Closing the Project PM x470

1. Closing the ProjectPM x470 UC Berkeley Extension, Business and Management Weeks 5 - May 21, 2011 Jennifer Russell 415.385.1749 jr@mastodonconsulting.com Ray Ju 415.845.8880 rayju@sbcglobal.net

2. Think Team Closing Processes • Inputs • Project Management Plan • Accepted Deliverables • Organizational Process Assets • Outputs • Final product, service or result transition • Organizational process assets updates

3. Bank Network Migration Deliverables Think Team

4. Think Team Administrative Closure • Documenting project results for acceptance by the sponsor/customer • Project records collected to ensure adherence to final specification/metrics • Analysis of project success, effectiveness and lessons learned • Archiving of info for future use • Ideally completed for each project phase

5. Think Team Contract Closure • Completion and settlement of the contract, including resolution of any open items • Punch List items • Holdback penalties % • Performance incentives • Customer reference

6. Think Team Lessons Learned • Two sessions • Internal with your core team members first • External to include your customer • Have a Facilitator so PM can participate • Conduct in open and safe environment • What worked well and should continue • What can be improved upon • Document with Actions and Next Steps

7. Think Team Transition to Operations • Complete documentation package • As Builts • Warranties • Contacts and Escalation lists • Training of Operational / Helpdesk staff • Handoff not “thrown over the fence” • Budgeted for Total Cost of Ownership • Ongoing years for license upgrades • Hardware life expectancy

8. Think Team Adjourning “5th Stage” • Team recognition • Celebrate (build into budget) • Executive Sponsorship • PM contributes to individual’s review • Communicate throughout organization • Assignment to new project • Mentoring and coaching resources

9. The Last Words Product Oriented Practices / Deliverables • SDLC – Waterfall, Agile, RUP • IT Infrastructure Library • Biotech • Construction • Others Think Team

10. Think Team Project Organizational Context Doing the Right Work Knowing What is Best • Alignment of projects with strategic business objectives • Prioritization • Org. Capacity planning G O V E R N A N C E IT Infrastructure Library Doing the Work Right ProjectLifecycle • PMBOK Guide • Product delivery best practices

11. Think Team Organization’s Culture • Collaboration – “Organization will do whatever it takes to please its customer.” • Control – “Organization will be the most efficient, lowest cost provider to the industry.” • Competence – “Organization will produce the highest quality solution to the marketplace.” • Cultivation – “Organization will be a constant source of personal satisfaction to its customers and its employees.”

12. Think Team Theory of Conscious Alignment • Strategy • “Knowing what • is best.” • Implementation • Successful conversion • of strategy into • operations • Operations • “Being the best at • what we do.” Identifies the processes, skills, and techniques that explicitly align the work efforts of the organization (project work) with the organization’s business strategies. (Stanford University, IPS)

13. Think Team Theory of Conscious Alignment Roadmap • Identify a core business culture, balanced by the remaining three business culture • Align the business strategies of the organization with identified cultural outline • Align project work in the organization with the prioritized business strategies of the organization • Explicitly adjust day-to-day operations to support the output projects, in alignment with expected organizational behavior

14. Think Team Implementation • Translates strategy into tangible terms • Aligns work of the organization with business strategies • Aligns right resources with the prioritized work • Aligns work of the organization with emergent change • Aligns interdependencies of various work efforts • Aligns performance indicators with the priorities of the organization

15. Think Team Integrated Project System(Stanford - Advanced PM Certification)

16. Think Team Project Management Maturity Models Level 1 Common Language Level 2 Common Processes Level 3 Singular Methodology Level 4 Benchmarking Level 5 Continuous Improvement Harold Kerzner Level 1 Initial Level 2 Repeatable Level 3 Defined Level 4 Managed Level 5 Optimizing SEI, CMM Level 1 Standardize Level 2 Measure Level 3 Control Level 4 Continuously Improve OPM3, PMI

17. Scientific Approach to Solving Problems The Team Handbook 3rd Edition, Oriel Inc., 2003 http://www.orielinc.com/prod.tth3.cfm

18. Think Team Scientific Approach • Systematic way of solving problems and improve processes • Decisions based on data (not hunches) • Root cause analysis • Lasting solution (not quick fixes) • Collection and use of objective data to guide analysis/thinking

19. Think Team Scientific Tools • Collecting Data • Mapping Processes • Problem Solving / Process Improvement

20. Data Collection Tools Think Team

21. Think Team Problem Solving & Process Improvement Methods Six Sigma • Define • Measure • Analyze • Improve • Control Seven Step • Project • Current Situation • Cause Analysis • Solutions • Results • Standardization • Future Plans • Others • Lean Thinking • TQM • Deming Cycle

