project management for your local section / chapter lee stogner, pmp 2005 leadership workshop...
TRANSCRIPT
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Project Management for Your Local Section / Chapter
Lee Stogner, PMP
2005 Leadership Workshop
Tucson, Arizona
March 12, 2005
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Seminar Objectives
To: Provide tools and ideas for more effectively executing your projects
In a way that: Develops understanding of the need to execute your projects more effectively
So that: Develops understanding of some basic project management principals and practices Promotes teamwork All your organization's projects will be successful
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Benefits of Sound Project Management
Less overall project cost Less strain on working capital Effective use of resources More timely project completion Higher quality of the final product
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Project Management Overview
What is a project? What is project management? What is project success? What factors determine project
success?
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A Project
When a task...
Has a defined objective
Has a deadline Requires integration
of knowledge and experience from various organizations
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Project Management is:PM PM
PM
PMPM
PM
PM
PMPM
PM
PMPM PM
PM
PM
PM
PM
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Project Management is:Causing a Planned
Undertaking to Happen
PM PM
PM
PMPM
PM
PM
PMPM
PM
PM
PM PM
PM
PM
PM
PM
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Project Management
Complex and numerous activities Unique - a one time set of events Finite - a begin and end date Limited resources and budget Many people involved Sequenced activities End product or service must result
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Program Management
Larger in scope than a project Made up of several projects Made up of a number of similar
products Programs tend to be more permanent
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Peanuts
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What is Project Success?
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Factors in Project Success
Project Management Philosophy Project Management Role and
Responsibility Project Management Principles and
Practices
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Project Management Philosophy
The “Golden Rule” of Project Management is three words: Plan Organize Control
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Project Management Roles and Responsibilities
Project Execution Maintain Customer Relations Create a Positive Environment
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Project Execution Strategy Project Management Quality Safety Risk Management Design/Develop/Program Implementation Documentation Training
Project Execution Plan
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Customer Relations
Develop Communication
Ensure Timely Participation
Include the Customer on the Project Team
Develop Trust and Confidence
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Create a Positive Environment
__________ Effectively __________ Member of the Team Utilize _______ _______ Activities __________ Success
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Safety
Maintain a safe working environment
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Project Management Principles and Practices
Define Project Objectives Develop Project Execution Plan Define Baselines for Control Manage Risk Close out Effectively
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Define Project Objectives
Expected deliverables Required resources (total installed
cost) Required timing (opening date) Safety and Environmental Total Quality
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Define S.M.A.R.T. Project Objectives
S pecific M easurable A ssignable R ealistic T ime related
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Alignment Process
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Team Requirements
Skills needed ? Individuals identified ? When are they needed ? Where are they ? Training needed ? Interpersonal compatibility ?
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The Four Cornerstones of Project Management
Cost
Scope
Schedule
Quality
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Cornerstones ofProject Management
Cost
Scope
Schedule
Quality
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Scope
Poor scope definition is the major contributing factor to cost overruns in
the engineering and construction industry.
CAUTION
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Cost Influence Relative Time
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Initial Scoping Effort
Sets the baseline for cost and schedule Must involve the right people Must include implementation Identifies items not included Maximum influence on project cost Breaks project into manageable pieces
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Drawings Estimate
CostReports
Contracts
• Facility
• Services
Billof
MaterialsWBS Element/Work Package
Schedule
The WBS
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Successful Work Breakdown
Status and completion is easily measured
Definite beginning and end It is familiar with prior experience Manageable work assignments One continuous stream of work from
start to finish
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Steps for constructing a WBS
Divide the project into major objectives Partition objectives into activities Divide activities with missing
characteristics into subactivities Repeat #3 until all subactivities have
desired characteristics Lowest subactivities are the basis of work
packages
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The effect of “creeping scope” is a major cause of cost overruns
$
Creeping scope
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To manage creeping scope
Keep scope documents current Freeze design after the estimate has
been approved Allow only those changes that are
justified by benefit Use an effective change management
procedure
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The Four Commandments of Good Project Scope
Written
Well defined
Clearly understood
Achievable
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Cornerstones ofProject Management
Cost
Scope
Schedule
Quality
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Aspects of Cost
Estimate Basis for Control Cost Control Application of
control procedures to follow
financial progress
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Estimate Requirements
Define project costintegrate scope, schedule, and
resources Define estimate basis Identify potential risks Identify contingency/escalation Identify items not included
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Elements of Cost Control
Establish the baseline (estimate) Measure variation from baseline Take corrective action
