practical project management 12 feb 2014
DESCRIPTION
TRANSCRIPT
Based on PMBOK 5TH EditionBY: OMER ALSAYED OMER
MBA, PMP, B.Sc.(Civil Eng.) : PMO manager EWU-DIU [email protected] +249-1234 94 587
KNOWING IS NOT ENOUGH;WE MUST APPLY.
WILLING IS NOT ENOUGH;WE MUST DO.
Johann Wolfgang von Goethe
Learning OutcomesRefresh quickly theories & fundamentals of project management
Initiate, Plan, Execute, Control, and Monitor & Close a project
Develop and manage a project based on case studies.
apply the all PMBOK Guide® knowledge areas to each phase of a project.
cover each phase while applying it in the context of real‐world project work.
Pursue learning through real world experiences and case studies ,in addition to technical competencies.
Using examples from participants’ and the instructor’s own projects.
Using templates form PMI R
% retain of what you learn >> when• lecture.5%5%
• reading.10%10%
• audio‐visual.20%20%
• see a demonstration.30%30%
• engaged in a group discussion.50%50%
• practice what they learned.75%75%
• teach someone else/use90%90%
Project Management Process Group and Knowledge Area MappingKnowledge Area Initiating Planning Executing M& C Closing
4. Project Integration Management DevelopProject Charter 4.2 Develop Project Management Plan 4.3 Direct & Manage Project
Work4.4 Monitor & Control Project Work4.5 Perform Integrated Change Control
4.6 Close Projector Phase
5. Project Scope Management
5.1 Plan Scope Management5.2 Collect Requirements5.3 Define Scope5.4 Create WBS
5.5 Validate Scope5.6 Control Scope
6. Project Time Management
6.1 Plan Schedule Management6.2 Define Activities6.3 Sequence Activities6.4 Estimate Activity Resources6.5 Estimate Activity Durations6.6 Develop Schedule
6.7 Control Schedule
7. Project Cost Management7.1 Plan Cost Management7.2 Estimate Costs7.3 Determine Budget
7.4 Control Costs
8. Project Quality Management 8.1 Plan Quality Management 8.2 Perform Quality Assurance 8.3 Control Quality
9. Project Human Resource Management
9.1 Plan Human ResourceManagement
9.2 Acquire Project Team9.3 Develop Project Team9.4 Manage Project Team
10. Project Communications Management 10.1 Plan Communications Management 10.2 Manage Communications 10.3 Control Communications
11. Project Risk Management
11.1 Plan Risk Management11.2 Identify Risks11.3 Perform Qualitative Risk Analysis11.4 Perform Quantitative Risk Analysis11.5 Plan Risk Responses
11.6 Control Risks
12. Project Procurement Management 12.1 Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements 12.4 Close Procurements
13. Project Stakeholder Management IdentifyStakeholders
13.2 Plan StakeholderManagement
13.3 Manage StakeholderEngagement
13.4 Control StakeholderEngagement
Project Management Process Group
Initiation, 2, 4%
Planning, 24, 51%
Executing, 8, 17%
M&C, 11, 24%
Closing, 2, 4%
process
Initiation
Planning
Executing
M&C
Closing
Project Management Process Interactions
closingclosing
0‐1‐2‐3
Initiating our project
Initiation . • project
selection• Project statement of work
Project charter • Project
charter contents (PMBOK)
• PROJECT CHARTER St
akeh
olde
rs • Identify Stakeholders
• Stakeholder Analysis
• Stakeholder register
Inputs
Project Statement of workBusiness caseContractEEFOPA
T&T
Expert judgmentOutput
Project Charter
AUTHORIZES
A narrative description of products, services, or results to be delivered by the project.
Strategic plan
Business need
Product/S/R scope description
SOW references
Statement Of Work ‐ sampleProject Title:Project Title:
• BP‐TC building
Introduction / Background Introduction / Background • Brain Power Training Centre has 5 years master plan to extend it’s training & education and consultancy activities
• BPTC is targeting to optimize their training capacity in quantity & quality and entering new market segments, adding new innovated courses and material
• BPTC plans to design & construct ONE‐OF‐A‐KIND new training center building
Objectives Objectives • To increase training hours per year from 1,000 to 5,000 training hours per year .
