PROGRAM MANAGEMENT “Minding Your P’s and Q’s!”

PROGRAM MANAGEMENT“Minding Your P’s and Q’s!” “There's never enough time to do it right the first time but there's always enough time to go back and do it again” and P’s Q’s

INTRODUCTIONWho am I? Project Management Professional (PMP) Bell Laboratories (Lucent) –SW Developer and Project Manager Areas of Expertise/Interest: Total Quality Management / Quality Information Process - Risk Management Effective Meetings and Facilitation Skills. - Jump Start Team Building Created / Led workshops in: “Effective Meetings and Communication Skills” and “Learning by Doing-Leadership and Teambuilding” at Women in Leadership’s International Conventions. “Communication and Facilitation Skills” at ProjectWorld2000 in Boston. Track Chair-“People Side of Project Management.” at LU’s Proj. Management Convention. Degreesin Mathematics and Secondary Education from University of Rhode Island. Board of Directors of Mass Bay PMI – VP of Professional Development and Director of Education since 2002. (Non-Profit / Volunteer) Independent Project Management consultant and trainer. Linda F.Desmond, PMP

INTRODUCTIONWho am I? Project Management Professional (PMP) Bell Laboratories (Lucent) –SW Developer and Project Manager Areas of Expertise/Interest: Total Quality Management / Quality Information Process - Risk Management Effective Meetings and Facilitation Skills. - Jump Start Team Building Created / Led workshops in “Effective Meetings and Communication Skills” and “Learning by Doing-Leadership and Teambuilding” at Women in Leadership’s International Conventions. “Communication and Facilitation Skills” at ProjectWorld2000 in Boston. Track Chair-“People Side of Project Management.” at LU’s Proj. Management Convention. Degrees in Mathematics and Secondary Education from University of Rhode Island. Board of Directors of Mass Bay PMI – VP of Professional Development and Director of Education since 2002. (Non-Profit / Volunteer) Independent Project Management consultant and trainer Linda F.Desmond, PMP

INTRODUCTIONToday’s Topics • Project Management-Why do it? • Minding your P’s and Q’s - Planning and Quality - Hand in Hand - Pees and Kews – Quality control - Pints and Quarts – Metrics - Pennies and Quarters – Cost control - Please and Thank Q’s – Teamwork and Communication • Summary of lessons learned • What can the project manager learn from you? and you from them? Linda F.Desmond, PMP

INTRODUCTIONProject Management-Why do it? Project Management Why do it? (It’s your choice!) Linda F.Desmond, PMP

Project Management? Why do it?Just call 1-800-DENTIST • To do or not to do – it is a strategic decision. • It is a preventative/proactive approach vs. crisis management. • Do you wait till you have a crisis/problem (Pain) or do you plan/control (Flossing, Cleaning)? Linda F.Desmond, PMP

Project Management? Why do it?It’s all about Planning….not putting out fires • The need for Project Management is becoming more evident due to: • Restructuring, • Downsizing and • Re-engineering • Out-sourcing • Being a successful project manager means practicing a consistent approach to better ensure that a project is completed: • On time, • Within budget, and • With the promised customer quality. Linda F.Desmond, PMP

Project Management? Why do it?It’s all about Planning…Project Benefits The TOP TEN Enhancements Due to Project Management* • Schedule estimation / Planning • Customer satisfaction • Alignment to Strategic Business Goals • Cost Estimating • Time and Budget to Date • Schedule Performance • Quality • Cost Performance • Team building • Communication *Source: Value of Project Management in IT Organizations, Center for Business Practices, 2002 Project Manager Linda F.Desmond, PMP

Project Management? Why do it?Some Industry Statistics Project Management? Why do it?Why Improve Communication Skills? • Due to Planning and Communication Disconnects: • 31% of all projects are cancelled before completion • 88% of all projects are over schedule, over budget or both • For Every 100 Projects Started: • Average cost overrun is 189% of original estimate • Average time overrun is 222% of original estimate (Source: CHAOS REPORT Standish Group International, Inc.-2002) Linda F.Desmond, PMP

