Project Planning and Management

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• Project Planning and Management

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PMI Knowledge Areas

• Project Management Institute (PMI)
• Project Management Professional (PMP)
• PMBOK Project Management Body of Knowledge
• Five (5) Processes
• Nine (9) Knowledge Areas

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PMI Nine Knowledge Areas

• The nine knowledge areas are, Project
• Integration Management
• Scope Management
• Time Management
• Cost Management
• Quality Management
• Human Resource Management
• Communications Management
• Risk Management
• Procurement Management

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PMI Five Process Areas

• The five process areas are
• Initiating
• Planning
• Executing
• Controlling and Monitoring
• Closing

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PROJECT MANAGEMENT

• Course Introduction
• Initiate the Project
• Planning
• Define and Organize the Project
• Track and Manage the Project
• Close Out the Project

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PROJECT MANAGEMENT

• What is Project Management?
• Key of Project Management is
• Provide Common project goals
• Keep people involved
• Confirm Assumptions
• Clarify Roles

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Challenges

• Unclear Objectives
• Unrealistic schedule
• Over/under committed resources
• Unclear or changing priorities
• Poor Communications
• Unclear Organizational relationships

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PROJECT MANAGEMENT
Why is PM important?
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PROJECT

• Objective
• Project Sponsor
• Project Manager
• Group Work

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Different Terminology

• Project Manager
• Program Manager
• Delivery Manager
• Project Management
• Program Management
• Portfolio Management

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Track and Manage the Project

• Manage the project plan
• Manage issues, changes, and risks
• Manage the communication process

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Scope, Schedule and Cost

• Need to define Scope, Schedule and Cost
• Need 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

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Project Governance

• Steering Committees vs. Working Committees
• Project Sponsor
• Escalation process
• Project gating

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Risk and Issue Management

• Risk vs. Issue Management
• Identification of risks
• Scoring / rating of risks
• Risk mitigation plans
• Escalation of unresolved issues

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Communications Strategy

• Key elements
• Schedule of information release
• Mode of communication
• Frequency of communication
• Duplication of message
• Noise

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Close Out the Project

• Complete transition activities
• Conduct project close-out reviews
• Complete administrative close-out

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Definition of Success

• Project Charter must answer three key questions
• Who gets to judge success?
• What does success look like?
• When are we done?

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• SOME OF THE PM RESPONSIBILITIES
• Defining the project management process.
• Prepare and obtain project management approval of
  the project plan
• Assume that all team members understand and
  accept their responsibilities.
• Assure timely adaptive action is taken
• Negotiate
• Establish priorities
• Provide periodic status reports and information
  (gather)

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GOOD PROJECT MANAGER

• Totally 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 projects success

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PROJECT MANAGEMENT

• INITIATION
• Project Proposal
• Research/ Validate
• PLANNING
• 10-15
• Scheduling
• PM process
• From start to end
• Supports other parts and organizations.
• Cycle of Validation
• Continuous and constant process- Should not be
  skipped.

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INITIATE- (overview)

• Review the project proposal
• Identify the project
• E.g. Extreme project
• Project Description Document
• Project Proposal vs. PDD
• Validate proposed objectives
• Assumptions
• Risks
• Issues
• Document Log- Log Issue
• Prepare the project charter

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INITIATE

• COMPLETE PROJECT PROPOSAL Sample
• Business Case
• Market Requirements
• Financial Analysis
• Success Criteria
• High Level Scope and Requirements
• High Level Schedule
• High level Resources
• Risks
• Alternatives
• Recommendation

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INITIATE

• Test Project Information
• Best Practices
• All right components of information
• Validity/ Current Relevance
• Validate with Sponsor
• Update assumptions, issues and risk
• Validate Proposed Objectives

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DEFINE AND ORGANIZE THE PROJECT

• Establish the project organization
• Define project parameters
• Integrate project scope (if part of a program)
• Define the project infrastructure

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DEFINE AND ORGANIZE THE PROJECT

• Establish the project organization
• Start a Project Notebook
• Identify Project Sponsor-
• Do we need one?
• Multiple Sponsors
• Appoint the Project Manager

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• Project Team
• Core Team
• Extended Team
• Selecting Members
• Define Roles
• TEAM ROSTER

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TEAM ROSTER
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DEFINE AND ORGANIZE THE PROJECT

• Define project parameters
• Project Definition Document PDD
• Project Objective Statement
• Success Criteria
• Flexibility Matrix
• IS/IS NOT LIST

Major deliverables
Scope/Final Deliverable
Major deliverable 1
Major deliverable 2
Major deliverable 3
Major deliverable 4
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IS/IS NOT

