The document outlines an agenda for a project management seminar. It will cover topics such as project governance, the project management knowledge areas, methodology, fundamentals, and introductions. The seminar leader has a background in information technology and project management. Breakout sessions are planned to discuss identifying potential projects, writing a project charter, and prioritizing projects. The seminar aims to provide an overview of key project management concepts.
3. 3
Introductions
Who are you?
Favourite project
Worst project
Expectations from the seminar
Preferred focus
4. Project Management Fundamentals
What is a project?
What is project management?
Why manage projects?
Where do projects come from?
Project process model
How to improve the project management process
Project management knowledge areas
5. 5
What is a Project?
A project is a temporary endeavor undertaken to create a unique product or service
• Temporary = Definite beginning & end
• Unique = product or service is different in some way from existing products or service
A means to respond to requests that cannot be addressed through an organization’s normal
operational limits
A funded ephemeral event that delivers value
The way work gets done in a growing number of companies including ABB, Hewlett-
Packard, US West, Motorola, etc.
Building blocks in the design and execution of an organization’s strategies
6. 6
What is Project Management?
Project management is the application of knowledge, skills, tools, and techniques to project
activities to meet project requirements
Managing the work of projects:
Competing demands for:
Scope
Time
Cost
Risk
Quality
Stakeholders with different needs and expectations
Project management is a process
When you have a standard process, you can continuously improve it
7. 7
Why Project Management?
Imagine running your institution without financial accounting management …
No documented processes
No understanding of processes
No common language
No standards
No data collection or reporting
No knowledge management
No educational requirements
… no success
Running projects without project management leads to the same result
8. 8
Why Project Management?
PM Solutions, “Value of Project Management Survey,”
Value of Project Management
66%
32%
53%
79%
58%
37%
55%
0% 20% 40% 60% 80% 100%
Profitability
Time to market
Alignment to business strategy
Meeting delivery dates & budgets
Product quality
Resource productivity
Customer satisfaction
9. 9
Where do Projects Come From?
Processes Projects
Organizations only do two things …
Ongoing day-to-day
operational work.
Activities with a fixed
start and finish.
… organizations use projects to execute change.
10. 10
Project Process Model
Initiation Defining objectives, and authorizing and funding the project
Planning Defining course of action to achieve the objectives
Executing Coordinating resources to carry-out the plan
Controlling Monitoring progress and acting on variances
Closing Formalizing acceptance and bring it to an end
11. 11
Project Process Activity Levels
Processes overlap
Not discrete
Variations in activity level over time
All project managers do these processes – knowingly or not. They may do them well or they may
do them wretchedly, but they always do them.
12. 12
Project Management Maturity Model
Time
Maturity
Level 1: Initial
Level 2: Repeatable
Level 3: Defined
Level 4: Managed
Level 5: Optimized
• PM awareness but no effective usage
• Ad hoc and chaotic PM process
• Success requires heroes
• Simple PM processes established to
track cost, schedule, & functionality
• Process discipline in place to repeat
earlier success
• Project management process
documented, standardized, & integrated
• All projects use a standard process for
project management
• Detailed measures of process and
quality collected
• Project management process
quantitatively understood and controlled
• Continuous process improvement based
on quantitative feedback
• Piloting innovation
• Integration with institutional systems
13. 13
Processes, Standards, & Methodologies
Project Management Methodology
Other
Methodologies
Product
Development
Lifecycle
Methodology
Business
Process
Analysis
Methodology
Systems
Development
Methodology
Templates
Lessons Learned
Best Practices
Process Models
Standardization
Quality Audits
Benchmarking
Industry guides
14. 14
Project Characteristics by Organisation
Organisation Type
Functional Weak Matrix Balanced Strong Matrix Projectized
Project
Character
Project Manager’s
Authority
Minimal Limited Moderate High Total
Full Time Staff
Assigned to
Projects
None 25% 50% 75% 100%
Project Manager’s
Role
Part time Part time Full time Full time Full time
Common Project
Manager Labels
Project
Coordinator
Project
Leader
Project
Manager
Project
Manager /
Program
Manager
Project
Manager /
Program
Manager
PM Admin Staff Part time Part time Part time Full time Full time
15. 15
Key Roles in Projects
Executive
Sponsor
• Enterprise-wide influence
• Spearheads systemic organization change
• Owns the results of strategy
Steering
Committee
• Funding decisions
• Selects, prioritizes, & evaluates the corporate project portfolio
• Escalation for strategic project issues
• Responsible to ensure promised benefits are realised
PMO
Director
• Pan-organizational project oversight
• Corporate-wide resource allocation
• Ensures project management processes are executed consistently
• Process owner and resource manager
Project
Manager
• Individual project management
• Execute projects that are closely coupled with corporate & departmental goals
• Manages the day-to-day tasks necessary to move the project through all its phases
Project
Team
• Executing the day-to-day tasks necessary to move the project through all its phases
• “Help the crowd stand out, rather than stand out in a crowd”
• Focus on the project customer
• Transcend functional specialty and silos
16. 16
Project management knowledge areas
Scope What are we going to do?
