entrepreneurship and innovation in media

7/29/2019 Entrepreneurship and Innovation in Media

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Entrepreneurship and innovation

in Mass media

Body of knowledge

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Introduction – Course Importance

To overcome the challenges of the future, the media industry needs toinnovate.

Inovative ideas, project selection and planning, scope, time, cost and quality management, HR, communication, risk supervision and handling are crucial

to project success in media, as in any other industry.

The course will expose participants to fresh and innovative thinking related tomedia business issues, providing a solid understanding of project managementmethods in all media industries: Newspapers, TV, New media, etc.




Introduction – Course Goals

After this course, students will be able to:

Understand innovation and its importance in a company

Generate inovative ideas Understand/chose the optimum methods of managing an innovative

project

Understand the main organizational influences on a media project

Establish clear and achievable objectives

Balance the competing demands for quality, scope, time and cost Adapt the specifications, plans, and approach to the different concerns

and expectations of the various stakeholders

Create work breakdown structure

Assign responsibility of project components

Develop and complete a project plan for an innovative project




Understanding Innovation

Innovation is not only about generating creative ideas. Innovation only results when creative idea is put to use. However, the implementationphase is where many good ideas fail.

Kumar Nochur – professor at Boston University




Are YOU an Innovation champion?

Do you have a strong conviction about the merit of and need for theinnovation?

Do you have a strong sense of ownership of the innovation, even if it originated with someone else?

Do you have an overpowering desire to get the innovation accepted andimplemented?

Do you have a willingness to commit time, energy, and other personal resourcesover an extended period of time, well beyond the demands of your formal jobdescription, to promote the innovation?

Do you have a willingness to experience negative reactions and setbacks as you

try to implement the innovation?

If you answered yes to most of these questions, you are already on the road to becoming an

innovation champion!




Innovation – STEP I

GENERATING CREATIVE IDEAS

1. Conduct effective brainstorming sessions

2. You already have a briliant idea to sell to the stakeholders




Generating Creative Ideas

EFFECTIVE BRAINSTORMING SESSIONS

Find a comfortable meeting environment Invite people with different backgrounds and degrees of expertise

Appoint one person to record the ideas that come from the session.

Define the problem you want solved clearly, and lay out any criteria to be met.Make it clear that that the objective of the meeting is to generate as many

ideas as possible.

Make sure that you give everyone a fair opportunity to contribute.

Encourage people to develop other people's ideas, or to use other ideas tocreate new ones.

Encourage an enthusiastic, uncritical attitude among members of the group.

Let people have fun brainstorming.

Ensure that no train of thought is followed for too long. Make sure that yougenerate a sufficient number of different ideas, as well as exploring individualideas in detail.






EFFECTIVE BRAINSTORMING SESSIONS

Use the techniques below during brainstorming sessions: Ask the stupid question. Pose questions about how to achieve the opposite of

your aims, for example, what’s the most stupid thing we could do?

How would another business go about this? How would a auto garagehandle this problem? A bank?

Wisdom from Famous People. What would Oprah or Basescu?

Forced associations. Select a random a word from a book, newspaper, ormagazine, and brainstorm how your issue relates to that word.

Look at Smaller Pieces. Break up issue into smaller components and explore

the issue at that level. Reverse Assumptions. For example, assumptions about newspapers would be

they have pages, articles, pictures. What about a newspaper with no pages,articles or pictures.





EFFECTIVE BRAINSTORMING

SESSIONS

After the session, edit the brainstorming notes,arrange the ideas in related groups and send acopy to each participant as soon as possible.

Ask each participant to select the 5 ideas he thinksare best. Request that he also explain why theseideas are most promising and how he wouldimplement them.

Be sure to include a deadline for when you’d like theideas returned.




STEP II – Innovation implementation

Project Management

II. Project Roles and

Responsibilities

IV. Project Initiation

I. Introduction to Project

Management

VI. Project Planning

(Detail Level)

V. Project Planning

(High Level)

VII. Project Execution and

Control

VIII. Project closeout

III. Organizational

Influences on Project




Introduction to Project

Management

Chapter I




What is a project?

A project is a temporary endeavor undertaken to create a

unique product, service, or result. There are several characteristics that describes any project:

Projects are intended to change things

Projects have a timeframe with a beginning and an end

Projects have to be planned Projects use resources and need a budget

Projects require evaluation – the criteria for evaluation need

to be established from the beginning

Projects have an outcome , which is not necessarily known at

the outset Projects involve people

Project involve limited time, money, and resources (human

and machinery) with which to accomplish a goal




Projects vs. innovation and strategic plan

Projects’ purposes:

Projects are means of achieving an organization’s strategic plan Promote change Promote innovation

Answer to: A market demand An organizational need Customers request A technological advance

New trends, etc

“The need to be right all the time is the biggest bar to new ideas. It is better to have enough

ideas for some of them to be wrong than to be always right by having no ideas”

Edward de Bono




Projects stakeholders

Project stakeholders are individuals and organizations that are actively involved in the project,

or whose interests may be affected as a result of project execution or project completion.

Project

manager

Project

sponsor

Project

Management Team

Project Team

Project Stakeholders

PROJECT




What is project management?

Project management is the application of knowledge, skills,tools and techniques to project activities to meet project requirements.




