Project Planning and Management

PMI Knowledge AreasProject Management Institute (PMI)Project Management Professional (PMP)PMBOK: Project Management Body of

KnowledgeFive (5) ProcessesNine (9) Knowledge Areas

PMI Nine Knowledge AreasThe nine knowledge areas are, Project:Integration ManagementScope ManagementTime Management Cost Management Quality Management Human Resource Management Communications Management Risk Management Procurement Management

PMI – Five Process AreasThe five process areas are:InitiatingPlanning Executing Controlling and Monitoring Closing

PROJECT MANAGEMENTCourse IntroductionInitiate the ProjectPlanningDefine and Organize the ProjectTrack and Manage the ProjectClose Out the Project

PROJECT MANAGEMENTWhat is Project Management?

Key of Project Management is:Provide Common project goalsKeep people involvedConfirm AssumptionsClarify Roles

ChallengesUnclear Objectives

Unrealistic schedule

Over/under committed resources

Unclear or changing priorities

Poor Communications

Unclear Organizational relationships

PROJECT MANAGEMENT

Why is PM important?

PROJECTObjective

Project Sponsor

Project Manager

Group Work

Different TerminologyProject ManagerProgram ManagerDelivery ManagerProject ManagementProgram ManagementPortfolio Management

Track and Manage the Project

Manage the project planManage issues, changes, and risksManage the communication process

Scope, Schedule and CostNeed to define Scope, Schedule and CostNeed to define Quality Control, i.e.

completing a project within Scope, Schedule and Cost may not always equate to a successful project

Software alone does not manage projects

Project GovernanceSteering Committees vs. Working

CommitteesProject SponsorEscalation processProject gating

Risk and Issue Management

Risk vs. Issue ManagementIdentification of risksScoring / rating of risksRisk mitigation plansEscalation of unresolved issues

Communications StrategyKey elementsSchedule of information releaseMode of communicationFrequency of communicationDuplication of messageNoise

Close Out the Project

Complete transition activitiesConduct project close-out reviewsComplete administrative close-out

Definition of Success Project Charter must answer three key

questions:

1. Who gets to judge success?2. What does success look like?3. When are we done?

SOME OF THE PM RESPONSIBILITIES

Defining the project management process.Prepare and obtain project management

approval of the project planAssume that all team members understand

and accept their responsibilities.Assure timely adaptive action is takenNegotiateEstablish prioritiesProvide periodic status reports and

information (gather)

GOOD PROJECT MANAGERTotally problem oriented, sees the “big picture’

Good motivator and team leader

Familiar with company practices and processes

Goal oriented

Willing to challenge internal/external obstacles

Has an understanding of the technology involved in the project

Is committed to the project’s success

PROJECT MANAGEMENTINITIATION:

Project Proposal Research/ Validate

PLANNING:10-15%Scheduling

PM process:From start to endSupports other parts and organizations.

Cycle of Validation:Continuous and constant process- Should not be

skipped.

INITIATE- (overview)Review the project proposal

Identify the project: E.g. Extreme projectProject Description DocumentProject Proposal vs. PDD

Validate proposed objectivesAssumptionsRisksIssues

Document Log- Log Issue

Prepare the project charter

INITIATECOMPLETE PROJECT PROPOSAL Sample;

Business CaseMarket RequirementsFinancial AnalysisSuccess CriteriaHigh Level Scope and RequirementsHigh Level ScheduleHigh level ResourcesRisksAlternativesRecommendation

INITIATETest Project Information

Best Practices:All right components of informationValidity/ Current RelevanceValidate with SponsorUpdate assumptions, issues and risk

Validate Proposed Objectives

DEFINE AND ORGANIZE THE PROJECTEstablish the project organizationDefine project parametersIntegrate project scope (if part of a

program)Define the project infrastructure

DEFINE AND ORGANIZE THE PROJECTEstablish the project organization

Start a Project NotebookIdentify Project Sponsor-

Do we need one?Multiple Sponsors

Appoint the Project Manager

Project Team:Core TeamExtended Team

Selecting MembersDefine Roles

TEAM ROSTER

TEAM ROSTER

DEFINE AND ORGANIZE THE PROJECTDefine project parameters

Project Definition Document PDDProject Objective StatementSuccess CriteriaFlexibility MatrixIS/IS NOT LISTMajor

deliverablesScope/Final Deliverable

Major deliverable #1Major deliverable #2Major deliverable #3Major deliverable #4

IS/IS NOTExample:POS: Implement an integrated employee systems

database by 12/31/20XX for $5M

Deliverables: Hardware, Software, Training, Documentation

Tangible deliverablesManage Expectations

DEFINE AND ORGANIZE THE PROJECTIdentify Customers and Suppliers

Identify Customers and Suppliers RequirementsInterviewScope Creep

Obtain Approval to Proceed

DEFINE AND ORGANIZE THE PROJECTINTEGRATE PROJECT SCOPE

Integrate project scope into program parameters

DEFINE PROJECT INFRASTRUCTURERigor

DEFINE PROJECT PROCESSES AND PROCEDURESResearch informationCentral location of workReview Information

