hort Course in Project Management Nayda G. antiago G Workshop Fall 2011
What Is Project Management? Project management is the application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations. ource: Project Management Institute
What Is a Project? project is a temporary endeavor undertaken to create a unique product or service. ource: PMI
Project Manager The person who is responsible for the project and will be held accountable for its success or failure.
The Triple Constraint Project cope Within vailable esources chedule
Balancing the Project uccess Triangle clear understanding of customer priorities People skills Thorough planning n organized, structured process
Project Management Process ource: PMBOK Initiation ning Execution Controls To help guide you through the process you need a roadmap of some type Closeout
oadmap to Project Management uccess Form Project Team tatement of Work Purpose Project Background Project Deliverables Work Breakdown tructure esponsibility Matrix Network Gantt esource Budget TIME Conduct Close-Out Meeting POJEC PLN ECT NOTEBOOK LEDEHIP MEETING NG Perform Tasks hare Lessons Learned Evaluate uccess CLOE-OUT LEON LENED COMMUNICTION EPOT IMPLEMENT Update esolve Issues Track Progress Manage Change
Project takeholders What is a project stakeholder? If you can gain or lose from the success or failure of a project, you have a stake in the project.
Key Project takeholders Customer/client Project sponsor Project manager Project team
Project Manager Define and manage customer expectations. Coordinate development of the project plan. Monitor and control project work according to the approved plan. Communicate project status by preparing status reports and conducting progress review meetings. Establish and follow a change management process. Lead the project team and resolve conflicts between team members. Maintain the project notebook. Conducting project close-out activities.
Project Team Members Identify work tasks Estimate the duration of work tasks Help prepare the project network diagram Honestly report work status Keep the project manager informed on project issues ttend scheduled progress review meetings aise issues important to the project s success Keep their functional managers updated Participate in the project close-out
oadmap to Project Management uccess Form Project Team Conduct Close-Out Meeting tatement of Work Purpose Project Background Project Deliverables Work Breakdown tructure tatement of Work Purpose Project Background Project Deliverables POJEC esponsibility Matrix PLN ECT NOTEBOOK LEDEHIP Network Gantt esource MEETING NG Budget TIME Perform Tasks hare Lessons Learned Evaluate uccess CLOE-OUT LEON LENED COMMUNICTION EPOT IMPLEMENT Update esolve Issues Track Progress Manage Change
Project Contents tatement of work (OW) Work breakdown structures (WB) esponsibility assignment matrices Project schedule esource plans/histograms Budget isk management plan Communications plan Quality plan Verification and validation plan
Project Benefits Provides an effective communication tool to ensure understanding of project goals and the means to achieve them Defines outcomes and commitments Establishes guidelines and standards Establishes the baseline for evaluating and reporting progress Forms the basis for scope control and change management
Project Notebook Project Pre-plan Background information Customer data Third-party data (vendors, suppliers, etc.) Project tatement of Work (OW) Work Breakdown tructure (WB) Organization/responsibility charts chedule data Budget/capital plan isk management Project Implementation Meetings (agenda/minutes) Team/management/customer/third party progress reports Customer change requests/decision matrix issue resolution forms/reports Project Close-out Final evaluation of measurable success indicators Close-out meeting (agenda/minutes) Final project report eference letters Lessons learned Project dministration Contractual documents Invoices Expenses Correspondence Contact log
tatement of Work Purpose Define the scope of the project Establish customer expectations erve as a contract if necessary
Good OW will answer What is the purpose or goal of the project? Why is the project being done? Who is the initial customer? Who is the end user or final customer? What are the customer deliverables? What technical support is required for the deliverables?
nd continue to answer What is the budget? What is the final date for the deliverables? What are the measurable success indicators (metrics)? What kind of support is required from the customer? What contingency plans are in place?
