Project Management

From Planning to ActionA matter of communication

Six Phases of a Project

Enthusiasm Disillusionment Panic Search for the guilty Punishment of the innocent Praise and honour for the non-

participants

Project Outcomes

Cost

Scope

Time

First, the bad news…

71% of all projects fail to achieve their goals (scope, cost and/or time)

About half of those fail because we could not agree on the objectives up front

About 25% of all projects should never have begun in the first place

Outcomes not always achieved

LET’S GO AROUND THE TABLE AND GIVE AN UPDATE ON EACH OF OUR PROJECTS.

MY PROJECT IS A PATHETIC SERIES OF POORLY PLANNED, NEAR-RANDOM ACTS. MY LIFE IS A TRAGEDY OF EMOTIONAL DESPERATION.

IT’S MORE OR LESS CUSTOMARY TO SAY THINGS ARE GOING FINE.

I THINK I NEED A HUG.

Three key words in real estate

Location Location And, location

Three key words in project management

Communication Communication And, communication Our focus will be on the phases of

project management and the communication tools we use in each phase

Movie AnalogyMovie Studio

Executive Producer

Producer

Director

Cast and Crew

MOHLTC

LHINs

Service Provider

Project Manager

Project Team

What does the audience want?

What kinds of movies should we make this year?

How do we get this movie off the ground?

How do we deliver the movie on time and within budget?

What tasks do I do and when?

What does the public really want and need?

What programs should we do this year?

How do we get this project off the ground?

How do we deliver the project on time and within budget?

What tasks do I do and when?

Now, the good news…

Victor Vroom

The two key factors for the successful implementation of any decision are:

•The best possible answer

•Commitment to implement

The Basic Thinking Process(Underlying Project Management)

Gather the required

information

Develop a shared understanding

Decide what to do next

Question: Where do most project teams first run into difficulty with this basic thinking process?

Potential Pitfall

5

5

We make assumptions

We jump to conclusions

Team make projects happen!

Three conditions for a team: Common purpose Interdependence Common language and process

Initiation Phase

Planning Phase

Execution Phase

Closure Phase

Project Management Phases What Who Communication Template

Project Sponsor

Project Manager

and Team

Project Manager & Team

Project Manager & Team

Business Case

Initiation Phase Questions

Project Charter

Planning Worksheet

Project Status Report

Issues Log

Change Request

Project Evaluation Report

Business Case Decision Statement Purpose/Background Objectives

Results or deliverables Resource constraints Other constraints

Alternatives Considered Comparison of Alternatives (against Objectives)

Costs Benefits Risks

Recommendation Request for Approval

Initiation Phase Questions What problem or opportunity are we addressing?

What is the impact of doing or not doing this project?

Who is the customer or end user?

How will the customer or end user define success?

Who has approved this project?

Who will support this project if it gets into trouble?

What are the key deliverables?

What, if any, are the intangible deliverables?

What alternatives have we considered?

Are there better, faster, or cheaper ways to do it?

What assumptions have been made?

What risks have been considered?

Based on the answers, what should you do next?

Module 1 Introduction

Planning Phase Project goal statement Project objectives Roles and responsibilities Work breakdown structure: tasks Resource requirements: resources and

budget Responsibility assignment: who involved Scheduling: when completed Project review: what could change Resource management: how confirmed

Project Objectives Clear?

Project Objectives

Results/deliverables required Resources to be used or saved Constraints or limitations to be

considered

Define project success in terms of:

Need for a Project Charter

Sponsor

Project Manager

Terms of Reference, Statement of Requirements

Project Charter

Project Charter

Problem/Opportunity Impact (of doing or not doing) Client/end user Project goal (scope, cost, time) Scope (what’s in & what’s not in) Project objectives Key project roles Milestones and dates Assumptions and risks Decisions to be made

What will it cost?

Who will be responsible?

Project Planning Worksheet

Task No.

Task description

Type Quantity Cost Input Do Work Approve Duration Precedent

Work Breakdown Resource Requirements Responsibility Assignment Scheduling

When will it be done?

Are we ready to implement?

Project Management Thinking

C T

S

Project Objectives

Responsibility Assignment

Resource Requirements

Work Breakdown Structure

Scheduling

Project Review

Goal

WHATHOW

HOW MUCH

WHOWHEN

WHAT IF

Execution Phase

Project Monitoring : How is the project going? (Project Status Reort)

Project Modification: How do we get the project back on track? (Issues Log)

Project Change: How do we accommodate change? (Change Request)

Project Status Report

Component: Status:

Cost

Schedule

Scope

Quality

Project Issues

Three flavours Problem: Something has gone wrong Opportunity: Something could go

better, faster, or cheaper Change: Someone has requested a

change in time, scope, or cost

Issues LogIssue Who

RaisedWhen Raised

Impact Who Acts Target Date

Actual Date

Drawings late Larry March 20 Delay of one day

Larry March 22 March 22

Permit denied; must change

Larry April 1 Two days; $125

Larry April 2 April 2

Materials increase

Larry April 4 Extra $400 for floor

Larry April 4 April 4

Post hole locations

Bill April 14 Extra week; rental

Bill April 23 April 22

Add seats Larry April 23 3 weeks; $1200

Larry April 26 April 28

Managing ChangeChange Request Description:Add seats to two more sides of the deck, approx. 44 lineal feet.

Impact on:

Project Deliverables: Two more sides, requiring an additional 308 feet of 2 x 6 cedar planking

Project Cost: $1200 for materials plus 5 person-days at $0

Project Schedule: 3 more weekends required to complete

Submitted by: Larry

Approved by: Sponsor

Date: April 28

Date: April 29

Project Closure

Has anyone been on a project and you are not sure how well it went?

Has anyone been on a project and you are not even sure if it is over?

Do we need closure?

Project EvaluationOriginal Goal: Build a deck at the cottage by May 31 at a cost of $6,000

Modified Goal: Built a deck at the cottage by June 20 at a cost of $7,200

Results20’ x 24’AttractiveSafeNo maintenance

Actual Results20” x 24’Very attractiveReviewed by Structural EngineerSupplier guarantee for 20 years

ResourcesBuildable by two peopleSimple hand tools only

Actual ResourcesBuilt by two people plus helpersSimple hand tools only used

ConstraintsPermit requiredWeekends only (6 required)

ConstraintsPermit obtainedCompleted over 8 weekends

Our goal To demonstrate that communication on a

project is critical to success Have we demonstrated that? We have created a package of templates

for you to take with you If you want the templates in soft copy,

email me at larry@processdesignconsultants.com

If anyone needs further skill development, we can arrange a project management course at a future date