Project

initiation

Project planning

(High level)

Project planning

(Detailed level)

Project execu-

tion and control

Project

closeout

Cornell Project Management lifecycle

Project

initiation

Project planning

(High level)

Project planning

(Detailed level)

Project

closeout




Project Initiation

…Develop Project Charter by:

Defining business case or project need

Proposing solution and/or the product description

Identifying the customers of the project and why they will benefitfrom the project

Tying the project to the organization’s business and/or strategic plan

Providing a list of any known constraints and major alternativesconsidered

Including the budget, resource requirements, and governance forcompleting the Project Initiation Plan




Project Planning (High Level)

…Develop Project Initiation Plan by defining:

Project goals, objectives and scope

Work breakdown structure (WBS) / key deliverables

A milestone schedule, governance

Stakeholder accountabilities, benefits

Costs, high level resource requirements

Management approaches

Communication plan

Risk plan




Project Planning (Detail Level)

…Develop Project Detail Plan:

Confirm detailed customer requirements

Decompose the Work Breakdown Structure (WBS) to thelevel of detail you plan to use to manage the project

Determine activity sequencing

Plan for resources

Determine activity duration

Create budget from estimated costs

Develop quality plan

Create Baseline Project Plan and Schedule

PROJECT




Project Execution and Control

…Project Manager’s tasks:

Enable the Project Team to execute the tasks on the projectschedule and develop the product/service the project isexpected to deliver

Monitoring progress, quality, and costs

Identifying and resolving problems

Applying corrective actions

Managing scope changes and risks




Project Closeout

Project Team assesses the outcome of the project,along with the performance of the Project Team

Soliciting and evaluating feedback from Customers,Project Team members, Consumers, and otherStakeholders.




Project Roles and Responsibilities

Chapter II




•Provides support for the Project Manager

• Assists with major issues, problems, andpolicy conflicts, Removes obstacles•Is active in planning the scope

• Approves scope changes; signs off on

major deliverables; approves each

succeeding project phase.

Roles and Responsibilities •Ensures that the Project Teamcompletes the project

•Develops the Project Plan

•Manages the team’s performance of

project tasks•Secure acceptance and approval of

deliverables from the Project Sponsorand Stakeholders

•Communication, including status

reporting, risk management

•Make sure the project is delivered inbudget, on schedule, and within scope

•Executes tasks and producing

deliverables as outlined in the

Project Plan•Is directed by the Project

Manager

•Legitimizes the project’s goals

and objectives

•Keeps abreast of major

project activities•Has final approval of all

scope changes, etc

Project

Manager

Project

Team

Executive

Sponsor

Project

Sponsor/Director

Steering

Committee

Customer

• Approves project deliverables

•Helps resolve issues and policy

decisions

• Approve scope changes, and

provide direction and guidance to

the project

• Approve deliverables

•Review and approve

process deliverables

•Provide subject matter

expertise to the Team





Roles and Responsibilities - Example

Project Manager

Project Team

Executive Sponsor

Project Sponsor/Directors

Steering Committee

Chief editor of print edition

Publishing house’s General Manager, Chief

editor of print edition, Publishing house’s

online division

Senior Project Manager of publishinghouse’s online division

Representatives from Publishing house’s

board, chief editor of print edition,

representatives of online division

….Launching a local electronic edition of a national daily newspaper

Team members can come from many areas

of the company outside , or they can be

outside consultants. Some of the roles they

will fill on the project are: Technical

Managers and Functional Mangers, editorial

staff, advertising sales staff, etc




Content

Technology Marketing

Finance Advertising

Sales

Distribution

Production

People

Format

Strategy

Values KNOLEDGE

Media Management System




Interpersonal skills

Effective communication

Influencing the organization

Leadership

Motivation

Negotiation and conflict management

Problem solving




Major project documents

1. Project Charter - Formally authorizes the project.

2. Project Scope Statement - States what work is to be

accomplished and what deliverables need to be

produced.

3. Project Management Plan - States how the work will be

performed.




Understanding Organizational

Influences on a Project

Chapter III




Organizational Influences

Projects are part of an organization that is larger than theproject

Organizational Influences:

– Management system

– Culture

– Style

– Organizational structure, etc




Organizational Structures

Functional

Matrix

Projectized Week Matrix

Balanced

Matrix Strong Matrix

Project

Manager’s

Authority

Little to none Limited Low to

Moderate

Moderate to

High

High to almost

Total

Resource

Availability

Little to none Limited Low to

Moderate

Moderate to

High

High to almost

Total Who Controls

the project

budget

Functional

Manager

Functional

Manager Mixed

Project

Manager

Project

Manager

Project

Manager’s Role Part -time Part -time Full-time Full-time Full-time

Project

Management

Administrative

Staff

Part -time Part -time Part -time Full-time Full-time

Organizational

structureProject

Characteristics




Organizational Influences

Analyze and model Cultural Influences that affect your team performance!

–

•Centralization practices

•Formalization

•Organizational hierarchy

•Decision Making

•Communication

•Do not make improvements

too soon

•Spend time learning about

the group’s culture

•Meet your team (individually

and collectively)

• Avoid predetermined

assumptions about a new group

Practices & Values Suggestions





Project Initiation

Chapter IV




Purpose of Project Initiation phase

To evaluate proposed projects and to reach a

consensus on the projects to be selected

– The Project Charter is presented

– The strength of a project’s Business Case and the viability of the proposed solution are evaluated

