Project Management for j gthe Working Professional

David Kahn, Ph.D., SPHR

Objectives

Recognize why project management th d l i i t tmethodology is important

Identify and describe the key activities in the j t lif l ith th di tiproject life cycle with the coordinating

terminology Discuss the attributes of a successful projectDiscuss the attributes of a successful project manager

It is essential that organizations have an effective method for successfully completing projects. Thismethod for successfully completing projects. This session will focus on the best practices for project management with a straightforward, user-friendly

model that was designed for working professionals g g pwho are not experts in project management.

Wh Pr j tWhy Project Management MattersManagement Matters

How the customer explained it

How the Project Leader understood it

How the Analyst designed it

How the Programmer wrote it

How the Consultant described it

How the project was documented

What operations installed

How the customer was billed

What the customer really needed

Why Do I Need Project Management?

Multiple, overlapping tasksResources are constrainedMultiple decision points (approvals)Limited fundingMost initiatives require intra-departmental q pinvolvement out our span of control

What is a “Project”?“A temporary endeavor undertaken to

produce a product or service ”*produce a product or service. *

What’s the differences between projects and operations?

OperationsOngoing – Continuous

ProjectsTemporary – Beginning & End

Repetitive – Expected Inputs/OutputsUnique – New Undertaking

*2000 PMBOK Guide (p. 4)

What Is Project Management?

Th di i li fThe discipline of planning, organizing, and managing

resources to bring about the successful completion of a project.successful completion of a project.

Purpose of Project Management

Who, what, when, and why for projectsA shared understanding of what it takes to deliver products and services effectivelyA d f d li blA roadmap for deliverablesA common language for communication relative to project phases tracking and reportingto project phases, tracking and reportingProcesses to enable communication, accomplish the work, facilitate issue resolutionthe work, facilitate issue resolution

Project management processes and tools help the j g p pproject manager and team to organize, document,

track and report on project tasks and progress.

Triad Constraints

TimeTime

QualityyHuman

Resources Finance

Value of Project Mgmt to the Organization

To foster and encourage communicationTo respond to changeTo respond to changeTo improve products and servicesTo develops skills of the workforceTo develops skills of the workforceTo better allocate resourcesTo align organizational departmental andTo align organizational, departmental, and individual goalsTo create and maintain long-term planningg p gTo tap talent of the workforce

Value of Project Mgmt to the Individual

Sees the “big picture”Better able to track progress and accomplishmentsBetter able to track progress and accomplishmentsUnderstands other functionsCan maintain a more predictable organized workCan maintain a more predictable, organized work scheduleIncreases visibilityyContributes to organizational goalsDevelops transferable skillsp

The Project Life Cycle

Executing Processes Initiating Processes

Legend 4 1 4 2

Project Management Body of Knowledge (PMBOK) Process Flow

4 - Integration

6 - Time

7 Cost

5 - ScopePlanning Processes

5.1 Scope Planning

5.2 Scope

D fi i i

6.1 Activity 6.3

4.3 Develop P j

4.1 Develop Project

Charter

4.2 Develop Preliminary Project

Charter 8.2

Perform Quality

9.2 Acquire Project

Team4.2 Project

Plan Execution 9 3 7 - Cost

8 - Quality

9 - HR

10 -

Definition DefinitionActivity Resource Estimating

7.1 Cost

Estimating

Project Management

Plan

7.2 Cost Budgeting

6.4 Activity Duration

Estimating

5.3 Create WBS

11.1 Risk Management

12.4 Select Sellers

12.3 Request Seller

Responses

9.3Develop Project

Team

10.1Communication

Planning

Closing Processes

Monitoring and Controlling Processes 11 - Risk

12 Procurement

6.2 Activity

Sequencing

11.1 Risk Management

Planning

11.3 Q li i Ri k

11.2 Risk Identification

9.1 Human Resource

Planning

gPlanning

6.5 Schedule

Development

6.6 Schedule Control 7.3

C t

5.5 Scope

Control

5.4 Scope Verification4.5

Monitor and Control Project

Closing Processes

11.4 Quantitative Risk Analysis

Qualitative Risk Analysis

10.1 Communication

Planning

8.1 Quality Planning

12.2 Pl C t ti

12.1 P t

4.7 Close Project

12.6 Contract Closure

8.3 Perform Quality

Control

Cost Control

10.3 Performance

Reporting

4.6 Integrated

Change Control

9.4 Manage

Project Team

10.3 Manage

11.5 Risk Response

Planning

Plan ContractingProcurement Planning

Closure11.6 Risk

Monitoring &

Stakeholde

12.2 Contract

Administrati

Our Project Life Cycle

Project Management Made SimpleProject Management Made Simple

Plan Execute DeliverPlan Execute Deliver

Phase 1

PlPlan

It’ t id L t’ d itIt’s a great idea. Let’s do it. But how?But how?

Poor Planning

Phase 1

PlanPlanK A i i iKey Activities

Draft and obtain approval for the planDocument and confirm scope, objectives, deliverablesDocument and confirm scope, objectives, deliverablesConfirm vendors, contracts, and fundingIdentify and engage stakeholders

Project Charter

Associated paperworkProject Charter

Communication Plan

TimelineTimeline

The Project Charter

This is the project’s “license to do business.”

