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Gerenciamento de Projetos Visão Executiva
- 1. Gerenciamento de Projetos Visão Executivo www.tenstep.com.br You can manage sm Porto Alegre
- 27. A metodologia TenStep ® A metodologia TenStep® foi projetada para fornecer as informações necessárias para se obter sucesso no gerenciamento de projetos de todos os tipos e natureza. A metodologia TenStep pode ser aplicada em projetos de qualquer tamanho e natureza. Através de uma abordagem passo-a-passo fica fácil a aplicação da metodologia TenStep em projetos pequenos, médios, e/ou grandes. Pg 5
- 30. Fluxo de Processo - TenStep Pg 21 “ Planejar o Trabalho e então Trabalhar o Plano”
- 34. A metodologia TenStep® O passo 1 e o passo 2 são executados em paralelo Quanto maior e mais complexo, maior será a necessidade de usar todos os 10 passos Saídas do passo 3 ao 10 fornecem Entradas aos passos 1 e 2 Os passos 1, 2 e 3 vão mudar para refletir as mudanças Pg 17 Suplementares Gerenciamento Planejamento Passo 3 Passo 4 Passo 8 Passo 7 Passo 9 Passo 5 Passo 6 Passo 10 Passo 1 Passo 2 Alimentadores
- 48. Planejamento da Qualidade São as atividades realizadas durante a fase de planejamento para determinar o padrão de qualidade para o projeto, incluindo o critério de precisão e conclusão para o gerenciamento do projeto e dos deliverables, e também os padrões e as principais diretrizes da empresa . Gerenciar a Qualidade Garantia da Qualidade É a revisão periódica realizada após cada fase do projeto que avalia o desempenho atual do projeto. As atividades de Garantia da Qualidade concentram–se nos processos utilizados para gerenciar e entregar os deliverables (entregas) do projeto e podem ser executadas por um Gerente, cliente ou um revisor terceirizado. Geralmente ocorre após de uma fase do projeto estar completa (ex: Fase de Análise e Design). Controle de Qualidade São as atividades para verificar se o gerenciamento do projeto e dos deliverables encontram-se com o padrão de qualidade estabelecido no projeto. Fornece um método para melhorar o desempenho do projeto. O Controle de Qualidade é realizado continuamente durante todo o projeto. Dar suporte Planejar Analisar Construir / Testar Implementar Design PQ GQ CQ
- 87. Perguntas
- 89. Gerenciamento de Projetos Visão Executivo www.tenstep.com.br You can manage sm Porto Alegre
Editor's Notes
- These are the major areas that the class will focus on. As the class progresses, we will validate that these main areas are covered, including opportunities for hands-on exercises.
- Ask for a show of hands on each question to gauge the overall knowledge level of the group. You can customize the class discussion accordingly. For instance, if most managers are also experienced project managers, you may be able to cover some of the basic points more quickly
- Metodologia é uma palavra comprida e geralmente tem uma imagem negativa. Muitas pessoas pensam em metodologia como um trabalho adicional extra e papelada. Não tem que ser desta maneira. Esteja preparado para discutir metodologia de uma maneira neutra. Existem metodologias boas e ruíns. Você quer seguir uma metodologia que seja flexível e que forneça a estrutura necessária sem ser pesada e sem adicionar trabalho não-necessário.
- Discutir a explicação de um projeto e comparar com o que os participantes disseram. Revisar o site TenStep para maiores informações em “o que é um projeto”
- Os próximos slides discutem os diferentes aspectos do papel de gerenciamento de projetos. Maiores informações e detalhes do papel do gerente do projeto podem ser encontrados no site TenStep Em muitas empresas o gerente de projeto é um papel e não um cargo. Você pode gerenciar projetos e você pode ter o papel de gerente de projetos, mesmo que você seja da área de Recursos Humanos. Você também pode ser um gerente de projetos em um projeto, e depois ter uma função diferente em outro projeto. O instrutor deve reconhecer que os diferentes gerentes de projeto têm diferentes níveis de responsabilidade a autoridade dependendo da estrutura organizacional da empresa, o tipo e tamanho do projeto e o nível de experiência da pessoa.