Time When is it going to get done?
Cost How much is it worth to the sponsor?
Quality Did we do what we said we would do?
Human Resources Who is going to do it?
Communications What do we say to who at what time?
Risk What can we do to avoid failure?
Procurement How do we work with outsiders?
Integration How will we work together?
17. 17
The Art & Science of Project Management
The art of project management
Leadership
Negotiation
Motivation
Team-building
Facilitation
Innovation
The science of project management
Planning
Scheduling
Cost control
Administration
Detailed technical tasks
18. 18
Breakout 1: Identify Potential Projects
What are some good ideas for projects?
Brainstorm potential projects
Reasonable
Do-able
Valuable
19. 19
Ownership of Projects
Who owns the project?
Project manager?
Users?
Project staff?
Sponsors?
The secret to great project management is to never own the project
As a project manager, you are the conduit through which the dreams of your sponsor(s) and
stakeholders flow
20. 20
Project Management Methodology
Should all organizations manage projects the same way?
Can project management be applied to aerospace, pharmaceuticals, and marketing the same
way?
Value in consistently applying same principles, as long as those principles make sense
21. Control
Mechanisms
Steering
Committee
Role
Project
Flow
Portfolio assessment
• Priorities
• Risk
• Strategic fit
Status reporting
Fiscal budget
Risk plan
Scope
Resource plan
Schedule
Quality plan
Communication plan
Vendor management
Base budget
Support resources
Benefit measures
Project Life Cycle
Initiation Planning Execution Closure Asset Maintenance
Reject
Approval
Not Needed
Review
Charter
Cancel
Not Successful
Monitor
Status
Approval
Continue
Execution
Not Accepted
Accepted
Review
Deliverable
Reject
Not Sufficient
Review
Plan
Approval
Plan
Project
Document
Implement
Plan
Revisions
Progress
Shutdown
Project
Final Product
Maintain
Asset
Initiate
Next Phase
New Project
Work
Support Work
Benefit
Realization
Issue log
Change control
Develop
Project
Charter
Document
Needs
22. Project Charters
Why write a project charter?
Content (template)
Evaluation criteria
Steering committee process
23. 23
Why Write a Project Charter?
Project charter is required for new projects
Purpose of project charter
Business case to justify the project
Document project parameters
Guide project development
Acquire formal authorization to proceed to the next step in the project
Authorize the use of resources to develop detailed project plan
Sufficient information to help the steering committee make their decision
Standard template
Generally brief: 3 to 5 pages
24. 24
Contents of a Project Charter
Purpose of project
Benefits
Project owners
In scope
Out of scope
Constraints
Assumptions
Options
Resourcing
Milestones
Work breakdown structure
Person days needs
Users
Risks
Costs
25. 25
Project Charter Evaluation Criteria
New
Project
Undergrad Studies
Strategy: Enhance the student university experience
Positive
transition
from high
school to
university
Establish
first year
coordinator
in SASC
Hurdle1:
Doestheprojectmeettheuniversity’sgoals?
Criteria Description Yes/No
Expenses
Lower the cost to operate
the university.
Velocity
Deliver products & services
faster
Capacity
Handle more work with
same resources
Satisfaction
Improve customer service
and satisfaction
NPV
Positive net present value
of costs & benefits
Decisioning Improves ability to make
more collaborative and
timely decisions
Leverage
Maximize use of existing
assets
MarketShare Grow volume profitably
Innovation Increase innovation &
improve learning
processes.
Passed
Project
Hurdle2:
Howwelldoestheprojectmeettheuniversity’sgoals?
Risk
Lower risks of running the
university
Mandated Non-negotiable operational
requirement or legislative
demand.
