Project Management Tools & Techniques by Susan W. Carey
- 1. Project Management Tools & Techniques Susan W. Carey
- 2. Workshop Objectives Recognize project management terminology Explain roles and responsibilities for key players Develop a project proposal Construct a work breakdown structure Identify tools for tracking and controlling a project Recognize the importance of a formal closeout
- 4. Module Objectives Recite project management terminology Describe the characteristics of a project Distinguish between a project and sub projects Identify the benefits of project management Define the roles and responsibilities of the various stakeholders Determine what it takes for successful project management
- 5. BASICS OF PROJECT MANAGEMENT
- 6. Definition of a Project A series of inter-related and sequenced activities, managed by a single individual, designed and organized to accomplish a specific goal, within a limited timeframe, frequently with specific budgetary requirements
- 7. Remember:
- 8. Characteristics of Projects Undertaken at all levels Single person or thousands Duration could be weeks or years Single unit or entire organization Projects are critical to the realization of the performing organizations business strategy because projects are a means by which strategy is implemented.
- 9. Characteristics of Projects Are unique Consume time Cost money Requires people Contain risks Sequence of tasks
- 10. Types of Projects Developing a new product or service Effecting a change in structure, staffing, or style of an organization Designing a new transportation vehicle Developing or acquiring a new or modified information system Constructing or renovating a building or facility Building a water system for a community in a developing country Running a campaign for political office Implementing a new or improved business process or procedure
- 11. Subprojects Based on project process such as a single phase (e.g. design) According to human resource skill requirements (e.g. plumbing) By major deliverable (e.g. training)
- 12. Project Structure Project Sub-Project A Sub-Project B Sub-Project C Work Packages Work Packages Work Packages Work Packages Work Packages Work Packages Work Packages Work Packages Work Packages Work Packages Work Packages Work Packages Work Packages
- 13. Definition of Project Management Taking knowledge, skills, tools, and techniques, applying those to project activities to satisfy the business need for which the project was undertaken
- 14. Benefits of Project Management Do more with less Flexible framework Clear expectations Progress is monitored Lessons learned Do it right the first time Less frustration
- 15. Project Phases / Project Life Cycle Involve a degree of uncertainty Divide the project into several phases Improve control Provide links to operation Phases are referred to as the project life cycle
- 16. Characteristics of the Project Life Cycle Defines the beginning and end of a project Includes the following phases: Initiation Planning Execution Closeout
- 17. Whats Your Organization Type? Functional? Matrix? Projectized?
- 18. Project Characteristics by Organization Type Project Characteristics by Org Type Funtional Matrix Projectized Weak Balanced Strong Project Manager's Authority Little or none Limited Low to Moderate Moderate to High High to Almost Total Resource Availability Little or none Limited Low to Moderate Moderate to High High to Almost Total Who controls the budget? Functional Manager Functional Manager Mixed Project Manager Project Manager Project Manager's Role Part time Part time Full time Full time Full time Project Mgmt Admin Staff Part time Part time Part time Full time Full time
- 19. Challenges in a Matrix Environment Lack of PMs formal authority (biggest challenge) Resource management Dual reporting relationship Potential for duplication of effort Unclear roles and responsibilities Greater potential for conflict Lack of accountability
- 20. Types of Authority Formal Purse-string Bureaucratic Technical Charismatic
- 21. Key Players Project sponsor Ensures the project meets the business needs Provides funding Approves key deliverables Assists in issues resolution and change management
- 22. Project Sponsor Challenges Micro managing project sponsor The invisible project sponsor
- 23. Key Players Project manager Assembles the project team Assigns tasks and activities Monitors progress, risk, issues Manages the scope Delivers on time and within budget Ensures project documentation is prepared
- 24. Key Players Stakeholders Individuals or organizations that are actively involved in the project or whose interests may be positively or negatively affected as a result of the project May exert influence over the project and its results
- 25. Key Players Project leader Responsible for a subproject Ensures technical aspects are delivered Monitors progress, risk, issues Manages the scope and the change management process Delivers on time and within budget Communicates status to project manager
- 26. Key Players Project team members Complete assigned tasks on time Work with other team members Monitor progress on their tasks Resolve issues Monitor changes and risks Advise others of potential problems
- 27. Key Players Other Subject matter experts Business liaisons
- 28. Types of Teams Working group Pseudo team Potential team Real team High-performing team
- 29. Is PM a science or an art? Science Charts Graphs Calculations Tools Hard skills Art Politics Interpersonal Organization Communication Negotiation Conflict resolution Soft skills
- 31. Competing Demands Stakeholders with different needs Identified and unidentified requirements Triple constraints of scope/quality, time, and cost Differences between or among stakeholders should be resolved in favor of the customer.