22. Process Map Tools Think Team

23. Think Team Top-Down Process Map Plan the Communication Organize the Communication Write the Communication 1.1 Determine the aims of the communication 1.2 Identify the audience and their perspectives 1.3 Identify communication ownerships 1.4 Decide work schedule 2.1 Identify main themes/sections 2.2 Decide order of topics 2.3 Collect info 3.1 Write communication 3.2 Edit for flow, clarity 3.3 Add charts/graphs 3.4 Review and complete draft and correct

24. Failure Mode Effects Analysis Think Team

25. Data Relationships Tools Think Team

26. Think Team Control Chart UPPER SPECIFICATION LIMIT UPPER CONTROL LIMIT s +3 _ CENTER LINE OF PROCESS X s -3 LOWER CONTROL LIMIT LOWER SPECIFICATION LIMIT

27. Think Team Frequency Plot : The Bell-Shaped Curve 99.73 % 95 % 68 % RANGE AREA _ _ + s x 68 % 1 _ _ + 95 % s 2 x _ _ + 99.73 % s 3 x _ -3 -2 -1 +1 +2 +3 s s s s s s x

28. Normal Distribution Attributes s) Think Team

29. Think Team Ishikawa Diagram CAUSE EFFECT MACHINE METHOD MATERIAL PROBLEM TESTING PEOPLE LOCATION

30. Think Team Ishikawa Diagram (With “Bones” Inserted) MACHINE SPEED TOO SLOW WORN CUTTER SPEED TOO FAST EXCESSIVE GEAR WEAR LOOSE FITTINGS PROBLEM

31. Think Team Scatter Diagram TEST SCORES, % YEARS OF EXPERIENCE

32. Think Team Scatter Plot Correlation NO CORRELATION CURVILINEAR CORRELATION NEGATIVE CORRELATION POSITIVE CORRELATION

33. Think Team PMI Credentials • Project Management Professional: PMP • Certified Associate in Project Management: CAPM • Scheduling Professional: PMI-SP • Risk Management Professional: PMI-RMP • Program Management Professional: PgMP • Agile Certified Practitioner: PMI-ACP

34. Think Team PMP Eligibility Requirements

35. Think Team Leading and Directing Project Tasks Leading and directing project tasks as identified in the Project Management Professional Examination Specification. You should have experience in all five process groups across all your project management experience submitted on the application. However, on a single project, you do not need to have experience in all five process groups.

36. Think Team Education Requirements • PMI Registered Education Providers • PMI Component organizations • Employer/company sponsored-programs • Training companies or consultants • Distance-learning companies • University/college academic and continuing education programs

37. Think Team Exam Policies & Procedures • Number of scored questions: 175 • Number of Pretest unscored: 25 • Total Examination Questions: 200 • Allotted Examination Time: 4 hours • Passing rate required 61%: 107

38. Think Team Exam Policies & Procedures

39. Think Team Submitting Application • Online process takes more than one day • Documented work experience • References from your previous job • Can’t fake it in case of auditing

40. Think Team Career Guidelines • Tryout several jobs: assess what you like /don’t like about each job • Money: know your position about it and be comfortable with your choice • Job fit signals • People : do you enjoy working with your colleague , do you have shared sensibilities • Opportunity : growing and learning opportunity in the job, it should feel like a stretch in the beginning • Options : will the job help you when you leave • working for a certain companies can give you credentials • small companies offer a more diversified experience that you cannot get with big ones • Ownership : person or people who you are taking/doing your job for • Work content : you love the work though there are bad days; “skipping your way to work”

41. Think Team Hiring Considerations • Test / Screen • Integrity • Intelligence • Maturity • 4 - Es and 1 - P • Positive Energy • Go! Go! Go! Attitude • Zest for life • Ability to Engage others • Edge • Make decisions • Make the hard call • Execute • Passion

42. Think Team Work Life Balance • Understand your boss’ priorities • Most managers considers Work Life balance is your problem to solve • If you have very good performance, there is higher likelihood that your Work Life balance request will be accommodated • Work Life balance request is usually a one-on-one negotiation

43. Think Team Work Life Balance • Appreciate the corporate culture • You can be considered uncommitted to the company’s goal • Consider your priority and values • Work Life balance is about choices and tradeoffs and being at peace with the consequences of your choice

44. We’ve Only Just Begun Use project management with a bit of logic in your head, take actions with your hands, and feel it with your heart…