– Is analyzed if the project is consistent with the institution’s

business and strategic plan, and if the Project Planning

budget is affordable




Project Initiation processes

Develop Project Charter

Evaluate Project Charter

Select Project Charter

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Develop Project Charter

Develop

Business

Case

Develop

Proposed

Solution

Describe

Alternatives

Considered

Develop

Project

Governance

Develop Budget

and Resources for

Project Planning

•identify an existing

business need anddeveloping a potential

solution to meet that need

•project key goals and

objectives

•deliverables•estimation of cost andresources

•identify special funding

sources available

•summary of the

business need and

the project result

•optimal solution to

address that need

•how the solution

fits into theorganization’s

business plan

• valuation of all

alternatives

considered

•justification of the

solution selected

•list any known

factors (constraints)that limit theultimate project’s

execution

•Budget and

resources requiredto develop the

Project Initiation

Plan (time and cost

estimates for the

overall project)

•Defines the management

organization that will be in

place for Project Planning

(High Level) to produce the

Project Initiation Plan




Evaluate Project Charter

…Choosing the right projects criteria:

Cost

Time

Scope

Risks

Support of the organization’s mission and strategic plan

Required Resources and Involvement of more than one

functional area Project needs within or outside of standards and procedures

Internal and external influences on this particular project





Select Project Charter

…Possible scenarios: 1. A decision is made to

proceed with the projectStart Project Planning

2. A decision cannot be made

on the project without some

additional information

The required information

are added in order to go to

the next evaluation cycle

3. A decision is made to decline

the Charter

A detailed explanation for

the decision should

accompany the message




Project Charter Template

Project Title:

Project Start Date: Projected Finish Date:Project Manager:

Business Case____________________________________________________________

Objectives & Description of Deliverables______________________________________

Proposed Solution_________________________________________________ _______

Alternatives considered____________________________________________________

Budget and Resources_____________________________________________________

Roles and Responsibilities_________________________________________________




Project Initiation ChecklistItem Description Completion

Date

Comments

Formulate business case / need / problem andanticipated benefits

Identify project objectives and describe the project

Research potential approaches and solutions

Identify and recommend one or more chosen solutions

Document alternatives considered and why rejected

Review solution’s fit with organization’s strategic plan

Estimate costs of all resources & materials required for

the project planning phase (high level)

If other estimated costs are known, include them in the

Charter

Identify project funding strategies

Complete Project Charter and submit for approval






Project Planning (High Level)

Chapter V




Project Planning (High Level) processes

1. Prepare for the Project

2. Develop the Project Initiation Plan

3. Confirm Approval to Proceed to Next Phase




1. Prepare for the project phase

Assign the Project Manager Project Manager

Identify Initial Project Team Project Team

Review Historical Information Information Reviewed

Conduct Project Kick-off

Meeting

Kick-off Meeting

Establish Project Repository Project Repository

Task Task deliverables

Identifying Project Manager and Project




Identifying Project Manager and Project

Team

Project Sponsor/Director Project Manager

Appropriate Stakeholders Project Team

assigns

Identify the names in

the organization who

could fill the roles

required by project





Historical Info and Kick-off Meeting

• Strategic plan and/or

business plan• Project Charter, including

the initial Business Case• Project selection criteria• Project knowledge and

experience of the

individuals on the Project Team, etc

Historical Information review

• Formally marks the beginning of the project

• Project Sponsor/Directorassemble the entire Project Team to discuss his vision of the project, demonstratesupport, and advocate projectsuccess

• Project Team members areintroduced to each other• Project Manager describes the

approach of project’s tasks

Conduct project kick-off meeting

b h




Establish Project Repository

Project Charter and supporting documentation, including the Business Case

The Project Initiation Plan (PIP) Any working documents or informal documents defining Budget, Scope,

Schedule Project Plan (Detail) which includes the Project Schedules Project financials Project Scope changes and requests log Project status reports Team member progress reports and timesheets (if applicable) Issues log and details (open and resolved) Project acceptance log by deliverable Products

Risk Plan if separate from the Project Initiation Plan Audit results if encountered Correspondence, including any pivotal or decision-making memos, letters,

email, etc. Meeting minutes

2 D l j i i i l






2. Develop Project Initiation Plan

Refine Business Case

Define Goals and Objectives

Define Project Scope

Develop High-Level Schedule

Identify and DocumentStakeholders’ Involvement

Task deliverables

Develop Communications Plan

Establish benefits and Budget

Define Governance and ResourcingDefine Management Approach

Develop High Level Risk Plan

Task

Produce Project Initiation Plan

Executive Summary

Goals and Objectives Definition

Scope Definition

WBS/High-Level Project Schedule

Stakeholder Accountabilities

Communication Plan

Preliminary Budget /Benefits

Governance and Resourcing PlanManagement Plans

High Level Risk Plan

Project Initiation Plan

D fi G l d Obj i






Provide a clear picture of what the project is trying to

accomplish

You can use the S M A R T Objectives as a guideline in developing

the project Objectives.S pecific: Explicit, clear, understandable ( for example, writtenfrom a business perspective)

Measurable: Quantifiable (typically making reference to business

metrics, quantity, quality, cost, or time)

Attainable: Reachable, within capabilitiesRealistic: Relevant, right approachT ime-bound: Specific time period

D fi G l d Obj i





How to define a critical success factor ?

Complete the following sentence: "The project will be

a success if _____________."

D fi P j S





The Functional Scope Project Interdependencies The Data Scope

The Technology Scope The Organizational Scope The Key Deliverables The Specific Objectives and Success

Change Management

D fi P j S





Scope – key issue in a major business concept

called Triple Constraints:

– Budget

– Scope

– Schedule

D l Hi h L l S h d l




Develop High-Level Schedule

…is a calendar -based representation of work that will be accomplished during a project

First step: Create Work Breakdown Structure (WBS) - graphical

representation of task associated to the project

Second step: A preliminary list of the roles and skills required toperform the necessary work

Third step: Project Manager develops High-Level Project Schedule

(using a scheduling tool, for example, Microsoft Project) – The High-Level Schedule will include the Key Tasks and Deliverables

that were developed during this planning stage and the Milestones of

the Project.