- 32. Top Two Reasons Projects Fail Ineffective COMMUNICATION Lack of LEADERSHIP
- 33. Why is Communication Important? You are the chief airplane washer at the company hangar and you: Hook the high pressure hose up to the soap suds machine. Turn the machine on. Receive an important call and have to leave work to go home. As you depart for home, you yell to your assistant, Don, turn it off. Assistant Don thinks he hears, Dont turn it off. He shrugs and leaves the area right after you. The result
- 35. Project Manager - Tips for Success Remain calm, even under stress Motivate and reward the team Be proactive Organize, plan, and communicate Set priorities and deadlines Have a sense of humor
- 36. Project Manager - Tips for Success Show strong leadership skills Generate a shared commitment Show empathy Work smarter, not harder Set realistic goals Lead by example
- 39. Module Objectives Identify the objectives of the initiation phase Prepare a project proposal Determine next steps for entry into the planning phase
- 40. Which way should I go? That depends on which way you are going. I dont know where Im going. Then it doesnt matter which way you go.
- 41. Gather Data Interview the project sponsor Identify key project stakeholders Conduct additional interviews Read documentation Learn as much as you can Research on the internet
- 42. Develop the Project Proposal Goal: General statement of intent Purpose toward which the effort is directed Answers the question why? Must be linked to an organizational strategic goal
- 43. Develop the Project Proposal Goal examples: To improve our competitive position within the financial services industry To reduce operating costs and become a more cost- effective service provider To improve customer service and our image as the company that cares To improve the quality of clinical care and reduce mortality rate To provide quality services to our neighborhoods
- 44. Develop the Project Proposal Objectives: Specific statements of the measurable results to be provided by the project
- 45. Develop the Project Proposal Objective examples: To convert all data to release 3.6 of Acme Ledger System no later than March 31, 2008, at a cost not to exceed $2.5 million, according to all internal standards, policies, and procedures To renovate the youth shelter no later than May 1, 2008, at a cost not to exceed $500,000, according to all building codes in Jefferson County, using the design suggested by ABC Architectural firm
- 46. Develop the Project Proposal Scope and major deliverables Sum total of the project What is included in the project Major deliverables Examples Training Construction Equipment
- 47. Develop the Project Proposal Boundaries Opposite of scope What is not included Helps manage expectations Clarifies the scope Avoid unpleasant surprises
- 48. Develop the Project Proposal Business considerations and requirements Helps to understand the business environment Special needs Written by the business owner Need to surface early for planning
- 49. Develop the Project Proposal Technical considerations and requirements Helps to understand the technical environment Special needs Technology perspective Need to surface early
- 50. Develop the Project Proposal Performance measurement criteria Measures of success Helps define when the project is over Used during closeout phase Ensures quality
- 51. Develop the Project Proposal Benefits Positive results expected from the project Purpose for which the project was undertaken May be Tangible Intangible
- 52. Develop Project Proposal Priorities Time driven? Cost driven? Scope/quality driven?
- 53. Develop Project Proposal Assumptions Factors that are considered to be true, real, or certain Must occur to be successful Must be documented and understood Resources are available Budget is approved
- 54. Develop Project Proposal Constraints Factors that may limit your options: Pre-defined budget (e.g. not to exceed) Pre-determined project team Time-driven project
- 55. Develop Project Proposal Risks Unplanned events Can have positive or negative consequences Uncertainty Document at a high level
- 56. Develop Project Proposal Open issues or pending decisions Items that must be resolved before proceeding May include resource or technical issues Outstanding questions
- 57. Develop Project Proposal Interdependencies to other projects Predecessor projects Successor projects Co-dependent projects
- 58. Develop Project Proposal High-level costs Ballpark estimate of project cost Known costs and best guess at other costs Provide a range of estimates, if possible
- 59. Develop Project Proposal Major milestones and high-level target dates Ballpark estimate of project length Show major milestones Use ranges
- 60. Develop Project Proposal Alternative implementation strategies Ask subject matter experts Review other projects Include advantages and disadvantages
- 61. Develop Project Proposal Recommended approach Select best alternative Explain the reasoning Include any risks
- 62. Develop Project Proposal Resource needs Specific people Specific skill sets Equipment Training rooms
- 63. Gain Sponsor Approval Present the proposal Explain your approach Receive approval Ask for needed assistance Negotiate due date for next phase Agree on progress reporting Publish announcement memo
- 66. Module Objectives Identify the planning processes Describe a detailed work breakdown structure Build an activity list Estimate the duration of activities Document risks Finalize project plan development
- 67. Guess the Percent What percent of your project teams time should be spent on planning? A. 10% B. 20% C. 30% D. Between A and B E. Between B and C