Project Management? Why do it?Management Approaches • Strategic Management – focuses on defining a plan to achieve long range view in a proactive way. (3 - 5 Year Plans) • Operations Management – ongoing focus on maintaining day to day status quo in a proactive way. (Manufacturing) • Crisis Management – focuses on fighting fires by fixing something in a reactive way when something breaks. (10-20 minute “projects”) Linda F.Desmond, PMP

Project Management? Why do it?Management Approaches • Project Management – Changes status quo in a temporary proactive way which: • Avoids reactive crisis by managing risk • Fulfills the strategic plan on an incremental basis • Improves day to day operations  Program Management Linda F.Desmond, PMP

Today’s Topics MINDING YOUR P’s and Q’s Minding your P’s and Q’s - Planning and Quality - Hand in Hand Quality Planning Planning Quality Linda F.Desmond, PMP

IDIOM Definition #1 Ps and Qs • Advice to a child: • Learn your Ps and Qs, was common about 1820 for children learning the alphabet. (Like “Learn your abc’s” of today!) • Typesetters used blocks of type that were mirror images of the letters, so it would be easy to mix up lowercase p and q. This origin gives "mind your Ps and Qs" a connotation of careful planning and paying sharp attention to quality. P P Linda F.Desmond, PMP

PLANNING and QUALITY DEFINITION: What is Project Management? • “The application of knowledge, skills, tools and techniques to project activities to meet or exceed stakeholders needs and expectations by balancing competing demands among Scope, Time, Cost, and Quality.” Linda F.Desmond, PMP

PLANNING and QUALITY The Nature of Projects - Triple Constraint Project Management Triangle (PLANNING) is balancing the competing demands of Cost, Time, Scope and QUALITY. Co$t Time Q “If you don't attack the risks, the risks will attack you” Scope Linda F.Desmond, PMP

PLANNING and QUALITY The Nature of Projects - Triple Constraint What happens when TIME is shortened? More $$$$ are spent for the same Scope! Scope may be reduced. QUALITY may be impacted! Co$t Time Q Scope Linda F.Desmond, PMP

PLANNING and QUALITY The Nature of Projects - Triple Constraint What happens when $$$$ are short? Project may take longer May have to reduce scope to finish on time QUALITY may be impacted! Co$t Time Q Scope Linda F.Desmond, PMP

PLANNING and QUALITY The Nature of Projects-Who's whats and whens? • WHAT? Robust Project Plan – PMI emphasis (21/39) • WHEN? Up Front! • What does a Project Plan entail? • Balance of Triple Constraints + Quality • Common processes • Formalized agreements(contracts) among stakeholders • Quality Plan - so it won’t be crushed by the triple constraints…..How will quality be measured? What are the customer’s expectations? Linda F.Desmond, PMP

PLANNING and QUALITY The Nature of ProjectsWhos whats and whens? • WHO? – The project’s stakeholders • Sponsor - Ultimate responsibility for ensuring project success. Provides FINANCIAL resources. • Customers - Use the product and determine project output. • Performing Organization/Functional Managers – Control and Contribute resources to the project. • Project Team Members – Handle specific project activities. • Project Manager – Plans, schedules, and budgets activities and works with the team to carry out those activities. (INCLUDING Contracts) • WHY? Teams don’t Plan to Fail, but often Fail to Plan. Planning the single most important step you can take! Linda F.Desmond, PMP

PLANNING and QUALITY The Nature of Project - Procurement/Contracts Another planning component…. • Think of each contract as a separate project. • Each contract needs a plan, specifications, delivery date, costs, risk analysis - everything you would do for the whole project! • Plan how you will integrate each contract and deliverables into the complete project plan. • Agreements should be FORMAL – in writing! “A verbal contract isn't worth the paper it's written on.” “What is not on paper has not been said” Linda F.Desmond, PMP

Develop an initial Project Plan Create a Scope Statement Develop a Work Breakdown Structure (WBS) Develop a project network diagram (dependencies) Develop activity duration estimates Determine Critical Path Develop a Project schedule Determine Resource Requirements Estimate project costs and establish a baseline Create a Quality Management Plan Document roles, responsibilities and reporting relationships Assign Project Staff Identify project risks and triggers, perform risk analysis, and develop a risk response plan. Prepare for any procured work or product PLANNING and QUALITY PLANNING SUMMARY - CHECKLIST Linda F.Desmond, PMP

