FIA Project Management Training

FIA Project Management Training September 15, 2010

Agenda • Introductions • Our Understanding • Why PM BREAK • PM phases • Initiate Phase • Plan Phase • Execute Phase LUNCH • Black-Out Bingo • PM phases, Continued • Monitor and Control • Close Phase BREAK • Interactive exercise • Training opportunities (AgLearn) • Questions • Close

Introductions • Please introduce yourself • Name • Location • Band • First Car

Our Understanding – FIA Units and Bands • FIA Units • Northern • Southern • Pacific NW (Responsible for PSW states) • RMRS • Bands • Analysis • Data Acquisition • Information Management • Techniques Research

Why Project Management? • What is Project Management? • Application of knowledge, skills, tools, and techniques to project activities to meet the project requirements • Accomplish through application and integration of the 5 Process Groups: Initiate, Plan, Execute, Monitor and Control, Close (Project Management Body of Knowledge) • Project requirements include • Achieve project objectives • Effective use of labor and non-labor resources • Appropriate allocation and management of budget

EXECUTIVE MANDATE ASC HRM XPMO Operating Framework Executive Leadership INFORMATION DECISIONS Executive Program Management Office IDEA • Portfolio Management • Support • Monitor & Control • Assess • Executive Reporting • Facilitate Investment Decisions • Program Management • Project Management • Monitor & Control • Lead • Advisory Portfolio Management Process Program/Project Managers • Monitoring & Control • Project Performance • Risk/Issue Management • Change Management • Resource Allocation • Status Reporting • Project Lifecycle • Project Opportunity • Project Planning • Project Execution • Project Operate & • Close Project Management Process Budget & Funding PMP & Level of Effort Business Case Project Charter Resource Allocation Status Reporting

Initiate Phase • First phase in the XPMO Project Management Process • Business Owner documents business need, gains approval to proceed • Capture high level project details • Project Management deliverables produced during the Initiate Phase include • Business Case • Project Charter • Initiate Phase Stage Gate Review

Initiate Phase – Business Case Contribution To Project • Summarize new initiative • Potential scope • Office of primary responsibility • Risks • Benefits • Dependencies • Financial information • Secure funding • Receive approval for new initiative Risks If Not Completed • Lack of clarity • Customer vs. Stakeholder vs. Interested Party • Maintain focus • Power to facilitate change • Project goals • Context within current environment • Unable to prioritize portfolio • Disorganized resources • Unreliable/nonexistent funding • Lack of Go/No Go consensus

Initiate Phase – Project Charter Contribution To Project • Document purpose and scope of approved project • More detail than Business Case • Not a replacement for Project Management Plan • Fine-tune project info • Description • Approach • Start/End dates • Schedule reliability • Schedule validity Risks If Not Completed • Undefined scope • Power struggle between offices • Customer vs. Stakeholder vs. Interested Party • Authority to implement change • Roles and responsibilities at project level • Schedule slip • Reaccomplish data • Additional funding required

Transition Between Phases – Stage Gate Review Contribution To Project • Validate that deliverables have been completed and approved for each phase • Establish continuity for following phases • Confirm readiness to proceed with next phase of project Risks If Not Completed • Missing/Incomplete deliverables • No forward movement • Compromised project schedule

Plan Phase • Second phase in the XPMO Project Management Process • Identify, develop, and execute actions in line with accomplishing project milestones • Identify and retain project resources • Develop project budget • Finalize project schedule • Project Management deliverables produced during the Plan Phase include • Project Roles & Responsibilities • Project Resources Register • Project Cost Summary • Project Management Plan • Project Schedule • Plan Phase Stage Gate Review

Plan Phase – Project Roles and Responsibilities Contribution To Project • Identify type and number of resources required • Subject Matter Experts (SMEs) • Complete list of functional areas involved • Protect resources • Dedicate required personnel • Document specific skills mix required • Executive level buy-in Risks If Not Completed • Lack of required resources • Dedicated personnel • Absence of specialized skills • Compromised project schedule • Source alternate SMEs • Re-evaluate portions of original approach • Reconvene Executive Leadership Team • Explain shortfalls • Obtain approval on revised approach

Plan Phase – Project Resources Register Contribution To Project • Identify labor cost associated with each resource • Identify non-labor cost associated with each resource • Executive level buy-in Risks If Not Completed • Compromised project schedule • Funding availability issues • Re-evaluate portions of original approach • Reconvene Executive Leadership Team • Explain shortfalls • Obtain approval on revised approach

Plan Phase – Project Cost Summary Contribution To Project • Draft project budget • Comprehensive list of potential labor and non-labor costs • Verify all cost types taken into consideration • Reconcile project cost and project budget Risks If Not Completed • Inaccurate or nonexistent funding forecast • Unstable funding • Inability to complete portions of project due to funding gaps • Increased total cost due to stop and start

Plan Phase – Project Management Plan Contribution To Project • Establish roles and responsibilities for specific components of schedule • Master document for project execution • Defined way ahead • Integrate components of execution • Identify relevant stakeholders and required involvement Risks If Not Completed • Confusion over responsibility for deliverables • Lack of top-level documentation of synthesized approach