- 68. Planning Processes There are several planning processes Planning is an ongoing effort throughout the life of the project
- 69. Planning is an Iterative Process Initiation Close Out Planning Process Executing Process Monitoring and Controlling Processes
- 70. Planning Phase Deliverables Integrated project management plan Project definition (approved project proposal) Project structure Subsidiary management plans
- 71. Subsidiary Management Plans Integration Communications Risk Procurement Cost Quality Human Resources Scope Time
- 72. Creating the Work Breakdown Structure Deliverable-oriented, tree-like structure Graphically defines all the work in the project If its not in the work breakdown structure, its not in the project! Golden Rule of Project Management
- 73. Sample Deliverable Breakdown Purchase hardware Install hardware Select hardware Hardware
- 74. Sample WBS A B C
- 75. Roles and Responsibilities Start with the WBS Identify project roles, responsibilities, and reporting relationships Document primary and support responsibilities
- 76. Selecting Resources Work with functional managers Ensure right skill sets are available when needed Create your own resource pool
- 77. Defining the Work Identify your deliverables (work buckets) Usually a single word Must be a NOUN Break each deliverable down into tasks These require action Starts with a VERB Break each task down as far as necessary
- 78. Sequencing the Work Document interactivity dependencies Ensure a realistic schedule Identify constraints
- 79. Identifying Dependency Relationships Mandatory Inherent in the work itself Physical limitations Discretionary Based on best practices Specific sequence desired
- 80. Estimating the Time Required Estimate the time needed to complete each activity Consider each resources availability
- 81. Creating the Project Schedule Tasks and activities Start and finish dates Resources Dependencies
- 83. Estimating the Project Cost Base estimate: Start with the WBS Select an estimating method Estimate expected cost of project by cost category Estimate contingency (management) reserve for: Cost mitigation Scope changes Unexpected risk events
- 84. Project Cost Management # Category Original Budget Revised Budget Actual Cost Total Comments 1 Software 2 Hardware 3 Consulting services 4 Interfaces 5 Furniture 6 Contingency Totals $ $ $ $
- 85. Project Communication Plan Identify key project stakeholders Determine the information needs Upwards communication Lateral communication Downward communication Document what, when, why and how information will be distributed Develop documentation standards
- 86. WBS EXERCISE
- 87. Sample Communication Plan Stakeholder Information Frequency Method Responsibility Steering Committee Milestone Report Monthly Email Project Manager Project Sponsor Progress Report Weekly Email Project Manager Project Team Progress Report Weekly Email/Post to Portal site Project Manager Meeting Minutes Weekly Email/Post to Portal site Project Manager Action Items Weekly Face to Face in Team Meeting Project Manager All Management Staff Training Needs March, 2008 Staff Meeting Sponsor Changes project will bring February, 2008 Email and Letter Sponsor
- 88. Scope Management Plan Spells out the process involved for making changes to the scope Defines who has the authority to approve changes
- 89. Change Control Process Can be different from project to project Simple projects simple solution PM and/or Sponsor signs off on any changes Complex projects May have different levels of change May have a Change Control Board in place to approve more detailed or complex changes
- 90. Integration Management Plan Document spelling out how each of the individual plans will work together
- 91. Project Management Plan Combination of subsidiary mgmt plans Assemble all planning deliverables Publish final plan to key project personnel and management Track and compare actual implementation to original baseline
- 93. Module Objectives Identify what needs to be monitored during the execution phase Describe the steps necessary for maintaining control of the project during execution Illustrate how variances should be managed Differentiate between various performance reports
- 94. Murphys Law When things are going well, something will go wrong When things just cant get any worse, they will When things appear to be going better, you have obviously overlooked something
- 95. Ongoing Questions during Execution Are we on schedule? Are we on budget? Has the business need changed? What new issues do we have to address? Are any risk events materializing? Where are we in danger of not meeting our goal?
- 96. Ongoing Questions during Execution Are we delivering a quality product? Are our vendors delivering as promised? Do we have enough resources? Are unauthorized changes being allowed? Is the team working together productively?
- 97. Monitoring the Schedule Update the project schedule on a weekly basis Compare actual to plan Report and address variances quickly Hold the team accountable for delivering on time Replan as necessary
- 98. Monitoring the Budget Review financial information no less than monthly Compare actual to plan Report and address variances quickly Hold the team accountable for cost containment Re-project expenses as necessary
- 99. Monitoring Scope Compare work results to the plan daily Ensure results meet the need Ensure formal acceptance is received Reflect approved changes in the project plan
- 100. Change Management Any modification to the benefits, scope, time or cost Need an organized process for change Follow the process for change as outlined in the change management plan Source of changes: Sponsor Regulatory External Internal Keep a record!