Scope of work Scope of work • Project work includes • Design ,Construction & management of BP‐TC building
Project charter contents (PMBOK)Project
PURPOSE or justification,
Measurable project OBJECTIVES and related success
criteria,
High‐level REQUIREMENTS,
ASSUMPTIONS and constraints,
High‐level project DESCRIPTIONand boundaries,
High‐level
RISKS,Summary
MILESTONEschedule,
Summary BUDGET,
STAKEHOLDERlist,
Project APPROVAL requirements
Assigned PROJECT MANAGER, responsibility authority
Name and authority of the
SPONSOR
4.1.3.1 PROJECT CHARTER SAMPLE (1/2)
Project : • BPBC Training center building
Project SPONSOR: • Prof. A. S. Jumaa
Project MANAGER: • Engr. M. Rudwan
Project Customer: • BPBC Shareholders
Project PURPOSE or Justification:
• multi‐story building at Khartoum center to accommodate all training , academic & other events of BPBC activities as part of BPBC strategy plan (2013‐2018) to enable it extend its’ existing & develop new program
Project DESCRIPTION: • G+3 story building with training facilities
Project and Product Requirements: • ..
Acceptance Criteria: • Complete all works within specified budget, time frame & industry quality
Initial Risks: • Lack of funding ‐ Governmental permeations –Growing market demand, …
Charter # :001‐08‐13 Date Prepared: December 4,2013
4.1.3.1 PROJECT CHARTER SAMPLE (2/2)
Project Objectives Success Criteria Person Approving
Scope Build‐up area sqm 800 & land scape 800 sqm + 10% QA
Time 24 months 800 sqm + 10% AK
Cost 5 USDG 5 USDG + 6 AK
Quality …. … …
Summary Milestones Due DateProject Design start 1st August 2014
Construction start 15 October 2014
Hand over 31 July 2015
13.1 Identify Stakeholders
Input
Project charterProcurement documentsEEFOPA
T&T
Stakeholder analysisExpert judgmentMeetings
Output
Stakeholder register
13.1 Identify StakeholdersStakeholders
Organizations/Institutions
BPCT‐Board
BPCT‐ Permanent Staff
BPCT‐Part time staff
BPCT‐Admin staff
State Government
MoGW
MoHR
National Council Training
….
Beneficiaries
Professionals
Governmental bodies
private bodies
Graduates
Construction parties
Client representative
Designer
Consultant
Contractors
Stakeholders’ Power / Interest Grid
13.1.2.1 Stakeholder Analysis
BPCT‐Board
Client representative
Designer
Consultant
Professionals (Engineers, Accountants,…)
ContractorsSub‐contractors
suppliers
BPCT‐Part time staff
BPCT‐ Permanent Staff
Development & Labor
Ministry of General worksGraduates
Governmental & private bodies
Ministry of Human Resources
National Council Training
Interest
Power
13.1.3.1 Stakeholder register (PMI)
Name Position Role Contact Requirements Expectations Influence Class.*
Prof. Juma BPCT‐CEO Sponsor H 1
Eng. M. R. BPBC‐DM Designer H 2
Dr. A. R.National Council Training
Governmental Authority H 3
Eng. F.H. DIU‐ID
AB‐Consult
CC Contracting
Project Title: BPBC Training Center Building (BP-TC) Date prepared: ../…/2013
Signature:Stakeholder classification*: Internal/external, supporter/neutral/resistor, etc.
Group work Round#1Grouping (each 4‐6)
Formats ready ◦ blank paper – list◦ P/I Grid◦ S/H Register form
Exercise:
ERP Project (Statement Of Work)Project Title:• ERP System
Introduction / Background • An organization that has no ERP will be running on many kinds of software that do not allow interaction. Customization also may be difficult it in some cases. This will negatively affect the optimized functioning of organization's business activities
Objectives • ERP system enables interactions of marketing, sales, quality control, products processes, supply lines, stocks and many other areas.
Scope of work • implement ERP systems in an organization, electronically syncing functions, processes, and departments into a system with shared data and accessibility.
ERP PROJECT CHARTER
Project : • .
Project SPONSOR: • .
Project MANAGER: • .
Project Customer: • .
Project PURPOSE or Justification: • .
Project DESCRIPTION: • .
Project and Product Requirements: • ..
Acceptance Criteria: • .
Initial Risks: • .