DEFINE AND ORGANIZE THE PROJECTESTABLISH PHYSICAL AND AUTOMATED

RESOURCESProject OfficeBest Practices

TEAM LOGISTICSPhysical Needs Automated Needs-Facilities -Hardware-Office equipment -Software-Communications -Intranet-Equipment and infrastructure -

Networks-Furniture -Web-site

DEFINE AND ORGANIZE THE PROJECTTIPS:

It is ok to ask for help if need it.Request support, look for what’s available.Clarify Scope and project parametersGet them right, so ask 10 times if

necessaryCreate a well detail PDD, and not a quick

lousy one.It will save you lots of time.

RE-RE-RE Definition of POS- PROJECT OBJECTIVE STATEMENT.

5 MIN BREAK-

GROUP PROJECT

Project CharterServes as a tool in Project InitiationCommunication toolAllows everyone to understand their roles

in the projectActs a strong governance tool*It is a living document – modified as the

project is elaborated

Project Charter Three (3) key sections1. Overview / Background Section2. Governance / Authority Section3. Approach Section

Project CharterOverview / Background Section

Executive Summary (for the senior executives)

Definition of business needProject ObjectivesMeasures of success (*Quantifiable)Assumptions (tested for accuracy)Constraints (e.g. budget, resources,

schedule, etc.)

Project CharterGovernance / Authority Section

Organization structureIdentifying sponsor(s)Identifying Steering Committee membersRoles / responsibilities and assigning people

to themTerms of reference (mandates) for any

committees involved in the project (e.g. defining up front: why are the people there)

Project approval processes

Project CharterApproach Section

Scope statement (in-scope, out-of-scope)Work Breakdown Structure (WBS) of the

tasks (typically completed AFTER the project charter is in place)

High level scheduleTimelineMilestones / deliverablesBudget (capital vs. operating)Risk Management Approach (matrix) –

ongoing and actively managed sections of the Project Charter

Project CharterHigh level mapping (not an exact flow, but

a reasonable prism to view the steps through)Business Need

Project ObjectivesProject Scope

o WBS

The project from heaven or hell What went well?What went wrong?What are your most vivid memoriesWas there a Post Implementation Review

(PIR) performed? Why / Why not?

PLAN DE PROJECT

PLAN THE PROJECTDevelop the work breakdown structure Develop the preliminary scheduleIntegrate the project schedule (if part of a

program)Refine estimates and finalize resource

commitmentsOptimize the project planDevelop risk management plansTransition from planning to managing

PLAN THE PROJECTIs it always necessary to Plan?

Concurrent PlanningBenefits and Risks

Work Break Down Structure – WBS:Major componentsTop Down vs Bottom-up process100% Rule

Work Breakdown Structure (WBS)Descending levels reflect more detailsDevelop to the level that it will be

controlled (e.g. week long vs. 1-day packages of work)

Ask yourself:Is the element necessary?Is it clearly and completely defined?Can it be scheduled?Can it be defined?Can it be assigned to a person, department

that will accept responsibility for doing it?

RACI ChartTask Responsible

partyAccountable to

Coordinate with

Inform

1. Project Manager

Project Sponsor

Finance Division

Human Resources of changes

2

3

PLAN THE PROJECTConsider often forgotten tasks:

Planning the projectApproval cyclesKey project meetingsManagement /customer interfaceQUALITY INSPECTIONS /FIXING DETAILSTRAININGProject managementTEST PLANNING, DEVELOPMENT AND

EXECUTION

PLAN THE PROJECTAssure that tasks are Coded

PLAN THE PROJECTAssign Ownership

Multiple owners = 0 ownersOwner Responsibilities

Plan, Manage, identify, estimate, point of contact, completion.

Select Owner: Capabilities, accuracy, creativity, past

experience, career goalsConflicts, work style.

Project Management Office (PMO)Role of the PMO?

Weather stationProject deliveryRepository of informationDevelopment and monitoring of standardsWhat is the PMO accountable for and to who?

PLAN THE PROJECTResponsibility Matrix

PLAN THE PROJECTWBS DICTIONARY

WBS CODE TASK NAME

COMPLETION

CRITERIA

OWNER RESOURCES

1.2.2 Shopping List

All food ingredients have been purchase

Sarah $1,200Car, and Costco membership,TelephoneSergio**

The Project EnvironmentThe challenge of managing projects:

Estimating…because each project is different, estimates may contain more assumptions than facts. Whatever is being built has never been built before, at least not within this exact environment

Budgeting…budget cycles for companies tend to run in 12-month intervals, but projects rarely do

Authority…when projects cross organizational (e.g. divisional) boundaries it is not always clear who has the authority for many decisions

LIFE CYCLEThe Project Life Cycle

Define: the phase begins when a project and a project manager are named in a project charter and is completed when the project rules are approved. Approving this written document means that all interested parties agree on the project goals, approach, and cost-schedule-quality equilibrium

Plan: the project manager begins building the project plan. Defining and planning can be short phases, particularly for short projects. Since planning often changes the project rules, some companies use a single phase, called Initiation, to describe both of these activities

Execute: performing the actual work as approved in the plan

Close out: transition activities and should includes reviewing project successes and failures

SucessThe Definition of Success

On timeOn budgetHigh Quality

Is this limited to conformance to requirements?Is it possible and/or realistic to specify all

requirements?Need to ensure Functionality and Performance

“What does success look like?”

