Project Theory and Application

1. Project Theory and Application Presented by: Stephanie D. Hutcheson Microsoft Certified Trainer (MCT) Stephanie@arenatraining.com

2. Day One Discuss phases of Project Management Life Cycle Discuss Characteristics of the Project Manager and Team Define and Scope a Project Identify Stakeholders Deliver a Status Briefing for Your Project

3. Getting Started With Project Management

4. Reasons Projects Fail Failure to set and manage expectations Poor leadership Poor identification, documentation and tracking of requirements Poor plans and processes- Poor tools and methods Under estimating of resources Misalignment between project team and business or client Cultural or ethical misalignment Inadequate communication Lack of training or project management experience

5. Vocabulary • Project • Work that has a specified beginning and ending and that produces a unique output • Project Management: • Planning, organizing, scheduling, leading, communicating, and controlling work activities to achieve time and budget goals

6. Program or Project?

7. The Project Management Life Cycle

8. Triple Constraints of PM

9. Project Management Diamond

10. Good+Cheap=NOT Fast Good+Fast=NOT Cheap Cheap+Fast=NOT Good

11. Initiating a Project

12. Scope Definition Process Identify Project Requirements Define Project Objectives Create Scope Statement Obtain Sign-Off

13. Elements of a Statement of Work (SOW): • Stakeholder Responsibility Matrix • Project purpose • Project objectives • Project scope • Sign-off and review hierarchy • Communications and reporting plan

14. Project Purpose Purpose Statement • Problem Statement • What problem does the project solve? • Mission Statement • What approach will be taken, for whom, and by when?

15. Project Goals and Objectives • The target your project needs to hit • What you intend to do to achieve project purpose • Results you intend to produce • Acceptable performance levels

16. S Specific M Measurable A Achievable R Relevant T Timely

17. Vocabulary • Scope Creep: • Additional work that can keep you from achieving your time, cost, and quality goals

18. :People with a business interest in your project Stakeholders Sponsor Customers Functional Managers Project Manager Project Team Members

19. Initiation Phase

20. Schedule Development

21. Scope Definition and Verification

22. Decomposition of a Project Identify Major Deliverables Determine Cost and Duration Decompose Major Deliverables Clarify ClarifyClarify!!

23. Vocabulary Moment Work Breakdown Structure (WBS): Chart breakdown of milestones and tasks that must be accomplished in a project WorkPackages: Detailed tasks, used in assigning, estimating, scheduling, and controlling project work

24. Work Breakdown Structure (Tree Format) 2.0 First Draft 2.1 Create Recipes 2.1.1 Write up recipes using US metrics 2.1.2 Test recipes for accuracy and taste 2.1.3 Revise recipes 2.2 Write Anecdote Text 2.2.1 Collect anecdotes (10 per chapter) 2.2.2 Write up anecdotes (no more than 6 lines each) 2.2.3 Incorporate Tosca’s revisions

25. Finish-to-Start Finish-to-Finish Start-to-Start Start-to-Finish Preceding activity must finish before successor activity can start Preceding activity must finish before successor activity can finish Preceding activity must start before successor activity can start Preceding activity must start before successor activity can finish Dependency Relationships

26. LAG AND LEAD Lead Time Accelerated Start Negative Value Lag Time • Delayed Start • Positive Value

27. Critical Path • Critical Path: • Network path with the longest total duration • Forward Pass: • Calculating early start and finish times for project work • Backwards Pass: • Calculating late start and finish times for project work • Float: • Extra time available to do a task

28. Network Logic Diagram: Scheduling tool that displays interrelationships among project work packages

29. How To Schedule Task Time: Amount of labor or resource time needed to complete activities in a task Duration of Effort: Total time needed to complete a task, including waiting times

30. Estimating Time Some tips for estimating time: • Ask team members to use the same units of time • Break work packages into sub-tasks • For similar tasks, work out a standard estimate and apply uniformly • Seek confirmation of time estimates from experienced people or previous projects

31. PERT Calculation Most Likely Estimate: 10 hours Best case: 6 hours. Worst case: 26 hours PERT Estimate (6 + 4(10) + 26)/6 72/6 12 hours (O + ML+ML+ML+ML+P)/6

32. Project Management Tasks • Planning Tasks • Monitoring and Tracking Tasks • Build Plan • Enter Actuals • Set Start Date • Track Variance • Enter Tasks • Adjust the Schedule • Assign Resources • Print Reports • Fine Tune Plan • Communicate Results • Set Baseline

33. Project Tracking and Control Earned Value Analysis: • A method for monitoring progress which simultaneously measures both time and cost performance

34. Schedule VariationsWhat to do?? Crashing Fast-Tracking Assigning Overtime Implementing Shortcuts

35. Reporting Plan A reporting plan outlines: • When to report • Which stakeholders should receive each report • What to include in each report • Where archival copies of reports can be found

36. Close-Out Phase of the Project Management Life Cycle

37. Close Out Were the steps properly followed? Do all interested parties believe the solution/plan works? How will you monitor ongoing progress?

38. The Project Management Life Cycle

39. Project Management Resources Microsoft Project User Group (MPUG)www.mpug.com Microsoft users groupMicrosoft.com Project Management Institutewww.PMI.org

40. Project Management Fundamentals Presented by: Arena Computer Software and Management Training Instructor: Stephanie Hutcheson stephanie@arenatraining.com

42. HYPERLINKS TRUE COLOR MEANING PMI Johns Hopkins Mission Statement