Why You Need a Charter:T t l t d ith th j tTo get approval to proceed with the project To get approval for resourcesTo communicate the project’s objectives toTo communicate the project s objectives to stakeholders and other interested partiesTo communicate expectationsTo communicate expectations

Developing Project Plan

Project Charter Components

Project ScopeProject ObjectivesProject CostsjHuman ResourcesMilestonesMilestonesProject RisksStakeholdersStakeholdersSignature Page

Project Charter Components

Project ScopeProject ObjectivesProject CostsProject CostsHuman ResourcesMilestonesMilestonesProject RisksSStakeholdersSignature Page

Project Charter: Scope

The overall definition of what the project is d li h d ifisupposed to accomplish and a specific

description of what the end result should be.

Example:Develop a user-friendly process that enables all p y pstaff to make open enrollment elections electronically and eliminate paper forms.

Project Charter Components

Project Scope

Project ObjectivesProject CostsProject CostsHuman ResourcesMilestonesMilestonesProject RisksStakeholdersSignature Page

Project Charter Components

Project ScopeProject Objectives

Project CostsResource PlanningCost EstimatingProject Costs

Human ResourcesMilestones

Cost EstimatingBudgeting

MilestonesProject RisksStakeholdersSignature Page

Project Charter Components

Project ScopeProject ObjectivesProject Costsj

Human ResourcesMilestonesMilestonesProject RisksStakeholdersSignature Page

Project Charter: Human Resources

Staff AcquisitionqTrainingTeam DevelopmentTeam DevelopmentOrganizational DevelopmentC tiCompensation

Project Charter Components

Project ScopeProject ObjectivesProject CostsjHuman Resources

MilestonesMilestonesProject RisksStakeholdersSignature Page

Project Charter Components

Project ScopeProject ObjectivesProject CostsjHuman ResourcesMilestonesMilestones

Project RisksStakeholdersSignature Page

Project Charter: Risk

Risk Management PlanningRisk IdentificationQualitative and Quantitative Risk AnalysisyRisk Response PlanningChange ControlsChange Controls

Project Charter Components

Project ScopeProject ObjectivesProject CostsjHuman ResourcesMilestonesMilestonesProject Risks

St k h ldStakeholdersSignature Page

Project Charter: StakeholdersIndividuals who are actively involved in the project orwhose interest may be affected as a result of project y p jexecution/completion.*

May include:May include:Project sponsorProject benefactorUpper managementProject requestorProject manager and teamProject manager and teamTeam member’s line managerInternal consultants (Legal, HR, IT, etc)Those affected by the project (internal and external)Those affected by the project (internal and external)

*PMBOK Guide, 2000

Project Charter Components

Project ScopeProject ObjectivesProject CostsjHuman ResourcesMilestonesMilestonesProject RisksStakeholdersStakeholders

Signature Page - Grants authority to proceed

Communication Planning

What are you going to communicate?How are you going to do it?How often?Who are you communicating with?

Business OwnerProject TeamStakeholders

Timeline

p e e

on S

tep

vera

ble

ston

e

Who

m

Whe

n

al D

ate

Act

io

Del

iv

Mile

s

By

W

By

W

Act

u

1 Develop process flowchart

Draft of flowchart

M Jim 8/8/08 8/9/08

2

3

4

Phase 2

E tExecute

W ’ d i it d thi i h it’We’re doing it and this is how it’s going.g g

Phase 2

E tExecuteKey Activities

Perform action steps per the Timeline and Communication PlanMeasure the ongoing activities (where we are) Monitor progress (where we should be)Identify corrective actions (how can we get back on track)y ( g )Recognize milestones

Associated paperworkStatus Reports

Meeting Minutes and AgendaAssociated paperwork Meeting Minutes and Agenda

Status Report

Overall statusTimelineBudget ResourcesResources

Accomplishments since the last reportUpcoming action itemsUpcoming action itemsIssues and/or concerns

Tracking the project will provide the info necessary to assess the health of the project to stakeholders and the team.

Phase 3

D liDeliver

Are we done yet?

Phase 3

DeliverDeliverK A i i iKey Activities

Complete all project deliverables from the Project SummaryClose-out invoices, purchase orders, etc.Transition to individuals’ responsibilities for support/maintenance of servicesConduct lessons learned/what went wellObtain business owner sign-off

Lessons Learned

Recognize team’s achievements

Associated paperworkProject Sign-Off

Poor Planning

Lessons LearnedFor each project milestone:

What did we do well? How can we improve next time?

How did we do in achieving objectives?Did we meet our deadlines and completion date?Did we meet our deadlines and completion date?Did we monitor and stay within budget?How did we do in communicating with stakeholders?gWere the allocated resources appropriate, sufficient, and efficiently used? What are the key lessons that can be applied to futureWhat are the key lessons that can be applied to future projects?

Project Sign Off

This establishes the official end of the project.

Include the following information:Were all of the project objectives met?Were all of the project objectives met?Were all of the deliverables provided?Is final accounting closeout complete (i e allIs final accounting closeout complete (i.e., all bills/invoices paid)?Have the lessons learned been documented?Are there any outstanding issues?

Project Managers are…Creative people who are interested in having a huge impact on their organization’s success

Project success = business successProject success = business success

LeadersEstablish vision and strategyEstablish vision and strategyAlign peopleNegotiation skillsMotivate and inspire othersTeam buildingDelegate

CommunicatorsCommunicatorsInternally with business owners and stakeholdersExternally with customers and vendors Across functional specialtiesAcross functional specialties

Successful Project ManagersDetermine the resources to get the job doneBuild the best possible teamBuild the best possible teamHave a realistic scheduleDevelop a good plan and keep it currentDevelop a good plan and keep it currentGet continuous support from stakeholdersCan control and manage changeCan control and manage changeTolerate ambiguityKeep others informed about the project’s statusKeep others informed about the project s statusAre focused on the customerKnow when to say NO!y

Questions?Questions?

Developing Project Plan

Developing Project Plan