project management overview introduction to

Project Management Overview

Project driven or Non Project driven

Organizational “drivers”

Marketing Engineering Manufacturing

Washington State Department of Transportation

Meet or exceed customer and stakeholder expectations

GET THE JOB DONE!

Overlapping Disciplinesfor Successful Project

DeliveryProject Management Body of Knowledge

Interpersonal Skills

General Management Knowledge &

Skills

Understanding the Project

Environment

Application Area Knowledge, Standards, & Regulations

PMBOK, Third Edition

Engineering

TOOLS WSDOT Design Manual, etc.

Overlapping Disciplinesfor Successful Project

DeliveryProject Management Body of Knowledge

Interpersonal Skills

General Management Knowledge &

Skills

Understanding the Project

Environment

Application Area Knowledge, Standards, & Regulations

PMBOK, Third Edition

TOOLS Executive Order 1032.00Project Management On-Line GuidePDIS, PS8, etc.

Project Management

Executive Order 1032.00

…directs WSDOT employees to deliver capital transportation projects consistent with the principles and practices of the department’s project management process.

Further direction given to:• Executive Managers• Project Managers• Project Team Members• Specialty Groups• HQ Staff

Project Management On-Line Guide

http://www.wsdot.wa.gov/Projects/ProjectMgmt/Process.htm

“Project”

A temporary endeavor undertaken to create a unique product or

service.

SCOPE (Requirements)

“Trade Off” Triangle”

QUALITY

SCH

ED

ULE

(Tim

e)

BU

DGET (C

ost)PROJECT

RISK

How are Scope, Schedule,

and Budget linked?

Which Comes First?

SCOPE

BU

DGET

SCH

ED

ULE

Prioritize, Optimize, Accept

The Project Team

Project(Project Manager)

Manager

Manager

Manager Manager

Manager

Manager

Manager

Stakeholders

Project Team Members

Managers

$ponsorSr. Mgmt.

ProjectManager

Project TO(Organization Breakdown

Structure - OBS)

$ponsorSr. Mgmt.

ProjectManager

TeamMember

Manager

TeamMember

QS

$R

Initiate& Align

Endorsethe Plan

Workthe Plan

Transition& Closure

•Project Description•Team Mission/ Assignment•Major Milestones•Boundaries•Team Identification•Roles & Responsibilities•Measures of Success•Operating Guidelines

•Work Breakdown Structure (WBS) / Master Deliverables List (MDL)•Task Planning & Scheduling•Budget•Risk Planning•Communication Plan•Change Management Plan•Quality (QA/QC) Plan•Transition & Closure Plan

•Project Team Commitment•Management Endorsement

•Implement Transition Plan•Review Lessons Learned•Reward & Recognize•Archive

Continuous Communication

Planthe Work

•Managing Scope, Schedule & Budget•Manage Risks•Manage Change•Communicate

• Progress• Issues• Lessons Learned

Project Management Process

1. Team Mission Statement2. Work Breakdown Structure3. Task Planning & Analysis4. Precedence or Network

Diagram5. Resource loaded schedule6. Resolve resource conflicts &

risk7. Endorsement & Commitment

Schedule Building Schedule Building BlocksBlocks

Here is your new project –•SR #, •M.P. limits, •Program

All right! Lets do it!

Here is your new project –•SR #, •M.P. limits, •Program

And the AD date is February 19, 2007 (at 10:00).And the project P.E. budget is$850,000.

O.K.,If you say so!

And the AD date is February 19, 2007 (at 10:00).And the project P.E. budget is$850,000.

Un

cert

ain

ty

Time

“Top-down” estimate approach(Analogous Estimating - based on previous project experience)

Now, put together a schedulethat will meet this AD dateand do a monthly aging of thatfunding.

O.K., yeah.You bet. I’ll get right on it!

Now, put together a schedulethat will meet this AD dateand do a monthly aging of thatfunding.

Cu

mm

. $’s

Time

•16 months•$850,000•$53K/month

SR #M.P. # to M.P. #

I - ?Program

AD date ofFebruary 19,2007 ?

“Budget” of $850,000 ?

Guess I’llmake somephone calls

I’ve got PS8! I’ll getthis projectschedule ready!

O.K., everybody, hereis the project schedule.Please meet the listedsubmittal dates.Thanks!

Now

2/19/07

Resource: Technician 3

28 5 12 19 26 2 9 16 23 30 7 14 21 28 4 11 18 25 1 8Apr May Jun Jul Aug Sep

Qtr2, 2003 Qtr3, 2003

Technician 3,Technician 2


Technician 3







Task #

1

2

3

4

5

6

7

8

9

10

11

12

13

14

Oh? Yeah, right! O.K., sure!

Whatever...

NowResource: Technician 3


Qtr2, 2003 Qtr3, 2003



Technician 3







Task #

1

2

3

4

5

6

7

8

9

10

11

12

13

14

Use an interdisciplinary team approach

Schedule & Budget Development

Resource: Technician 3


Qtr2, 2003 Qtr3, 2003



Technician 3







Task #

1

2

3

4

5

6

7

8

9

10

11

12

13

14

Project Performance Baseline

Work Breakdown Structure

(WBS)

RiskPlanning

BudgetTask

Planning & Scheduling

“Progressive Elaboration”

Project Performance

Baseline

Change Management Plan

Quality Plan(QA/QC)

Communication Plan

Transition & Closure Plan

Project Management Plan

Project Management Plan (including Initiate &

Align documentation)

Initiate& Align

Endorsethe Plan

Workthe Plan

Transition& Closure






Planthe Work




“Plan the Work”

“Work the Plan”

“Endorse the Plan”

+ 10% of Project effort

+ 90% of Project effort

“Initiate & Align”

Managing Project Delivery

Regular comparison of “Planned”

(activities, accomplishments, costs, etc)

with“Actuals”

(activities, accomplishments, costs, etc)

ActiveActiveProject Project

ManagementManagement

Initiate& Align

Endorsethe Plan

Workthe Plan

Transition& Closure






Planthe Work




project management overview introduction to

Business

washington

gantt chart

task planning

work breakdown

thought bubble

successful

project management

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