PLAN THE PROJECTApproximate Duration

Good WBSNegotiate and agree on task completion

criteria2-20 days task durationUnderstand and validate assumptionsUse multiple approachesConsider the number of people

o = 4 (4-1) / 2 = 4(3)/2 = 12/2 = 6

PLAN THE PROJECT- PART 2RIGOR

No/low rigor estimatingMedium rigor estimatingMaximum rigor estimatingPERT, COCOMO, DELPHI METHOD

PLAN THE PROJECT- PART 2PERT – Program Evaluation and Review

Technique

COCOMO

DELPHI

COCOMOORGANIC

project that is routine for a companyWell understood domainTeam works well and efficiently

togetherProject expected to run smoothlyTypically a smaller system

COCOMO

EMBEDDEDA project that will be difficult for a

company. Project that is hard (control software

for a nuclear plant, or spacecraft)Team has little experience in domainNew or inexperienced teamTend to be large projects with lots of

constraints

COCOMOSEMI-DETACHED

In the middleComplex system, but something the

company is familiar withTeams may be made up of

experienced and inexperienced members

System not huge, but not small either

COCOMOSimply: Plug and Chug

What if it doesn’t work?

Play with adjustment factors

Tweak aand bto make the equation fit the result

Use a more complex metric

DEPLHI METOD Structuring of information flow :The initial contributions

from the experts are collected in the form of answers to questionnaires and their comments to these answers.

Regular feedback: Participants comment on their own forecasts, the responses of others and on the progress of the panel as a whole. (While in regular group meetings participants tend to stick to previously stated opinions and often conform too much to group leader, the Delphi method prevents it.)

Anonymity of the participants : Usually all participants maintain anonymity. Their identity is not revealed even after the completion of the final report. Allowing experts to express their opinions, encourages open critique and admitting errors by revising earlier judgments.

ESTIMATIONEstimating comes with experienceUsing something like Function Points to

come up with code size doesn’t always works(personal belief)

COCOMO is too simple and too old to really be of use

Good starting point, more advanced models available

Tweaking formulas might yield good results

PLAN THE PROJECTPRELIMINARY SCHEDULE

Critical Path Method (CPM)FLOAT

GANTT CHART

PLAN THE PROJECTTRANSITION FROM PLANNING TO

MANAGINGProject Baseline:

PLAN THE PROJECTREFINE ESTIMATES

PURE EFFORTGAIN AGREEMENT ON CHANGERISK MANAGEMENT

Identify RisksAssess risksCreate risk management plans

PLAN THE PROJECTIDENTIFY RISK

SCHEDULE-E.g. Supplier might be late, technology might not be

readyCustomers might not respond quickly enough

RESOURCESE.g. Key resources might not be available when

neededResources might not be skill/ enough

SCOPECustomer requirements might change late in the

projectRequirements might be un-attended.

PLAN THE PROJECTASSESS PROJECT RISK

GENERATE RISK MANAGEMENT PLANS

Trigger

PLAN THE PROJECTModify Plans as Needed

Optimizing PlanStep 1: Modify preliminary plan to achieve the POSStep 2: Propose modifications to the project

objective if the POS is still not met.

“Opportunity for creative inventiveness”

PLAN THE PROJECTModify Plans as Needed

Tactics to change ScheduleRenegotiate tasks start datesRe-order tasksRenegotiate deadlines dates

Tactics to change ResourcesReconcile your resourcesConsider changeImprove productivity

PLAN THE PROJECTModify Plans as Needed

Tactics to change ScopeReconcile scopeAnalyze the processesQuality

TRACK AND MANAGE THE PROJECTTracking the project

Benefits of trackingProgressProblems

TRACK AND MANAGE THE PROJECTData Collection

Hard vs Soft DataHARD (quantitative)

4 Q’sSOFT (qualitative)

Women ruleStatus from Task Owners

Request oneActivityResourcePerformance and Quality

TRACK AND MANAGE THE PROJECTAnalyze Variances

Analyze Risks, Issues and Changes

MANAGE CHANGE

CLOSE OUT THE PROJECTPROJECT CLOSE OUT

Announce end of projectComplete paperworkConvert key leanings to Organizational

MasteryAcknowledge and reward