- Veja o site TenStep para mais informações se necessário …
- Most of the attendees should understand and be familiar with the role of a project team. They basically do all the work and report to the project manager.
- This slide explains most of the important points. See the TenStep website for more details
- This slide explains most of the important points. See the TenStep website for more details
- Este slide se úne com a informação anterior. Muitas/maioria das empresas não fazem corretamente o gerenciamento de projetos. Os participantes já devem ter validado isto na abertura do exercício de abertura de como o gerenciamento de projeto é praticado nas suas empresas. O slide anterior de MMP também mostra que a maioria das empresas está no nível 1 ou 2.
- Aqui é onde sua empresa quer estar, os benefícios óbvios estão listados aqui.
- Aqui é onde sua empresa quer estar, os benefícios óbvios estão listados aqui.
- Discuss the experiences of members of the class. Write the main points on the board or flipchart. Usually people will identify many problems associated with project management. This discussion will help the participants convince themselves that better project management processes and discipline are needed in their company.
- The two major aspects of project management. This section of the class discusses defining the project. The better and more precise the project is defined, the better the chances of overall success.
- Estes são os vários aspectos de definição de projeto da abordagem TenStep. Outras metodologias podem reforçar outras áreas, mas estas são razoavelmente comuns e cobrem todos os princípios. Sua empresa pode ter outros aspectos de definição de projeto que requeiram também.
- Estes são os vários aspectos de definição de projeto da abordagem TenStep. Outras metodologias podem reforçar outras áreas, mas estas são razoavelmente comuns e cobrem todos os princípios. Sua empresa pode ter outros aspectos de definição de projeto que requeiram também.
- This is the general process that you should go through on an ongoing basis to manage the workplan and make sure everything is on track.
- Review the entire TenStep section on issues management
- Este é o conceito chave do Gerenciamento de Mudança de Escopo.
- The key here is that there is an up-front aspect to identifying risks, but there is an ongoing process of managing risks and monitoring for new risk.
- The key here is that there is an up-front aspect to identifying risks, but there is an ongoing process of managing risks and monitoring for new risk.
- Break the general term ‘quality’ into smaller components that can be described more discretely.
- Refer to the www.TenStep.com website for further information.
- These are the major areas that the class will focus on. As the class progresses, we will validate that these main areas are covered, including opportunities for hands-on exercises.
- A graphic to depict quality planning, quality control and quality assurance. Quality planning occurs at the beginning of the project Quality assurance should occur at various defined points in the project life-cycle, perhaps at the end of each major milestone. Quality control happens continuously throughout the project.
- Much of the content and backup for this class is available on the www.TenStep.com website. The section on managing quality should be reviewed so that the basic quality information does not need to be copied here in the instructors notes. The discussion on quality control is only meant to contrast with quality assurance, which is a management role.
- Much of the content and backup for this class is available on the www.TenStep.com website. The section on managing quality should be reviewed so that the basic quality information does not need to be copied here in the instructors notes. Quality Assurance is something that is management’s responsibility.
- They are performing a quality assurance audit. They should not be doing too much to inspect deliverables, unless they have the specific knowledge to know if they are good or not. If they have that expertise, they are performing a QC review. Review project management and project processes Make sure that a Project Definition is in place and signed by the sponsor. Make sure issues, risk and scope are being managed. Make sure business requirements were formally approved. Make sure the team is following appropriate company standards Make sure actual hours and costs are being reported and tracked.
- Much of the content and backup for this class is available on the www.TenStep.com website. The section on managing quality should be reviewed so that the basic quality information does not need to be copied here in the instructors notes. Quality Assurance is something that is management’s responsibility.
- These are the major areas that the class will focus on. As the class progresses, we will validate that these main areas are covered, including opportunities for hands-on exercises.
- All managers in the organization have a role in making sure culture change happens All managers have a role in making sure project management processes are implemented successfully.