OW Generic Contents Customer Project Title Purpose Background Deliverables Measurable success indicators Customer support isk plans
Work Divide in groups Work on an OP Follow the guidelines
oadmap to Project Management uccess Form Project Team Conduct Close-Out Meeting tatement of Work Work Breakdown tructure Purpose Work Project Background Project Deliverables Breakdown tructure POJEC esponsibility Matrix PLN ECT NOTEBOOK LEDEHIP Network Gantt esource MEETING NG Budget TIME Perform Tasks hare Lessons Learned Evaluate uccess CLOE-OUT LEON LENED COMMUNICTION EPOT IMPLEMENT Update esolve Issues Track Progress Manage Change
Work Breakdown tructure Purpose Identify all of the work that needs to be done to complete the project. tructure the work into logical components and subcomponents. Define the work to a level of detail so individual responsibilities can be assigned. ummarize and report project data.
epresentative Work Breakdown tructure Level I (Noun) Level II (Noun) CTIVITY DELIVEBLE PHE FUNCTION "CHUNK" OF WOK CTIVITY TITLE POJECT MNGEMENT Level III (ction Verbs) Level IV (ction Verbs) TK (WOK PCKGE) TK (WOK PCKGE)
WB Outlining pproach 3-4-10 I. Main Project Deliverable. Major Element 1. ctivity 2. ctivity a. task b. task c. task 3. ctivity B. Major Element 1. ctivity 2. ctivity Level 1 Level 2 Level 3 Level 4 Level 3 Level 2 Level 3 The outline approach is used by Microsoft Project
oadmap to Project Management uccess Form Project Team tatement of Work Purpose Project Background Project Deliverables Work Breakdown tructure esponsibility Matrix esponsibility Matrix Network Gantt esource Budget TIME Conduct Close-Out Meeting POJEC PLN ECT NOTEBOOK LEDEHIP MEETING NG Perform Tasks hare Lessons Learned Evaluate uccess CLOE-OUT LEON LENED COMMUNICTION EPOT IMPLEMENT Update esolve Issues Track Progress Manage Change
esponsibility ssignment Matrix (M) Purpose Ensure that all tasks are assigned to people how levels of involvement of people to work
esponsibility ssignment Matrix IC Method MKETING TUDY POJECT MNGE CUTOME TEM MEMBE ENIO MNGEMENT UPPOT TFF IDENTIFY POTENTIL MKET C IDENTIFY UVEY POPULTION C I DEVELOP UVEY I I TET UVEY ON MPLE I FINLIZE UVEY I LEGEND - EPONIBLE - PPOVE - UPPOT (DOE THE WOK) I - INFOM C - CONULT CONDUCT UVEY COLLECT UVEY NLYZE DT EPOT EULT ND UGGETION I I / I I
IC Coding ystem = esponsible Ensures that the assigned work is completed = pprove pproves that the work meets all requirements = upport Does the work I = Inform Is kept informed of work status C = Consult Is consulted on the work
Exercise 2 Do a WB and ssign esponsibilities
oadmap to Project Management uccess Form Project Team tatement of Work Purpose Project Background Project Deliverables Work Breakdown tructure esponsibility Matrix Network Network Gantt esource Gantt Budget TIME Conduct Close-Out Meeting POJEC PLN ECT NOTEBOOK LEDEHIP MEETING NG Perform Tasks hare Lessons Learned Evaluate uccess CLOE-OUT LEON LENED COMMUNICTION EPOT IMPLEMENT Update esolve Issues Track Progress Manage Change
Project chedule Purpose Determine if requested completion date is possible. Identify start and completion dates of all work. Determine the controlling sequence of activities. Provide data for resource allocation. Track progress by providing a baseline.