Appoint first
year
coordinator
in FASS
Implement
academic
advising
plan
Integrate
Campus
Life &
Career
Services
into SASC
Increase
co-ops and
placements
Strategy: Continually improve the quality of the student body
Set
appropriate
enrolment
targets in
programs &
faculties
Raise high
school
entrance
averages
relative to
province
Increase
proportion
of high
achieving
students
Set
appropriate
targets for
internation-
al students
Review
articulation
agreements
Strategy: Improve retention and graduation rates
Grad Studies
Strategy: Enhance university’s activity & profile in grad studies & research
Increase
student
volume &
improve
student
quality
Use grad
funding to
improve
student
quality
Grow
external
funds for
research,
infrastruct-
ure, awards
Define
strategic
research
areas
Assist in
develop-
ment of
student
recruitment
plans
Grow
circulation
& use of
research
results
Grow
internation-
al character
of research
work &
partners
Support for Teaching and Learning
Strategy: Strengthen teaching & learning support
Grow EDC:
orientation
and
instruction
in
pedagogy
Improve
Library:
access to
info and
resources
Reward
achieve-
ment in
instruction,
pedagogic-
al research
Emphasize
teaching
achieve-
ments for
tenure/
promos
Faculty and Staff
Strategy: Recruit and retain highest quality staff
Congenial,
supportive,
equitable
work
environ-
ment
Multi-year
schedule
for hiring
faculty and
staff
Promote
collabora-
tion with
employee
groups
Advancement
Strategy: Strengthen university’s position regionally, nationally, and internationally
Develop
integrated
plan for all
Advance-
ment units
Develop
diverse and
equitable
institutional
image
Community
Strategy: Foster identification & attachment to Carleton
Promote
community
of learning
Develop
university-
wide events
Promote
diversity
and civility
Develop
university
organized
culture
events on
campus
Infrastructure and Financial Management
Strategy: Improve the physical plant and campus infrastructure
Refine and
develop
Campus
Master
Plan
Improve
physical
appearance
&
cleanliness
of campus
Create
comfortable
spaces
Continue
install and
upgrade of
campus
network
Address
deferred
mainten-
ance
backlog
Continue to
implement
new admin
system
Strategy: Maintain financial viability of the university
Improve
and modify
global
budgeting
system
Reduce
accumulat-
ed deficit
Maximize
external
funding of
projects
9/22/2003Generic model Banner Steering Committee
Project Evaluation Criteria
Continue
university
retention
committee
Monitor
impact of
new rules
on retention
& update
Implement
clear &
uniformly
applicable
rules
Correct
courses
with high
no-credit
rates
Support
mission of
CIE
Two project hurdles:
Does the project meet any of the institution’s strategic goals?
If yes, how well does it meet those goals?
26. 26
Steering Committee Project Charter Review
Submitted a few days before meeting to all members
Author(s) attend meeting to answer questions (not present contents)
Steering committee will decide one of the following:
Approval to plan: Approval to spend the resources necessary to develop a detailed project
plan (large, complex projects)
Approval to execute: Approval to proceed with project execution (small, inexpensive, quick
projects)
Approval in principle: Approval in principle to proceed with the project subject to certain
conditions. These conditions require follow-up with the steering
committee before proceeding with project plan development or project
execution.
On hold: Approval in principle with the project concept, but further work is put on
hold until certain conditions are met. No work is to proceed on the
project until steering committee judges needed criteria are met.
Rejection: The project charter does not meet the project evaluation criteria and all
work will halt on the project.
27. 27
Change Request or Project?
Submit new
request by
functional
area
Review
request by
project office
Schedule
request by
project office
Start work
by team
Review of
project
charter by
steering
Hold request
Review of
project
charter by
steering
No additional
resources required
Additional resources
required
Low priority and less
than 20 days and low
impact and not complex
High priority, or more
than 20 days, or high
impact, or complex
Resources
available
Resources not
available
Develop
project plan
Cancel
project or
revise
charter
Approval
Rejection
Cancel
project or
revise
charter
Review of
charter by
budget
committee
Develop
project plan
Cancel
project or
revise
charter
Approval
Rejection
Approval
Rejection
28. 28
Breakout 2: Write a Project Charter
Develop a project charter
Sell your idea
Justify project
Convince others
Steering committee is the other members of
the seminar
29. 29
Project Prioritization
Linking projects to strategy
When you have more projects than money and resources, how do you choose?
Dimensions of the problem:
Strategic priority
Return
Risk
Fit, utility, and balance
30. 30
Project Management & Strategy
Strategy
ProjectManagement
Project A
Project B
Project C
Purpose
Benefit
Initiative 1
Purpose
Benefit
Project F
Project D
Project E
Initiative 2
31. 31
Project Portfolio
Plot risk and priority
Risk
High Medium Low
High • Decommission of CP6 • Internal Summary Reporting
• Automate Portfolio Requirements
• Class Scheduling
• Interface Purchase Requisitions
• Electronic Gradebook
• Interface Library and A/R
• Interface Campus Card with OC
Transpo
Priority
Medium • Fixed Assets and Capital Budgeting
• Investment Management
• Remote Cheque Requisition
• OUAC Upgrades
• Accept Payment for Tuition over the
Web
• Automated Average Calculation for 105
Applicants
• Direct Deposit for Student Refunds
• Enhancing Student Service over the
Web
• Transfer Articulation in DARS
• Automated Equivalency and Load into
DARS
• Document Imaging for FAST Reporting
• Direct Deposit for Travel Expenses
• Document Finance Processes
• Remote Access
• eCommerce (e.g. application fees)
• Remote PO Requisitions
• Intranet for Banner Finance
• Test Environment for Millennium
• Registration Enhancements
• Electronically Import OSAP Data
Low • Automated Travel Expense Claims
• Admissions through Web and
eCommerce
• Receiving EDI Transcripts
• Document Management + Imaging
• Workflow
• Offline Database & Query Facility
• Banner Parking Management
• Archiving Solutions
• Connect Single Sign-on
• User Friendly JV Form
• Force Password Change
• System to Support Paul Menton Centre
• Benchmark Other Institutions
• Link Web Audit to Course Calendar &
Registration
• Banner Web for Alumni Research &
Implement
32. Project Plans
What is a project plan?