Charter # :001‐08‐13 Date Prepared: December 4,2013
STAKEHOLDER ANALYSIS MATRIX & Register form
Planning our projectIntegration
• Planning processes• Develop project management plan
• Project management plan
Scope
• Plan scope management
• Requirements management plan
• Collect req. process• Requirements documentation
• Define scope process• Project scope statement
• Create WBS process• WBS • WBS dictionary
cost
• Estimate Costs
Risk
• Identify Risks process
• Risk register
Analogous vs. Parametric cost example
Planning processes•4.2 Develop Project Management Plan
4. Project Integration Management
•5.1 Plan Scope Management•5.2 Collect Requirements•5.3 Define Scope•5.4 Create WBS
5. Project Scope Management
•6.1 Plan Schedule Management•6.2 Define Activities•6.3 Sequence Activities•6.4 Estimate Activity Resources•6.5 Estimate Activity Durations•6.6 Develop Schedule6. Project Time Management
•7.1 Plan Cost Management•7.2 Estimate Costs•7.3 Determine Budget
7. Project Cost Management
•8.1 Plan Quality Management
8. Project Quality Management
•9.1 Plan Human Resource Management
9. Project Human Resource Management
•10.1 Plan Communications Management
10. Project Communications Management
•11.1 Plan Risk Management•11.2 Identify Risks•11.3 Perform Qualitative Risk Analysis•11.4 Perform Quantitative Risk Analysis•11.5 Plan Risk Responses
11. Project Risk Management
•12.1 Plan Procurement Management
12. Project Procurement Management
•13.2 Plan Stakeholder Management
13. Project Stakeholder Management
4.2 Develop Project Management Plan
Inputs
Project charterOutputs from other processesEnterprise environmental factorsOrganizational process assets
Tools & Techniques
Expert judgmentFacilitation Techniques
Outputs
Project management plan
defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive project management plan.
Subsidiaries' PlansScope management plan
Requirements management plan
Schedule management plan
Cost management plan
Quality management plan
Process improvement plan
Human resource management plan
Communications management plan
Risk management plan
Procurement management plan
Stakeholder management plan
4.2.3.1 PROJECT MANAGEMENT PLAN Template (1/2)
Project Title: …..Date Prepared: …….
Project Life Cycle:
…..
Variance and Baseline Management
Schedule Variance Threshold:……
Schedule Baseline Management:…..
Cost Variance Threshold:….
Cost Baseline Management:…..
Scope Variance Threshold:….
Scope Baseline Management:….
Quality Variance Threshold:….
Performance Requirements Management:….
Project Reviews:……
Tailoring Decisions:……
Project‐Specific Considerations:…..
4.2.3.1 PROJECT MANAGEMENT PLAN Template (2/2)
Subsidiary Management Plans:
Area ApproachRequirements Management PlanScope Management PlanSchedule Management PlanCost Management PlanQuality Management PlanProcess Improvement PlanHuman Resources Management PlanCommunications Management PlanRisk Management PlanProcurement Management PlanChange Management PlanConfiguration Management Plan
Baselines:Attach all project baselines.
Samples of PROJECT MANAGEMENT PLAN
5.3 Define Scope
InputsScope management planProject charterRequirements documentationOrganizational process assets
Tools & TechniquesExpert judgmentProduct analysisAlternatives generationFacilitation Techniques
OutputsProject scope statementProject documents updates
DETAILED description of the project and product.boundaries -requirements collected will be INCLUDED in and excluded.
5.3.3.1 PROJECT SCOPE STATEMENT SAMPLEProject Title: ….. Date Prepared: ……. P 1/2
Product Scope Description:
Four story building with training facilities
Project Deliverables:• 4 story building of 800 sqm
• Electromechanical
• Landscaping
• Furniture
• Training facilities
Project Acceptance Criteria:• As in the project charter with addition of:
• …
Project Exclusions:• Land acquire -Bank finance - ……
Project Constraints:
P 2/2Project Assumptions:
Site is ready for construction by October 2013First design set (foundation structural drawings are completed by mid-September 2013) …….
7.2.2 Estimate Costs: Tools and Techniques7.2.2.2 Analogous Estimating
uses the values:• Cost, budget• or measures (size, weight), • complexity• from a previous, similar project• as the basis for estimating the same parameter
adjusted for adjusted for
differences in
complexity.
used when used when
limited detailed
information
Uses Uses
information & expert judgment.
lessless
costly,
time,
lessless
accurate.
7.2.2 Estimate Costs: Tools and Techniques7.2.2.3 Parametric Estimating
• between relevant historical data and other variables (building m2) .
statistical relationship
• the sophistication • underlying data built into the model.
produce higher levels of accuracy depending upon:
1 sqm cost $2
10 sqm cost $20 +approx.
Estimating techniques
Analogous
L
Initiation
Parametric
M
Planning
3‐points
H
Final plan
Bottom‐up
VH
executing
Analogous vs. Parametric Example
oYou are the project manager for the annual Earth Day 5k road race, with three primary components: marketing, registration, and race‐day coordination.
oFor marketing, there will be 500 flyers printed up at a cost $0.20 each.It took two weeks for the flyers to be printed for last year event, so you estimate two weeks for the printing of the brochures for this event.
oLast year it took one week to design the on‐line registration form and the cost to host the registration website was $850.00 You estimate the same this year.
oThere will be four people used to coordinate the race. Each resource will be paid $25 per hour and they will be working an estimated seven hours, based on the race last year.
