project management: more caught than taught
Post on 19-Oct-2014
2.769 views
DESCRIPTION
From more than 10 years in IT project management, here\'s a compilation of essential information relevant to those who are starting.TRANSCRIPT
Project Management More Caught than Taught
Edward Uy, PMPContact: [email protected]
February 13, 2009
Edward Uy PMP
CONTENTS
I. Project Management
II. Project Manager
III. Triple Constraint
IV. Project Organizations
V. Processes in Project Management
VI. Final Word
Edward Uy PMP
Project
Definition
Unique and temporary endeavor aimed to produce a product or service within a specified time, scope, cost and quality Unique Temporary Specified Scope Approved Budget Limited Resources Carries Business Risk Achieve Business Benefits
Edward Uy PMP
Project Management
Definition
Application of knowledge, skills, tools and techniques to project activities to meet the project requirements and achieve business benefits.
Also: Use product-based approach to planning Utilizes a Work Breakdown Structure Creates products and services to meet business benefits Early stakeholder involvement Risk and quality management are integrated in the project lifecycle Organizational structure defined
Edward Uy PMP
CONTENTS
I. Project Management
II. Project Manager
III. Triple Constraint
IV. Project Organizations
V. Processes in Project Management
VI. Final Word
Edward Uy PMP
Project Manager’s Tasks
Influences the organization Leads the project Monitors and reports progress Anticipates and solves problems Negotiates Communicates Holds meetings Ensures stakeholder management is performed
Edward Uy PMP
Project Manager’s Powers Formal
Power based on position
Reward Giving rewards based on performance
Penalty Penalizing team member/s
Expert Being the technical or project management expert
ReferentBased on referring to the authority of someone in a higher position
Best Choices
Worst Choice
Derived
Earned
Edward Uy PMP
Problem Resolution
Problem Solving / Confronting Compromising Smoothing Withdrawal Forcing
Edward Uy PMP
CONTENTS
I. Project Management
II. Project Manager
III. Triple Constraint
IV. Project Organizations
V. Processes in Project Management
VI. Final Word
Edward Uy PMP
Triple Constraint Cost Scope Time
Cost Scope
Customer Satisfaction
Time
Quality
Edward Uy PMP
A Good Methodology…
Strategic plan Stakeholder management Resource allocation Quality management Risk management Thresholds and metrics
Edward Uy PMP
Project Failures
Lack of quality control Inadequate planning Inadequate definition of roles and responsibilities Inadequate planning and monitoring Inadequate definition of project deliverables
Edward Uy PMP
CONTENTS
I. Project Management
II. Project Manager
III. Triple Constraint
IV. Project Organizations
V. Processes in Project Management
VI. Final Word
Edward Uy PMP
Project OrganizationsFunctional Organization
Organized by areas of specialization
Advantages Team reports only to one boss Clear career path in areas of
specialization
Project Manager’s Authority
LOW
Disadvantages More emphasis on functional
work and may hurt the project Career path for project
managers may not be clear Project manager’s authority is
low or none
Edward Uy PMP
Project OrganizationsMatrix Organization
Team members report to 2 bosses
Advantages Improved project manager
control over resources Better coordination Better horizontal and vertical
dissemination of information Team members have a home
when projects end
Project Manager’s Authority
Strong Matrix: HIGH
Weak Matrix: LOW
Balanced Matrix: Power shared
Disadvantages Still have more than one boss
with more potential for conflict More complex to control Resource allocation problems Differing priorities between
functional and project manager
Edward Uy PMP
Project OrganizationsProjectized Organization
Organized by projects
Advantages Loyalty Organized more efficiently More effective communication
Project Manager’s Authority
HIGH
Disadvantages Members do not have a ‘home’
after the project Duplication of job functions and
facilities
Edward Uy PMP
Project OrganizationsProject Expeditor
Acts as a coordinator and does not have decision-making authority
Project Manager’s Authority
NONE
Project Coordinator
Has some power for decision-making and reports to a higher-level manager
Project Manager’s Authority
LOW
Edward Uy PMP
Stakeholder
Interests will be affected either positively or negatively Includes the project sponsor, project manager, project
team, customers, organization, product users, society Holds the “stake”
Edward Uy PMP
Stakeholder Management Identifying who they are Assess their knowledge and skills Ensure their needs are met Keep them involved Get their approval and signoff on project deliverables
Edward Uy PMP
CONTENTS
I. Project Management
II. Project Manager
III. Triple Constraint
IV. Project Organizations
V. Processes in Project Management
VI. Final Word
Edward Uy PMP
Project Management Processes Initiation Planning Execution Monitoring and Control Closing
Edward Uy PMP
Initiation
Business Case Project Charter Historical Information Project Office
Edward Uy PMP
Initiation
Business case Reasons for setting up the project Used throughout the project to check if project is still
feasible May include a feasibility study
Edward Uy PMP
Initiation
Project Charter Project title Project description Objectives Rationale or business case Product description or deliverables Project manager assigned Project manager’s authority level Sign-off by senior management person
Edward Uy PMP
Initiation
Historical Information Lessons learned from previous projects
‒ WBS‒ Estimates‒ Project plans‒ Risks‒ Performance reports
Used for‒ Estimation‒ Project planning‒ Risk management
Edward Uy PMP
Initiation
Project Office Physical or virtual environment Communication tools Documentation – standards, templates,
methodologies Tools – accounting, planning, monitoring
Edward Uy PMP
Initiation
Project Management Office (PMO) Formal structure that supports project management Can come in different forms:
Provide methodologies, policies, templates, standards
Provide guidance to project managers Provide training on tools Handles review and approval to start new projects Oversees progress
Edward Uy PMP
Initiation
Project Management Office (PMO) To make it work:
Role must be clearly defined Senior management support
* Projects need to adhere to sound project management processes and techniques.