cheduling tep 1: Estimate ctivity Durations tep 2: Determine ctivity equence By Creating a Network Diagram tep 3: Calculate the chedule Using Critical Path Method (CPM) Procedures tep 4: how the chedule by Drawing Gantt and/or Milestone Charts
WB/Network Diagram Linkage a b c d e f g h i j b d e i a c h j f g
Network Diagram Methods rrow Diagram Method B C D J E F G H I C J B D E F G Precedence Diagram Method H I
Precedence Diagram Method E B F C G I J D H Logic Connection ctivity
What s is the Critical Path? Path with least slack Path with longest duration Critical Path Method is a project management technique that analyzes what activities have the least amount of scheduling flexibility (i.e., are the most mission-critical) and then predicts project duration schedule based on the activities that fall along the critical path. ctivities that lie along the critical path cannot be delayed without delaying the finish time for the entire project.
Project X Critical Path olution E 2 4 3 7 5 9 ctivity Name Float Duration E EF L LF B F 1 1 1 3 2 3 3 4 3 6 4 7 0 C 0 G 0 I 0 J 0 2 3 2 2 1 0 2 0 2 2 5 2 5 5 7 5 7 7 9 7 9 9 10 9 10 D H 5 3 1 1 2 3 7 8 5 6 8 9
Project X Gantt Chart olution Time 1 2 3 4 5 6 7 8 9 10 ctivity B C D E F G H I J Duration 2 1 3 1 4 3 2 1 2 1 - Critical - Non-Critical - lack/float
Enhanced Gantt Chart Jan Feb Mar pril May June Task Task B Task C Task D Task E Task F - Critical - Non-Critical - lack/float
oadmap to Project Management uccess Form Project Team tatement of Work Purpose Project Background Project Deliverables Work Breakdown tructure esponsibility Matrix Network Gantt esource esource Budget TIME Conduct Close-Out Meeting POJEC PLN ECT NOTEBOOK LEDEHIP MEETING NG Perform Tasks hare Lessons Learned Evaluate uccess CLOE-OUT LEON LENED COMMUNICTION EPOT IMPLEMENT Update esolve Issues Track Progress Manage Change
ssigning esources schedule is not complete until all the resources necessary to complete the project have been committed or assigned.
Purpose Project Background Project Deliverables TIME Non-Labor esources Lab time Facilities Prototype parts/systems Equipment Materials oadmap to Project Management uccess Form Project Team Conduct Close-Out Meeting tatement of Work Work Breakdown tructure esponsibility Matrix PLN POJECT NOTEBOOK LEDEHIP Network Gantt esource esource MEETING Budget Perform Tasks hare Lessons Learned Evaluate uccess CLOE-OUT LEON LENED COMMUNICTION EPOT IMPLEMENT Update esolve Issues Track Progress Manage Change
oadmap to Project Management uccess Form Project Team tatement of Work Purpose Project Background Project Deliverables Work Breakdown tructure esponsibility Matrix Network Gantt esource Budget Budget TIME Conduct Close-Out Meeting POJEC PLN ECT NOTEBOOK LEDEHIP MEETING NG Perform Tasks hare Lessons Learned Evaluate uccess CLOE-OUT LEON LENED COMMUNICTION EPOT IMPLEMENT Update TIME esolve Issues Track Progress Manage Change
Cost Budgeting Cost Budgeting involves allocating overall cost estimates to individual work items in order to establish a cost baseline for measuring project performance. Using cost estimates, the WB, the project schedule, and cost estimating tools, the project team develops a time-phased budget. This budget will be used to measure and monitor cost performance on the project. ource: PMI
oadmap to Project Management uccess Form Project Team tatement of Work Purpose Project Background Project Deliverables Work Breakdown tructure esponsibility Matrix Network Gantt esource Budget TIME Conduct Close-Out Meeting POJEC PLN ECT NOTEBOOK LEDEHIP MEETING NG Perform Tasks hare Lessons Learned Evaluate uccess CLOE-OUT LEON LENED COMMUNICTION EPOT IMPLEMENT Update esolve Issues Track Progress Manage Change
What Is isk? isk can be defined as: ny threat to project success.