• Example
• POS Implement an integrated employee systems
  database by 12/31/20XX for 5M
• Deliverables Hardware, Software, Training,
  Documentation
• Tangible deliverables
• Manage Expectations

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DEFINE AND ORGANIZE THE PROJECT

• Identify Customers and Suppliers
• Identify Customers and Suppliers Requirements
• Interview
• Scope Creep
• Obtain Approval to Proceed

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DEFINE AND ORGANIZE THE PROJECT

• INTEGRATE PROJECT SCOPE
• Integrate project scope into program parameters
• DEFINE PROJECT INFRASTRUCTURE
• Rigor
• DEFINE PROJECT PROCESSES AND PROCEDURES
• Research information
• Central location of work
• Review Information

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DEFINE AND ORGANIZE THE PROJECT

• ESTABLISH PHYSICAL AND AUTOMATED RESOURCES
• Project Office
• Best Practices
• TEAM LOGISTICS
• Physical Needs Automated Needs
• -Facilities -Hardware
• -Office equipment -Software
• -Communications -Intranet
• -Equipment and infrastructure -Networks
• -Furniture -Web-site

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DEFINE AND ORGANIZE THE PROJECT

• TIPS
• It is ok to ask for help if need it.
• Request support, look for whats available.
• Clarify Scope and project parameters
• Get them right, so ask 10 times if necessary
• Create 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.

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• 5 MIN BREAK-
• GROUP PROJECT

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Project Charter

• Serves as a tool in Project Initiation
• Communication tool
• Allows everyone to understand their roles in the
  project
• Acts a strong governance tool
• It is a living document modified as the
  project is elaborated

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Project Charter

• Three (3) key sections
• Overview / Background Section
• Governance / Authority Section
• Approach Section

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Project Charter

• Overview / Background Section
• Executive Summary (for the senior executives)
• Definition of business need
• Project Objectives
• Measures of success (Quantifiable)
• Assumptions (tested for accuracy)
• Constraints (e.g. budget, resources, schedule,
  etc.)

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Project Charter

• Governance / Authority Section
• Organization structure
• Identifying sponsor(s)
• Identifying Steering Committee members
• Roles / responsibilities and assigning people to
  them
• Terms of reference (mandates) for any committees
  involved in the project (e.g. defining up front
  why are the people there)
• Project approval processes

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Project Charter

• Approach 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 schedule
• Timeline
• Milestones / deliverables
• Budget (capital vs. operating)
• Risk Management Approach (matrix) ongoing and
  actively managed sections of the Project Charter

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Project Charter

• High level mapping (not an exact flow, but a
  reasonable prism to view the steps through)
• Business Need
• Project Objectives
• Project Scope
• WBS

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The project from heaven or hell

• What went well?
• What went wrong?
• What are your most vivid memories
• Was there a Post Implementation Review (PIR)
  performed? Why / Why not?

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PLAN DE PROJECT
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PLAN THE PROJECT

• Develop the work breakdown structure
• Develop the preliminary schedule
• Integrate the project schedule (if part of a
  program)
• Refine estimates and finalize resource
  commitments
• Optimize the project plan
• Develop risk management plans
• Transition from planning to managing

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PLAN THE PROJECT

• Is it always necessary to Plan?
• Concurrent Planning
• Benefits and Risks
• Work Break Down Structure WBS
• Major components
• Top Down vs Bottom-up process
• 100 Rule

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Work Breakdown Structure (WBS)

• Descending levels reflect more details
• Develop 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?

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RACI Chart
Task Responsible party Accountable to Coordinate with Inform
1. Project Manager Project Sponsor Finance Division Human Resources of changes
2
3
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PLAN THE PROJECT

• Consider often forgotten tasks
• Planning the project
• Approval cycles
• Key project meetings
• Management /customer interface
• QUALITY INSPECTIONS /FIXING DETAILS
• TRAINING
• Project management
• TEST PLANNING, DEVELOPMENT AND EXECUTION

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PLAN THE PROJECT

• Assure that tasks are Coded

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PLAN THE PROJECT

• Assign Ownership
• Multiple owners 0 owners
• Owner Responsibilities
• Plan, Manage, identify, estimate, point of
  contact, completion.
• Select Owner
• Capabilities, accuracy, creativity, past
  experience, career goals
• Conflicts, work style.

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Project Management Office (PMO)

• Role of the PMO?
• Weather station
• Project delivery
• Repository of information
• Development and monitoring of standards
• What is the PMO accountable for and to who?

