THE FUNDAMENTALS OF PROJECT MANAGEMENT

Transcription

1 THE FUNDAMENTALS OF PROJECT MANAGEMENT Learning the Essential Elements for Effective Management at UW-Stout WHAT IS A PROJECT? 1. Improve the efficiency of a specific production line. 2. Organize the annual staff conference. 3. Develop a plan for communicating System policy changes. 4. Revise the contracting and purchasing process. 5. Implement a major upgrade to the Stout s website. 6. Reduce backlog of student housing complaints 7. Redesign the new employee onboarding process. Yes No With Jeff Russell Russell Consulting, Inc. 2008, Photograph by Jeff Russell WHY PROJECT MANAGEMENT? A PROJECT IS... Why is project management crucial for UW- Stout s success? Why should UW-Stout leaders become proficient with project management methodologies? Temporary, short-lived Specific beginning and end Unique output No pre-defined work assignments or tasks Something new is created Other Work Tasks Ongoing, over the long-term No end a repeating cycle or task Same output Pre-defined work assignments Something is managed or improved Frequently requires a cross-divisional or cross-work unit team Typically is completed by a team within a single work unit or division Need to acquire resources Resources already assigned/available WHAT TO EXPECT Describe how a project is different from other work tasks. 2. Define what project management is and the various competencies of the project manager. 3. Identify the key stakeholders in every project. A PROJECT IS... A project is a temporary work effort with a specific beginning and end date and which has a unique, clearly defined, and measurable outcome. 4. Detail the four phases of project management. 5. Discuss the fourteen deadly sins of PM. 1

2 PROJECT MANAGEMENT management is a set of tools, skills, techniques, and knowledge that enable you to successfully complete a project (achieve desired results) on time and at or under budget. PROJECT STAKEHOLDERS Customer End User Sponsor Leader Team Members Resource Managers SMEs Read the descriptions of the roles/responsibilities of these key project stakeholders. What issues and questions do you have about any of these roles? PROJECT MANAGEMENT IS A roadmap for addressing critical questions. 2. A method for measuring results. 3. Careful method for solving problems. 4. A formal mechanism for managing changes. 5. A method for communicating results. 6. A mechanism for evaluating the process. 7. A vehicle for communicating project activities to others. YOUR TURN... For Stout s website redesign project: 1. Who is the customer? 2. End user? 3. What problem is the project trying to solve? 4. What are this project s desired objectives or outcomes? PM BODY OF KNOWLEDGE 1. Integration Management 2. Management Read the descriptions of the 3. Time Management BOK components. 4. Management What issues and questions do you have about any of these? 5. Quality Management 6. Human Resource Management 7. Communications Management 8. Risk Management 9. Procurement Management TIME FOR A QUIZ! Discuss and define the differences between the Sponsor and the Manager: Primary function of each Authority of each Guiding the work of individual team members How both would/should work together 2

3 THE ROLES OF MANAGER AND THE TEAM Read the detailed role descriptions of these two roles. How would you summarize the core role and function of the project leader (manager)? How would you summarize the core role and function of the team member? What flashpoints or tensions might occur in the relationships between the manager and individual team members? It s not enough to be industrious; so are the ants. What are you industrious about? Henry David Thoreau 2008, Photograph by Jeff Russell ROLES AND THE PROJECT LIFE-CYCLE Activity Level & Resources Required Phase I Define Manager Sponsor's Level of Involvement Phase II Plan Development Team Members Manager Phase III Implementation Team Members Manager Phase IV Closure Team Members Manager PHASE I DEFINE CONCEPT Describe the problem, challenge, or issue Gather customer expectations for the project Define the scope Define desired outcomes Define project parameters Define resource requirements Select initial project members Key Output for Approval: Charter Time THE PROJECT MANAGEMENT PHASES Phase 0 Proposal Phase I Define the Phase II Develop the Plan Phase III Implement the Phase IV Closeout DESCRIBE THE PROBLEM Takes the original project proposal and defines it more precisely. What is the problem the project is trying to solve? What does the business unit project sponsor envision as a desired outcome? Who are the key stakeholders who are driving this project? How will the customer/end user benefit from this project? 3

