WEST - Interview, Chart, Matrix, Review & Walkthrough0% 10/3/06 11/28/06

69 Information Technology - Applications Controls0% 11/29/06 1/26/07

70 EAST - Interview, Chart, Matrix, Review & Walkthrough0% 11/29/06 1/26/07

71 WEST - Interview, Chart, Matrix, Review & Walkthrough0% 11/29/06 1/26/07

72 Business Process Documentation, Review & Certification0% 10/3/06 2/6/07

73 Order to Cash 0% 10/3/06 11/7/06

76 Purchase to Pay 0% 11/8/06 11/23/06

79 Fixed Assets 0% 11/24/06 11/29/06

82 Payroll 0% 11/30/06 12/20/06

85 Taxation 0% 12/21/06 12/28/06

88 legal 0% 12/29/06 1/10/07

91 Budget & Forecasting 0% 1/11/07 1/15/07

94 General Accounting 0% 1/16/07 1/31/07

97 Retention Policy 0% 2/1/07 2/6/07

100 Documentation Complete 0% 2/6/07 2/6/07

3 (24) SOX Phase III Project Plan 0% 4/2/07 8/30/07

1 EVALUATION & REMEDIATION PHASE 0% 4/2/07 8/30/07

2 Ready to Start Phase 0% 4/2/07 4/2/07

3 DISCLOSURE EVALUATION 0% 4/2/07 8/30/07

4 Treasury 0% 4/2/07 5/14/07

6 Mergers & Acquisitions 0% 6/27/07 7/18/07

8 Disclosures 0% 7/19/07 8/30/07

10 INFORMATION TECHNOLOGY Evaluation & Remediation0% 4/2/07 7/4/07

11 Information Technology - General Controls0% 4/2/07 6/5/07

14 Information Technology - Applications Controls0% 6/6/07 7/4/07

17 BUSINESS PROCESS Evaluation & Remediation0% 4/2/07 8/7/07

18 Order to Cash 0% 4/2/07 4/23/07

21 Purchase to Pay 0% 4/24/07 5/14/07

24 Fixed Assets 0% 5/15/07 5/22/07

27 Payroll 0% 5/23/07 6/12/07

30 Taxation 0% 6/13/07 6/19/07

33 Legal 0% 6/20/07 6/26/07

36 Budget & Forecasting 0% 6/27/07 7/4/07

39 General Accounting 0% 7/5/07 8/1/07

42 Retention Policy 0% 8/2/07 8/7/07

45 Evaluation & Remediation Complete 0% 8/30/07 8/30/07

4 (22) Revenue @ 20 Reporting 75% 11/14/05 11/1/06

1 Project Management 75% 11/22/05 2/7/06

3 Project Initiation & Planning Phase 100% 11/14/05 1/19/06

9 Analysis & Execution of Changes 100% 12/19/05 3/10/06

15 Updated Approach 9% 8/8/06 11/1/06

16 Develop Revised Requirements for REV@20 15% 8/8/06 9/26/06

17 Define New Report 0% 9/27/06 10/3/06

18 Prototype or POC New Report 0% 10/4/06 10/11/06

19 Develop New Report 0% 10/12/06 10/18/06

20 Test & Confirm 0% 10/19/06 10/23/06

21 Implement New Report 0% 10/24/06 10/25/06

22 Training & Accountability Sessions 0% 10/26/06 11/1/06

23 Sign-off & Close Project 0% 11/1/06 11/1/06

9/18

9/15

8/4

9/18

8/16

9/1

9/8

9/18

9/189/11

3/30

3/30

3/29

All[25%]

MBF[25%]

MBF[25%]

3/26

All[25%]

Jim[25%]

All[25%]

10/2

2/2

Steve Sacha[25%]

11/7

Steve Sacha[25%]

12/5

Shawn[25%]

2/2

Francis[24%]

1/12

KPMG[50%]

KPMG[50%]

KPMG[50%]

1/26

11/28

Mo[50%]

Mickey[22%]

1/26

Mo[38%]

Mickey[32%]

2/6

11/7

11/23

11/29

12/20

12/28

1/10

1/15

1/31

2/6

2/6 2/28

8/30

8/30

4/2

8/30

5/14

7/18

8/30

7/4

6/5

7/4

8/7

4/23

5/14

5/22

6/12

6/19

6/26

7/4

8/1

8/7

8/30

11/1

2/7

1/19

3/10

11/1

11/19/29

25 2 9 16 23 30 6 13 20 27 3 10 17 24 1 8 15 22 29 5 12 19 26 3 10 17 24 31 7 14 21 28 4 11 18 25 4 11 18 25 1 8 15 22 29 6 13 20 27 3 10 17 24 1