Scope planning
Schedule planning
Budget planning
Quality definition
Resource allocation
Communications strategy
Risk management
Vendor relationship
Fail to plan
and
you plan to fail.
33. 33
What is a Project Plan?
Document used to used to:
Guide project execution and control
Document project planning assumptions
Facilitate communication amongst stakeholders
Define key management review activities
Provide a baseline for project measurement and control
Second stage of approval process for steering committee
Changes over time as project circumstances dictate
Scaleable
Sufficient level of detail for:
Steering committee to commit resources
Project manager to run the project
34. Scope
All the work required, and only the work required, to complete the project
successfully
Major project scope management processes:
Planning: written scope statement
Definition: dividing deliverables into smaller, manageable components
Verification: formalizing acceptance of the project scope
Change Control: managing changes to project scope
35. 35
Scope Planning
What is a WBS?
Identifies all the tasks in a project
Each task is one measurable unit of work
Once you can schedule, budget, and assign resources for each task in the list, you have
defined the total scope of the project
Understand the whole project by understanding its parts
Used to develop and confirm common understanding of project scope
How do you get there?
Hierarchical decomposition
Start at the top level of project deliverables
Continuously sub-divide deliverables into smaller more manageable components
Stop when you can assign adequate cost and time estimates
The definition of adequate changes as the project progresses
Engage SME’s in the development through facilitated sessions
38. 38
Scope Planning
Rules of thumb for adequate level of detail
8/80 rule
No task should be less than 8 hours or more than 80 hours (1 to 10 days)
Reporting period rule
No task should be longer than the time between 2 status reporting dates
Smaller is better
Smaller tasks are more certain, so estimates are more accurate
Smaller tasks can be assigned to less people, improving accountability
Smaller tasks are easier to track progress
Why develop a WBS?
Detailed understanding of scope of work
Basis for monitoring progress
Facilitates accurate cost and schedule estimates
Clarifies work assignments
39. 39
Scope Change Control
Changes are inevitable
Requires management process:
Document every change request
Description
Why requested
Who requested, who will do
Action taken
Assess impact of change
Formally approve/reject
Communicate cost, time, resource effects
Track all activity in change log
40. 40
Breakout 3: Develop WBS
Develop a work breakdown structure for your
project
Do at least the first three levels
Is it understandable?
Can you explain the key work elements to
others?
Is It useful for dividing the work load across
project team members?
41. Schedule
Ensure the project is completed on time
Major scheduling processes:
Definition: activities to be performed
Sequencing: dependencies amongst activities
Duration: time needed to do activities
Schedule Development: create the schedule by analyzing activity
sequences, durations, and resource needs
Schedule Control: managing schedule changes
42. 42
Schedule Planning
Using tasks from WBS:
Identify dependencies amongst tasks
Develop sequence or order of precedence that the tasks must follow
Mandatory dependencies
Hard logic that forces a particular series of steps to be followed in order
Discretionary dependencies
Preferred logic that suggests a desired series of steps to be followed
External dependencies
Relationships between project activities and non-project activities
Milestones
Checkpoints where a series of dependent tasks converge and terminate
As you structure your WBS tasks into a sequence of steps, you will prefer to diagram their
relationships
Don’t worry about time or resources yet
Regardless of resources, the tasks must be executed in the same order
43. 43
Schedule Planning
Four types of scheduling dependencies:
Finish-to-start
Initiation of successor depends on completion of predecessor
Normal sequence of events
Finish-to-finish
Completion of successor depends on completion of predecessor
Sometimes tasks must be co-terminus
Start-to-start
Initiation of one task depends on initiation of another task
Sometimes tasks need to start at the same time
Start-to-finish
Completion of one task is dependent on initiation of another task
S F
S F
S F
S F
S F
S F
S F
S F
45. 45
Schedule Planning
Once you have logically sequenced your tasks you can estimate cost and duration of each
task
For each task develop:
Schedule estimate:
The time needed or full duration required to complete the task. For example, it
may take two days to paint the room, but 5 days to decide on the color – so the
duration is 7 days.
Evaluate human resources available to do the job. If two people are available, and
if the work can be evenly divided, then it would take 1 day to paint the room and
the task duration declines to 6 days.