* Projects managers are to keep projects on track or get it on track.
Edward Uy PMP
Planning
Project Management Plan Scope Management Plan Quality Planning Work Breakdown Structure Estimation Risk Management Setting up Controls Plan Purchases and Contracting Kick-Off Meeting
Edward Uy PMP
PlanningProject Management Plan Project Charter Project Management Approach Scope Schedule Responsibility Assignments Resources Cost Management and Budgets Quality Plan Acceptance Plan Risk Management Plan Procurement and Solicitation Plan Change Control Process
Edward Uy PMP
Planning
Scope Management Plan Processes to ensure all the work and only the work
required Controls what is and is not included in the project Looks to prevent additional work or “gold-plating” Putting additional work under change control
Edward Uy PMP
Planning
Quality Conformance to requirements and fitness for use
Quality Planning Identifies the quality standards to be met and how
Edward Uy PMP
Planning
Work Breakdown Structure All the work needed to come up with the project’s end-
product or service Enables the project manager to manage the project in
pieces and improves manageability
Edward Uy PMP
Planning
Estimation Requires resource planning Cost estimating Cost budgeting
Edward Uy PMP
Planning
Estimation Estimating using PERT
Requires three estimates – Optimistic, Pessimistic and Most Likely
PERT Formula:
( P + 4M + O) / 6 Standard Deviation:
( P – O ) / 6 Variance
[( P – O) / 6 ] 2
Edward Uy PMP
Planning
Risk Management Not a one-time but an ongoing event Monitoring of identified risks, risk triggers Identifying new risks
Risk
A discrete occurrence that may affect the project for good or bad
Edward Uy PMP
Planning
Risk Factors Probability of it occurring Impact or amount at stake Expected timing Anticipated frequency
Edward Uy PMP
Planning
Risk Identification Brainstorming Delphi technique Interviewing Strengths, Weaknesses, Opportunities and Threats Analysis
Risk Triggers
Early warnings for each risk so that action can be taken proactively
Edward Uy PMP
Planning
Risk Response Strategies Avoidance Mitigation Acceptance Transference
Edward Uy PMP
Planning
Project Controls Control mechanisms and tools to monitor project
performance Triggers correction and preventive actions to bring the
project back on track
Edward Uy PMP
Planning
Plan Purchases and Plan Contracting Determines what to purchase and when A “make” or “buy” decision is made Includes identifying product or service requirements,
potential sellers RFP is created
Edward Uy PMP
PlanningHold Kick-Off Meeting Meeting involving the project team, vendor, customer, senior
management, project sponsor, functional management Held at the end of the planning stage Covers team member introductions, a review of the roles and
responsibilities, milestones, risks, communication plan and regular meeting schedules
Edward Uy PMP
Execution
Executes the plan Budgeted costs are spent the most Deliverables are created Deliverables are reviewed and
accepted
Edward Uy PMP
Execution
Project manager as chief integrator Authorizing project work Delegation Setting regular checkpoint meetings Managing activities Responding to unexpected events Assigning and re-assigning resources to tasks Taking preventive actions Perform management tasks Hold team meetings Identify changes for change control
Edward Uy PMP
Execution
Team Development Enhance ability of the stakeholders to contribute Enhance team’s ability to function as a team Includes team building activities that should be part of
every project Scheduled at project start
Edward Uy PMP
Execution
Quality Assurance Implement and check overall Looks at where quality can be improved Determines if overall standards can be met from the
quality control measurements Preventive steps to eliminate variances
Quality Control Measure details, done during Control phase Curative steps to eliminate variances
Edward Uy PMP
Execution
Performance Reporting Status reports Trend reports Forecasting reports Variance reports Earned value
Edward Uy PMP
ExecutionDistribute Information Done by the Project Manager as defined in the
communication plan
% of Time a Project Manager spends communicating?