Marketing:• 500 flyers • cost $0.20 each• 2 weeks printing
Registration• website• $850.00• one week
Coordination• 4 people• $25 per hour • seven hours
Group work Round # 2Determine which TYPEof estimate (cost & duration) for:
1. marketing,
2. registration,
3. race‐day coordination
Analogous vs. Parametric Example
Coordination
Cost: $700 parametric estimating ‐ 4 x $25 x 7 Duration: 7 hours analogous
Registration
Cost: $850 analogous Duration: one week analogous
Marketing
Cost: $100 for brochures parametric estimating 500 x $0.20 Duration: two weeks analogous
Executing
Executing processes
Direct & Manage Project Work
Work performance data
Executing processes•4.3 Direct & Manage Project Work•4.3 Direct & Manage Project Work
4. Project Integration Management
•8.2 Perform Quality Assurance•8.2 Perform Quality Assurance
8. Project Quality Management
•9.2 Acquire Project Team•9.3 Develop Project Team•9.4 Manage Project Team
•9.2 Acquire Project Team•9.3 Develop Project Team•9.4 Manage Project Team
9. Project Human Resource Management
•10.2 Manage Communications•10.2 Manage Communications
10. Project Communications Management
•12.2 Conduct Procurements•12.2 Conduct Procurements
12. Project Procurement Management
•13.3 Manage Stakeholder Engagement•13.3 Manage Stakeholder Engagement
13. Project Stakeholder Management
INPU
TS
9.4.1 Manage Project Team:
10.3.1 Control Communications:
11.2.1 Identify Risks:
13.4.1 Control Stakeholder Engagement:
OUTPU
TS
4.4.3 Monitor and Control Project Work
9.4.3 Manage Project Team
10.2.3 Manage Communications
10.3.3 Control Communications
13.3.3 Manage Stakeholder Engagement
13.4.3 Control Stakeholder Engagement
project document used to document & monitor elements under discussion or in dispute between project stakeholders
Issue Log•9.4.1.4•10.3.1.3•13.4.1.2
Project Documents
•11.2.1.10•13.4.1.4
Project Documents
Updates
• 4.4.3.4• 9.4.3.3• 10.2.3.3• 10.3.3.4• 13.4.3.4
Organizational Process Assets
Updates
• 10.2.3.4• 13.3.3.5
Issue Log • 13.3.3.1
Issue log templatePMI
Issue ID Category Issue Impact on Objectives
Urgency
Responsible Party
Actions Status Due Date Comments
Issue log sample
Monitoring & Control
Monitoring & Control processes
Monitor & Control Project Work
Control ScopeSCOPE CREEP
Work performance reports
Control Costs (EV‐AC‐CPI)
Control risk process
Variance analysis
Monitoring & Control processes•4.4 Monitor & Control Project Work•4.5 Perform Integrated Change Control
4. Project Integration Management
•5.5 Validate Scope•5.6 Control Scope
5. Project Scope Management
•6.7 Control Schedule
6. Project Time Management
•7.4 Control Costs
7. Project Cost Management
•8.3 Control Quality
8. Project Quality Management
•.
9. Project Human Resource Management
•10.3 Control Communications
10. Project Communications Management
•11.6 Control Risks
11. Project Risk Management
•12.3 Control Procurements
12. Project Procurement Management
•13.4 Control Stakeholder Engagement
13. Project Stakeholder Management
5.6 Control Scopemonitoring the status of the project and product scope and managing changes to the scope baseline.
Inputs
Project management planRequirements documentationRequirements traceability matrixWork performance dataOrganizational processassets
Tools & Techniques
Variance analysis Outputs
Work performance informationChange requestsProject management plan updatesProject documents updatesOrganizational process assets updates
SCOPE CREEPControlling
• the project scope
ensures
• all requested changes and recommended corrective or preventive actions
are processed
• through the Perform Integrated Change Control process
The uncontrolled •expansion to product or project scope
without •adjustments to time, cost, and resources
is referred •to as SCOPE CREEP.
Change is inevitable; therefore some type of change control process is mandatory for every project
• elevation of 1,825 ft (556 m) above sea level, • 175 ft (53 m) above the stream bed. • capacity of 30,000 acre∙ft (37,000,000 m3)
June 1923
• capacity of the reservoir 32,000 acre‐feet (39,000,000 m3).
