project management methodology training. 2 kickoff message executive perspective

Project Management Methodology TrainingProject Management Methodology Training

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Kickoff Message

Executive Perspective

3

Handouts

Charter Requirements

Specification Communications Plan Issue Log Risk Log Change Log

Phase Audit Review Gate Review Status Report Lessons Learned Meeting Agenda Meeting Minutes Portfolio Health Report

4

Course Objectives

Learn why a common methodology is important.

Learn common project management terminology.

Learn project management processes and phases (methodology).

Learn our audit and review processes.

Utilize practical exercises to further develop skill-sets.

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Course Norms

Have fun.

Ask questions.

Get involved – this is our methodology!

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Let’s Get Warmed Up!

Introduce yourself: – Name– Current Role

Share some examples of why projects you’ve worked on have failed.

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Reasons Why Projects Fail

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Benefits Of Having A Standard Methodology

What are some benefits of having a standard methodology?

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Benefits Of Having A Standard Methodology

Establishes common practices, drives consistent implementation, and provides a foundation for achieving PM proficiency.

Develops Organizational Project Management Maturity

Improves Project Execution

Drives Uniformity Throughout An Organization

Standard processes offer a framework for consistent, repeatable delivery.

Provides common terms, processes, tools, templates and techniques.

Improves Customer Satisfaction

Quality & timeliness of project deliverables become more reliable and accurate.

Creates A Means Of Evaluating Project Performance

Project health can be measured consistently across an organization.

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Project Management has a language of its own.

This section provides us with a common understanding of the terminology used in project management.

Section One: Terminology & Methodology

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What is a Project?

A temporary endeavor undertaken to produce a unique product, service, or result, with a defined beginning and end.

Example: Building your new house.

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What is Project Management?

““It is the application of It is the application of knowledgeknowledge, , skillsskills, , toolstools, and , and techniquestechniques to to project activities to meet project project activities to meet project requirements.”requirements.”

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What is a Project Manager?

The person assigned by the The person assigned by the performing organization to performing organization to achieve the projects achieve the projects objectives.objectives.

Day 1

Year 2

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The Triple Constraint of Project Management

Time Cost

Scope

Risks

&

Quality

The Project Manager must control at least one constraint, or its not project management; it’s a forced march.

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What is a program?

• Multiple related projects are organized and managed in a manner that they can provide the greatest value to the organization, and are known as programsprograms.

Example: Building a new subdivision, with multiple houses.

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What is a Stakeholder?

Individuals and organizations that are actively involved in the project, or whose interests may be positively or negatively affected as a result of project execution or project completion.

Who are some of your projects stakeholders?

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What is a Project Team?

The team that manages and completes the project work. It includes the project team, the project manager and for some projects, the project sponsor.

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What are Project Phases?

InitiateInitiate – authorizes work, defines initial scope – authorizes work, defines initial scope

PlanPlan – solidifies scope & requirements – solidifies scope & requirementsExecuteExecute – team performs the work, measures variance, corrects (controls) as needed – team performs the work, measures variance, corrects (controls) as needed

CloseClose – formally ends phase or project – formally ends phase or project

InitiateInitiate PlanPlan

ExecuteExecute

ControlControl

CloseClose

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Project Management Phases

• Project selection (Portfolio Management)

• Initial Project Charter

• Goals & Objectives

• Deliverables

• Estimates (time, resources, costs)

• Critical risks

• Initial Requirements Specification (Success Criteria)

Initiating PhaseInitiating Phase

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Planning PhasePlanning Phase

• Scope planning and definition

• Activity definition (WBS)

• Activity sequencing (Network)

• Activity duration estimating

• Resource planning

• Quality planning

• Communications planning

• Cost estimating

• Risk management planning

• Schedule development

• Cost budgeting

• Project plan development

• Initial baselines (Scope/Time/Cost/Quality – from Charter and Req. Spec.)

Common wisdom in project management is: “If you fail to plan, you are planning to fail.”

