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Keys to Successful
Project ManagementDPLE 278 • July 20, 2016
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Course Description
Providing project managers with the right skills and tools can help your firm
more effectively manage projects, meet client expectations, and achieve
more successful project outcomes.
Learning Objectives
Participants will learn:
• Incorporate additional structure into project
management
• Recognize the value of a broader set of project
management skills
• Better understand how ongoing risk identification
impacts a project’s success
• Gain tools to assist in your firm’s support and buy-in
for new project management techniques
Process Groups
Initiate Plan Execute Close
Monitor
Control
Knowledge Areas
Project Integration
Management
Project Scope Management
Project Time Management
Project Cost Management
Project Quality Management
Project Human Resources
Management
Project Communications
Management
Project Risk Management
Project Procurement Management
Project Stakeholder
Management
Project Managers
Project Managers
Knowledge
PerformancePersonality
Process Groups
Project Management Part 1
Process Groups
Initiate Plan Execute Close
Monitor
Control
Initiate : Pursuit Selection
Is this aligned with our strategy?
Are we qualified?
Have we worked with this client or have we provided these services before?
How big of a factor/driver is price in our proposal submission?
Does the location pose a risk?
Initiate
Initiate : Stakeholders
Identify
Create comprehensive list, including both internal and external
Document details about each including knowledge, expectations, and influence
Highlight key stakeholders or decision makers
Impact Assessment
Prioritize by considering criteria like urgency, power/authority, and legitimacy
Plan Response
Create a plan detailing the best way to enhance support and mitigate negative influence
Record as the Stakeholder
Register
Process Groups
Initiate Plan Execute Close
Monitor
Control
Plan
Answers the what, how, who, when
Refine and document the project requirements and scope and establish cost, schedule, and deliverable dates
Well thought-out plan provides the team with clear direction on how fulfill requirements to meet the scope objectives
Plan
Plan
Process Groups
Initiate Plan Execute Close
Monitor
Control
Execute
Actively deliver on the services planned and approved
“Getting the work done” part of the project
Critical to project’s success but must be monitored and controlled
Execute
Process Groups
Initiate Plan Execute Close
Monitor
Control
Monitor & Control
Utilize skills and tools to review progress, capture scope changes, evaluate risks
Make adjustments as necessary through regular assessment of impacts to scope, timeline, budget
Minimize the risks to project setbacks or project failure
Monitor
Control
Process Groups
Initiate Plan Execute Close
Monitor
Control
Close
All final processes needed to close-out a project/phase and deliver final services
All documents and deliverables are organized and handed over to relevant stakeholders
Any remaining contractual obligations, payments, evaluations are completed
Lessons learned documented for future use
Close
Knowledge Areas
Project Management Part 2
Knowledge Area MapKnowledge Area Initiate Plan Execute Monitor/Control Close
Integration X X X X X
Scope X X
Schedule X X
Cost X X
Quality X X X
HR X X
Communication X X X
Risk X X
Procurement X X X X
Stakeholder X X X X
Integration Management
• A document that formally authorizes the project and provides the business case for itProject Charter
• Defines how the project will be executed, monitored and controlled; progressively updated as additional information is discoveredProject Management Plan
• Leading and performing the work described in the Project Management Plan and implementing approved changes
Direct & Manage Project Work
• Tracking, reviewing, and reporting project progress against performance objectives defined in Project Management Plan
Monitor & Control Project Work
• Reviewing all change requests; approving changes; managing changes and communicating the changesIntegrated Change Control
• Finalizing all activities across the 5 Process Groups to formally complete the project or phaseClose
Scope Management
Plan Collect Requirements Define WBS Validate Control
Work Breakdown StructurePrecast Residential Structure
1. Planning
Engineering Plan
Production Plan
Delivery Plan Erection Plan
2. Engineering
Structural Design Package
Drawings Package
3. Production
Fabrication Works
Post-Fabrication Works
4. Delivery
5. Erection
Ground Floor First Floor
Second Floor
6. Handover
Snags Commissioning
Final Handover
Schedule Management
PlanDefine
ActivitiesSequence
Estimate Resources
Estimate Durations
Develop Schedule
Control
Schedule
Bar/Gantt
• Detailed activities, dates, and durations
Milestones
• Identify scheduled start or completion of major deliverable
Network Diagram
• Graphical depiction of logical relationships, with and without time
Communication Management
ControlManagePlan
Internal vs External
Formal vs Informal
Vertical vs Horizontal
Official vs Unofficial
Written vs Oral/Verbal vs Nonverbal
? ?
Communication
Must start before the project even
begins, before you elect to pursue
Continues all the way through to final completion
Risk Management
Risk Terms
Degree of uncertainty an entity is willing to take on in anticipation of a reward
Risk Appetite
Level of uncertainty or level of impact at which a stakeholder has a specific interest. Below they will accept. Above they will not tolerate
Risk Threshold
Degree, amount, or volume of risk that an organization or individual will withstand
Risk Tolerance
Risk Register & Plan
Risk Register
Identify risks
Potential responses
Continuous updates
Risk Register & Plan
Risk Register
Identify risks
Potential responses
Continuous updates
Risk Analysis
Qualitative
• Probability & Impact Matrix
• Categorization
• Urgency
Quantitative
• Priority Risks
• Data Gathering
• Sensitivity & Expected Monetary Value Analysis
• Modeling & Simulation
Risk Register & Plan
Risk Register
Identify risks
Potential responses
Continuous updates
Risk Analysis
Qualitative
• Probability & Impact Matrix
• Categorization
• Urgency
Quantitative
• Priority Risks
• Data Gathering
• Sensitivity & Expected Monetary Value Analysis
• Modeling & Simulation
Plan Response
Strategies for Negative
• Avoid
• Transfer
• Mitigate
• Accept
Strategies for Positive
• Exploit
• Enhance
• Share
• Accept
The Project Manager
Project Management Part 3
Technical Skills
Can manage their budget
Have a basic understanding of contracts
Can write a business case
Understand the professional services being provided
Project Managers:
Soft Skills
Are organized
Can anticipate problems
Are pragmatic
Know how to lead
Are good communicators
Understand what motivates stakeholders
Project Managers:
Big Picture
� Successful project managers consistently
deliver projects that meet or exceed
expectations on time and within budget.
� They understand that leadership and people
skills are valuable and are sometimes even
more important than just developing a project
management plan or using tracking tools.
� They anticipate and are responsive to change.
This concludes The American Institute of Architects
Continuing Education Systems Program
Alayne McDonald, Professional Development Coordinator
Abbey Brown, Client Solutions Manager