PLANNING and QUALITY Functions of the Project Manager Functions of the Project Manager/Supply Chain Manager • Planning, Scheduling and estimating • Performance, cost and trend analysis • Progress reporting • Maintaining client/consultant relations • Logistics management • Cost control • Procedure writing and administration • Interface management: identifying, documenting, scheduling, communicating, teambuilding, and monitoring personnel, organizational interfaces related to the project. • Integration of the efforts of project subsystems. PROJECT PLAN Linda F.Desmond, PMP

PLANNING and QUALITYThe Lucky Project Manager “There are no good project managers - only lucky ones.” “The more you plan the luckier you get.” REMEMBER: Linda F.Desmond, PMP

Today’s Topics MINDING YOUR P’s and Q’s Minding your P’s and Q’s - Planning and Quality - Hand in Hand - Pees and Kews – Quality control Linda F.Desmond, PMP

IDIOM Definition #2 Ps and Qs • Seventeenth-century colloquial expression for “prime quality”, P and Q, often written pee and kew. • “Bring me a bag of flour and a rasher of bacon, and make sure it is Pee and Kew.” Linda F.Desmond, PMP

Quality Planning - What is Quality?It’s what the Customer wants. Project Management Triangle (Planning) is a balance of the competing demands ofCost, Time, Scope and QUALITY. Co$t Time Q CUSTOMER (T + Q) SUPPLIER (Performing Org.) (F + $) Scope T=Time/Schedule F=Feature/Scope Q=Quality $=Cost Central Mass PMI Presentation, March 2003 Linda F.Desmond, PMP

Quality Planning Quality Management Plan THE QUALITY MANAGEMENT PLAN • Quality Roadmap. Plan Quality In – Be Proactive! • Used to define, track and measure product/process quality goals throughout the lifecycle. • You must Enroll folks in building the quality plan. Don’t be the Project Management Police! (not = PMP!) • Define Exit and Entry criteria between phases/links in the chain. • Cost of Quality– total cost of all efforts to achieve acceptable level of quality for the product or service. (Includes Scrap and Rework) • BUILD the product right – process. • BUILD the right product – product (what the customer wants). Linda F.Desmond, PMP

Quality Planning CHECKLIST- The Quality Initiative • Use a common quality policy across the project and supply chain. • Determine cost of quality trade-offs - what are your options. • Regularly conduct stakeholder analysis meetings to review quality requirements and to ensure nothing has changed. • Conduct audits to detect quality errors as work results are produced. “The bitterness of poor quality last long after the sweetness of making a date is forgotten” Linda F.Desmond, PMP

Today’s Topics MINDING YOUR P’s and Q’s Minding your P’s and Q’s - Planning and Quality - Hand in Hand - Pees and Kews – Quality control - Pints and Quarts – Metrics Linda F.Desmond, PMP

IDIOM Definition #3 Ps and Qs • In old pubs where beer and ale was served in pints and quarts, the barkeeper tracked patrons' drinking totals by marking "P" for pints and "Q" for quarts on a chalkboard. • The sailors tab was sometimes paid directly out of their pay by the ship's captain to assure the pub keeper of payment. This created the opportunity for the pub keeper to charge for a few extra pints and quarts. And in some cases the captain was in on this little deception, and shared in the extra payment. • Hence it was to the sailors best interest to keep count of the pints and quarts and To mind his own Ps and Qs. Linda F.Desmond, PMP

CONTROLLING YOUR PROJECT Control Project Quality (Improvement) • Use the data collected from Audits to improve your processes. • Use Pareto diagrams to focus corrective actions on the problems having the greatest overall effect on quality performance. • Identify ways to eliminate causes of unsatisfactory results to minimize rework. • How will the work be performed? When? How will it be measured? • Continue to monitor, measure, and adjust quality throughout the life of the project and the links of the supply chain. Linda F.Desmond, PMP

CONTROLLING YOUR PROJECT Project Quality Improvement/Metrics Monitor Measure Adjust Linda F.Desmond, PMP

Today’s Topics MINDING YOUR P’s and Q’s Minding your P’s and Q’s - Planning and Quality - Hand in Hand - Pees and Kews – Quality control - Pints and Quarts – Metrics - Pennies and Quarters – Cost control Linda F.Desmond, PMP