Jun '06 Jul '06 Aug '06 Sep '06 Oct '06 Nov '06 Dec '06 Jan '07 Feb '07 Mar '07 Apr '07 May '07 Jun '07 Jul '07ID Task Name %

Complete

Start Finish

5 (31) Freight Logix - Get Well Project 100% 11/3/05 1/16/06


3 Outstanding Deployments 100% 11/3/05 1/9/06

30 Finish & Closure 100% 1/9/06 1/16/06

6 (32) Freight Logix - Upgrade to V3.4 100% 12/6/05 2/6/06



13 Implement, Testing & Training 100% 1/11/06 1/27/06

19 Implementation & Closure Activities 100% 1/28/06 2/2/06

7 (33) Freight Logix - Sub-Projects by Priorities41% 11/22/05 12/15/06


3 Performance Issues 23% 6/19/06 10/17/06

4 Audit Visits to identify issues 100% 6/19/06 6/30/06

5 Review Results 100% 6/26/06 7/10/06

6 Results Delivered to CCS 13% 7/11/06 10/17/06

7 Test & Accept 9% 7/17/06 10/4/06

8 Sign-Off & Close 0% 10/17/06 10/17/06

9 Upgrades to Freight Logix 3.4 44% 6/1/06 12/12/06

10 SONAR 100% 6/1/06 7/28/06

21 CP Rail (new) 74% 6/26/06 10/3/06

22 Identify Needs 100% 6/26/06 6/27/06

23 Define Input Process 100% 6/28/06 6/30/06

24 Develop Rating Engine 100% 7/4/06 7/10/06

25 Define Output Requirements 100% 7/11/06 7/13/06

26 Develop Output Reports 100% 7/31/06 9/1/06

27 Implement Input & Output 25% 9/11/06 9/22/06

28 Billing & payroll through Freight Logix 0% 9/25/06 9/29/06

29 Feedback & Issues 0% 10/2/06 10/3/06

30 Sign-Off & Close 0% 10/3/06 10/3/06

31 Mel Hall / London Terminal 0% 9/18/06 11/20/06

39 Sobeys 0% 10/30/06 12/12/06

47 Builds & Fixes 54% 6/26/06 9/15/06

48 Build Review & Implement (6/12 & 6/30) 100% 6/26/06 7/10/06

49 Build Review & Implement (7/14, 7/21, 7/27) 100% 7/25/06 8/7/06

50 Build Review & Implement (8/16) 11% 8/16/06 9/15/06

51 Trouble Ticket Review 88% 6/6/06 9/26/06

69 Freight Logix Training 100% 7/19/06 8/30/06

76 Agency Drivers 51% 8/14/06 10/13/06

77 Confirm Objective - Agents Off Payroll Board 75% 8/14/06 9/22/06

78 Revised Process 0% 9/25/06 10/6/06

79 Implement Changes 0% 10/10/06 10/13/06

80 Sign-off & Close 0% 10/13/06 10/13/06

81 Standardized TripSheet 85% 11/28/05 10/6/06

82 Design & Implement Pilot 100% 11/28/05 5/1/06

90 Deploy New TripSheet At CCS 6% 7/17/06 10/6/06

91 Suppress Printing Feature Confirmed 100% 7/17/06 7/17/06

92 Deploy New TripSheet 0% 9/25/06 9/29/06

93 Feedback & Issues 0% 10/2/06 10/6/06

94 Confirm with Billing & Payroll 0% 10/2/06 10/6/06

95 Sign-Off & Close 0% 10/6/06 10/6/06

96 Billing Issues 23% 7/4/06 10/11/06

97 Hanson Brick 23% 7/4/06 10/11/06

98 Identify Needs 100% 7/4/06 7/5/06


100 Update Rating Engine 18% 7/11/06 9/19/06





105 Feedback & Issues 0% 10/6/06 10/11/06

106 Sign-Off & Close 0% 10/11/06 10/11/06

107 Weyerhaeuser 23% 7/4/06 10/11/06

108 Identify Needs 100% 7/4/06 7/5/06


110 Update Rating Engine 18% 7/11/06 9/19/06





115 Feedback & Issues 0% 10/6/06 10/11/06

116 Sign-Off & Close 0% 10/11/06 10/11/06

117 Zero Rating 3% 7/4/06 10/31/06

118 Non-Revenue Activities 3% 7/4/06 10/31/06

125 Duplicate or Error Activities 3% 7/4/06 10/31/06

131 Open Orders 25% 7/4/06 10/16/06

1/16

1/9

1/9

1/16

2/6

2/6

1/13

1/27

2/2

12/15