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Executing PhaseExecuting Phase

• Team development

• Risk management

• Issue management

• Resource management

• Performance management

• Executing the project plan

• Completing work packages

• Distributing information

• Quality assurance actions

• Status meetings

• Identifying and managing changes

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Controlling ProcessesControlling Processes

• Performance reporting

• Integrated change control

• Cost control

• Scope verification

• Scope change control

• Quality control

• Schedule control

• Risk monitoring and control

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Closing PhaseClosing Phase

• Contract closeout (if applies)

• Deliverables acceptance and signoff

• Lessons learned (best practice at end of every phase)

• Administrative closure (financial, records retention, etc.)

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What is Progressive Elaboration?

Defining and refining the project as more information becomes available.

For our building the house example – this could be the salesperson interviewing you…

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What is Scope?

The sum of the products and services to be provided by the project.

Scope is the way that you describe the boundaries of the project. It defines what the project will deliver and what it will not deliver.

The selection sheet provides scope to your new home.

What are some other examples of scope for building your new home?

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What is a Milestone?

A significant point or event in the project lifecycle, which consumes no time or resources.

Examples:• Initial Project Charter Signed• Requirements Defined• Released To Printer• Released To Warehouse• Deliverables Accepted

What are some other examples for building our new home?

C

C

On Track

Date May Be Missed

Date Will Be / Was Missed

Completed On Time

Completed Late

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What is a Requirement?

A requirement is a singular documented A requirement is a singular documented need of what a particular product or need of what a particular product or service should be or do.service should be or do.

Murad I think this needs to be reworded or given a

good example?

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What is a Functional Requirement?

Describe system features or things the system must do.

What are some example requirements for what a house must do?

Answer: Provide Shelter

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What is a Non-Functional Requirement?

Describe properties the system must have.

What are some examples of requirements a house must have?

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What are Project Goals?

Goals are wide-ranging statements of the project’s target or direction. Goals describe what we want the product to do. Goals need not be stated in observable or quantifiable terms. Goals must be both reasonable and achievable. Project goals are further broken down into measurable objectives.

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What are Project Objectives?

Project objectives are statements of preferred project outcome(s).

Objectives must be SMART: Specific Measurable Aligned / achievable Relevant / realistic Time bound

The projects objectives are defined by two types of requirements known as functional & non-functional requirements.

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What is a Deliverable?

Any unique and verifiable product, result or capability to perform a service that must be produced to complete a process, phase, or project.

This term is often used more narrowly in reference to an external deliverable, which is subject to approval by the project sponsor or customer.

What is an example of a deliverable for your new house?

Answer: Ability to have a party.

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What is a Work Package?

A deliverable at the lowest level of the work breakdown structure, where that specific piece of work can be assigned, estimated, sequenced, and tracked.

What is an example of a work package for your new house?

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What a WBS Looks Like

Subdivision

Individual Houses

Foundation, Walls, etc.

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What is a WBS?

A deliverable-oriented grouping of project elements that organize and define the total work scope of the project.

Each descending level represents an increasingly detailed definition of the project work.

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Thank you for your time.

This concludes session 1.


Session Two

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Refresher: Project Phases

What are our project phases?

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Refresher: Project Phases

InitiateInitiate PlanPlan

ExecuteExecute

ControlControl

CloseClose

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REMINDER: What a WBS Looks Like

Subdivision

Individual Houses

Foundation, Walls, etc.

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Exercise 1 – WBS Development

45 minutes total for this exercise.Divide into two teams.Select a Project Manager.Using the provided self-stick notes, create

a WBS for taking a vacation.Your PM will discuss how your team built

the WBS, and share your WBS with the class.

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What is a Dependency?

A dependency is a logical relationship between two activities or projects. Some dependencies are mandatory, others are discretionary, others can be external. It is not that difficult to imagine if you keep in mind that the predecessor is the task that determines the scheduling for the successor.