IDIOM Definition #4 Ps and Qs • Mind your Pennies and Quarters Linda F.Desmond, PMP

CONTROLLING YOUR PROJECT Control Project Costs/Schedule • Streamline processes to save $$$$. • Develop and implement a change control system and identify a cross-functional team to evaluate the changes. • Use performance measurement techniques to monitor, compare and analyze the actual to planned performance. • Identify corrective actions needed to bring expected future performance in line with planned performance. • Revise cost, schedule, or quality baselines to reflect changes, if necessary. Linda F.Desmond, PMP

Today’s Topics MINDING YOUR P’s and Q’s Minding your P’s and Q’s - Planning and Quality - Hand in Hand - Pees and Kews – Quality control - Pints and Quarts – Metrics - Pennies and Quarters – Cost control - Please and Thank Q’s – Teamwork and Communication Linda F.Desmond, PMP

IDIOM Definition #5 Ps and Qs • This idiom was first cited by the Oxford English Dictionary in 1779 with the meaning of: Watch your step and be polite. • It was used for children as in “Mind your P’s and Q’s” to mean: behave properly, watch your step, mind your manners, and remember to use your “Pleases and Thank Yous.” Linda F.Desmond, PMP

COMMUNICATION / TEAMWORK“Linking Your P’s and Q’s!” COMMUNICATION PLANNING QUALITY Linda F.Desmond, PMP

COMMUNICATION / TEAMWORKHow Important is Good Communication? • Miscommunication is costly – distortion up to 80%-Remember the “Telephone Talk” game? • Downsizing increases stress and impacts communication skills. (Cell Phones-24 hour coverage!) • How much time does a project manager spend communicating? So how important is communication? Linda F.Desmond, PMP

COMMUNICATION / TEAMWORK“Linking Your P’s and Q’s!” • Hold Status meetings: Regularly-scheduled forums held to exchange information concerning the state or condition of the project. • Have a Project Management Information System (PMIS) : A tool used by the project team to gather, analyze, communicate, and store project information – various views visible to the whole team / customers / stakeholders. Linda F.Desmond, PMP

COMMUNICATION / TEAMWORK Develop the Project Team • Talk with each team member to clarify goals. • Create effective communication channels. Be available • Recognize the project team’s current stage of development and be proactive in making the team as productive as possible. • Develop and implement a formal reward and recognition system tied to performance. Celebrate Milestones! • Provide appropriate training to help team members gain new or enhanced skills. Linda F.Desmond, PMP

COMMUNICATION / TEAMWORK Develop the Project Team • Hold a Kickoff Meeting! • Get team members to know one another • Establish working relationships and communication lines • Set team goals and objectives • Review project plans • Review project status • Identify problem areas • Establish individual and group responsibilities an accountabilities • Obtain individual and group commitments. Linda F.Desmond, PMP

Information Distribution (Communications) Distribute Project Information • Create and distribute project information based on a communications management plan. • Use effective communication skills to exchange information. • Use an information retrieval system to provide stakeholders access to project information. • Select the appropriate information distribution method for distributing project information. • Monitor the communications system for feedback to ensure messages are getting through as planned. Linda F.Desmond, PMP

COMMUNICATION / TEAMWORK Some days there are no “Thank Q’s!” Linda F.Desmond, PMP

Today’s Topics Summary of Lessons Learned Summary of lessons learned What can the project manager learn from you? and you from them? Linda F.Desmond, PMP

Ps and Qs Mind Your Linking Planning and Quality C M U I C A T O Linda F.Desmond, PMP

Mind Your Ps and Qs • Mind your own business • PROACTIVE not Negative! Take Control! • Plan (project and quality) • Control Triple Constraint • Communicate • Build Teams • Formalize Decisions / Agreements • Conduct a Retrospective Linda F.Desmond, PMP

Ps and Qs Mind YourPavlovian Reflex Next time you hear “Mind your P’s and Q’s” Planning  Communication Quality Linda F.Desmond, PMP

Mind Your Ps and Qs THE END Thank You! Linda F.Desmond, PMP

Linda F.Desmond, PMP

PROGRAM MANAGEMENT “Minding Your P’s and Q’s!”