12/15

10/17

10/177/31

12/12

7/28

10/3

10/38/18

11/20

12/12

9/15

6/30

7/31

8/31

8/30

10/13

10/138/25

10/6

5/1

10/6

10/67/31

10/11

10/11

10/117/31

10/11

10/117/31

10/31

10/31

10/31

10/16

25 2 9 16 23 30 6 13 20 27 3 10 17 24 1 8 15 22 29 5 12 19 26 3 10 17 24 31 7 14 21 28 4 11 18 25 4 11 18 25 1 8 15 22 29 6 13 20 27 3 10 17 24 1

Jun '06 Jul '06 Aug '06 Sep '06 Oct '06 Nov '06 Dec '06 Jan '07 Feb '07 Mar '07 Apr '07 May '07 Jun '07 Jul '07ID Task Name %

Complete

Start Finish

8 (41) REALDiSPATCH Pilot 81% 1/12/06 10/23/06



9 Pilot Implementation 100% 2/2/06 6/2/06

22 Training & Deployment 75% 4/13/06 10/16/06

23 Matrix 94% 5/16/06 9/19/06


32 Training & Deployment at Matrix Complete 100% 9/1/06 9/1/06

33 Revisit and Follow up 75% 9/5/06 9/18/06

34 REALDiSPATCH Billing/Paying 0% 9/19/06 9/19/06

35 LCBO 941 64% 8/14/06 9/28/06

36 Confirm Activities 100% 8/14/06 9/5/06

37 Pilot with 2 Drivers 0% 9/18/06 9/19/06

38 Complete with 10 drivers 0% 9/20/06 9/28/06

39 Training & Deployment at LCBO 941 Complete0% 9/28/06 9/28/06

40 Sysco 36% 6/19/06 10/16/06

41 Confirm Activities 100% 6/19/06 6/23/06


43 Training & Deployment - SYSCO (1 Drivers)100% 6/26/06 6/30/06




47 Training & Deployment at SYSCO Complete0% 10/16/06 10/16/06

48 Support Product in Field 85% 4/13/06 10/12/06

49 Feedback and Update 56% 6/5/06 10/12/06

50 Pilot Complete 0% 10/16/06 10/16/06

51 Finish & Closure Activities 0% 10/17/06 10/23/06

9 (51) System Integration - Freight Logix to Great Plains87% 11/14/05 3/6/06

10 (52) System Integration - ADP 20% 4/10/06 12/1/06


3 Project Initiation & Planning 37% 4/17/06 11/1/06

4 High-Level Review - Expectations 100% 4/17/06 4/18/06

5 Define requirements & plan Integration 50% 5/2/06 10/16/06

6 Design Integration - Mapping (Freight Logix/ADP)0% 10/17/06 11/1/06

7 Design Integration - Mapping (ADP/Freight Logix)0% 10/17/06 11/1/06

8 Develop Use Cases for Testing - Two-Way 0% 10/17/06 11/1/06

9 Develop Project Plan with Activities 0% 10/17/06 10/24/06

10 Project Plan Ready 0% 11/1/06 11/1/06

11 Project Implementation & Execution 0% 11/2/06 11/29/06

19 Finish Phase & Closure Activities 0% 11/30/06 12/1/06

11 (53) System Integration - Microdea 25% 6/12/06 10/31/06


3 Project Initiation & Planning 54% 6/13/06 9/25/06

4 Initial Meeting with Microdea 100% 6/13/06 6/13/06

5 Define requirements & plan Integration 100% 6/14/06 6/16/06

6 Map Process and Plan Delivery 50% 7/10/06 9/21/06

7 Plan Pilot Process 0% 9/21/06 9/25/06

8 Project Implementation & Execution (AP) 63% 7/12/06 9/18/06

10/23

10/23

2/8

6/2

10/16

9/19

9/1

9/17/31

9/18

9/28

9/288/15

10/16

10/16

10/168/15

10/167/31

10/23

3/6

12/1

8/4

11/1

11/1

11/29

12/1

10/31

10/20

9/25

9/18

7 14 21 28 4 11 18 25 2 9 16 23 30 6 13 20 27 3 10 17 24 1 8 15 22 29 5 12 19 26 3 10

May '06 Jun '06 Jul '06 Aug '06 Sep '06 Oct '06 Nov '06 Dec '06

10. Process Methodology . . . 10. Process Methodology . . .



9. Stakeholders & Support . . .

Not all there to help you . . .Not all there to help you . . .

