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disease management, for example, collecting information from different sources into a single database for being a
warehouse,
Stakeholder buy-in,
Periodic team meetings and periodic meetings with the customer both of those items really go to the point of
communication. Having these team meetings on a meetings of the customer tend to facilitate clear communication,
and that will go a long way toward success.
A competent project manager and teem are very important to project success.
Risks are identified, assessed for severity and impact, and a risk response plan exists
Project baselines (schedule, budget, scope)
Project is monitored and controlled
Change control system
Well defined scope
Effective communication
Acceptance criteria is documented and understood
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Acceptance criteria is documented and understood
Team members understand the criteria for measuring project success
It is important to identify risks and to assess their potential severity an impact, and to produce a risk response plan. It i s also
very important a project baseline, and that would include having a baseline schedule, a baseline budget, and a baseline
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It is also very valuable that a change control system, and that goes right in line with the next item, a well defined scope. Any
of us who worked on projects know that scope creep, or changes to the scope of the project are very common, and so it is
important to have a change control system that allows you to accommodate change but also to control it very well, and to
document it. Effective communication is also a very, very important part of successful projects.
It is also very important to identify acceptance criteria, document it, and make sure is clearly understood by the team
working on the project as well as the client and other stakeholders. And finally, it is very important that the team members
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or some combination of all those factors.
In summary, many success factors are obvious, such as selecting the best qualified and available resources, following project
management best practices, setting a realistic and achievable schedule, ensuring the team understands the project objectives
and are committed to project success.
Note that most of the project success attributes are the result of adequate and well-designed project plans!
Learning Activity: Project Failure
Reflect on a project you worked on that was not successful.
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Give students two minutes to reflect on projects they have worked on which were not successful.
Ask them to list five contributing factors which led to project failure.
Typical student responses for project failure will include poor documentation, poorly defined scope, lack of communication,
unrealistic schedules, lack of management support, human resource and funding constraints, and undefined roles &
responsibilities.
Note that many of the reasons for project failure is the result of poor planning or total lack of planning!
Factors Leading to Project Failure
Factors leading to failure include, but are not limited to:
Poor project communications
Not managing stakeholder expectations
Inadequate & insufficient project planning
Lack of project documentation (charter, project management plan, etc),
Lack of stakeholder buy-in
Lack of management support
Resource constraints (human resources are unavailable when needed & / or incompetent)
Unrealistic schedule
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Unrealistic schedule
Poor risk management (risks not identified or assessed, and lack of, or poorly prepared risk response plans)
This sections lists some of the factors which can lead to project failure. These factors include, but are not limited to, poor
project communications, failing to manage stakeholder expectations, inadequate and insufficient project planning, lack of
project documentation, which could include the project charter or project management plan, lack of stakeholder buy-in, lack
of support from management, resource constraints - for example the people you need to do the project are not available
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in this case risks may not be identified are assessed , and there might be no plan to deal with when risk factors to come into
play.
There are number of additional factors that can lead to project failure. For example, unnecessary and/or unapproved scope
changes often referred to as scope creep - projects can very quickly get out of hand if the scope changes or grows in an
unmanageable way; lack of change control management, which ties right into the first item -
control change, your chances of project success are diminished; not using or improperly following change procedures; not
following the project management plan; poor project monitoring and controlling; continuously gathering requirements - you
never actually get the work or solidify requirements, you just keep trying to figure out what to do and never actually do
anything; poorly defined requirements or poorly understood requirements; undefined or poorly defined scope;
overoptimistic or unrealistic assumptions; unclear project roles and responsibilities. All these factors can lead to project
failure.
When a new project is undertaken the team wants to set it for success.
The project manager and team will analyze historical information.
They will prepare plans to avoid problems encountered on prior projects.
They will focus on taking preventive steps by identifying risks and potential quality issues.
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Project managers plan, lead and control project activities. Their responsibilities include but are not limited to:
identifying and documenting project requirements,
identifying team members,
establishing clear and obtainable project objectives,
preventing unnecessary scope changes,
monitoring and measuring project progress,
communicating project performance and progress,
ensuring that the team understands project objectives and
working with the team in developing project plans.
The PM is responsible for leading, managing, and successfully completing projects.
The PM must develop plans to manage the project scope, schedule, risks, resources, quality, and budget.
The type of organizational structure will impact the level of power and authority a PM has in managing the project.
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organization performing the project.
in a functional organization the PM has very little power and authority.
in a project-ized organization the PM has almost total power and authority.
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Challenge to getting requirements/scope defined clearly what is it that people really need/want?
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Challenge to getting requirements/scope defined clearly what is it that people really need/want?
Integrates strategic & other planning processes into a consistent & coherent document.
During project planning, the team works to clearly define the project scope by collecting requirement, creating a scope
statement and creating a work breakdown structure. Information regarding project scope is obtained in the project charter
and from information acquired from project stakeholders. After creating the work breakdown structure, often referred to as
the scope baseline, the scope boundaries are established. That is all of the work required, and only the work required, to
complete the project.
Planning for Project Scope Management
The above image illustrates a project scope statement template and you will see based on this template the key items that go
into the project scope statement.
The scope statement is prepared after collecting the project requirements. It provides a description of the project scope
which includes major deliverables, project assumptions and constraints and descriptions of work. It also provides a
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which includes major deliverables, project assumptions and constraints and descriptions of work. It also provides a
documented basis for making project decisions and developing a common understanding of the project scope. It is a key
input into creating the work breakdown structure or WBS. Constraints on IT healthcare projects could include HIPAA, EHR
standards and any other standards specific to the project.
Work Breakdown Structure (WBS)
The initial description of the project scope is contained in the project charter and obtained from project stakeholders. The
project scope statement is the starting point for building the Work Breakdown Structure (WBS).