4 DETERMINING PROJECT PRIORITIES If you don t know where you re going... The triple constraints on a project: cost, schedule, and scope Any road will get you there. 2008, Photograph by Jeff Russell GATHERING CUSTOMER EXPECTATIONS THE TRIPLE CONSTRAINTS! Functions what the final project deliverable should be able to do Features a physical characteristic of the final deliverable. Enlarging the Greater Expanded Larger Why do we need the customer to tell us which is most important? YOU CAN T ALWAYS GET WHAT YOU WANT! What a customer wants is not necessarily what the customer needs! What is a want? What is a need? Why does it matter? How might a PM sort these wants and needs out? IDENTIFY PROJECT TEAM MEMBERS Identifies skills/knowledge required to move the project forward Identifies the resource area from whence these skills/knowledge will be obtained Estimates % time required for the project 4

5 I have yet to see any problem, however complicated, which, when you looked at it in the right way, did not become still more complicated. Poul Anderson Science Fiction writer PRIORITIZING FUNCTIONS/FEATURES Sort your Functions and Features into three groupings: Must have Highly desirable Nice to have Must Have Highly Desirable Nice to Have 2010, Photograph by Jeff Russell PHASE II DEVELOP THE PLAN Finalize the charter Finalize team membership, leadership, & structure Verify customer need & requirements Develop Work Breakdown Structure (WBS) Assess potential risks Identify key milestones and task durations Develop network diagram Identify required resources Estimate costs Key Output for Approval: Plan EXPLORING SYSTEM IMPLICATIONS HR Training and development IT infrastructure Core mission/vision Other? What are the consequences if a project team fails to anticipate and prepare the customer/end user or overall campus for these system implications? VERIFYING CUSTOMER NEEDS AND REQUIREMENTS... Before moving ahead with the project, the project team must spend time at the beginning of Phase II verifying: Customer Needs Affirm the need and the root causes behind the driving problem/challenge. Final Deliverable Affirm/refine the final deliverable and identify how project success will be measured. Customer Requirements Affirm/finalize the functions and features and the importance of each in the final project deliverable WBS: OUTLINE METHOD EXAMPLE Delivering PM Skill Training for Business Leaders 1. Define customer needs (project management staff) 1.1 Meet with customer 1.2 Draft course objectives 1.3 Share draft objectives 1.4 Revise/finalize course objectives 2. Develop PM skill training cost proposal 3. Design program 4. Develop class materials 5. Pilot test the program 6. Integrate improvements/changes into the program 5

6 Identify objectives Hire a facilitator Identify FG sites Pull sample of JobNet users Invitations to participants Design FG questions Arrange for snacks Conduct focus groups Facilitator prepares report Facilitator presents report WBS: TREE DIAGRAM EXAMPLE PHASE III IMPLEMENTATION Title Subsystems Tasks Subtasks Redesign & Operationalize JCW Interface for DWD Customers Identify end user needs and requirements Develop specifications for JCW employer job postings Programming of new interface Pilot test JCW interface and make revisions Acquire new workstations Develop survey of users Conduct user focus groups Develop draft statement of end user needs/requirements Review draft end user needs with Job Center staff Finalize definition of end user needs/requirements Develop the communication plan Begin plan implementation Monitor/evaluate performance Manage changes to the project Take corrective action Report progress to key stakeholders Key Outputs for Approval: Change Requests & Deliverables Train Job Center staff in the new interface PHASE II DEVELOP THE PLAN Finalize the charter Finalize team membership, leadership, & structure Verify customer need & requirements Develop Work Breakdown Structure (WBS) Assess potential risks Identify key milestones and task durations Develop network diagram Identify required resources Estimate costs Key Output for Approval: Plan THE COMMUNICATION PLAN... Who will be in charge of the project and who to contact if they have questions? What is your plan of action? What can they expect from the project? Why is this project a priority? When will you be involving them (if at all)? When can they expect to see interim and final results? Where can they go for more information (e.g., website, contact person, etc.)? How much will this cost them (or the University)? What is the status of the project at any given point? What the is team doing to make adjustments/improvements to the project? PROJECT RISK ASSESSMENT Severity Impact Low Medium High Watch List High Risks Medium Risks Low Risks EVALUATING THE TEAM S PROGRESS What will the PM and team be tracking? How will the PM and team know that the project is on target or not? What will the PM and team do to monitor the project s success? Low Medium High Probability Impact adapted from Getting Started in Management, Martin & Tate, John Wiley & Sons,

