Project Planning and Management

1. Project Planning and Management

2. PMI Knowledge Areas • Project Management Institute (PMI) • Project Management Professional (PMP) • PMBOK: Project Management Body of Knowledge • Five (5) Processes • Nine (9) Knowledge Areas

3. PMI Nine Knowledge Areas • The nine knowledge areas are, Project: • Integration Management • Scope Management • Time Management • Cost Management • Quality Management • Human Resource Management • Communications Management • Risk Management • Procurement Management

4. PMI – Five Process Areas • The five process areas are: • Initiating • Planning • Executing • Controlling and Monitoring • Closing

5. PROJECT MANAGEMENT • Course Introduction • Initiate the Project • Planning • Define and Organize the Project • Track and Manage the Project • Close Out the Project

6. PROJECT MANAGEMENT • What is Project Management? • Key of Project Management is: • Provide Common project goals • Keep people involved • Confirm Assumptions • Clarify Roles

7. Challenges • Unclear Objectives • Unrealistic schedule • Over/under committed resources • Unclear or changing priorities • Poor Communications • Unclear Organizational relationships

8. PROJECT MANAGEMENT Why is PM important?

9. PROJECT • Objective • Project Sponsor • Project Manager • Group Work

10. Different Terminology • Project Manager • Program Manager • Delivery Manager • Project Management • Program Management • Portfolio Management

11. Track and Manage the Project • Manage the project plan • Manage issues, changes, and risks • Manage the communication process

12. Scope, Schedule and Cost • Need to define Scope, Schedule and Cost • Need to define Quality Control, i.e. completing a project within Scope, Schedule and Cost may not always equate to a successful project • Software alone does not manage projects

13. Project Governance • Steering Committees vs. Working Committees • Project Sponsor • Escalation process • Project gating

14. Risk and Issue Management • Risk vs. Issue Management • Identification of risks • Scoring / rating of risks • Risk mitigation plans • Escalation of unresolved issues

15. Communications Strategy • Key elements • Schedule of information release • Mode of communication • Frequency of communication • Duplication of message • Noise

16. Close Out the Project • Complete transition activities • Conduct project close-out reviews • Complete administrative close-out

17. Definition of Success • Project Charter must answer three key questions: • Who gets to judge success? • What does success look like? • When are we done?

18. SOME OF THE PM RESPONSIBILITIES • Defining the project management process. • Prepare and obtain project management approval of the project plan • Assume that all team members understand and accept their responsibilities. • Assure timely adaptive action is taken • Negotiate • Establish priorities • Provide periodic status reports and information (gather)

19. GOOD PROJECT MANAGER • Totally problem oriented, sees the “big picture’ • Good motivator and team leader • Familiar with company practices and processes • Goal oriented • Willing to challenge internal/external obstacles • Has an understanding of the technology involved in the project • Is committed to the project’s success

20. PROJECT MANAGEMENT • INITIATION: • Project Proposal • Research/ Validate • PLANNING: • 10-15% • Scheduling • PM process: • From start to end • Supports other parts and organizations. • Cycle of Validation: • Continuous and constant process- Should not be skipped.

21. INITIATE- (overview) • Review the project proposal • Identify the project: • E.g. Extreme project • Project Description Document • Project Proposal vs. PDD • Validate proposed objectives • Assumptions • Risks • Issues • Document Log- Log Issue • Prepare the project charter

22. INITIATE • COMPLETE PROJECT PROPOSAL Sample; • Business Case • Market Requirements • Financial Analysis • Success Criteria • High Level Scope and Requirements • High Level Schedule • High level Resources • Risks • Alternatives • Recommendation

23. INITIATE • Test Project Information • Best Practices: • All right components of information • Validity/ Current Relevance • Validate with Sponsor • Update assumptions, issues and risk • Validate Proposed Objectives

24. DEFINE AND ORGANIZE THE PROJECT • Establish the project organization • Define project parameters • Integrate project scope (if part of a program) • Define the project infrastructure

25. DEFINE AND ORGANIZE THE PROJECT • Establish the project organization • Start a Project Notebook • Identify Project Sponsor- • Do we need one? • Multiple Sponsors • Appoint the Project Manager

26. Project Team: • Core Team • Extended Team • Selecting Members • Define Roles • TEAM ROSTER

27. TEAM ROSTER

28. DEFINE AND ORGANIZE THE PROJECT • Define project parameters • Project Definition Document PDD • Project Objective Statement • Success Criteria • Flexibility Matrix • IS/IS NOT LIST Major deliverables Scope/Final Deliverable Major deliverable #1 Major deliverable #2 Major deliverable #3 Major deliverable #4