July 1, 1924
• capacity of 38,000 acre‐feet (47,000,000 m3)• height would be 185 ft (56 m)
March 1925
• Water began to fill the reservoir.
March 1, 1926
• Two and a half minutes before midnight > the St. Francis Dam disastrously failed. the resulting flood killed up to 600 people
March 12, 1928
47,000,000 m3
(56 m H)
39,000,000 m3
37,000,000 m3
53 m H
St. Francis Dam (scope creep story)
7.4 Control Costs
Inputs
Cost management planProject funding requirementsWork performance dataOrganizational process assets
Tools & Techniques
Earned value managementForecastingTo-complete performance index (TCPI)Performance reviewsProject management softwareReserve analysis
Outputs
Work performance informationCost forecastsChange requestsProject management plan updatesProject documents updatesOrganizational process assets updates
of monitoring the status of the project to update the project costs and managingchanges to the cost baseline.
7.4.2 Control Costs: Tools and Techniques7.4.2.1 Earned Value ManagementIt integrates the scope ,cost & schedule baselines, to form the performance baseline
• authorized budget planned for the work to be accomplished for an activity or WP/CA.• The total of the PV (performance measurement baseline PMB ,also known as budget at completion BAC).
Planned value. Planned value.
• a measure of work performed expressed in terms of the budget authorized for that work.
Earned value. Earned value.
• realized cost incurred for the work performed on an activity during a specific time period.
Actual cost. Actual cost.
7.4.2 Control Costs: Tools and Techniques7.4.2.1 Earned Value Management
•SV = EV – PVSchedule variance
•CV= EV − ACCost variance
•SPI = EV/PVSchedule
performance index
•CPI = EV/ACCost
performance index
PV EV AC
1‐Jan‐13 0 0 0
1‐Feb‐13 1000 800 1200
1‐Mar‐13 1500 1200 1800
1‐Apr‐13 2500
1‐May‐13 3000
1‐Jun‐13 3600
Group work Round # 3Calculate the followings
1. BAC
2. CV & SV
3. Cumulative CPI, SPI
4. ETC
5. EAC
7.4.2 Control Costs: Tools and Techniques7.4.2.1 Earned Value Management
PV, 1500
PV, 3600
EV, 1200
AC, 1800
ETC, 5400
0
1000
2000
3000
4000
5000
6000
Jan‐13 Feb‐13 Mar‐13 Apr‐13 May‐13 Jun‐13
CUM COST
Jan‐13 Feb‐13 Mar‐13 Apr‐13 May‐13 Jun‐13PV 0 1000 1500 2500 3000 3600EV 0 800 1200AC 0 1200 1800ETC 0 1200 1800 3750 4500 5400
the budgeted rate:
EAC = AC + (BAC –EV)
= 1800 + (3600‐1200) =4,200
the present CPI
EAC = BAC / CPI
=3600/.6667=5,400
considering both SPI and CPI factors
EAC = AC + [(BAC –EV) / (CPI × SPI)]
=1800 + {(3600‐1200)/(.6667*.83)}
=6,135
Closing
Closing processes
Close Project or Phase process
Close Procurements process
Closed procurements
Organizational process assets updates (lessons learned)
Project close‐out
Closing processes•4.6 Close Project or Phase
4. Project Integration Management
5. Project Scope Management
6. Project Time Management
7. Project Cost Management
8. Project Quality Management
9. Project Human Resource Management
10. Project Communications Management
11. Project Risk Management
• 12.4 Close Procurements
12. Project Procurement Management
13. Project Stakeholder Management
4.6 Close Project or Phase
Inputs
Project management planAccepted deliverablesOrganizational process assets
Tools & Techniques
Expert judgmentAnalytical techniquesMeetings
Outputs
Final product, service, or result transitionOrganizational process assets updates
FINALIZING all activities across all of the Project Management Process Groups to formally complete the phase or project.
12.4 Close Procurements
Inputs
Project management planProcurement documents
Tools & Techniques
Procurement auditsProcurement negotiationsRecords management system
Outputs
Closed procurementsOrganizational process assets updates
COMPLETING each project procurement
12.4.3.1 Closed procurements
Vendor Performance Analysis
What Worked Well:
What Can Be Improved:
Record of Contract Changes
Record of Contract Disputes
Organizational process assets updates (lessons learned)
What Worked Well:
What Can Be Improved:
Risks and IssuesID Risk or Issue Description Response Comments
Quality Defects
Project close‐out
Useful sites
2t‐PM
preparepm.comPmi.orgOliverlehmann.com
arab‐eng.org pmstudy.com
+249‐123494587