W k B kd S (WBS)




Work Breakdown Structure (WBS)

Element

Number

WBS Elements

Activity, Task, or Sub-

Task

Definition of Activity, Task, or

Sub-Task (Description)

Responsible

Person or

Group

Estimated (E) orActual (A) Cost

(Cross reference

to budget)

Project Phase

(Cross reference

to schedule)

1

23

Id if S k h ld I l




Identify Stakeholders Involvement

Stakeholder Analysis and Management is a critical part of every project

Key stakeholders are identified during the Project Planning

(High Level) and documented in the Project Initiation Planand is reviewed again during Project Planning (Detail Level)

Failure to address stakeholder issues is a major cause of project failures.

D l C i i Pl




Develop a Communication Plan

…Describes the means by which project communications will occur. The communication process must be bi-directional.

Rules to settle:

What the communication is and its purpose and who it goes to

How often and how quickly information needs to be disseminated

By what method the Project Manager and Stakeholders prefer toreceive information (via phone, email, paper)

The communication mechanism currently used in the organization,and how it might be leveraged or improved

The effectiveness of communications in past projects and whether

specific improvements were recommended

A great way to communicate with the Project Sponsor and/or Project Director and the Customer Representatives is to conduct a status meeting

E bli h B fi d B d




Establish Benefits and Budget

Document the project benefits in order to gain support of all the stakeholders

– Example: Increase in revenue, avoid revenue loss, reducecosts, avoid cost increases, improved service, protect or

increase market share

Project Manager calculates the preliminary budget that willbe required to complete project activities.

– All aspects of the project, including the cost of humanresources, equipment, travel, materials, consultants, andsupplies, should be incorporated.

D fi M t A h




Define Management Approaches

Mode of Accomplishment

Issues Management

Change Management

Risk Management

Procurement Plan

Reporting

Ri k M t




Risk Management

Risk Management along project life cycle:

Project Initiation: stakeholders will be informed of the risk management process

Project Planning (Detail Level): a detailed risk plan will bedeveloped, including the identification and assessment of risksand the planning of strategies to minimize or avoid the risks

Project end: evaluate the success of the risk management plan

D l p Hi h L l Ri k Pl




Develop High Level Risk Plan

Identify Risks

Quantify and Document Risk

Produce Project Initiation Plan

Id ntif Ri k




Identify Risks

A list of risks is documented in the Project Initiation Plan, and as thescope, schedule, budget, and resource plan are refined during ProjectPlanning (Detail Level), it is updated to reflect further risks identified.

The project should be analyzed for risk in areas such as:

• culture of the performing organization

• anticipated impact on the performing organization of the resulting product or service

• the level to which the end result is defined (the more complete the definition,

the lower the possibility of risk)• technology used on the project (proven vs. new)

• relationships among team members

• impact on work units and number of people affected

Q antif and Doc ment Risk





Risk mitigation strategies may include:

Procurement

Performance Bond or Penalties

Resource Management

Use of Best Practices / Lessons Learned






Management Techniques for Risk Response planning can include four types of responses:

Avoidance

Transference

Mitigation

Acceptance

Produce Project Initiation Plan (PIP)





•the refined business case (refined from the Charter),

•overall goal,

•specific objectives,

•success criteria,

•scope definition,•high level schedule,

•stakeholder accountabilities,

•a communication plan,

• benefits and budget,

• governance and resourcing ,

•the management approaches and a high level risk plan.

At this point, PIP consist of:






The Project Initiation Plan is used to:

Provide a foundation for the projects with the overall scope andobjectivesPresent a preliminary budget for the Project

Gain confidence of the funding source to be able to proceed to DetailPlanning Guide Project Planning (Detail Level)

Document project planning (High level) assumptions

Facilitate communication among internal and external Stakeholders andunderstand accountabilities

Define key management reviews as to content, extent and timing

3 Confirm Approval to Proceed




3. Confirm Approval to Proceed

Submit Project Initiation Plan for

Approval Submitted PIP

Gain Approval to Proceed Signed Approval Form


Confirm Approval to Proceed





Project Manager should submit PIP to the Executive Sponsor, Project

Sponsor and/or Project Director, Customer Representatives, any funding sources, etc

Project Manager along with the Project team should then schedule oneor more meetings to present the Project Initiation Plan for review anddiscussion.

Project Initiation Plan is signed, indicating approval to proceed toProject Planning (Detail Level).

Measurement of success




Measurement of success

Do you have a committed, interested and influential Project Sponsor and/or

Project Director attached to the project?

Did you verify that your Project Initiation Plan reflects the vision of the areas

of the performing Organization affected by/involved in the project?

Did you identify specific benefits the product or service developed by your

project will bring to the Customer?

Do you have a clear structure for the project repository?

Has your scope s tatement been reviewed and accepted by Customer

Representatives who will benefit from your project?

In your high-level Project Schedule, do you know if the effort shares allocated

to various project phases correlate to industry-accepted norms?Did you review the impact your project costs will have on upcoming fiscal

year budgets with the Finance office?

Have your staff and materials acquisition plans been reviewed with the

performing organization who will be paying for the staff and products being

acquired?