Some are highly visible . . .Some are highly visible . . .

Others not . . .Others not . . .

Absolutely need to know who is Absolutely need to know who is supporting you . . .supporting you . . .

If in doubt . . . If in doubt . . . . . . follow the money! . . . follow the money!



8. Whose on your team . . .

Establish the Team . . .Establish the Team . . .

Right Resources on the “Bus” . . . Right Resources on the “Bus” . . . Skills & Attitude, Focus & Commitment

Align the TeamLead the Team

Win with the Team

Vision . . .Vision . . .



7. Vision . . .

Know where you are . . .Know where you are . . .

Know where you want to be . . .Know where you want to be . . .

Know how to get there . . .Know how to get there . . .

Know why you want to get there . . .Know why you want to get there . . .

Know what you need for the trip . . .Know what you need for the trip . . .

Know who will travel with you . . .Know who will travel with you . . .

Take the steps – initiate and deliver!Take the steps – initiate and deliver!



7. Vision

Problem Statement

Quick Fix

FundamentalChoice

UnintendedOutcomes



6. Scope Creep . . . Monitor & Control . . .

Plans set & agreed to . . .Plans set & agreed to . . .

Ideas added . . .Ideas added . . .

New Needs . . .New Needs . . .

““It makes sense” . . .It makes sense” . . .

Back to the constraint triangle . Back to the constraint triangle . . . Scope, Time & Cost. . Scope, Time & Cost



5. Priorities Scope, Time & Cost

Delivery to RequirementsDelivery to Requirements= Scope Management

Meet ExpectationsMeet Expectations= Scope, Time, Cost Management

Manage & Controlling Processes Manage & Controlling Processes = Quality Management

Anticipation & Resolution of Anticipation & Resolution of IssuesIssues= Risk Management

Delivery Focus Delivery Focus = Project is the key – not day-to-day

activities

Completion & CloseoutCompletion & Closeout= Success defined & measurable

Success is – Delivery to Scope, Time, Cost plus Quality & RiskSuccess is – Delivery to Scope, Time, Cost plus Quality & Risk



4. Risk Management

Head in sand approach? Head in sand approach? oror

Spin the Dial?Spin the Dial?Risk IdentificationRisk IdentificationRisk AssessmentRisk Assessment

Impact of Risk EventProbability of Risk Event

Risk Mitigation or ActionRisk Mitigation or Action



3. Requirements

Clear definition of requirements are the only way you can possibility deliver on expectations

Most Users do not know what their requirements are!



2. Expectations . . .

Questions need to be asked . . .Questions need to be asked . . .

Need to understand Need to understand ExpectationsExpectations

WhatWhat is the defined Project is the defined Project

WhoWho is defining the Project is defining the Project

What is the What is the ScopeScope

AND MANY MORE . . . AND MANY MORE . . .

A curious mind is a good thing if you A curious mind is a good thing if you are a Project Managerare a Project Manager



What you say . . .What you say . . .

What you What you don’t . . .don’t . . .

When you say it . When you say it . . .. .

To Whom . . .To Whom . . .

How . . .How . . .

Frequency . . .Frequency . . .

1. Communications

DocumentationDocumentation

ChartsCharts

ReportsReports

PlansPlans

SchedulesSchedules

COMMUNICATE! COMMUNICATE! COMMUNICATE! COMMUNICATE!COMMUNICATE! COMMUNICATE!


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How to run a Project . . .

A very quick highlight . . . A very quick highlight . . .



Finish andClosure

Execution and Control

Definition and Planning

Standard Methodology ApproachStandard Methodology Approach

Initiation and Concept

• Project Charter

• Statement of Work

• Customer Interview Checklist

• Communication Plan

• WBS • Time Estimation• Schedule• Budget• Risk

Management• Configuration

Management

• Change Control

• Issues Log• Project

Reporting• Project Cost

Reporting• Sign Off

• Sign Off• Project Closure• Post

Implementation Review

• Documentation



Project Definition

Determine the need – the requirementDetermine the need – the requirement

Define what it is you want to end up with Define what it is you want to end up with

Words to Live by: “Start with in end in mind”

Detail the Business point of view Detail the Business point of view Business Case; Reason for doing; Qualify to justify priority

Detail the Objectives & GoalsDetail the Objectives & GoalsSpecific expectations of the project

Detail Success CriteriaDetail Success CriteriaHow will you know when you are done?