29. IS/IS NOT • Example: POS: Implement an integrated employee systems database by 12/31/20XX for $5M Deliverables: Hardware, Software, Training, Documentation • Tangible deliverables • Manage Expectations

30. DEFINE AND ORGANIZE THE PROJECT • Identify Customers and Suppliers • Identify Customers and Suppliers Requirements • Interview • Scope Creep • Obtain Approval to Proceed

31. DEFINE AND ORGANIZE THE PROJECT • INTEGRATE PROJECT SCOPE • Integrate project scope into program parameters • DEFINE PROJECT INFRASTRUCTURE • Rigor • DEFINE PROJECT PROCESSES AND PROCEDURES • Research information • Central location of work • Review Information

32. DEFINE AND ORGANIZE THE PROJECT • ESTABLISH PHYSICAL AND AUTOMATED RESOURCES • Project Office Best Practices TEAM LOGISTICS Physical Needs Automated Needs -Facilities -Hardware -Office equipment -Software -Communications -Intranet -Equipment and infrastructure -Networks -Furniture -Web-site

33. DEFINE AND ORGANIZE THE PROJECT • TIPS: • It is ok to ask for help if need it. • Request support, look for what’s available. • Clarify Scope and project parameters • Get them right, so ask 10 times if necessary • Create a well detail PDD, and not a quick lousy one. • It will save you lots of time. • RE-RE-RE Definition of POS- PROJECT OBJECTIVE STATEMENT.

34. 5 MIN BREAK- • GROUP PROJECT

35. Project Charter • Serves as a tool in Project Initiation • Communication tool • Allows everyone to understand their roles in the project • Acts a strong governance tool • *It is a living document – modified as the project is elaborated

36. Project Charter • Three (3) key sections • Overview / Background Section • Governance / Authority Section • Approach Section

37. Project Charter • Overview / Background Section • Executive Summary (for the senior executives) • Definition of business need • Project Objectives • Measures of success (*Quantifiable) • Assumptions (tested for accuracy) • Constraints (e.g. budget, resources, schedule, etc.)

38. Project Charter • Governance / Authority Section • Organization structure • Identifying sponsor(s) • Identifying Steering Committee members • Roles / responsibilities and assigning people to them • Terms of reference (mandates) for any committees involved in the project (e.g. defining up front: why are the people there) • Project approval processes

39. Project Charter • Approach Section • Scope statement (in-scope, out-of-scope) • Work Breakdown Structure (WBS) of the tasks (typically completed AFTER the project charter is in place) • High level schedule • Timeline • Milestones / deliverables • Budget (capital vs. operating) • Risk Management Approach (matrix) – ongoing and actively managed sections of the Project Charter

40. Project Charter • High level mapping (not an exact flow, but a reasonable prism to view the steps through) • Business Need • Project Objectives • Project Scope • WBS

41. The project from heaven or hell • What went well? • What went wrong? • What are your most vivid memories • Was there a Post Implementation Review (PIR) performed? Why / Why not?

42. PLAN DE PROJECT

43. PLAN THE PROJECT • Develop the work breakdown structure • Develop the preliminary schedule • Integrate the project schedule (if part of a program) • Refine estimates and finalize resource commitments • Optimize the project plan • Develop risk management plans • Transition from planning to managing

44. PLAN THE PROJECT • Is it always necessary to Plan? • Concurrent Planning • Benefits and Risks • Work Break Down Structure – WBS: • Major components • Top Down vs Bottom-up process • 100% Rule

45. Work Breakdown Structure (WBS) • Descending levels reflect more details • Develop to the level that it will be controlled (e.g. week long vs. 1-day packages of work) • Ask yourself: • Is the element necessary? • Is it clearly and completely defined? • Can it be scheduled? • Can it be defined? • Can it be assigned to a person, department that will accept responsibility for doing it?

46. RACI Chart

47. PLAN THE PROJECT • Consider often forgotten tasks: • Planning the project • Approval cycles • Key project meetings • Management /customer interface • QUALITY INSPECTIONS /FIXING DETAILS • TRAINING • Project management • TEST PLANNING, DEVELOPMENT AND EXECUTION

48. PLAN THE PROJECT • Assure that tasks are Coded

49. PLAN THE PROJECT • Assign Ownership • Multiple owners = 0 owners • Owner Responsibilities • Plan, Manage, identify, estimate, point of contact, completion. • Select Owner: • Capabilities, accuracy, creativity, past experience, career goals • Conflicts, work style.

50. Project Management Office (PMO) • Role of the PMO? • Weather station • Project delivery • Repository of information • Development and monitoring of standards • What is the PMO accountable for and to who?