Cost estimate:
Total labour required to complete the task
Equipment use (crane needed for 4 hours at $x per hour)
Materials needed by the task (200 bricks needed to build wall)
46. 46
Schedule Planning
What path gives you have zero flexibility?
If tasks D, E, and F have no slack time, they are called the critical path
Critical path is:
Longest duration path through the network
Minimum amount of time the project can take
Becomes managerial focus
47. 47
Schedule Planning
Precedence diagram and tasks durations work together to build initial schedule
You know the order of tasks and how long they will take
Start
Task A
2 days
Task B
4 days
Task C
4 days
Task E
12 days
Task D
1 days
Finish
48. 48
Schedule Planning
Start at the beginning and calculate the earliest start and earliest finish for each task
The earliest finish date for the whole project is 16 days
ES=1 EF=2
ES=1 EF=4
ES=5 EF=8
ES=5 EF=16
ES=9 EF=9
Start
Task A
2 days
Task B
4 days
Task C
4 days
Task E
12 days
Task D
1 days
Finish
49. 49
Now you know the earliest possible finish is after 16 days
Work backwards from is latest possible finish date, calculating latest start and latest finish
dates
Schedule Planning
ES=1 EF=2
ES=1 EF=4
ES=5 EF=8
ES=5 EF=16
ES=9 EF=9
Start
Task A
2 days
Task B
4 days
Task C
4 days
Task E
12 days
Task D
1 days
Finish
LS=10 LF=11 LS=12 LF=15 LS=16 LF=16
LS=1 LF=4 LS=5 LF=16
50. 50
How much flexibility do you have in each task? Subtracting the earliest start from the latest
start tells you how much “float”, or slack, you have in the schedule
Task D can start as early as day 9 or as late as day 16
Schedule Planning
ES=1 EF=2
ES=1 EF=4
ES=5 EF=8
ES=5 EF=16
ES=9 EF=9
Start
Task A
2 days
Task B
4 days
Task C
4 days
Task E
12 days
Task D
1 days
Finish
LS=10 LF=11
Float=9
LS=12 LF=15
Float=7
LS=16 LF=16
Float=7
LS=1 LF=4
Float=0
LS=5 LF=16
Float=0
51. 51
Schedule Planning
Next step is to assign resources
Adjust the schedule to the reality of limited resources and optimise use of staff
Adjust the schedule to keep staff busy at a reasonable rate
Over-allocation:
Too many concurrent tasks for staff available
Specialists particularly limited
Under-allocation
Too many resources for concurrent tasks to be done
Re-assignment to other projects with resultant knowledge loss
Process
Forecast resources based on initial schedule
Identify resource peaks: where are resources working more than 40 hours/week
During peak periods, delay non-critical tasks (ones with float) to periods where there
are valleys
Not all peaks may be eliminated, so re-evaluate work
Consider overtime, adding resources, splitting task into smaller parts to spread out
load across staff (add budget)
Review completion dates (add time)
53. 53
Schedule Planning
Sample Gantt chart
OUAC
HSA
EMAS
Letter generation
Transfer artic.
DARS
Interfaces
e-Visions
ESIS/UAR
UGAFA
June
July
Aug.
Sept.
Oct.
Nov.
Dec.
Jan.
Feb.
Mar.
Apr.
May
June
July
Aug.
Sept.
Oct.
Nov.
54. 54
Schedule Monitoring
Once the project is started and a baseline is created, you need to focus on where
you are going, not where you’ve been
An up-to-date project schedule serves as a radar screen for potential problems
Critical path issues created by missed deadlines
Resource allocation conflicts created by workload estimation variances from
actuals
55. 55
Schedule Monitoring
Updated Gantt chart
OUAC
HSA
EMAS
Letter generation
Transfer artic.
DARS
Interfaces
e-Visions
ESIS/UAR
UGAFA
June
July
Aug.
Sept.
Oct.
Nov.
Dec.
Jan.
Feb.
Mar.
Apr.
May
June
July
Aug.
Sept.
Oct.
Nov.
Feb. 24
56. 56
Breakout 4: Build project schedule
Build the schedule for your project
Draw a Gantt chart for your WBS showing:
Tasks
Durations
Dependencies
Is it reasonable?
Does it clarify milestones and deadlines?
Can project team members use it to plan their
work?
58. 58
Project Administration
Library of all project documents/knowledge
Web site
Database
File directory
Continual update & access by all team members
Need a central person to coordinate, prune, and publish
Key components
Project charter
Plan
Statuses
Schedule
Budget
Risk plan
Issue log
Scope documents
69. 69
Closure Process
“While most project management groups are good at capturing lessons learned and
storing them in some way, the step where knowledge management fails is in the transfer
of that knowledge to future projects.”