The four types of relationships are:

Finish-To-Start (FS)Finish-To-Finish (FF)Start-To-Start (SS)Start-To-Finish (SF)

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Finish-To-Start Dependency

Finish-To-Start (FS)

Task A

Task B

This is the most common dependency you will see and use.

Example: Define project requirements; write the software code. (Something must finish before something else can start).

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Finish-To-Finish Dependency

Finish-To-Finish (FF)

Task A

Task B

Example: Bake the turkey; cook the stuffing (both need to finish at the same time).

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Start-To-Start Dependency

Start-To-Start (SS)

Task A

Task B

Example: Install wiring; install plumbing (both can start at the same time).

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Start-To-Finish Dependency

Start-To-Finish (SF)

Task A

Task B

Example: I take my car to my mechanic and tell him there is a problem with the radio and it needs new brake pads, and that I have to have the car back by 5 pm. If the mechanic scheduled his work, he would estimate the time it would take to do the brake pads, say 30 min. He estimates the radio at 60 min. Then, he schedules backward from the 5pm deadline, and plans to start working on my car at 3:30 to complete by 5. In this situation, he is scheduling backward from 5. So the Start of my task, using the car, determines the finish of his task, replacing the pads. In turn, the startof fixing the pads determines the finish of fixing the radio. Ergo, each is a SF relationship. For this reason SF is of best use in determining when things like deliveries SHOULD be scheduled. The limitation is that if the delivery never happens then the predecessor will not move.

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What is a Network Diagram?

A visual depiction of the major project activities and the sequence in which they should be completed.

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What is a Predecessor?

An event (or events) that immediately precedes some other event without any other events intervening.

Predecessor for task d

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What is a Successor?

An event (or events) that immediately follows some other event without any other events intervening.

Successor for task a

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What is Lead Time?

The time by which a predecessor event must be completed in order to allow sufficient time for the activities that must elapse before a specific event is reached to be completed.

Lead Time for Task d Example: Awaiting delivery of carpet.

Lay Carpet

Order Carpet

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What is a Lag Time?

The earliest time by which a successor event can follow a specific event.

Lag Time for Task a Example: Paint must dry before laying carpet.

Paint Room

Lay Carpet

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What is a Network Path?

The sequence of activities leading from the starting point of the diagram to the finishing point of the diagram

PATH “A”

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PATH “B”

54



PATH “C”

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Exercise 2 – Network Diagram

45 minutes for this exercise.Using your same team.Select a new Project Manager.Using an existing WBS, create a

network diagram (including dependencies & estimated durations).

PM will discuss how your team built the network diagram, and share your network diagram with the class.

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What is a Critical Path?

The series of activities that take the longest path through the network.

Caution:There may be multiple critical paths on a project.These paths must be managed to keep the schedule on

track.

Shown in red on tracking Gantt chart (ACEG)

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What is Crashing?

Crashing moves resources from non-critical path activities to the critical path.

Crashing moves resources from non-critical path activities to the critical path.

Non-critical path

Critical path

A Schedule duration crash is the effort to reduce the overall duration of a schedule. Usually the following techniques are employed:

Adding or reallocating resources (human or otherwise) Increasing work hours (overtime, weekends)

Crashing is done as a trade-off between shorter task duration and higher task costs.

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What is Fast Tracking?

Fast Tracking pulls tasks ahead of schedule (parallel) – which increases risk.

Fast Tracking pulls tasks ahead of schedule (parallel) – which increases risk.

Compressing the project schedule by overlapping activities normally performed in sequence (such as design and construction), or to perform schedule activities in parallel.

Non-critical path

Critical path

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Use Crashing and Fast Tracking

Avoid the “sky is falling” moments by analyzing your critical path options.

Review your dependencies for accuracy and determine if they are mandatory or optional.

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Schedule and Cost Estimating

Estimating techniques are utilized throughout the lifecycle of the project to determine schedule and costs for the project.

