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Project Management 101

• Your Cookbook for Victory

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What we will cover

• Definition of a Project
• Why have project controls
• PM as a profession
• Project reporting
• Milestone management
• Crystal ball - the foreseeable future
• The Ultimate CYA
• Damage control.

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What we will cover in Project Management 102

• Cookbook approach to a project
• Resources identification
• Timeline constraints
• Risk management
• Management of managers and vendors
• MS Project vs. paper tracking
• Contract negotiations

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What is a project?

• A project is a temporary endeavor undertaken to
  create a unique product or service. Temporary
  means that every project has a definite beginning
  and a definite ending. Unique means that the
  product or service is different in some
  distinguishing way from all other products or
  services. PMBOK 2000 edition

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Why Have Project Controls?

• 92 of all projects fail (Standish Research
  Group)

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What Professional Project Managers do and why

• Project Management Institute was established to
  promote the professional management of projects
  using proven methods and procedures.
• PMI maintains a library of information and
  publishes the Guide to the Project Management
  Body of Knowledge (PMBOK), the standard text on
  project management.

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Great Britain PM Standard

• Prince 2. Government required standard
• http//www.ogc.gov.uk/prince2/index.html

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What is involved in managing a successful project?
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Project Triple Constraints
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Project Triple Constraints
Costs
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Project Triple Constraints
Costs
Time
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Project Triple Constraints
Costs
Time
Statement of Work (SCOPE)
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Project Triple Constraints
Costs
Time
Quality
Statement of Work (SCOPE)
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Project Triple Constraints
Costs
Time
Quality
Statement of Work (SCOPE)
Customer Satisfaction
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How to practically approach a project

• Projects can be approached like baking a cake.

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Chocolate CakeWhat it takes

• Clear objectives
• Ingredients
• Equipment
• Manpower
• A Plan
• A manager of managers (PM)

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Chocolate Cake

• Making a chocolate cake requires all the
  elements of a project
• Processes (What to do)
• Knowledge (How to do)

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Process groups of a project(The What to do of
a project)

• Initiation
• Planning
• Execution
• Controlling
• Closing
• Called the Life Cycle of a project

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Knowledge areas (The How to do of a project)

• Project Scope Management
• Project Time Management
• Project Cost Management
• Project Quality Management
• Project HR Management
• Project Communications Management
• Project Risk Management
• Project Procurement Management
• Project Integration Management

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Work Breakdown Structure (Planning phase)

• Def. A deliverable-oriented hierarchical
  decomposition of the work to be executed by the
  project team to accomplish the project
  objectives. It organizes and defines the total
  scope of the project. Each descending level
  represents an increasingly detached definition of
  the project work. The decomposition consists of
  work packages. (PMBOK 2000)

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Work breakdown structure.

• DefDeliverable oriented grouping of project
  components that organizes and defines the total
  scope of the project.
• Locate managers and ask them to estimate their
  labor requirements, constraints and risks.
• Give them the project scope with budget, schedule
  and milestone requirements.
• Dont you make these decisions let them.

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Work Packages
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Event sequencing

• Placing work packages in logical sequential
  order.
• Create a critical path

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Project Tracking Software

• Microsoft Project
• Uses Project Management Institutes PMBOK as its
  standard
• Excellent tool IF used properly

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Gantt Chart with resources
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Pert Chart
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Resources
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Crystal Ball - Looking into the foreseeable
future

• Earned Value is a method of forecasting the
  projects cost and scheduling outcomes early in
  the project
• It uses various budgeted amounts (time and
  costs) currently spent early in the project and
  weighs them against planned amounts for the
  same period.
• Outcomes project budget or schedule variances at
  projects end.

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http//www.goldpractices.com/practices/tev/index.p
hp
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Project stakeholders

• Definition Anyone who is positively or
  negatively affected by the project.
• Could be
• A person(s)
• A company (vendors)
• A department
• A social order
• A government

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Communications Planning - Your Ultimate CYA

• People operate with the information they are
  given.
• Clear directives produce clear results.
• Clear objectives produce desired results.
• Every stakeholder needs to know the status of the
  project.
• PM is the single person who sees it all.

