MODULE TWO PROJECT MANAGEMENT BACKGROUND & COMMUNICATION

Transcription

1 Syed Quadri, PMP Region 5 RPM MODULE TWO PROJECT MANAGEMENT BACKGROUND & COMMUNICATION 0

2 Project Management Background Topics to be covered: Benefits of using PM tools PMI and PMBOK Strategic Project Management Communicating Effectively 1

3 Typical Problems with Superfund Projects Unclear requirements or ARARs Ambiguous and unclear project goals & stakeholder expectations Unknown influences impacting cost and time due to the nature of our projects Regional and Headquarters goals/priorities not clearly understood Scope Creep Lack of ownership by team 2

4 Typical Problems With Projects (Continued) Poor project planning at the beginning Lack of regular re-planning during implementation Delayed projects without any recovery plans Ambiguity on the steps required to accelerate the delayed projects Lack of info on major milestones/due dates Not knowing the critical path of the project 3

5 More Problems With Superfund Projects Lack of project risk assessment & monitoring Project schedule based on guesswork Lack of availability of Project Management tools Conflicting and shifting priorities and requirements Lack of good communication plan Minimal stakeholder support 4

6 Project Management Identify Project Objectives & Needs Application of tools, skills, knowledge & techniques Balancing competing demands of triple constraints Understand your drivers A project life cycle has four distinct phases: Initiating or Conceptualization Planning Execution Monitoring/Controlling & Closing 5

7 Five Process Groups Initiating Closing Monitoring and Controlling Planning Executing 6 6

8 9 Knowledge Areas Centers of Expertise 7

9 Project Management Steps Plan the Work and Then Work the Plan Measure the Accomplishments Against the Plan 8

10 Project Management Process Clearly define the project objective. (Scope) Divide and subdivide the project (WBS) Define the specific activities that need to be performed (Activity Definition) Graphically portray the activities in a network diagram (Activity Sequencing) Make a time estimate (Create Schedule) Make a cost estimate (Prepare Budget) Calculate a project schedule and budget (Create a Baseline) 9

11 Project Management Planning, executing and monitoring are three critical skills for a project manager Plan your work then work your plan Establish clear & achievable objectives SMART Goals Outcome based rather than activity based Balancing the triple competing demands Adapting specs/plans/approach to stakeholder requirements 10

12 Project Management: Operational Vs Strategic What is Operational Project Management? What is Strategic Project Management? Is there a Distinction between the two? What difference does it make? 11

13 Traditional Project Management Paradigm With Good Stakeholder Communication More Constraints: Risk & Resources 12

14 Strategic Project Management Projects are initiated to achieve a critical business result Change of Role of PM from Coordinator to: Leader/Mentor, responsible for Value Strategic to develop a Project Strategy Champion to implement a project idea Project Mgmt. is integrative Strategic/Operational/Human/Managerial/ Technical Must Integrate all Parts Project Management is a Mindset Manage Variation, Expect Variation 13

15 Traditional vs. Strategic Management Traditional PM Strategic PM Focus Effectiveness & Business Results Efficiency Perspective Operational Strategic, Operational Mgr s Role Get the job done/in time Business budget, specs Result/Winning in the Marketplace Planning Budget, Schedule ABS & Business Results Activities Human Side Team, conflict Resolution Leadership/vision/spirit 14

16 Strategic Project Management Narrow the scope of organizational strategy for the Project-Develop Project Strategy Remember that Strategy is about Winning (the way to success) Creating overall purpose 15

17 Communication Understand personality types. Avoid Communication Traps Choose the right communication method. Interactive Communication (Meetings, phone) Push Communication (letters, press release) Pull Communication (intranet, e-learning) Learn meeting management skills. Agenda Facilitation Tips Presentation Skills Keep team members informed and included! 16

18 Communicating Effectively What is the most important skill for a project manager? What is percentage of time a typical project manager spends in communication? Lets understand the complexity of communication How many communication channels are there when you have 4 stakeholders? How many communication channels are there when you have 10 stakeholders? 17

19 Communication Management Includes Five Processes, which overlap each other and the nine knowledge areas in Project Management: Identify Stakeholders Plan Communications Distribute Information Management Stakeholder Expectations Report Performance 18

20 Communication Don t just hear and be heard understand and be understood. timely and appropriate collection and distribution of information ask the right questions and actively listen diffuse emotions and use specific examples & facts Bond that holds the team together. Builds trust and cooperation among diverse stakeholders. Prerequisite for leadership & problem solving. Good communication can never be an overkill! 19

21 Power High Stakeholders - Power/Interest Grid Keep Satisfied Manage Closely Media Senators, Mayors Monitor Minimum Effort Community Keep Informed General Public, Community Low Interest High 20