7 MONITORING THE PROJECT Managing Change Requests START Change Clarify Change Request Request Received Identify Impacts of the Change on Yes the Plan Is Change Consistent with? Yes Does Change Require Modifying the Plan or its Risks? No Does Change Impact Deliverables? Yes Discuss the Change w/ Sponsor & Customer Customer & Sponsor Approve of Change? No Add to Issues List for Future Consideration by the Team Yes Get Customer & Sponsor Sign-Off on the Change No No Amend the Plan Make the Change END MONITORING PROJECT ACTIVITIES 1. Scanning the environment 2. Managing changes 3. Tracking changes 4. Communicating with the customer and key stakeholders (receiving feedback from) TAKING CORRECTIVE ACTION What actions can a team take if the project behind schedule? What actions can a team take if the project over cost? PHASE III IMPLEMENTATION Develop the communication plan Begin plan implementation Monitor/evaluate performance Manage changes to the project Take corrective action Report progress to key stakeholders Key Outputs for Approval: Change Requests & Deliverables PROJECT CLOSE-OUT OUT What specific actions or steps should a project team take at project closeout? 7

8 PHASE IV CLOSEOUT Conduct a final project audit Obtain customer acceptance of deliverables Assess customer perceptions of the project Assess team member perceptions Identify the lessons learned Key Output for Approval: Final Report CUSTOMER ACCEPTANCE/EVALUATION Does customer accept deliverable? If yes,, move to evaluation of the deliverable If no,, schedule a meeting of all key stakeholders to discuss next steps (but, to be honest, it s rather late for this!) PROJECT CLOSEOUT CHECKLIST EXPLORING LESSONS LEARNED Internal Audit: fulfilled? Internal Audit: : Completed on or ahead of schedule? Internal Audit: : Completed at or below budget? Sponsor supports final deliverable and project closure? Customer accepts final deliverable? Customer has evaluated effectiveness of project? Team members have evaluated effectiveness of project? Team has documented lessons learned? Final one-on-one meeting conducted with customer? All stakeholders notified of project completion and results? documents, files, and records have been archived? Close-out out report has been distributed to customer/all stakeholders? Staff resources reassigned? Celebration scheduled! What worked with this project (and why)? What didn t work (and why)? What will we do differently on the next project? What will we keep doing on the next project? Note: : Ensure that these lessons learned are documented in the project s final report PHASE IV CLOSEOUT Conduct a final project audit Obtain customer acceptance of deliverables Assess customer perceptions of the project Assess team member perceptions Identify the lessons learned Key Output for Approval: Final Report THE PROJECT FINAL REPORT Key Results/Deliverables s Customer/Sponsor/Stakeholder Perceptions Lessons Learned Areas for Improvement 8

9 DON T FORGET TO CELEBRATE! YOUR ACTION PLAN Identify, based upon the issues that we have explored in this session... What will you STOP doing? What will you CONTINUE to do? What will you START doing? FOURTEEN DEADLY SINS! 1. Failure to define the problem or make a business case. 2. The project plan is developed based upon insufficient data. 3. planning done by a planning planning group vs. an implementation group. 4. There is no one leading the project or too many leaders. 5. Estimates for time/resources are guesses guesses. 6. Top leadership/senior managers refuse to accept realities. 7. Resource planning was inadequate. You can count on the American people to do the right thing... after exhausting all the other possibilities. Winston Churchill 2008, Photograph by Jeff Russell FOURTEEN DEADLY SINS! 8. team doesn t see itself as a team. 9. People are pulled off the project team by sponsors or resource. 10. The project plan lacks sufficient detail or has too much. 11. Implementation and results aren t monitored and tracked against the plan. 12. People lose sight of the original goal. 13. Risks to the project aren t anticipated or calculated. 14. The project is led by technical staff vs. someone on the business side. Destiny is no matter of chance. It is a matter of choice: It is not a thing to be waited for, it is a thing to be achieved. William Jennings Bryan 2008, Photograph by Jeff Russell 9

10 Thank You!! Good luck with project management at UW-Stout! 2007, Photograph by Jeff Russell 10