Project Management
for RIM Professionals
Last Updated: 3/13/2011
Sarina Arcari, PMPVP Implementation & Product
PlanningAmerigroup Corporation
3/15/11
What is a Project?
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Definition of a Project• A project is a temporary endeavor with a
well defined beginning and end• Has a clearly stated objective or outcome• Generally relates to doing something new
or once• Has an activity based budget• Competes with other projects for
resources• Has uncertainty related to outcome and
costs
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What a Project is NOT
• Is not a set of routine tasks (this is a process)
• Is not on-going, with no end (routine operations)
Complete the project on time, within budget, meeting expectations
Facilitate planning – time, resources, scope Create project plan Manage & monitor execution Mitigate risks & resolve issues Manage expectations Communicate, communicate, communicate!
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What does a Project Manager do?
Initiating – chartering/starting the project Planning- who, what, when, where, why,
and how Executing – getting the work done Monitoring/Controlling – ensuring that the
project is on track and meeting customer expectation
Closing – ending the project
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Phases of a Project
Develop a charter Identify sponsor & critical stakeholders Create initial scope document Negotiate time & resources based on initial
scope Form project team
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Initiating
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Forming a Project Team
Participants, led by a Project Manager (PM), working together for the sole purpose of completing a project– Matrixed – indirect reports or loaned resources to the PM– Projectized – direct reports of the PM
Typical roles include:
– Sponsor– Project Manager– Project Coordinator– Technical Lead
– Subject Matter Expert (SME)– Business Analyst– Quality Assurance Lead– User Acceptance Tester
Formulate a requirements document Finalize & negotiate scope document Finalize budget & resource allocations Develop WBS, task list & baseline project
schedule Identify the critical path Perform risk analysis & create a risk management
plan Develop communication plan
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Planning
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Sch
edul
e/Ti
me
Scope/Quality
Hum
an/$ Resources
Risk
Competing Constraints
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Scope
High-level summary of understanding between stakeholders
What is IN scope and what is OUT of scope Usually created before the project is funded Scope management plan
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Requirements
Requirements – detailed level of wants and needs that are:
– Unique– Testable– Consistent– Traceable
– Current– Feasible– Clear– Mandatory
XYZ Book Development
PrintReviewEditDevelop
Add GraphicsWrite Content
OutlineResearch
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Level 1
Level 2
Level 3
Work Breakdown Structure (WBS)
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Project Schedule
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D
CB G
H
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PERT Diagram
PERT Diagram – Critical Path
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F
E
D
CB G
H
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5 4
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7 6
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GANTT Chart
Executing & Monitoring/Controlling
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Monitor project execution progress Facilitate required project team/work group
meetings Manage scope, schedule or resource changes Communicate project status per plan Maintain project documentation:
– Project Logs – decisions, assumptions, issues– Risk Management Plan– Project Schedule– Communication documents
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Closing Conduct close-out project team meeting Complete project documentation Record lessons learned Obtain project sponsor & stakeholder sign off on
project closure Archive project materials Celebrate project achievements & acknowledge
project team contributions
Cultivate relationships & establish buy in Spend time planning and re-planning Identify risks & create mitigation plan Guard against scope creep & resource conflicts Resolve issues with expedience Look for warning signs that project is in trouble Communicate, communicate, communicate
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Project Manager Best Practices
Project Management Institute - www.pmi.org– Membership– PMP and CAPM Certifications
Training - PMI & Doran Consulting Templates – www.projectmanagementdocs.com
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For More Information…
Questions?
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