WBS Level Estimate Name Range & Precision When to Use

Top Level Order of Magnitude75% Over run to

25% Under run

Only basic information is available

Middle Level Preliminary25% Over run to

10% Under run

Objectives defined and resource information is

available

Work Package Definitive / Finalized10% Over run to

5% Under run

Detailed information is available,

requirements stable

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Estimating Recommendations

Involve the team doing the work to develop the estimates.

Base estimates on past history if possible.

Secure agreement on the level of precision and communicate that level of precision.

Account for expected conditions and situations.

Base your estimates on assumptions of staff availability.

Remember that different resourceswill drive significantly different outcomes. (Expert vs. novice).

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Performance ReportingOur method of reporting percent complete is:

For OBJECTIVE measurements – use actual (IE: 14.9% complete)

For SUBJECTIVE measurements – use 0% / 25% / 50% / 75% / 100% complete.

0% - means the task has not started

100% - means the task has completed

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PERT in MS Project

PERT:

History

Purpose

1 Duration Estimate

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PERT in MS Project

3 Duration Estimates + Weighting (next page)

Example: Paul Gustafson says that task “1” can be done in 5 days. If he can focus on just that task, he can get it done in 2 days. Based on his current workload, it could take up to 15 days to get this work done.

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What is PERT?

Expected TimeExpected Time = [ = [OO + ( + (4M4M) + ) + PP] ] // 66OO = Optimistic Effort or Duration Information = Optimistic Effort or Duration Information

MM = Most Likely Effort or Duration Information = Most Likely Effort or Duration Information

PP = Pessimistic Effort or Duration Information = Pessimistic Effort or Duration Information

Expected TimeExpected Time = [ = [22 + ( + (4x54x5) + ) + 1515] ] // 66

Expected Time = 6.16 Days (Expected Time = 6.16 Days (Improves Improves EstimatingEstimating))

Example: Paul Gustafson says that task “1” can be done in 5 days. If he can focus on just that task, he can get it done in 2 days. Based on his current workload, it could take up to 15 days to get this work done.

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What is a Risk?

A risk is an uncertain A risk is an uncertain FUTUREFUTURE event that may event that may have either a positive or negative affect have either a positive or negative affect on the project objectives.on the project objectives.

Examples:Examples: • Requirements Requirements maymay not be captured not be captured

appropriately. appropriately. • Team members Team members mightmight not be available when not be available when

needed.needed.

Risks are documented in a risk log throughout the project lifecycle. Risks are documented in a risk log throughout the project lifecycle.

Risk Management is a Risk Management is a PRO-ACTIVEPRO-ACTIVE process. process.

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Elements of Risk Management

The Event or Trigger that might occur

The Probability that the event may occur or the condition may change

The Impact on the project if the event occurs or the condition changes

The Severity of the risk is a combination of the probability and the impact which determines your risk response plan

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Risk Management Processes

Risk Risk IdentificationIdentification

Risk Risk Analysis & Analysis & EvaluationEvaluation

Risk Response Risk Response Planning & Planning &

ImplementationImplementation

Risk Risk Monitoring & Monitoring &

ControlControl

Risk PlanningProcess

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Done once at the start of a project.

Structures risk management activities including: Roles and Responsibilities Escalation and Review Processes Reporting structure (risk logs, status reports, etc.)

Risk Planning Process

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Risks can be identified by a number of methods: Brainstorming Crawford Blue Slip Fishbone Diagrams Historical Issues Etc.

Risk Identification Process

Risk Identification occurs at the start of the project and is periodically revisited as the project progresses.

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Governance

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Portfolio Mgmt Vs. Governance

Portfolio Management is the process of determining and prioritizing future work efforts to meet longer term goals.

Governance is the process of ensuring accountability for active work efforts. It provides alignment between:

Executives (strategies) Managers (operations) Value opportunities (results)

It helps us assess current state & adjust if necessary.

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Where Governance Occurs

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Governance Roles & Responsibilities

Ensure alignment with business strategy

Provide prioritization of new work vs. existing

Rebalance resource commitments across the organization as needed

Deliver decisions for escalated change requests for strategic efforts (scope / time / cost)

Removal of bottlenecks

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Governance Proposal

Implement bi-weekly governance board reviews, until such a time that monthly reviews are deemed adequate.