- This slide discusses some of the things that need to be in place to deploy project management to the organization. Management needs to make sure the project management deployment project/program is set up correctly and provides a good opportunity to be successful. For instance, if management tells a group to implement project management, but management does not provide a high-level sponsor, the project will have difficulty. (A program is an umbrella organization over a series of related projects.)
- Management must make sure that the project management methodology is scalable to the size of the project. Requiring all projects to have the same project management processes will result in inefficient small projects and/or large projects without enough control.
- All managers in the organization have a role in making sure culture change happens All managers have a role in making sure project management processes are implemented successfully.
- Same discussion as last slide.
- These are the major areas that the class will focus on. As the class progresses, we will validate that these main areas are covered, including opportunities for hands-on exercises.
- Depending on the time remaining, this can be a quick exercise. The discussion leads to governance, the next topic in the class.
- Management definitely has a role to play in governance. Governance is the process of holding people accountable for doing what they are supposed to. For project management, the CIO makes sure that the department managers know what is expected and that project management is implemented successfully in their organizations. Department managers make sure their team leaders follow the processes. Team leaders and project managers make sure their people do what they are supposed to. People that don’t follow the overall directives and strategies should face consequences in their performance reviews.
- Same discussion as last slide
- This slide describes management’s role in making sure the project management implementation is successful
- This slide describes management’s role in making sure the project management implementation is successful
- Discuss this quote to see whether people agree or disagree
- Discuss this quote to see whether people agree or disagree
- These are the major areas that the class will focus on. As the class progresses, we will validate that these main areas are covered, including opportunities for hands-on exercises.
- Estas são algumas percepções que as pessoas têm sobre metodologia. Por que utilizamos a metodologia?
- Estas são algumas percepções que as pessoas têm sobre metodologia. Por que utilizamos a metodologia?
- Estas são as razões que utilizamos metodologia. Existem outros benefícios também.
- It is very difficult, if not impossible to determine exactly what the impact and business value is for project management. We can show some evidence, but exact precision is not possible Why Precise Value Measurements are Difficult There are a number of factors that make it difficult to determine the value of project management within an organization. You can’t precisely compare projects before and after. One of the characteristics of projects is that they are all unique. Therefore, you cannot make a direct apples-to-apples comparison of what projects looked like before the use of project management processes and after the fact. What you would like to say is that it took us X hours to do a project before, and now it takes Y. However, two projects are never exactly the same, so you cannot make this comparison. You may be able to make some general statements by comparing projects with similar characteristics. However, another related problem is that most companies don’t keep any historical records of project characteristics and costs to use in this type of comparison. There is a lot of other stuff going on. The rollout of project management processes in a large company requires a fair amount of time to be successful. In fact, it may take a few years in a large company before everyone is trained and using the new methodology. Of course, no organization can stand still while a long culture-change initiative is going on. The problem, then, is that it is hard to tell how much impact the project management initiative has had on the organization versus other factors that are coming into play at the same time. Over a couple years, you find that new tools are being introduced, human resource changes are occurring, reorganizations happen and other culture change initiatives are vying for focus. If it appears that projects are being managed more successfully, it is hard to isolate what factors are coming into play to drive that outcome. You do not have a basic and consistent unit of work. The fact that projects are unique would not be a problem if you could factor them down into some basic units of work. In other words, if you could say that one project without project management required 25 units of work, and a second project with project management required 40 units of work, you could easily determine the effort and cost per unit of work and then compare these numbers. Again, since all projects are unique, it is difficult, if not impossible, to make this direct project to project comparison. Things may be a little worse before they get better. The introduction of structured processes in an organization that did not have them before might well result in some short-term incremental costs before the long-term value comes in. For instance, when the methodology is new, you may pay to customize it for your organization. You also need to invest in training and perhaps some ongoing coaching. In addition, when a project team uses an unfamiliar process for the first time, there will probably be a learning curve. If the project is long enough, the long-term savings could outweigh the learning curve. However, if the project is short, the participants may tell you that it took longer than it would have if the methodology were not in place. This is not surprising. The overall value of the project management processes must be measured over time, since much of the value will kick in through the reuse of the common processes. As an example, the first time you use an unfamiliar Project Definition, it may take you longer to define and document the work. However, the second time you use the same Project Definition; you would expect that the familiarity would result in the project being defined much more quickly.