From research paper presented to International PM Association
Capture
(75%)
Store
(62%)
Retrieve
(55%)
Apply
(25%)
71. 71
Estimating Challenges
Need to create realistic time & cost estimates
Every project is unique, so there is no way to build an exact estimation
New staff = unknown productivity
New product = unknown activities & complexities
New technology = learning curve and unpredictable reliability
At the beginning of a project it is difficult to foresee the volume and degree of changes
Business cases tend to over-sell the benefits and under-estimate the costs for the sake of
being approved, create reality-expectation gap
Accurate estimates are most critical at the beginning of the project when mistakes are most
easily corrected, but …
Accuracy improves over the life of the project as experience grows
Accuracy
Time
Overestimates
Underestimates
72. 72
Estimating Techniques
Analogous estimating
Top down, using the actual costs of previous, similar projects from internal lessons
learned databases or commercial databases
Parametric estimating
Use a rule of thumb, for example a 2,000 sq.ft. house will cost $200k to build so your
3,000 sq.ft. project home will cost $300k
Bottom-up estimating
Develop a separate estimate for each activity and roll them up
Most effort & most accurate
Rolling wave (phased gate) estimates
Detailed estimate for current project phase and rough estimates for future phases
Expert judgment
Leverage experience of others who have worked on similar projects
Vendor bid analysis
Send out a request for proposal and compare bids (allow for profit margin)
In all cases, the staff doing the work need to develop the estimate
Build understanding & commitment
73. 73
Estimating
During project start-up, there will be pressure to cut estimates
Once the scope is developed and , schedule and cost are estimated there will be continuous
and inevitable pressure to:
Increase scope
Reaction: increase cost and/or schedule
Shorten schedule
Reaction: increase cost and/or decrease scope
Lower cost
Reaction: decrease scope
At some point, these constraints will be squeezed to their limits (law of diminishing
marginal returns)
“The first casualty in war is truth” …
“The last casualty in projects is quality …”
ScopeTime
Cost
Quality
ScopeTime
Cost
75. 75
Budget and Cost Management
Manage projects like a start-up business
Structured budget into functional accounts
For example, allowed tracking by sub-projects or by vendors
Create accounts that are meaningful for tracking purposes
Regularly develop forecast based
on actual-to-budget variance
trends
Regular reporting
Report monthly on actuals
against budget and forecast
Review financial data
monthly to identify variances
and act if necessary
76. 76
Earned Value Analysis
Project management has traditional tools for managing schedule (e.g. Gantt charts) and
budget (e.g. spreadsheets)
How do you relate budget performance to schedule progress?
Earned Value Analysis attempts to do it
A little tricky to understand and difficult to communicate to stakeholders
Uses 3 measures:
Planned value:
The part of the approved cost estimate you planned to spend on the scheduled activity during the
period
What you planned to spend at this point in time
Actual cost:
The real costs incurred in accomplishing the scheduled activity during the period
What you actually spent on the work completed
Earned value:
The value of the actual work completed during the period based on estimate from original plan
What you planned to spend for the work completed
78. 78
Breakout 5: Estimate budget
Create a budget for your project
Use estimating techniques to predict project costs
Account for timelines in schedule
Use meaningful account names
Identify key project cost elements
Where is the bulk of funding required?
Where will you source the funding?
79. Quality
Ensure that the project will satisfy the needs it was intended to meet
Major project quality management processes:
Quality Planning: identifying quality standards and how to satisfy them
Quality Assurance: evaluating if project will satisfy quality standards
Quality Control: monitoring project results for compliance and
eliminating problems
80. 80
Quality Planning
Quality policy
Formal definition of quality to the organization and project
Conformance to requirements: project produces what it said it would produce
Fitness for use: product or service satisfies real needs
Prevention over inspection
Management responsible for providing resources necessary to succeed
Plan-do-check-act … plan for variances, measure them, and do something about them
81. 81
Quality Planning
How to develop quality policy
Product definition: expectation of what the project will produce
Standards & regulations: industry standards
Cost/benefit: how much are you willing to spend for a desired level of quality
Benchmarking: comparison of quality practices
Experiments: statistical sampling
Cause & effect diagramming: map out interactions that drive defects
82. 82
Quality Planning
Quality management plan:
A system designed to manage project quality
“the organisational structure, responsibilities, procedures, processes, and resources
needed to implement quality management” ISO 9000
83. 83
Breakout 6: Quality Statement
Develop a quality statement for your project
What overarching quality principles do want to apply?
Do you have a plan for testing?
How much quality do you want?
Are there any quality tradeoffs?