Has the Project Sponsor and / or Project Director reviewed your high level

Risk Plan?

Are your internal and external Stakeholders satisfied with the frequency and

content of communications you are providing consistent with your

Communications Plan) as evidenced by a lack of complaints?

Have you proactively sought to gauge Stakeholders’ satisfaction level?

Do you have an approval form signed by your Project Sponsor and/or Project

Director authorizing you to proceed to Project Planning, or to halt the project?

Have you provided sufficient information in your Project Initiation Plan to

allow the Project Sponsor and/or Project Director to take the necess ary

action?

Yes /

No

Prepare for the Project

Develop Project Initiation Plan


Process Measurements of Success

Risks and Ways to avoid pitfalls





Risks and Ways to avoid pitfalls

Process Task Why is it important?

Prepare for the Project

Identify Project Sponsor

A project without a Project Sponsor is like a ship without a

rudder: no matter how sleek the hull or how tall the

masts, it just can't get anywhere useful.

Conduct Kick-off MeetingTo continue with a ship metaphor, it’s important to get

everybody on board before setting sail!

Develop Project Initiation

Plan

Develop High-Level

ScheduleCan't sail the seven seas without a map!

Identify and Document RisksIdentifying and documenting risks is like putting up

lighthouses. Fewer wrecks.

Develop Communications

Plan

Frequent and comprehensive communications is one of the

key project success factors.

Confirm Approval to Proceed Gain Approval Signature Just how far out on the plank are you willing to walk? Wethought so...





Project Planning (Detail Level)

Chapter VI

Purpose of Project Planning (Detail Level)




Purpose of Project Planning (Detail Level)

…Defines the exact parameters of a project and ensure that all the pre-requisites for Project Execution and Control are in place.

The project definition and scope are validated

The Triple Constraints – Project Scope, Budget, and Schedule – arerefined and confirmed

Risk assessment activities advance to the mitigation stage

The components of the Project Initiation Plan are further developed

Additional Project Team members are brought on board

Project sponsorship and commitment are re-confirmed

Project Planning (Detail Level) processes




Project Planning (Detail Level) processes

1. Conduct the Detail Planning Kick-off

2. Develop the Detail (Baseline) Project Plan

3. Perform Risk Assessment

4. Refine Management Plans


1 Conduct the Detail Planning Kick-off




1. Conduct the Detail Planning Kick-off

Orient New Project Team

Members Team Members Oriented

Review Outputs of Project

Planning (High Level) – PIP Project Outputs Reviewed

Kick Off Project Planning

(Detail Level)

Project Outputs ReviewedKick-off Meeting Agenda

Kick-off Meeting Notes


Orient New Project Team Members





Goal: enhance the ability of new team members to contribute quickly and positively to the projects

desired outcome.

Useful information for new tram members: All relevant project information from Project Initiation and Project

Planning (High Level)

Organization charts for the Project Team and performing Organization

Information on project roles and responsibilities

General information about the Customer

Logistics

Project procedures

Review PIP




Review PIP

Review the Project Charter and Project Initiation

Plan

– The review of materials may spark innovative ideas fromnew team members since they bring different and variedexperiences to the project.

Kick Off Project Planning (Detail Level)




Kick Off Project Planning (Detail Level)

Introduction of new team members

Roles and responsibilities of each team member

Restating project background and objective(s)

Most recent Project Schedule and timeline Identified risks

Communication strategy

Current project status, including open issues and actionitems

2 Develop the Detail (Baseline) Project Pla




2. Develop the Detail (Baseline) Project Pla

Confirm Customer Requirements

Decompose the Work Breakdown

Structure (WBS)

Determine Activity Sequencing

Plan for Resources

Determine Activity Duration

Task deliverables

Create Budget from Estimated

Costs

Create Baseline Project Plan and

Schedule

Develop Quality Plan

Task

Updated Project Plan

WBS

Precedence Diagram

Resources Identified

Effort and Duration Estimates Project Schedule

Project Budget

Quality Plan

Baseline Project Plan






Refinements to the Project Scope are essential to projectsuccess

The final scope document has to reflect a mutual agreementbetween all parties (Customer, Stakeholders, Project Team,etc)

Project Team must refine the scope statement to clearly defineeach deliverable including exact definition of what will be

produced and what will not be produced

Communication between Project Manager and Customer iscrucial

Decompose WBS




Decompose WBS

The work is subdivided into smaller, moremanageable components

Constituent components of each deliverableshould be described in terms of tangible,

verifiable results to facilitate performance

measurement

Decompose WBS - Example




Decompose WBS Example

How to Decompose WBS?




How to Decompose WBS?

Respond to:

– Am I able to clearly define the component?

– Am I able to clearly state what will be done to complete the work and what will NOT be done?

– Am I able to estimate the time needed to complete the component?

– Am I able to assign an individual or organizational unit who will be responsible for completing the work?

– Am I able to assign a explicit cost of completing the work?

If the answer to any of these questions is No, that particularcomponent needs to be further broken down






The deliverables in WBS may be further subdivided into theactivities

The activities to produce each component can besequenced, meaning the identification and documentationof logical relationships between project activities:

– Finish-to-start

– Finish-to-finish

– Start-to-start

– Start-to-finish

Plan for Resources




Plan for Resources

Involves determining what physical resources (people,equipment, materials) and what quantities of each should be used and when they would be needed to perform project activities






Use the revised Project Scope, the refined Work BreakdownStructure, and resources availability to develop activities durationthat will then be input into the schedule

Obtain individual input on effort estimates (in the case of smallprojects) or from Team leaders (in the case of big projects)

Take into account people skills, absenteeism, meetings, discussions,and staff interaction

Be aware of Calendars, Constraints and Elapsed Time






Management Techniques for Activity Duration Estimating:

Expert Judgment

Analogous estimating

Quantitatively based durations

Reserve time (contingency)

Important: Project Manager should determine the project critical path. If any task on the critical path is delayed, the entire project will be delayed.