- This should be the case. Overall, you can measure the number of projects that complete within budget and deadline, and compare it to the numbers before the project management deployment. Most companies so not capture this information on projects today, so exact comparisons (before – after) are not possible.
- Financial management on projects should improve
- Quality on projects should improve
- The entire work environment should improve
- Benefits Approach 1 - Industry Analysts All that being said, there are some ways to get a sense for the value of project management processes. First, if you have nothing else, you can always take someone else’s word for it. If you have access to industry analyst research, you can sometimes find specific studies or specific benchmark results that show the general value associated with using a consistent project management methodology. In fact, your organization may have relied on this industry research to help justify the value of project management to begin with. As an example, let's say you had access to an industry study from a large research firm that stated that the average savings from using a project management process is 30%. If the study and the research appear to be valid, you could take the research at face value and attempt to draw similar value metrics from your organization. . First, you would have to show that the project teams are now utilizing the sound project management processes. When the deployment project is in the first year, you might estimate that the savings are 10%. In other words, if your organization executes projects valued at one million USD, you could say the value of project management is one hundred thousand USD. In the second year, you could estimate the value at 20% of the total project cost, and the third year you could move this value up to 30%. This would put the value of project management to your organization on par with the companies that were involved in the industry research. This process is arbitrary, but it does give you a sense for the overall value based on expert opinion. Since you probably do not have the time or money to undertake a specific organizational study, it may be fine to take the industry research at face value. Of course, if you could find a few research opinions, especially among companies similar to yours, it would be better. Benefits Approach 2 - Reuse Value One of the value statements for implementing consistent project management practices is that the project teams can execute more effectively and efficiently as they become more knowledgeable and comfortable with the processes. There should be no question that projects teams can get organized and can start productive work sooner if they have a well-understood set of project-related processes that they can follow. You can leverage this at the organizational level, along with certain conservative assumptions about what the value of this process reuse is. Estimate savings from the first time through. If this is the first time the project team has used the methodology, ask the project manager to estimate how much effort and budget was saved by using the project management processes. He or she may tell you they saved a lot. He or she may tell you it took the same amount of time. This estimate should reflect the overall effort he or she feels was saved, which will factor in the one-time costs associated with learning new processes and templates. Add up and average out these numbers to come up with an overall percentage that you can extrapolate to the entire organization. As an example, you may find that project managers are telling you that on average they saved 5% of the project budget by using good project management techniques on the first project. The numbers may not be high because the first time through factors in the time it takes to learn the new methodology. As you collect the information, also collect any testimonials or anecdotal evidence from project managers, clients and team members. If you survey enough project managers, and a consensus starts to emerge on overall savings, then apply this percentage across all projects utilizing the new common project management processes. For instance, if you talk with ten project managers and they think that they averaged a 5% savings in their first project, you should feel comfortable saying that the deployment of project management processes resulted in a savings of 5% across all projects where the processes were utilized. You may encounter instances where a project manager tells you that the new methodology made the project go longer or take more effort. First, be sure to challenge that assertion to make sure it seems valid. There are a couple ways to take this into account: Discuss the alternatives. If the new methodology were not in place, the project manager would have been doing many of the processes anyway, except they would have been more ad-hoc or project-specific. In this case, you can ask questions as to why the new processes took longer than the ones the project manager was using previously. If the project manager tells you that he or she would not have been using much methodology, then the processes that are added may take extra time. However, in this case, focus on how the project was executed. Based on the project manager's experience level, ask him or her whether the new processes made the project execute more smoothly. You will hopefully find the project manager will agree that the incremental project management work did, in fact, make the overall project finish more smoothly and more quickly. If the discussion so far still seems to show that the project took longer, make sure you are comfortable with the capabilities of the project manager and whether that scenario makes sense. As an example, you may be speaking with an experienced project manager who normally utilizes sound project