84. Resources
Make the most effective use of the people involved with the project
Major processes:
Organizational Planning: roles, responsibilities, reporting relationships
Staff Acquisition: getting the human resources needed
Team Development: developing individual and group competencies to
enhance project performance
85. 85
Human Resources
Nothing unusual about project
management human resources
Use standard HR practices
management practices
Organizational planning
Staff management plan: when and
how resources will enter and leave project
Organizational Breakdown
Structure (OBS): which organizational
units are assigned which work packages –
mapping people to the WBS
Responsibility assignment matrix:
specific roles by project phase
Collocation is the #1 team building best
practice for projects
86. 86
Staff Enhancement
Continuous intellectual
capital growth is the only
sustainable competitive
advantage
Exceptional educational
opportunities (training,
certification)
Assigning work becomes a
balance between the needs
of the staff and the needs
of the organization
Continuous feedback
based on immediate
assignment completion
Pool of project staff and SME’s
Resource
Manager
Project
Manager
Project
Manager
Project
Manager
Functional
Partner
Functional
Partner
Functional
Partner
Project
Organization
Separating the management of work from the
management of people focuses attention on
staffing issues
87. Communications
Generation, collection, dissemination, and storage of project information
Links people, ideas, and information
Major processes:
Communications Planning: who needs what, when, and how
Information Distribution: making needed information available
Performance Reporting: status, progress, and forecasting
Administrative Closure: information to formalize completion
88. 88
Communications Strategy
Who needs what information, when will they need it, how will it be given to them, and by
whom
Review stakeholder’s information needs and develop a plan to satisfy those needs
Communications plan
Procedures for collecting, filing, and disseminating project information
Distribution structure to whom what info will flow (e.g. who gets status reports)
Description of the information to be distributed: format, context, level of detail, and
conventions
Timetable for each type of communication
Methods of access for “pull” information
Plan for updating the communications plan
89. 89
Project Status Reporting
Weekly status of project formally documented
Written report
Simple focus on progress, issues, and next steps
Encourage realistic reporting
Bullet list for quick scanning
Results
Awareness creates greater confidence in project
No surprises
No secrets
No silver bullets
Meeting minutes are not status reports
90. 90
Weekly Management Review
Project manager reviews accomplishments, issues, and plans
Forum for:
Discussing issues
Creates shared awareness of status of all project activity
Opportunity to question anything
Debate on approach to any project activities
Identify issues requiring escalation to steering committee
Policy
Funding
Diplomatic support
91. 91
Communication Messaging
Consistent key messaging
Demonstrate, don’t speculate
Match expectations with reality
No “rah-rah” messages
Its better to say nothing until you have something to show
92. 92
Breakout 7: Staff & Communications Plans
Develop a resourcing plan for your project
What skills do you need?
When do you need them?
Do you expect any resource acquisition issues?
Develop a communications plan
Who are your target audiences?
What messages do you wish to convey?
Timing of messages?
93. Risk
Events that may happen in the future that could impact project objectives
94. 94
Continuity plans
• Triggers & symptoms
• Escalation process
• Action plans
• Redundancy/fail-over technology
Risk options
• Avoidance
• Transference
• Mitigation
• Acceptance
Business Continuity
Risk assessment
• Probability of occurrence
• Impact of potential loss
• Tolerance
Environmental assessment
• Ice storms and power outages
• Increasingly powerful viruses
• Terror threats
95. 95
Risk Management Process
Perform risk assessment
Step 1 - Risk management plan developed
Step 2 - Risk assessment team assembled
Step 3 - Risk generation process executed
Step 4 - Risk list rationalized
Step 5 - Risks ranked and prioritized
Step 6 - Response plans written
Step 7 - Risk review process established and running monthly
Institutionalize ongoing risk assessment
Ongoing risk reviews
Execution of risk response plans if necessary
96. 96
Risk Management Process
Step 1 - Risk Management Plan
Described how you will implement risk management
Specific contents
Risk management methodology
Approach
Roles
Timing
Reporting
Risk categories
Risk definitions
Response planning
Monitoring & control
Approve
Approach
Brainstorm
Risks
Review
List
Characterize
Risks
Prioritize
Risks
Response
Planning
Monitor &
Control
98. 98
Risk Management Process
Step 3 - Risk Generation Process
Hold brainstorming sessions with full team
Use standard risk categories to generate ideas
E.g. Technology, Quality, Assumption, Schedule, etc.