Prioritizing & ning Probability of Occurrence 100% 50% PIOITY 2 IK (High Probability) (Low Impact) eactive Measures PIOITY 3 IK (Low Probability) (Low Impact) Monitor Only PIOITY 1 IK (High Probability) (High Impact) Proactive and eactive Measures PIOITY 2 IK (Low Probability) (High Impact) eactive Measures 0% Low Medium Negative Impact on cope/quality/cost/chedule (isk Event Value) High
Project cope Within vailable esources chedule Project isk
Project Management Process ource: PMBOK Initiation ning Execution Controls Closeout Project Implementation
oadmap to Project Management uccess Form Project Team tatement of Work Purpose Project Background Project Deliverables Work Breakdown tructure esponsibility Matrix Network Gantt esource Budget TIME Conduct Close-Out Meeting POJEC PLN ECT NOTEBOOK LEDEHIP MEETING NG Perform Tasks hare Lessons Learned Evaluate uccess CLOE-OUT LEON LENED COMMUNICTION EPOT IMPLEMENT Update esolve Issues Track Progress Manage Change
Implementation Model tep 1 Perform Tasks tep 4 Update the esolve Issues tep 2 Track Progress tep 3 Manage Change
oadmap to Project Management uccess Form Project Team tatement of Work Purpose Project Background Project Deliverables Work Breakdown tructure esponsibility Matrix Network Gantt esource Budget Perform Tasks TIME Conduct Close-Out Meeting POJEC PLN ECT NOTEBOOK LEDEHIP MEETING NG Perform Tasks hare Lessons Learned Evaluate uccess CLOE-OUT LEON LENED COMMUNICTION EPOT IMPLEMENT Update esolve Issues Track Progress Manage Change
eporting Project Progress Progress review meeting Project reports
Project Progress eview Meetings eview of action items from last meeting Update on activities and schedule Problem identification and corrective action planned eview of issues (closed, open, new) Change request status isk status for next period WITE MINUTE!!!!!
oadmap to Project Management uccess Form Project Team tatement of Work Purpose Project Background Project Deliverables Work Breakdown tructure esponsibility Matrix Network Gantt esource Budget TIME Conduct Close-Out Meeting POJEC PLN ECT NOTEBOOK LEDEHIP MEETING NG Track Progress Perform Tasks hare Lessons Learned Evaluate uccess CLOE-OUT LEON LENED COMMUNICTION EPOT IMPLEMENT Update esolve Issues Track Progress Manage Change
Project Tracking and Control tep 1 Perform Tasks tep 4 Update the esolve Issues tep 2 Track Progress tep 3 Manage Change
oadmap to Project Management uccess Form Project Team tatement of Work Purpose Project Background Project Deliverables Work Breakdown tructure esponsibility Matrix Network Gantt esource Budget TIME Conduct Close-Out Meeting hare Lessons Learned Evaluate uccess POJEC CLOE-OUT PLN ECT NOTEBOOK LEDEHIP COMMUNICTION LEON LENED MEETING NG EPOT IMPLEMENT Update Manage Change esolve Issues Perform Tasks Track Progress Manage Change
Managing Project Change tep 1 Perform Tasks tep 4 Update the esolve Issues tep 2 Track Progress tep 3 Manage Change
ddressing Project Changes Call a team meeting. Explain what the change is. Obtain feedback from team members. Identify alternative corrective options. Prepare a decision matrix. elect a recommended option(s). Present information to upper management/customer. Implement the approved course of action.