- 101. Change Control Log ID Short Description of Change Date Requested Date Needed Date Change Made Approved By 1 Add videography to scope of the wedding 3/15/06 10/14/06 07/15/06 Father of the bride 2 Wedding dress cost exceeded budgeted amount need to increase cost of the project 4/1/06 4/5/06 4/5/06 Father of the bride
- 102. Scope Creep Changes through the back door Usually thought to be minor Enforce the change management process
- 103. Monitoring Issues Use an action items list to document issues Ensure ownership is clear Assign an due date Review progress at the weekly status meeting
- 104. Sample Action Items List # Description Originator Responsibility Due Date Status Comments 1 Determine who will host the out of town wedding shower Mother of Bride Mother of Groom 8/1/06 Closed Aunt of Groom will host 2 Call bakery to change cake to all chocolate Bride Mother of Bride 8/31/06 Open 3 Call shoe salon and order shoes 遜 size larger Bride Mother of Bride 8/31/06 Open
- 105. Monitoring Risk Review the risk management plan regularly Monitor triggers and the watch list Implement mitigation plans Invoke contingency plans as necessary Repeat the identify, assess, respond cycle as changes occur
- 106. Risk Management Plan Identify the potential RISK EVENT Rate the risk for: Degree of impact Probability of occurrence Will you place the risk on the watch list? Assign a risk owner to watch for the triggers
- 107. Risk Assessment Chart HIGH Degree of Impact MED LOW LOW MED HIGH Probability of Occurrence
- 108. Risk Assessment Red area always yes which means develop a risk management plan. Yellow area iffy, answer on a case-by-case basis. Green area always no, dont develop a risk management plan. Just hope it doesnt happen and if it does deal with it then.
- 109. Monitoring Quality Review work products to ensure quality standards are met Use an independent reviewer Implement process improvements as necessary to eliminate unsatisfactory performance
- 110. Monitoring the Vendor Review the vendors performance regularly Ensure performance meets the requirements as documented in the contract Insist on formal progress reports
- 111. Monitoring Human Resources Will the resources be available as originally planned? Are resources being utilized effectively? Are resources working together?
- 112. Team Building Develop a personal rapport Be supportive of the team Be clear on expectations Take a personal interest Celebrate special occasions Be accessible
- 113. Performance Reporting Provide project information to key stakeholders in a timely manner and method Execute the communications management plan Report progress and trends on all aspects of the project
- 114. Progress Reports Project progress Accomplishments this reporting period Plans for the next reporting period Comments (yellow flags) Issues or concerns (red flags)
- 115. Performance Reporting Guidelines Steering committee, or senior management Summary level information (monthly) Project sponsor As agreed upon (varies) Project manager Mid-level information (weekly) Team members Detailed information (weekly)
- 118. Module Objectives Outline key tasks in the closeout phase Recognize the importance of formally closing out the project Address special challenges in project closeout Conduct a project review meeting and document final results
- 119. Entry into the Closeout Phase Project was completed successfully Project was put on hold Project was terminated or canceled
- 120. Closeout Activities Recognition Closure Performance improvements Final approvals Contract closure
- 121. Closeout Activities Transfer responsibilities Release resources Documentation Close out project accounting (time and budget)
- 122. Special Challenges Uncertainty Post-project depression
- 123. Project Review Document Introduction Performance Criteria Lessons learned Open issues or action items Acknowledgements Chronology of major events Appendix
- 124. Why Projects Dont Live up to Expectations Failure to reach agreement on requirements Political battles, unresolved conflicts Skill set mismatch Plan was not doable
- 125. Why Projects Dont Live up to Expectations Plan was not followed Ineffective communication Lack of leadership Lack of project management skills
- 126. Celebrate!! Show appreciation! Recognize key individuals! Reinforce positive behavior!
- 127. Lets Review!
- 128. Basics Definition of a project Organizational and sponsor challenges Hard versus soft skills Triple constraints Communicate, communicate, communicate!
- 129. Initiation Input: Gathering data Output: Project proposal
- 130. Planning Input: Work breakdown structure Roles and responsibilities Activities Output: Project management plan
- 131. Execution Input: Integrated project management plan Output: Progress reports
- 132. Close Out Input: Lessons learned Output: Final documentation Party!
- 133. Questions?