22 Communication Plan for communication with team & stakeholders. Identifying key stakeholders (internal and external) Project Management Plan Community Involvement Plan Risk communication Working with the media Identify & craft key messages. Get buy in by getting input. Manage your management. Use PM tools to assist with communication. 21

23 Wrap-Up Building and leading your team effectively are keys to successful project management. Communicating effectively is the key to building and leading your team effectively. Taking the time to get input and keeping your team and stakeholders informed of project status is critical. Building that time into your schedule is even more critical. Identify problems as soon as possible and celebrate your successes! 22

24 Syed Quadri, PMP Region 5 RPM MODULE 4: UNDERSTANDING AND APPLYING THE TOOLS 23

25 Topics To Be Covered Planning WBS Milestone chart schedule Gantt chart schedule and Network diagram 24

26 Project Planning: Strategy Unambiguous definition of the project objective (SMART) No fuzzy front end objectives Think strategically and on the purpose Know exactly what you are doing and why Determine how your project should like after the project is completed Once you determine that vision, let it guide you 25

27 Planning: Constraints, Assumptions, Risks Know your constraints, assumptions, risks Which constraint drives your project? Make sure you have a context for the project Look outside your project to a bigger context How good are your tools? Spell out what is included and what is not included Who are your stakeholders? Interest, influence, importance, Impact on project 26

28 Process for Developing PM Tools Collect Requirements Define Scope Create WBS through Decomposition Define Activities through Brainstorming Sequence Activities through logical dependencies Estimate Activity Resources Estimate Activity Durations Develop Schedule 27

29 Tool Development Unambiguous definition of the project objective (SMART) Divide and subdivide the project into manageable pieces (WBS) Identify the specific activities to be performed (WBS) Graphically depict the activities in a network diagram (Network Diagram) Determine which resources and how many are needed (Team) 28

30 Tool Development (Continued) Make a time estimate for each activities on the Network Diagram Make a cost estimate for each activity on the Network Diagram Calculate the project schedule (Using Critical Path Method) Calculate the project budget Develop a baseline plan (Project Management Plan) 29

31 Work Breakdown Structure Level 1 Project 1.0 Level 2 Phase Phase Phase Phase Phase Level 3 Deliverable Deliverable Deliverable Deliverable Deliverable Deliverable Deliverable Deliverable Deliverable Deliverable Task Task Task Task Task Level 4 Task Task Task Task Task Task Level 5 Element Element Element Element Element Element

32 Work Breakdown Structure Status/completion is measurable Start/End dates clearly defined Deliverable Time/cost is easily estimated Acceptable Duration Limits Activity independence 31

33 Work Breakdown Structure The heart of Project Management Hierarchical subdivision of the: Products, Components, and Services Results-oriented family tree Captures all the work of a project 32 32

34 Lusher Street Site - WBS 33

35 Network Diagram Draw activities in a logical precedential order using Activity in the Box (AIB) format Ask the following three questions relating to each activity: Which activity is the predecessor to this activity? What activity is dependent on this activity? Which activity can be performed concurrently along with this activity? 34

36 Critical Path The critical path is the longest path in the Network diagram. The activities that are on the critical path have the least amount of slack Critical path activities have either zero or negative slack Activities that have positive slack are not on the critical path Activities with positive slack are called as non-critical activities 35

37 Lusher Street Site - Network Diagram 36

38 Timeline-Cleanup on the Rivers and Bays 37

39 Network Diagram with Critical Paths 38

40 Fansteel Removal Action Network Chart Windfall Lien Settlement Federal Register Final Settlement 1 45 days Thu 1/17/08 Wed 3/19/ days Wed Thu 3/20/08 3/19/08 Tue Wed 4/29/08 4/30/ days Thu 5/1/08 Wed 5/28/08 EPA Preliminary Decision/Fact Sheet 4 45 days Thu 1/17/08 Wed 3/19/08 Public Notice/Comment 5 30 days Thu 3/20/08 Wed 4/30/08 RA Memo & Responsiveness 7 25 days Thu 5/1/08 Wed 6/4/08 Implement Removal Action days Thu 8/14/08 6/5/08 Thu Wed 8/14/08 8/13/08 Public Availability Session/Meeting 6 1 day Tue 4/1/08 Tue 4/1/08 Coordination with the Removal Branch/OSC days Fri 2/1/08 Thu 3/13/08 39

41 Network Diagram & Critical Paths 40

42 19th Avenue Landfill Deletion WBS 41

43 19 th Avenue Landfill Gantt Chart showing activity Dependencies 42