Raw risks generated through these sessions
99. 99
Risk Management Process
Step 4 - Rationalized Risk List
Remove redundant risks
Some risks are really issues
Some risks are symptoms of larger problems
Create summary risk list
100. 100
Risk Management Process
Step 5 - Ranked Risks
Team voting by:
Impact of the potential loss
Probability of occurrence
Degree of impact Financial estimate Numerical
value
Low Less than $250,000 1
Medium $250,000 to $1,000,000 4
High $1,000,000 to $3,000,000 16
Very High $3,000,000 and over 32
Degree of
probability
Probability estimate Numerical
value
Low 1– 25% (unlikely) 1
Medium 26–50% (possible) 2
High 51–75% (more likely than not) 3
Very High 75-100% (quite probable) 4
101. 101
Risk Management Process
Step 5 - Ranked Risks (Continued)
Review by steering committee
Apply common sense to adjust unusual risks
Score Grade
0 – 10 E
10 – 20 D
20 – 30 C
30 – 40 B
40 – 60 A
102. 102
Risk Management Process
Step 6 - Response Plans
Write response plans for each of the risks:
Name
Description
Initiation
Triggers
Symptoms
Options
Avoidance
Transference
Mitigation
Acceptance
Action plan
Secondary risks
103. 103
Risk Management Process
Step 7 - Risk Review Process
Regular review of each risk by project team
Review of risk list with steering committee
New risks can be added
Fully resolved risks can be removed
Ranking of individual risks may change
104. 104
Breakout 8: Risk Management Plan
Create a risk management plan your project
Identify key risks
Probability of occurrence?
Degree of impact?
105. Procurement
Acquire goods and services from an outside organization
Major processes:
Procurement Planning: determining what to buy
Solicitation Planning: documenting requirements and sources
Solicitation: obtaining quotations, bids, offers, or proposals
Source Selection: choosing a vendor
Contract Administration: managing the relationship
Contract Closeout: completion of the contract
106. 106
Vendor Management
Outsource anything that is not a core competency
Some projects are entirely implemented through contracts
Process:
Statement of work: clear detailed specification of what you want contractor to do
Solicitation document:
Bid or quotation for price based decisions
Procurement document for proposals
IFB: Invitation For Bid
RFP: Request For Proposal
RFQ: Request For Quotation
Set evaluation criteria:
Understanding your requirements
Full lifecycle costing
Technical capability
Financial capability
Managerial strength
107. 107
Vendor Management
Process (continued):
Distribute solicitation document:
Qualified seller lists
Bidder conferences: meeting to clarify proposal
Advertising
Merx
Select a contractor:
Concurrent negotiations with short listed vendors
Weighting system: quantify evaluation criteria
Screening system: minimal requirement threshold
Independent estimates: external cross-check of pricing
Develop contract
Implement contract change control system
108. 108
Vendor Relationships
Pay your bills
Focused on developing long term relationships
Today’s negotiation creates setting for the next negotiation
You have to live with the vendor for the life of the project
Be honest
Everything you learned in Kindergarten applies here
Most projects have multiple vendors
Some projects exist only to coordinate multiple vendors
110. 110
Project Governance
Steering
Committee
Projects exist to
realize the
aspirations of their
stakeholders
Focus
• Sharing information (“Open the kimono”)
• Education of issues (before resolving issues)
• Mutuality-of-interest problem solving
Role
• Approve/request policy
• Authorize funding
• Monitor progress and metrics
• Realize benefits
Mandate
• To govern the selection, development, & implementation of projects
• To continually improve the governance process
• To resolve institution-wide project issues
• To generate strategic change initiatives
111. 111
Leadership
Most important project manager leadership characteristics (PM Network):
Soft skills
69%
Strategic vision
19%
Technical
knowledge
6%
Industry
experience
6%
112. 112
Leadership
Typically, project managers have no one reporting to them through traditional hierarchy
Key leadership levers are:
Influence
Reporting level
Expertise
Budget control
113. 113
Enterprise Systems Maturity Model
Implementing: developing, integrating, and installing the system
Post Go-Live: managing the environment immediately after implementation
Stabilizing: improving control and management processes
Leveraging: realizing productivity and other benefits of the system
Time
SystemMaturity
Implementing
Post Go-Live
Stabilizing
Leveraging
Time
SystemMaturity
Implementing
Post Go-Live
Stabilizing
Leveraging
118. 118
Why Are Enterprise Projects Hard to Do?
Time
SystemMaturity
Implementing
Post Go-Live
Stabilizing
Leveraging
Time
SystemMaturity
Implementing
Post Go-Live
Stabilizing
Leveraging
120. 120
Transition Planning
Planning for staff transition back to original departments
Who goes where and when do they go there?
Culture shock to go back to your old process/operational job
121. 121
Project Rules (with apologies to Einstein)
If we knew what it was we were doing, it would not be called a project, would it?
The most incomprehensible thing about projects is that they are comprehensible.
Anyone who has never made a mistake on a project has never tried anything new.
Try not to deliver a successful project but rather try to deliver a valuable project.
You do not really understand a project issue unless you can explain it to your grandmother.
Sometimes one pays most for the project solutions one gets for nothing.
122. 122
Recommended Reading
Title Author Comments
Project Management Harold Kerzner Textbook
A Guide to the Project Management Body
of Knowledge
Project Management
Institute
Roadmap
The Fast Forward MBA in Project
Management
Eric Verzuh Easy read
Radical Project Management Rob Thomsett Pragamatic