management practices. It is possible that having to learn new standard project management processes has resulted in the project taking more time than it might have. However, for this case, you should consider the time differences between executing the old project management processes versus the new ones to be marginal or zero. If you find many project managers telling you that the new methodology takes a lot longer than what would have occurred previously, this may be an indication that the PMO should review what is being deployed. There may be something wrong in terms of the time it is taking to execute the processes versus the perceived value or versus prior alternatives. Double the savings the second time through . One of the major benefits of using formal project management processes is the reuse value associated with using processes and templates over and over again. This is where you start to see the savings. When a project manager uses the project management processes a second time, you should expect that he or she will see at least twice the average savings. As an example, if the average savings from using project management processes on the first project was 5%, then the second time through, you should be able to conclude the savings will be 10%. This takes into account the fact that the project managers have seen all of the processes and templates before and can now manage the project much more effectively. Triple the savings on an ongoing basis. Likewise, for the third, fourth and subsequent times that the project manager uses the standard processes, you can triple the base savings number. In our prior example of a 5% initial savings, the benefit of project management processes would be 15% of the project budget. Theoretically, a $100,000 project with no project management processes would only cost $85,000 after the project manager has already utilized the processes at least twice. The percent savings should not be any higher than the analyst estimates described in the prior option for estimating project management value. Benefits Approach 3 - Capture Value Metrics for Each Project Management Benefit If you do not want to calculate value based on analyst opinion, and you do not want to use the generalized reuse approach described above, you can look at the value associated with detailed aspects of project management. In this approach, you look at all the specific benefits associated with standard project management and work with your client to place a value on them. Examples might be: Savings associated with better managing client expectations . Your sponsor and major client might be able to provide some sense for the value associated with better managing their expectations. Perhaps it means that they did not have to spend as much time following up. Perhaps they saved time since they did not always have to ask what was going on. Savings from scope change requests that are submitted but not approved. Make some assumptions. Based on prior projects, you might assume that 1/3 (or more) of the service requests that were not approved would have been worked on without good scope change management. Assign 1/3 of the non-approved scope changes as savings to the project. There is value associated with accurate estimating. As you do a better job planning and managing the work, you should find that your project estimates become more and more accurate. You can come to an agreement with your clients on what this means to them. For instance, you might agree that it is worth 3% of the project budget to the client if your project comes in within 10% of its estimate. This allows the client to better manage their financials and make better business decisions. Did all projects have workplans before? If not, then having a workplan now should result in better project management effectiveness. If the projects were small, the savings would be debatable. However, the larger the project gets, the more you should feel comfortable assigning a percentage savings for the benefit of a workplan. If you managed risks well , and the resulting project was executed with few problems that could have been foreseen, then you would assume a benefit of a certain percent of the project budget. Again, you would need to define the detailed criteria that would be applied to each project. Then, as each project completed, the project manager and the sponsor would sit down and consider the value of the project management processes that were applied. If the discussion turns out to show that the project took more time and cost more money, you would need to seriously consider what went wrong. Other more detailed metrics could be: Actually completing the project earlier that estimated, based on good project management processes Actually completing the project under budget, based on good project management processes Additional resource capacity based on better estimation of what resources are needed for projects Early identification of project issues, budget, scope, and risks Knowledge leverage and reuse. Did you save time and cost by having prior project examples to use as a starting point? Improved perceptions of your organization by clients (intangible) Projects Cancelled Planning projects more thoroughly and managing projects more closely may result in some projects being cancelled that might have been executed before. This is the result of more information being available regarding the total cost of the project versus the business benefit. If a project gets cancelled based on sound planning and management, you should take credit for this as a win for the organization, and the budgeted money not spent should go into the value side for project management.
- These are the major areas that the class will focus on. As the class progresses, we will validate that these main areas are covered, including opportunities for hands-on exercises.