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PLAN THE PROJECT

• Responsibility Matrix

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PLAN THE PROJECT

• WBS DICTIONARY

WBS CODE TASK NAME COMPLETION CRITERIA OWNER RESOURCES
1.2.2 Shopping List All food ingredients have been purchase Sarah 1,200 Car, and Costco membership, Telephone Sergio

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The Project Environment

• The challenge of managing projects
• Estimatingbecause 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
• Budgetingbudget cycles for companies tend to run
  in 12-month intervals, but projects rarely do
• Authoritywhen projects cross organizational
  (e.g. divisional) boundaries it is not always
  clear who has the authority for many decisions

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LIFE CYCLE

• The 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

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Sucess

• The Definition of Success
• On time
• On budget
• High 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?

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PLAN THE PROJECT

• Approximate Duration
• Good WBS
• Negotiate and agree on task completion criteria
• 2-20 days task duration
• Understand and validate assumptions
• Use multiple approaches
• Consider the number of people
• 4 (4-1) / 2 4(3)/2 12/2 6

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PLAN THE PROJECT- PART 2

• RIGOR
• No/low rigor estimating
• Medium rigor estimating
• Maximum rigor estimating
• PERT, COCOMO, DELPHI METHOD

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PLAN THE PROJECT- PART 2

• PERT Program Evaluation and Review Technique
• COCOMO
• DELPHI

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COCOMO

• ORGANIC
• project that is routine for a company
• Well understood domain
• Team works well and efficiently together
• Project expected to run smoothly
• Typically a smaller system

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COCOMO

• EMBEDDED
• A 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 domain
• New or inexperienced team
• Tend to be large projects with lots of
  constraints

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COCOMO

• SEMI-DETACHED
• In the middle
• Complex system, but something the company is
  familiar with
• Teams may be made up of experienced and
  inexperienced members
• System not huge, but not small either

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COCOMO

• Simply Plug and Chug
• What if it doesnt work?
• Play with adjustment factors
• Tweak aand bto make the equation fit the result
• Use a more complex metric

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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.

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ESTIMATION

• Estimating comes with experience
• Using something like Function Points to come up
  with code size doesnt 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

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PLAN THE PROJECT

• PRELIMINARY SCHEDULE
• Critical Path Method (CPM)
• FLOAT
• GANTT CHART

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PLAN THE PROJECT

• TRANSITION FROM PLANNING TO MANAGING
• Project Baseline

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PLAN THE PROJECT

• REFINE ESTIMATES
• PURE EFFORT
• GAIN AGREEMENT ON CHANGE
• RISK MANAGEMENT
• Identify Risks
• Assess risks
• Create risk management plans

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PLAN THE PROJECT

• IDENTIFY RISK
• SCHEDULE-
• E.g. Supplier might be late, technology might not
  be ready
• Customers might not respond quickly enough
• RESOURCES
• E.g. Key resources might not be available when
  needed
• Resources might not be skill/ enough
• SCOPE
• Customer requirements might change late in the
  project
• Requirements might be un-attended.

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PLAN THE PROJECT

• ASSESS PROJECT RISK
• GENERATE RISK MANAGEMENT PLANS
• Trigger

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PLAN THE PROJECT

• Modify Plans as Needed
• Optimizing Plan
• Step 1 Modify preliminary plan to achieve the
  POS
• Step 2 Propose modifications to the project
  objective if the POS is still not met.
• Opportunity for creative inventiveness

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PLAN THE PROJECT

• Modify Plans as Needed
• Tactics to change Schedule
• Renegotiate tasks start dates
• Re-order tasks
• Renegotiate deadlines dates
• Tactics to change Resources
• Reconcile your resources
• Consider change
• Improve productivity

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PLAN THE PROJECT

• Modify Plans as Needed
• Tactics to change Scope
• Reconcile scope
• Analyze the processes
• Quality

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TRACK AND MANAGE THE PROJECT

• Tracking the project
• Benefits of tracking
• Progress
• Problems

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TRACK AND MANAGE THE PROJECT

• Data Collection
• Hard vs Soft Data
• HARD (quantitative)
• 4 Qs
• SOFT (qualitative)
• Women rule
• Status from Task Owners
• Request one
• Activity
• Resource
• Performance and Quality

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TRACK AND MANAGE THE PROJECT

• Analyze Variances
• Analyze Risks, Issues and Changes
• MANAGE CHANGE

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CLOSE OUT THE PROJECT

• PROJECT CLOSE OUT
• Announce end of project
• Complete paperwork
• Convert key leanings to Organizational Mastery
• Acknowledge and reward