Gannt Chart Example




Gannt Chart Example

Create Budget from Estimated Costs




C eate udget o Est ated Costs

Recalculate the budget required to complete project activities and tasks!

Consider all costs including the cost of human resources, equipment,travel, materials and supplies

Use available documents:

– Project Schedule

– Staff Acquisition

– Resource Requirements and Costs – Materials Acquisition

– Preliminary Budget Estimate

Develop Quality Plan




p Q y

Check if changes have occurred to the Project Scope, Customer

requirements, external standards or regulations, or any other aspect of theproject that will affect the quality policy established for each deliverable during Project Planning (High Level).

– If the standards are no longer valid, the quality policy must bechanged appropriately

Quality plan must comprise:

– Quality policy created in Project Planning (High Level) and revisedin Project Planning (Detail)

– All quality activities establish by PM and Customer to beimplemented during project life cycle to ensure the defined quality standards will be met ( quality assurance ) like Collecting projectdocumentation, Conducting audits, Verifying businessrequirements, etc

Create Project Plan Baseline




j

Includes:

Project Plan - an updated version of the Project Initiation Plan

Baseline Project Schedule - a revised, definitive representation of

activities, durations, dependencies, resources and milestones, to thelevel understood at this point in the project lifecycle

Quality Plan - the quality policy defined during Project Planning (High Level) and refined during Project Planning (Detail)

Budget - a revised, more accurate estimate of the dollars requiredto complete the project

3. Perform Risk Assessment




Identify New Risks

Quantify Risks


Update Risk Plan Risk Management

Worksheet

Identify New Risks, Update Existing




p g

Risks

Review the list of risks initially identified in the ProjectImitation Plan to determine if all risks remain applicable

Introduce additional risk variables (if the case), occurredduring Project Planning, specific to Scope, Schedule and Cost

Project Manager verifies the updated list of risks with theProject Team and Project Sponsor and/or Project Director

Consider both internal and external risks

Quantify Risk




Q y

Evaluate each risk in terms of the likelihood of itsoccurrence and the magnitude of its impact

Quantify risks (using high, medium, low criteria)displayed in the Risk Management Worksheet

Always take into account stakeholder risk tolerance

Determine the level of risk tolerance for the project

4. Refine Management Plans




g

Refine Management Plans

defined in the PIP

Change Control ProcessChange Log

Issue Management and

Escalation Process

Open/Closed Issues Log

Refine the Communication Plan Communication Plan


Define the Organizational

Change Management Plan

Organizational Change

Management Plan

Refine Management Plans defined in




the PIP

Step A. Refine Change Control Process

Identify the person(s) authorized to request a changeIdentify the person responsible for analyzing the request

The timeframe allowed for a change request to be approved orrejected The process to follow if no timely decision is made

The percentage of the overall Project Budget that has been reservedfor project changes

Refine Management Plans defined in




the PIP

Step B. Refine Issue Management and EscalationProcess

Issue management involves capturing, reporting,

escalating, tracking, and resolving problems that occur as aproject progresses

Issue management process must define:

– How issues will be captured and tracked – How issues will be prioritized – How and when issues will be escalated for

resolution

Refine the Communication Plan




…Manage communication by deciding:

How project information will be collected and stored

The distribution structure, specifically detailing what, how, and

when information will flow

The method by which information will be accessed if it is needed

Remember, there can never be TOO MUCH communication!

Define Organizational Change




Management Plan

People

Process Culture

How theindividuals usingthe product will beaffected by itsrelease?

How the product of the

project will affect already

existing business processes?

How severe the projects

culture shock will be?

Change Management Plan

Project Plan




j1. Executive Summary

2. Goals and Objectives

3. Success Criteria4. Project Scope

5. Baseline Project Schedule

• WBS (Decomposed to the level the project will bemanaged)

• Effort and Duration Estimates

• Project Schedule (Detail)• Project Budget

• Project Resourcing

6. Stakeholder Roles and Responsibilities

7. Communications Plan

8. Change Control Process and Change Log9. Organizational Change Management Plan

10. Issue Escalation and Management Process and Issues Log

11. Quality Plan

12. Risk Management Worksheet






pp

Prepare Formal Acceptance

Package

Project Plan (Detail Level)

Submit Project Plan (Detail

Level) for Approval

Submitted Project Plan(Detail Level)


Gain Approval Signed Approval Form

Confirm Approval




pp

Prepare Formal

Acceptance Package

Submit Project Plan

(Detail Level)for Approval

Gain Approval

•Project Manager and

Project Sponsor shouldreview the Business Need• A copy for each documentdeveloped until this stageneeds to be archived as theBaseline Project Plan

•Project Manager should schedule a

meeting with Project Sponsor todiscuss the Detail Project Plan andgain agreement to secure the nextphase of the project• The Project Plan (Detail Level)should be sent to all attendees in

advance of the meeting •Project Manager should review andthen organize the deliverables into acohesive deliverable package andprepare a formal approval form.

•Project Manager must

present the acceptancepackage to the ProjectSponsor and obtain hissignature, indicating approval o proceed toProject Execution and

Control.•If the Project Sponsordoes not approve thepackage, he shouldindicate the reason forrejection.