Plan Phase – Project Schedule Contribution To Project • Master layout of integration of tasks and resources • Organized, consolidated approach • Clear-cut expectations for resource availability • Identify duration for each step needed to achieve project goal • Task dependencies • Insight into impact of Issues and/or Risks Risks If Not Completed • Lack of synthesized approach • Due dates for deliverables • When to engage resources • Role confusion • Who is responsible for action • Which actions directly impact milestones

Execute Phase • Third phase in the XPMO Project Management Process • Project work is executed utilizing the tasks and activities outlined in the Project Schedule • Execute Phase Stage Gate Review is the only Project Management deliverable produced during the Execute Phase • Utilize Monitor and Control deliverables throughout project life cycle • Practice Project Management soft skills to maintain control of project • Maintain open communication and document discussions • Regular updates

Instructions for Project Management Blackout Bingo Open the envelope given to you at the beginning of the exercise and read the note inside. Write your name on the bingo square that correlates to your question and answer. This is your “free” space. Obtain the other answers by visiting other people. Write their answers in the appropriate squares. When all squares are covered, yell “Bingo”!

Project Management Blackout Bingo

Monitor and Control • Occurs throughout project life cycle • Used to actively manage and communicate progress • Project Management deliverables produced during Monitor and Control include • Status Reporting • Project Change Request Management • Risk and Issue Management • Cost Management • Project Deliverables

Monitor and Control – Status Reporting Contribution To Project • Ensure Executive Leadership visibility into portfolio of projects • Document actions within assigned roles and responsibilities • Provide ongoing opportunity for corrective action • Prevent Issue from becoming Risk • Ensure alignment with top-level initiatives Risks If Not Completed • Risk losing top-level buy-in • Role confusion • Lack of foresight into issues and risks • Lack of consensus over organization’s priorities

Monitor and Control – Project Change Request Mgmt Contribution To Project • Standardize process for creating, submitting, and approving constructive changes to project • Budget • Schedule • Scope • Resources • Document Change • Nature of change • Justification • Risk of not implementing change Risks If Not Completed • Lack of formalized approach • Duplication of effort • Confusion over authority to approve change • Missed opportunity to realign resources • Reassign nonessential SMEs • Find alternate use for excess funds • Scope Creep • Increased potential for miscommunication • Cause, effect, and office responsible for change • Scope of risk assessment

Monitor and Control – Risk and Issue Management Contribution To Project • Identify, track, and manage all issues, risks, and change requests • Severity • Probability • Impact to project • Mitigation strategies Risks If Not Completed • Issues escalate to Risks • Lack of insight into project obstacles • Missed opportunities to mitigate or resolve issues

Monitor and Control – Cost Management Contribution To Project • Document and manage labor and non-labor costs throughout project life cycle • Monitor overall cost performance • Anticipate funding shortfall or surplus with insight gained from burn rate • Allows earlier communication of changes in funding needs Risks If Not Completed • Lack of foresight into rate at which funds are consumed • No government oversight of contractor use of funds • Inability to proactively manage funding issues

Monitor and Control – Project Deliverables Review Contribution To Project • Outline steps to review, approve, signoff, and store project deliverables • Ensure alignment with approved project schedule • Foresight into necessary next steps Risks If Not Completed • Lack of organized approach to distributing, completing, and approving project deliverables • Disrupt approved project schedule • Reactive project management

Close Phase • Fourth and final phase in the XPMO Project Management Process • Business Owner and Project Stakeholders formally acknowledge closure of project • Business Owner assumes responsibility for newly established process and/or system • Conduct administrative closeout activities • Resources return to regular duties and/or uses • Project Management deliverables produced during the Close Phase include • Project Lessons Learned • Close Phase Stage Gate Review

Close Phase – Project Lessons Learned Contribution To Project • Ongoing documentation • Observe and record obstacles to success • Identify potential solutions to improve process • Annotate successful actions for use in future projects • Outline process for completing, approving, and distributing lessons learned throughout project life cycle Risks If Not Completed • Repetition of mistakes • Missed opportunities for improving processes • Misuse of dedicated resources • Other project managers are unable to learn from or adopt successful actions

Exercise: New Field House Floor Plan Objective: The Customer, FIA SRS, wants to build a new Field House Project Team Breakdown • An SRS supervisor will manage the team • The Define/Analyze team • The Build/Deploy team The project has four phases, along with Monitor and Control tasks • Initiate • Plan • Execute • Close There are six deliverables

Exercise: New Field House Floor Plan Lessons Learned • Which tool helped everyone on the team understand the objective and expected outcome? • How did the project manager help the team understand and remember their assigned tasks? • What happened when the Business Owner (Customer) denied approving the objectives of the project? • Did you complete the project on time? Why/Why Not?

Team 1 Templates

Project Management Training Opportunities

XPMO POCs Teresa Rodriguez • eMail: trodriguez@fs.fed.us • Phone: 505-563-9446 Armando De Hoyos • eMail: adehoyos@fs.fed.us • Phone: 505-563-9510 Samantha Weinhold • eMail: sweinhold@fs.fed.us • Phone: 505-563-9520 Kelly Tillman (SCEP) • eMail: ktillman02@fs.fed.us • Phone: 505-563-9095

Q&A

FIA Project Management Training