Focus initially on larger scale efforts with greatest risk for failure.

Over time, roll all efforts into the process, focusing on those areas with need for assistance / guidance.

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Recommended Implementation

Meeting attendees: Sr. Mgmt, PMO, P.O., Project Leads

Duration of Mtg: 2 Hours

Process will be lead and scheduled by PMO.

Agendas developed and published by PMO.

Materials developed and provided by PMO.

Meeting minutes / action items captured and distributed by PMO.

77

Quality Standards Discussion

“Profit in business comes from repeat customers, customers that boast about your project or service, and customers that bring friends with

them.”- Dr. W. Edwards Deming

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Thank you for your time.

This concludes session 2.


Session Three

80

Exercise 3 – Risk Identification

Instructor lead risk identification. Everyone needs 10 self stick

notes. Activities are:

Crawford Blue Slip & Affinity Diagramming

81

Each risk condition is analyzed to assess:

The Probability that the condition will occur.

The Impact this risk will have on the project.

The combination of probability and impact determines the Severity of the risk. (Shown on next page.)

The severity of the risk determines the response.

Risk Analysis & Evaluation Process

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Risk Severity Table

LH MH HH

LM MM HM

LL ML HL

Low Medium High

Low

Med

ium

Hig

hImpact

Pro

bab

ilit

y

83

Two risk response methods:

Mitigation Planning – What can you do to prevent it from occurring?

Contingency Planning – If it does come true, what can you do to contain it?

Risk Response Planning & Implementation

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Mitigation & Contingency Plans

Both mitigation & contingency plans are required when your risks are in the circled classifications below.

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Exercise 4 – Risk Mitigation

Instructor lead risk mitigation. Using 5 of our risks, identify ways

of mitigating those risks (prevention).

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Exercise 5 – Risk Contingency

Instructor lead risk contingency. Using 5 of our risks, identify

contingency actions for those risks (containment).

87

Risk Monitoring & Control Process

Throughout the course of the project, risks must be constantly monitored.

Have project conditions changed?

Have any triggers occurred?

Did the impact of a risk change?

Did the probability of occurrence change?

What new risks have been identified during the project?

Are mitigation plans & contingency actions being executed appropriately and effectively?

88

What is an Issue?

An issue is something that is preventing the project team from An issue is something that is preventing the project team from delivering its objective.delivering its objective.

Issues are always present tense. Issues are always present tense.

They are happening They are happening NOWNOW..

Examples: Examples: An employee quits. An employee quits. Funds Funds areare depleted. depleted.

Issues are documented in an issue log as they arise Issues are documented in an issue log as they arise

– – it’s a it’s a REACTIVEREACTIVE process. process.

An abundance of issues is a clear indication that risk management processes were not implemented.

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REMINDER:

ISSUES ARE HAPPENING NOW.

RISKS MAY HAPPEN IN THE FUTURE.

Is it an Issue or Risk?

90

The project deadline may be missed by 2 weeks.

A team member has taken on a new role with XYZ company.

The repair manual is 200 pages over specification.

Is it an Issue or Risk?

The quality may not meet customer expectations. RISK

ISSUE

ISSUE

RISK

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What is a Constraint?

Examples:

• Resources not available until xx date.

• Scheduled power outage on xx date.

• Delivery must occur on xx date.

A restriction that affects when an activity can be scheduled, worked on, or completed by.

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What is Effort?

The amount of human The amount of human resource time required resource time required to complete work to complete work expressed as hours, expressed as hours, days or weeks.days or weeks.

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What is Duration?

Length of time expressed as workdays or Length of time expressed as workdays or workweeks.workweeks.

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Project Leadership

““Great leaders are not afraid of telling their bosses the Great leaders are not afraid of telling their bosses the truth; they are reliable; hold themselves accountable; truth; they are reliable; hold themselves accountable; and drive their goals to completion.” and drive their goals to completion.” – Information Systems– Information Systems

95

What is a Baseline?