Measurement of Success




Process Measurements of Success Yes /

No

Conduct Project Planning

(Detail Level) Kickoff

Do your team members have complementary skill sets, with no apparent gaps as per

project approach? If not, have you obtained authorization to provide them with necessary

and timely training?

Develop Detail Project

Schedule

Have the supervisors of all resources assigned to tasks on your project agreed to release

those resources on the dates your project is expecting them?

Perform Risk AssessmentDoes your Project Sponsor and/or Project Director agree with your risk prioritization?

Do the other decision-makers agree with your risk mitigation actions?

Refine Management Plans

Do your Customers and Stakeholders agree with your definition of what constitutes a

change?

Have you verified that the folks responsible for signing off on change control items and

deliverable approval forms actually have authority and are willing to approve the items of

expected magnitude and type?

Do your Customers understand the pre-determined acceptance criteria for all deliverables?

Have the persons you identified as “arbiters” for issue escalation agreed to serve in that

capacity?

Have the expenditures associated with your team Training Plan been approved?

Is your Project Sponsor and/or Project Director sure that your organization will be ready to

implement the product or service that your project will develop?

Confirm Approval to ProceedDo you have an approval form signed by your Project Sponsor and/or Project Director

authorizing you to proceed to Project Execution and Control, or to halt the project?





Project Execution and Control

Chapter VII

Purpose of Project Execution & Control




… develop the product or service that the project was commissioned to deliver

Utilize all the plans, schedules, procedures, and templates that

were prepared and anticipated during prior work

Deal with change while minimizing impact on the project’s

Triple Constraints

The result: product of the project is fully developed, tested,accepted, implemented, etc

Project Execution & Control processes




1. Conduct Project Execution & Control Kick-Off

2. Manage Triple Constraints

3. Monitor and Control Risks

4. Manage Project Execution and Control

5. Gain Project Acceptance

1. Conduct Project Execution & ControlKi k Off




Kick-Off

Orient new Team Members

Review Project Materials


Kick Off Project Execution Kick-off Meeting AgendaKick-off Meeting Notes

Project Planning Outputs

reviewed

Team Members Prepared to

Work





…Present all relevant information to new team members

Project Initiation, Project Planning (High Level),and Project Planning (Detail Level)

Organization charts Project Team, etc

General information on the Customer

Logistics

Project procedures

Review Project Materials




1. Project Charter, Project Initiation Plan

2. Triple Constraints (Scope, Schedule, Budget)3. Risk Management Worksheet

4. Description of Stakeholder Involvement

5. Communications Plan

6. Time and Cost Baseline7. Communications Management Process

8. Change Control Process

9. Acceptance Management Process

10. Issue Management and Escalation Process11. Training Plan

12. Project Implementation

Kick Off Project Execution




Introduction of new team members Roles and responsibilities of each team member

Restating the objective(s) of the project and goals for

Execution and Control

Latest Project Schedule and timeline

Project risks and mitigation plans

Current project status, including open issues and action

items

2. Manage Triple Constraints




Manage Project Scope

Manage Project Schedule


Manage Project Budget Updated Budget

Scope under control

Updated Project Schedule

Manage Project Scope




Project Managers is ought ensure that the project produces ALL the work but ONLY the work required and documentedin the Project Scope

Any deviation to what appears in the scope document isconsidered change and must be handled using the changecontrol process

Continuous communication between the Project Manager,

Project Sponsor and / or Project Director, and CustomerRepresentative is crucial in managing scope.

Manage Project Schedule




Is the project on track?

Are there any issues that are becoming evident that need to beaddressed now?

Which tasks are taking more time than estimated? Less time?

If a task is late, what is the effect on subsequent tasks?

What is the next deliverable to be produced and when is it scheduledto be complete?

What is the amount of effort expended so far and how much isremaining?

Are any Project Team members over-allocated or under-allocated?

How much of the time allocated has been expended to date and what is the time required to complete the project?

Implement Quality Control




QUALITY INDICATORS

P o o r Q u a l i t y

H i g h Q u a

l i t y

Increased costs

Low morale

Low Customer satisfaction

Increased risk

Lower costs

Happy, productive

Project Team

Delivery of what the

Customer wants

Lower risk

Implement Quality Control




METHODS

Conduct Peer

Reviews

Use Quality

Checklists

Maintain and

Analyze the

Project Schedule

Maintain and

Analyze the

Project Schedule

A Pear review is a thorough review of a specific deliverable,conducted by members of the Project Team who are the

day-to-day peers of the individuals who produced the work

Both the Project Manager and Project Team members can

create and make use of various checklists to be sure items

are not overlooked while a product is being developed.

Updating the Project Schedule on a regular basis while

keeping a close watch on the timeline and budget is the

primary mechanism to measure quality of the schedule

A project audit is a process to note what is being done well,

to identify real or potential issues, and to suggest ways for

improvement.