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Communications Plan

• Preferred learning styles
• Visual (65)
• Auditory (33)
• Kinesthetic feelings (tactile and emotional) (
  lt3)
• PMs should address all three to be effective.
• Tools of the trade
• Voice mail
• Emails
• Audio recordings
• Website
• Conference calls
• Group meetings (last resort)

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Techniques on how to communicate.

• Always start with the bottom line.
• Color code each milestone or work Category.
• GreenOn time/on budget.
• YellowPotential problems if not addressed
  immediately.
• RedImmediate attention required. Milestone
  and/or project in jeopardy.

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Email

• Subject line
• Cake project status All critical paths are
  Green
• Text
• All critical paths are reporting green.
• For details www.vanek.ws/project/cake
• For audio www.vanek.ws/project/cake/audio
• Or dial [phone]
• For MS Project plan
• www.vanek.ws/project/cake/msproject

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Email

• Subject line
• Cake project status Yellow due to critical path
  procurement issues
• Text
• Procurement warns of shortage of special order
  cake pans. Vendor working problem. Update by
  tomorrow .
• For details www.vanek.ws/project/cake
• For audio www.vanek.ws/project/cake/audio
• Or dial [phone]
• For MS Project plan
• www.vanek.ws/project/cake/msproject

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Email

• Subject line
• Cake project status Red. All stakeholders
  /conference call 300PM Today
• Text
• Major issue with procurement. Conference call
  today at 330PM [phone] password 2323.
  Roll call will be taken. Attendance required.
  Prepare by having risk response for your area.
• For details www.vanek.ws/project/cake

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Damage control

• People cause problems, people fix problems.
• Effective communications is the key.
• POP management (point of the problem)

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Summary

• Projects are managed Pro-actively
• Project Managers have a cookbook which is the
  recipe for a successful project.
• Planning and Communicating are the most critical
  elements.
• Questions?

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FAILURE RECORD In the United States, we
spend more than 250 billion each year on IT
application development of approximately 175,000
projects. The average cost of a development
project for a large company is 2,322,000 for a
medium company, 1,331,000 and for a small
company, 434,000. A great many of these
projects will fail. Software development
projects are in chaos, and we can no longer
imitate the three monkeys -- hear no failures,
see no failures, speak no failures. The
Standish Group research shows a staggering 31.1
of projects will be canceled before they ever get
completed. Further results indicate 52.7 of
projects will cost 189 of their original
estimates. The cost of these failures and
overruns are just the tip of the proverbial
iceberg. The lost opportunity costs are not
measurable, but could easily be in the trillions
of dollars. One just has to look to the City of
Denver to realize the extent of this problem.
The failure to produce reliable software to
handle baggage at the new Denver airport is
costing the city 1.1 million per day.
Based on this research, The Standish Group
estimates that in 1995 American companies and
government agencies will spend 81 billion for
canceled software projects. These same
organizations will pay an additional 59 billion
for software projects that will be completed, but
will exceed their original time estimates. Risk
is always a factor when pushing the technology
envelope, but many of these projects were as
mundane as a drivers license database, a new
accounting package, or an order entry system.
On the success side, the average is only
16.2 for software projects that are completed
on-time and on-budget. In the larger companies,
the news is even worse only 9 of their projects
come in on-time and on-budget. And, even when
these projects are completed, many are no more
than a mere shadow of their original
specification requirements. Projects completed
by the largest American companies have only
approximately 42 of the originally-proposed
features and functions. Smaller companies do
much better. A total of 78.4 of their software
projects will get deployed with at least 74.2 of
their original features and functions.
This data may seem disheartening, and in fact,
48 of the IT executives in our research sample
feel that there are more failures currently than
just five years ago. The good news is that over
50 feel there are fewer or the same number of
failures today than there were five and ten years
ago.
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