The original approved plan plus or minus approved scope changes.

Cost Baseline

Cost Baseline 2 – Reduced Scope – costs less to implement

96

What is an Assumption?

An assumption is something you believe to be true.

Assumptions should be documented in the charter.

97

What is Scope Creep?

Growth of the project scope resulting from

uncontrolled changes to requirements.

This occurs when the scope of a project is not properly defined, documented, or

controlled.

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What is a Resource?

People, equipment, or materials required to accomplish an activity.

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Note About Resource Utilization

When people are utilized to their full potential to achieve organizational goals, everyone wins.

When people are not utilized to their full potential, or are sitting idle, we all loose.

That idle resource could be removed and the monies reallocated as raises, training dollars, etc…

Thought for the day

If it were your money, would you pay that idle resource who isn’t producing?

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What are Lessons Learned?

Documented information, usually collected throughout the life of a project to show how both successful and unsuccessful project events were addressed.

101

This section provides us with a review of the methodology templates we are

implementing.

Section Two: Templates

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Charter

Charter Contents:

Vision and Scope

Goals and Objectives

Deliverables

Timing

Milestones

Risks

Roles and Responsibilities

Initial Team Members

Approvals

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How Our Competition Manages Requirements

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Requirements Specification

Requirements Specification Contents:

Functional Requirements (do)

Musts

Wants

Measurements

Non-Functional Requirements (have)

Musts

Wants

Measurements

Approvals

See Handout

105

Risk Log

Reminder:

Risk management is not a one time event.

It is a continuous process throughout the lifecycle of the project.

If risks cannot be managed at the project level, flag them for escalation to the PMO for assistance.

Produced by the project manager.

Reviewed weekly with process manager.

See Handout

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Issue Log

Reminder:

This is a comprehensive listing of project issues (Content & IT).

If issues cannot be managed at the project level, flag them for escalation to the PMO for assistance.



See Handout

107

Change Request Log

See Handout

Produced by the project manager. (See the trend?)

Reminder:

Change will occur during the project.

Changes must be logged, reviewed, approved / implemented, or disapproved.

Minor changes can be managed within the team, major changes must be reviewed by the CCB (Change Control Board).

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Communications Plan


Reviewed and approved by the PMO.

Items to consider:

Team Status Meetings

Status Report Submittals

Process Manager Status Reviews

Sponsor / Customer Status Reviews

Team Members to submit status daily

See Handout

109

Weekly Status Report

20

Project Milestone Status as of Report Date:

Total Project Milestones

10 9 1 10%

Project Health

100%

Scope

Finance

G

Risks

Timing Y

R

G

Status (G / Y / R)

75%

Project Health Status Explanation

Comments required for yellow or red statuses below.

G = Green Status (Healthy / On Track); Y = Yellow Status (Concern / Hav e Plan For Correction);

R = Red (Cannot Correct / Escalating For Assistance)

G

YR

Y

YR

G

G

R

25%50%75%

Total Due0%25%

100%0%

Y

Total Complete Total Late Current % Late

Quality

Phase Health

R

G

Y25%50%75%

GResources R

GIssues

(0/25/50/75/100)MM/DD/YY

Current Phase DeliverablesBaseline

MM/DD/YY

RevisedCompleteMM/DD/YY

50%

RevisedComplete

% Complete

YR

Complete

Baseline StartRevised Start

Reporting Period Ending:

Current Phase:

Project Number:

Project Start Date:

Process Manager:

Project Description:

Project Manager:

Project Phase Timing

Project Sponsor:

MM/DD/YY

Current Phase Milestones

MM/DD/YYMM/DD/YY MM/DD/YY MM/DD/YY

Complete

0%

Project Name:

Baseline

PlanInitiate Execute Close

See Handout



Submitted to the PMO weekly for rollup to portfolio.