Manage Project Budget




PM job: Ensure that the project is completed within the allocated and approved budget

Examine each time the schedule is updated include:

– Original Contract Value

– Total Approved Changes

– Total Current Budget

– Cost to Date

– Estimate to Complete – Forecast Total

– Project Variance

3. Monitor and Control Risks




Monitor Risks

Control Risks


Monitor Impact on Triple

Constraints Triple Constraints Managed

Risk Management

Worksheet

Project Status Report

Monitor and Control Risks




Monitor Risk

Update Risk

Management Worksheet

•Look for new risks•Reassess old ones•Re-evaluate risk mitigation plans

Control Risk Occurred risk is transferred to

Issues Action Plan

•Risk occurred as expected

•Risk occurred different•Risk was unexpected

MonitorImpact on

Triple Constraint

When risk occurs,determine actions

to protect the project

•Risk occurred as expected•Risk occurred different•Risk was unexpected

4. Manage Project Execution & Contro




Execute Communication Plan

Manage Organizational Change


Organizational Change

Processes Executed

Issues Log and Project

Status Report

Manage Change Control

Manage Deliverable Acceptance

Manage Issues

Project Status Report and

other Communication Tools

Updated Triple Constraints

Project Deliverables

Approved

Manage Project Team High Performing Team

Product of the Project

Manage Deliverable Acceptance




Manage the acceptance of deliverables! Define the acceptance criteria for deliverables for your project

Determine who will review the deliverables to assure the completenessof information and quality of the work

Identify the Customers designated to be approvers and have theauthority to sign off on the deliverable indicating acceptance

Define any time considerations or escalation process your project may need to manage acceptance of deliverables

Manage Issues




…The Project Manager is responsible for capturing and tracking issues as soon as they arise, using the issues log

Examples of project issues: – Project Sponsor and / or Project Director is taking another

job – Project Team member start date may be sooner (or later)

than expected – There is a delay in approving or rejecting a change request or

deliverable

– Staff is contemplating a strike – Severe weather is predicted in the area of the technique

supply

Execute Communication Plan




…Exercise good communication skills: When composing

correspondence, progress reports and when speaking with individuals face to face, you are responsible for clear,unambiguous, and complete information

Conduct a regularly-scheduled meeting with Project Director, using the Status Report to drive the agenda:

– Status Summary – Major Accomplishments

– Project Milestone Report

– Issues analysis and Issue Response

– Change Request Analysis – Risk Analysis Report

– Financial Commentary

– Project Manager's Comments

Manage Organizational Change




Evaluate the Organizational Change Management Plandocumented during Project Planning

Update all the aspects of Change Management Plan: People,Process, Culture (defined in the Process Planning phase)

Be aware and most of all handle the specific activities that willadequately prepare the performing Organization for the anticipatedchanges

Manage the Project Team




…To maximize the successful performance of the Project Team, the Project

Manager must:

Execute the

Training PlanManage

Personnel

Changes

Allocate Work

Properly and

Ensure

Accountability

Establish a

Team

Environment

Team-Building Team Recognition

and Rewards

5. Gain Project Acceptance




Conduct Final Status Meeting

Gain Acceptance Signatures Signed Project Acceptance

Form

Final Project Status Report

Task

Task deliverables

Gain Project Acceptance




Prepare the final Status Meeting

Obtain the Project Sponsor ‘s approval signature

U

s e a c h e c k l i s t t h r o u g h P r o j e c t

E

x e c u t i o n a n d C o n t r o l p h a s e





Process Measurements of Success Yes

/ No

Conduct ProjectExecution and ControlKick-off

Did you receive confirmation from ALL Project Team members that they agree with their roledescriptions, and that they understand and agree with the project objectives, risks, andtimetables as recorded in the kick-off meeting notes?

Manage Triple

Constraints

Do your team members agree that the estimates to complete for all open tasks are accurate?

Is the Project Sponsor aware of the latest forecast total for the project?

Is your schedule current?

Monitor and Control

RisksHave you adjusted the risk priority level for any risks on the Risk Management Worksheet?

Manage Project

Execution

Were all changes to the scope, schedule, cost or quality parameters of the project made with

a signed Change Control Request?

Have all deliverables been presented to decision makers with prior preview of the deliverable

in progress?

Are all project issues recorded in the Issue Log in the Project Status Report?

Has it been less than two weeks since you held the last status meeting?

Is the status meeting being attended by more than 70% of the Project Team?

Are you confident that the organizational preparedness for the project is proceeding

according to the plan you agreed to?

Are your team members showing no lost time in their Progress Reports?

Gain Project AcceptanceDo you have a Project Approval Form signed by your Project Sponsor and/or Project Director

accepting the project?





Project Closeout

Chapter VIII

Purpose of Project Closeout



… assess the project and derive any lessons learned and best practices to be applied to

future projects

Project Closeout




Solicit Feedback

Conduct Project Assessment

Project Assessment, Project

Metrics, Lessons Learned,

Best Practices

Survey


Provide Performance Feedback Performance Feedback

Archive Project Information Archived Project Repository

A

d m i n i s t r a t i v e

c l o s e o u t

Project Closeout




Solicit feedback from stakeholders, customers, project teamregarding all aspects of the project: – product effectiveness – triple constraint management – risk and communication management, etc

Meet with select members of the Project Team and stakeholdercommunity to present the summarized results of the feedback surveys, – Gain consensus on what was successful and what was not

– Derive best practices and lessons learned

Project Administrative Closeout




Document feedback on the accomplishments andperformance of each Project Team member

Apply the specific performance feedback mechanisms (appraisal forms, project exit interviews, etc)

Examine the repository to ensure that ALL relevant project-related material is updated and archived





Process Measurements of Success Yes / No

Conduct Post-

Implementation

Review

Was the survey presented in a way to encourage active participation?

Were feedback results meaningful?

Were best practices and lessons learned appropriately identified anddocumented in such a way as to facilitate their application to all types of

projects?

Perform Administrative

Closeout

Was all project information readily available and easy to consolidate in the

project repository?

Were you able to easily provide performance feedback on team members?


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