Project Charter

Project DefinitionProject DefinitionPurposeGoals & ObjectivesSuccess Criteria

Project ApproachProject ApproachProject Strategy

Deliverable DefinitionDeliverable DefinitionMilestones & Interim Deliverables

Scope DefinitionScope DefinitionIn Scope & Out of Scope

Assumptions & ConstraintsAssumptions & ConstraintsSchedule; Budget; Resources; etc

Project OrganizationProject OrganizationStakeholdersProject Organization ChartRoles & Responsibilities

Communications PlanCommunications PlanReporting Criteria

Risk Management PlanRisk Management PlanRisks; Identification; Mitigation

Change Management PlanChange Management PlanProcess

Completion CriteriaCompletion CriteriaProject priorityProject priority




Bring the plans together . . .

Budget & Cost EstimatesBudget & Cost Estimates

ScheduleSchedule

Project PlanProject Plan

Work Breakdown StructureWork Breakdown Structure

Project Approach & ProcessProject Approach & Process

Definition and Planning



Project Process Definition and Planning



Execute the Plans . . .

Deliver against the PlanDeliver against the PlanDevelop the softwareImplement the solutionProvide the Pilot infrastructureMeet expectationsAnd many more . . .

Monitor & ControlMonitor & Control

CommunicateCommunicate




Progress, Monitor & Control

Defined Start & FinishDefined Start & Finish

Project Management “GPS” is Project Management “GPS” is NeededNeeded

MilestonesMilestonesProgress through TasksKey Task DeliverablesPhase DeliverablesEarned Value ReportingGo/No-Go Decision Points




Reporting

Communicate, Communicate, CommunicateCommunicate, Communicate, Communicate

Enacting the Communications Plan . . .Enacting the Communications Plan . . .

To keep the stakeholders informed . . .To keep the stakeholders informed . . .

Showing progress – both positive & negativeShowing progress – both positive & negative

Highlighting potential issues/concerns/risks Highlighting potential issues/concerns/risks etc . . . etc . . .

Informal escalation process . . . through Informal escalation process . . . through colours . . colours . .

Getting the message out there . . . Getting the message out there . . .

Rewarding the team . . .Rewarding the team . . .

Communicating Execution and Control



Project Closeout

Always, Always, Always Closeout the Project

Lessons Learned & FeedbackLessons Learned & Feedback

Historical information for next project – continuous Historical information for next project – continuous improvementimprovement

Confirmation of completenessConfirmation of completeness

Confirmation that what was promised was Confirmation that what was promised was delivereddelivered

Able to address and deal with IssuesAble to address and deal with Issues

Deal with “Bring Forwards”Deal with “Bring Forwards”

Closure for the Team & Celebrate the FinishClosure for the Team & Celebrate the Finish

Finish andClosure


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What’s next . . .

Pain, suffering, long hours, late Pain, suffering, long hours, late nights, no credit for job well nights, no credit for job well done, & lots of blame if not done, & lots of blame if not

successful . . .successful . . .

And enjoy what you do!And enjoy what you do!



Summary

Clear Scope Definition of Project at Start Clear Scope Definition of Project at Start

Make sure all Processes are addressedMake sure all Processes are addressed

Provide Plans for each Phase Provide Plans for each Phase

Provide Milestones & DeliverablesProvide Milestones & Deliverables

Obtain Clarity on Risk ManagementObtain Clarity on Risk Management

Manage ExpectationsManage Expectations

COMMUNICATE!COMMUNICATE!

Plan to Finish, & Finish what you PlannedPlan to Finish, & Finish what you Planned

And Enjoy What You Do! Have And Enjoy What You Do! Have Fun!Fun!



Any Questions?

Michael Flint, PMP

www.mbf.ca

[email protected]

416-931-6635



References

““PMBOK® Guide–2000 Edition PMBOK® Guide–2000 Edition ““Good to Great” by Jim Collins Oct Good to Great” by Jim Collins Oct 20012001““Lateral Thinking” by Edward de Lateral Thinking” by Edward de Bono 1973Bono 1973Inspirational mentorsInspirational mentors

Peter de Jager (www.technobility.com)Dr. Jerry Brightman, President, The Leadership Group (TLG)

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