oadmap to Project Management uccess Form Project Team tatement of Work Purpose Project Background Project Deliverables Work Breakdown tructure esponsibility Matrix 4-5-1 Network Gantt esource Budget TIME Conduct Close-Out Meeting hare Lessons Learned Evaluate uccess POJEC CLOE-OUT PLN ECT NOTEBOOK LEDEHIP LEON LENED COMMUNICTION MEETING NG esolve Issues EPOT IMPLEMENT Update esolve Issues Perform Tasks Track Progress Manage Change
Issue esolution Disagreements that should be Documented ssigned cheduled Tracked Escalated esolved
oadmap to Project Management uccess Form Project Team tatement of Work Purpose Project Background Project Deliverables Work Breakdown tructure esponsibility Matrix 4-6-1 Network Gantt esource Budget TIME Conduct Close-Out Meeting POJEC PLN ECT NOTEBOOK LEDEHIP MEETING NG Update Perform Tasks hare Lessons Learned Evaluate uccess CLOE-OUT LEON LENED COMMUNICTION EPOT IMPLEMENT Update Track Progress Manage Change
Updates tep 1 Perform Tasks tep 4 Update the esolve Issues tep 2 Track Progress tep 3 Manage Change
Project Management Process ource: PMBOK Initiation ning Execution Controls Closeout Closeout
oadmap to Project Management uccess Form Project Team tatement of Work Purpose Project Background Project Deliverables Work Breakdown tructure esponsibility Matrix Network Gantt esource Budget TIME Conduct Close-Out Meeting POJEC PLN ECT NOTEBOOK LEDEHIP MEETING NG Perform Tasks hare Lessons Learned Evaluate uccess CLOE-OUT LEON LENED COMMUNICTION EPOT IMPLEMENT Update esolve Issues Track Progress Manage Change
Project Manager s ole During Project Close-Out Ensure that all project deliverables have been completed and formally accepted by the customer. Determine if the measurable success indicators were achieved. Conduct project close-out meetings, both internal and external. Write the final project report. Document and share lessons learned.
oadmap to Project Management uccess Form Project Team tatement of Work Purpose Project Background Project Deliverables Work Breakdown tructure esponsibility Matrix Network Gantt esource Budget TIME Evaluate uccess Conduct Close-Out Meeting POJEC PLN ECT NOTEBOOK LEDEHIP MEETING NG Perform Tasks hare Lessons Learned Evaluate uccess CLOE-OUT LEON LENED COMMUNICTION EPOT IMPLEMENT Update esolve Issues Track Progress Manage Change
Evaluating Project uccess Project purpose Deliverables Measurable success indicators Quality chedule Cost
oadmap to Project Management uccess Form Project Team Conduct Close-Out Meeting tatement of Work Work Breakdown tructure Purpose Conduct Project Background Project Deliverables Close-Out Meeting POJEC esponsibility Matrix PLN ECT NOTEBOOK LEDEHIP Network Gantt esource Budget MEETING NG TIME Perform Tasks hare Lessons Learned Evaluate uccess CLOE-OUT LEON LENED COMMUNICTION EPOT IMPLEMENT Update esolve Issues Track Progress Manage Change
oadmap to Project Management uccess Form Project Team tatement of Work Purpose Project Background Project Deliverables Work Breakdown tructure esponsibility Matrix Network Gantt esource Budget TIME Conduct Close-Out Meeting hare Lessons Learned POJEC PLN ECT NOTEBOOK LEDEHIP MEETING NG Perform Tasks hare Lessons Learned Evaluate uccess CLOE-OUT LEON LENED COMMUNICTION EPOT IMPLEMENT Update esolve Issues Track Progress Manage Change
haring Lessons Learned Lessons Learned Database Categorized electronic project information database Continuous Improvement ecommendations Project Management Process Forms tandards
oadmap to Project Management uccess Form Project Team tatement of Work Purpose Project Background Project Deliverables Work Breakdown tructure esponsibility Matrix Network Gantt esource Budget TIME Conduct Close-Out Meeting POJEC PLN ECT NOTEBOOK LEDEHIP MEETING NG Perform Tasks hare Lessons Learned Evaluate uccess CLOE-OUT LEON LENED COMMUNICTION EPOT IMPLEMENT Update esolve Issues Track Progress Manage Change
Thank You!!!!