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Cost Control System
Detailed project scope/work package
Control estimate Chart of accounts Cost status report Forecasting process Change management procedure Cash flow forecast
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Project Control
ProjectDay 1--------------To do list:Kick off meetingProject schedule
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Integration of Cost and Time
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Basic Elements of the Control System
A project plan: Scope, schedule, estimates A monitoring system which measures performance
against plan A reporting system which identifies deviations from
the plan A system which communicates deviations to the
right people Corrective actions Forecasting the project outcome
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Key Control Philosophies
Define the baseline for control
1._______ 2. ________3. _______ 4. ________
Divide project into manageable pieces Remember: Ability to influence cost is
maximum early in the project
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Key Control Philosophies (con’t)
Define and manage risk/opportunity Integrate scope and estimated cost
into schedule Make informed decisions Anticipate deviations/changes Adopt the “end product” approach Plan ahead from phase to phase
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Basic Project Control Steps
Define the project scope Develop a project plan consistent with:
project scope estimates (cost constraints) schedule (constraints resources available
Report progress and compare with budget and forecast
Control by taking corrective action
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Contingency - Plan for Change
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Cornerstones ofProject Management
Cost
Scope
Schedule
Quality
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Schedule
Planning - Identification of the sequence of events
necessary to complete the project
Scheduling - Determination of timing and assembly of project
activities to give overall completion time
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Front End Schedule
A way to get the project started right
Design Program Install / Test System Turnover
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Basis for Project Schedule
Project objectives Project scope Project milestones Project estimate (budget) Resource availability
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The Critical Path
Identifies project priorities Shows activity relationships Enables schedule analysis Reflects project strategy Promotes teamwork
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Basic Network Diagramming
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Expanded Network Diagramming
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The Bar Chart
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The Gantt Chart
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Project Schedule - Tools
Microsoft Project
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Project Schedule - Tools
www.primavera.com
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Five Phases of Project Management
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Cornerstones ofProject Management
Cost
Scope
Schedule
Quality
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DesignBasis
Continuous Improvement
Quality Assurance
QualityControl
Total ProjectQuality
Management
Total Project Quality Management
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Project Quality Improvement
Develop a quality management plan early in the project
Include representatives from all affected organizational units on the project team
Initiate the project effectively through kick-off and alignment meetings
Review performance and measure success
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Project Quality Improvement (con’t)
Define scope and review periodically Limit scope changes
formal change procedurerequire justification
Complete more engineering up-front before defining cost and scheduling
Obtain constructability, operability and maintainability input to design
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Cost of Quality
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Risk Management
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Manage Risk
What is risk? Sources of risk Kinds of risk Risk Management Process
Identify risks Define consequences Develop a mitigation plan Document
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Sources of Risk
Technical
Financial
Socio-Economic
Contractual
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Risk Management Process
Identify Risk
Analyze Risk
Respond to Risk
Document Risk
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Sources of Help to Identify Risk
Site investigations Contract documents Schedule Team brainstorming Body of experience
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Risk Control Methods
Avoid Reduce Share Insure Accept
with contingency without contingency
Contain
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Risk Containment
Clearly define insurance responsibilities in contracts
Use qualified personnel Document and communicate project
strategy Define roles and responsibilities Prepare contingency plans for critical
activities Use up-front team building
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Risk Containment (con’t)
Use qualifies contractors and vendors
Preconstruction work briefings (especially safety)
Rehearse critical activities or use mock-ups
Use strong project control systems Manage contingency
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Project Close-out
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Project Closeout - Major Phases
Obtain client acceptance Document the project Conduct the post implementation
audit Issue the final report
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Pyramid Cartoon
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Plan the Work…
Work the Plan
Successful Project Management
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Successful Project Completion
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Project Management - Learning More
www.pmi.org
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Project Management - Learning More
Project Management Body of Knowledge
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Project Management - Learning More
www.amazon.com
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Project Management - Get Certified
www.pmi.org
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Project Management - IEEE EMS
www.ewh.ieee.org/soc/ems
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Class Exercise - Plan a Project
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Lee Stogner - Contact Information
Lee Stogner, PMPRockwell AutomationMobile 864-360-9415Email [email protected]