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Meeting Agenda

Your Meeting Name for Month, Day, 2007 10:00 AM to 12:00 AM Conference Room: Woodward

Invitees:

Attended? Name Attended? Name

Yes No Lastname, Firstname Yes No

Yes No Yes No

Yes No Yes No

Yes No Yes No

Time Agenda Lead

X Min Opening Remarks

X Min Meeting Topics:

Topic 1 o Subtopic 1

o Subtopic 2

Topic 2

o Subtopic 1 o Subtopic 2

Topic 3

o Subtopic 1

o Subtopic 2

Topic 4 o Subtopic 1

o Subtopic 2

X Min Walk In Topics / Closing Remarks All

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Meeting Minutes

Your Meeting Name for Month, Day, 2007 10:00 AM to 12:00 AM Conference Room: Woodward

Invitees:



Yes No Yes No

Yes No Yes No

Yes No Yes No

Topic 1 Discussion

Conclusions

Action Items Person Responsible Date Due

Topic 2 Discussion

Conclusions


Topic 3 Discussion

Conclusions


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Phase Audit Review (PAR):Phase Audit Review (PAR):

• Conducted by the PMO. Conducted by the PMO.

• Scheduled by the Project ManagerScheduled by the Project Manager..

• Reviews compliance to PM Reviews compliance to PM Methodology.Methodology.

• Conducted at the end of every phase.Conducted at the end of every phase.

• Deliverables are: 1) a completed PAR Deliverables are: 1) a completed PAR checklist, checklist, and 2) a completed PAR report.and 2) a completed PAR report.

Phase Audits

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Gate Reviews Scheduled and conducted by the Scheduled and conducted by the

Project ManagerProject Manager. .

Attendees include the following: project Attendees include the following: project owner, process manager, project owner, process manager, project manager, PMO and others as required. manager, PMO and others as required.

Reviews input from weekly status report Reviews input from weekly status report and PAR.and PAR.

Conducted at the end of every phase Conducted at the end of every phase using a Gate review checklist.using a Gate review checklist.

Deliverables are: 1) a decision to Deliverables are: 1) a decision to continuecontinue on, on, reworkrework, or , or stopstop the project, the project, and 2) a completed Gate review and 2) a completed Gate review checklistchecklist..

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Signature Requirements

The following project artifacts must be approved by authorizing signatures:

Initial Project Charter

Initial Project Requirements Specification

Initial Marketing Request Form - Authorization

PAR Report

Gate Review Report

Project Charter

Project Requirements Specification

Marketing Request Form - Acceptance

Deliverables Acceptance Report

Lessons Learned Report

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Lessons Learned Report

Lessons Learned Report for XYZ Project Month, Day, 2007

10:00 AM to 12:00 AM Conference Room: Woodward

Invitees:



Yes No Yes No

Yes No Yes No

Yes No Yes No

What Worked Well During Our Project

Strength What supported this outcome?

What Can Be Improved In A Future Project

Shortcoming How we can improve in the future?

Lessons Learned Reviewers

Role Signature Date

Project Manager

Process Manager

Project Owner

See Handout

116

Methodology Governance

Methodologies are not set in stone.

They are meant to provide value to the organization.

They will change as business needs change.

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Learned why a common methodology is important.

Learned common project management terms.

Learned project management processes and phases (methodology).

Learned our audit and review processes.

Utilized practical exercises to further develop skill-sets.

What You’ve Learned

118

Outside Resources in PM

• http://www.pmi.org

• http://prince2.com

• http://allpm.com

• http://gantthead.com

• http://pmboulevard.com

119

Contact the Project Management Office (PMO)

With your questions…

When you need help with a template…

When you think something should be changed…

When you are unsure if you should perform a process…

120

What Are You Expected To Do Now?

New Projects:Begin using all processes and artifacts.

Projects In Flight:PMO will schedule sessions to analyze what

phase your project is in and provide guidance on artifacts to incorporate.

121

This concludes our introductory training program.

Feel free to provide feedback on what to improve or include in the future.

Thank you for your time and attention.