90 %
Most important Project Management skill? Negotiating Communicating Team Building Technical Knowledge
Edward Uy PMP
Execution
Select Sellers Proposals are received and evaluated Sellers are shortlisted Further evaluation is made until a seller is selected
Edward Uy PMP
Execution
Negotiation during Seller Selection To obtain a fair and reasonable price Develop a good relationship with the seller
Items to Negotiate? Responsibilities Authority Applicable law Technical and business management matters Contract financing Price
Edward Uy PMP
Monitoring and Control
Measure progress Identify exceptions Identify trends Identify changes to scope Monitoring risks and issues Quality control Schedule control Updates to project plans Identify correction and preventive actions
Edward Uy PMP
Monitoring and Control
Corrective Actions A very proactive activity Project manager goes out “looking” Need to evaluate its effectiveness
Edward Uy PMP
Monitoring and Control
Managing Changes Influencing the factors that affect change Ensuring that change is beneficial Determining that a change has indeed occurred Looking for alternatives and come up with options,
together with the team Minimizing adverse impacts of the change Inform affected stakeholders
Edward Uy PMP
Monitoring and Control
Handling Requested Changes Clarify the change requirements Assess impact of change with team Create alternatives such as ‘crashing’ or ‘fast tracking’ Meet with your management, sponsor or stakeholders
on the impacts and alternatives Meet with the customer on impacts and alternatives
identified
Edward Uy PMP
Monitoring and Control
Earned Value Analysis Method to measure scope, time and project
performance versus plan
Edward Uy PMP
Monitoring and ControlEarned Value Analysis
Acronym Description
Planned Value PV Estimated value of work planned to be done
Earned Value EV Estimated work that has been completed
Actual Cost AC Actual cost incurred
Budget at Completion
BAC Budget for the total work
Source: Project Management Body of Knowledge (PMBOK) version 1.3
Edward Uy PMP
Monitoring and ControlEarned Value Analysis
Acronym Description
Estimate at Completion
EAC Estimated total project cost
Estimate to Complete
ETC Moving forward, how much more will we spend to complete the work?
Variance at Completion
VAC How much over or under budget do we expect at the end of the project
Source: Project Management Body of Knowledge (PMBOK) version 1.3
Edward Uy PMP
Monitoring and ControlEarned Value Analysis
Acronym Description
Cost Variance CV EV – ACNegative is over budgetPositive is under budget
Schedule Variance SV EV – PVNegative is behind schedulePositive is ahead of schedule
Cost Performance Index
CPI EV / AC
We are getting $ X % for every dollar spent
Schedule Performance Index
SPI EV / PV
We are moving X % of the rate originally planned
Source: Project Management Body of Knowledge (PMBOK) version 1.3
Edward Uy PMP
Monitoring and ControlEarned Value Analysis
Acronym Description
Estimate at Completion
EAC How much do we expect the project to cost?
BAC / CPI
No variances from BAC, same spending rate
AC + ETCUsed if original estimate is deemed incorrect
AC + BAC - EV
Current variances seen to be abnormal
AC + (BAC – EV) / CPI
Current variances seen to be typical of the future
Source: Project Management Body of Knowledge (PMBOK) version 1.3
Edward Uy PMP
Monitoring and ControlEarned Value Analysis
Acronym Description
Estimate To Completion
ETC EAC – AC
Estimate cost to be incurred from now onwards to complete the project
Variance at Completion
VAC BAC – EAC
Over budget (negative) or under budget (positive) at the end of the project
Source: Project Management Body of Knowledge (PMBOK) version 1.3
Edward Uy PMP
Monitoring and Control
Quality Control Measure details, done during Control phase Curative steps to eliminate variances
Edward Uy PMP
Monitoring and Control
Risk Monitoring and Control Risk responses are executed New risks are identified and tracked Involves choosing alternative strategies Results are monitored
Edward Uy PMP
Monitoring and Control
Contract Administration Ensuring seller’s performance meets contractual
obligations Project manager needs to know the terms and
conditions of the contract and help manage its administration
Edward Uy PMP
Closing
Formalizes deliverable acceptance Close project phases Close the project itself
Edward Uy PMP
Closing
Closure aims to: Check extent of meeting project objectives Assess to what extent all expected products have been
delivered and accepted by the client Prepare a post-mortem review Record lessons learned Archive project files
Edward Uy PMP
Closing
Close Project Done at the end of each project phase and at project
end Finalizing all paperwork Done in case the project was terminated Analyze project success or failure and gather lessons
learned Administrative Closure procedure created Contract Closure procedure created Resources are released back to their functional teams
Edward Uy PMP
Closing
Contract Closure Done when contract ends or terminated, therefore done
only once Involves product verification, updating of contract
records to reflect final results Archiving Contract/s are closed out before the project is closed. Perform procurement audit (lessons learned for the
procurement process)
Edward Uy PMP
Closing
Post Mortem / Lessons Learned Reviews overall project success or failure Evaluates benefit of end-product May be conducted or facilitated by a resource external
to the project Covers what went right, wrong and what should have
been done differently Best done by stakeholders (project manager, project
team, management) and not just the project team
Edward Uy PMP
Final Word
Project Management – “More Caught than Taught” Proactive, proactive, proactive! Looking for “problems” before they happen Learned by training and practice Consider obtaining PMP certification
www.pmi.org