The key outputs of the Work Breakdown Structure process are the WBS itself, the WBS dictionary and the scope baseline.
The Work Breakdown Structure sets the project boundaries and is:
Created after the project scope statement is complete and provides detailed scope definition.
It is created on all projects regardless of size and complexity.
It is considered one of the most important project documents which is created during project planning.
The scope statement is broken down into small manageable components through a technique called decomposition.
Decomposition continues until all work is eventually broken down to the lowest level of the WBS called a work package
(and you can see this illustrated on the slide in the graphical depiction of the work breakdown structure).
In theory work packages are typically 80 hours to 8 hours of work. The project manager should break the work down
until a realistic chunk of work (or a deliverable) is reached that can be scheduled, assigned to be performed, cost
estimated, monitored and controlled.
Creating the WBS helps control the project by preventing scope creep.
Essentially the work breakdown structure is a very well organized list of work that needs to be done on the project and this
helps establish the scope baseline.
Example: WBS for a Software Product Release project. First level decomposition may include: product requirements, detail
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Example: WBS for a Software Product Release project. First level decomposition may include: product requirements, detail
design, project management, construction, integration and testing.
Work Breakdown Structure
The WBS is the foundation from which most planning stems.
It provides a graphical view of a project (this deliverable oriented hierarchy is the decomposition of the work to be performed
by the project team).
The WBS organizes and defines the entire scope of the project.
The project team will analyze each work package of the WBS to:
Identify all the activities (or work) which need to be performed (this information ultimately leads to the development
of the schedule and also making key procurement decisions)
The analysis of the WBS also leads to the ability to estimate the cost of performing the work (and this information
ultimately leads to informing the budget)
Scheduling Terminology
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The Schedule management plan is a document within the project management plan containing information on how the
schedule will be developed and controlled, how schedule processes will be measured, and what scheduling tool will be used.
Duration is the total number of periods (that is work periods; days or workweeks) which are required to complete a
scheduled activity.
Effort is the amount of work or labor hours necessary to actually perform a scheduled activity.
Project schedule network diagrams are a schematic depiction of scheduled activities and dependencies (these are logical
relationships of activities); they model sequenced activities.
Finish to Start, Start to
Start, Finish to Finish, and Start to Finish.
Additional Scheduling Terminology
Schedule activity-based timeline or project baseline; documents when the project activities will be completed.
Critical Path the longest path of activities through the schedule network. It establishes the soonest date the project can be
completed. You will hear critical path referred to constantly when talking about project scheduling.
Gantt a Gantt chart provides a good graphic illustration (it looks like a bar chart) of the project schedule; this type of chart
is easy to construct and consists of listing project activities vertically on the left side of the bar chart and the schedule dates
are listed horizontally across the top of the bar chart. This is the default view in tools like Microsoft Project so if you have
dealt with tools like that you have seen the Gantt chart over and over again.
A Milestone a marker on a timeline with zero days duration; it signifies a major achievement or important event in a
project.
Float (sometimes referred to as slack) the amount of time an activity can be delayed and not delay the early start of a
successor activity; these are found on a noncritical path in the network diagram.
Scheduling tools refer to computerized project management software applications which help the project manager develop
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Scheduling tools refer to computerized project management software applications which help the project manager develop
the schedule and provide information to manage the project.
Activity Duration Estimation Techniques
The project management team must estimate the likely number of work periods required to perform an activity.
There are a variety of estimation techniques and this slide refers to a few of those. It is important for the project
management team to estimate the likely number of work periods required to perform an activity. The project manager and
the project management team can use any of the following estimating techniques in order to achieve this.
Analogous this is used to determine the estimate by using resource duration estimate information from similar past
projects; this is often used in project initiation or early planning when detailed project information is lacking.
Expert judgment a project manager may acquire estimate information from individuals with historic information or
experience related to similar prior projects. It is not uncommon to bring in someone with expert judgment to help perform
project estimation.
Parametric this is a statistical approach to develop estimates based on historical data and other variables (for example
square footage, labor hours per unit of work).
A three point estimate can be used to calculate the expected activity duration by adding an optimistic estimate, a pessimisti c
estimate, and most likely average or m estimate together and dividing by three. You can see the formula is: t = (o + m + p) / 3.
A PERT estimate is a type of three-point estimate which uses a weighted average estimate (four times the average
estimate). While it has advantages such as a more precise scheduling and control, it is a more complex and costly method to
estimate durations. But it is also very popular.
Types of Activities Dependencies
Dependency determinations between activities must be known when preparing a schedule and understanding the
relationships between activities. Dependency determinations between activities must be know when preparing a
schedule. That is, it is very important to understand the relationships between all of the activities in the projects before you
can product an accurate schedule. There are several types of relationships. These are:
Mandatory activity sequence is inherent in the nature of the work performed; this is also known as hard logic; the
predecessor (or initial) activity must be started or completed before a successor activity (a secondary or following)
activity can begin. For example:
Discretionary dependencies involves using best practices when sequencing activities; this is also known as soft or
preferred logic. For example: plumbing and electrical work in construction can be performed in either sequence and so
a choice has to be made.
External dependency
activities, for example: permits or inspections.
Information in the communication management plan may include organization charts, responsibility assignment
matrix, name and contact info of change control board members, meeting times and locations, locations of team
members, and potentially more information that can be determined by the project management team.
Then there is push communication such as memos, reports and faxes in which one party pushes communications to
another party.
And then there is pull communication which includes internet sites, knowledge repositories and other kinds of self-
service information resources where people can go and consume the information at will.
Amount of time and effort dedicated in planning the project should be appropriate to the project requirements.
Every project should have a WBS because virtually all planning stems from it!
Since each project is unique, the level of detail, the amount of risk, and the project constraints all are input to the planning
process.
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