Project Management Fundamentals

John Jay Gamble, Jr., P.E. Spectra Energy Transmission, LLC

INTRODUCTION What is a Project? A complex, non-routine, one-time effort to create a product or service limited by time, budget, and specifications. (Gray & Larson, 2008). The Triple Constraint Law

Project Life Cycle Stages

pe he Sc co du le
Cost

Portfolio A collection of projects or programs and other work that are grouped together to facilitate effective management of that work to meet strategic business objectives. (PMBOK, 2004) The Project Team Sponsor Provides the financial resources and champions the project through the organization. Is often the originator of the project and sets the project requirements. Project Manager Has the overall responsibility to achieve the project objective(s). Facilitates the creation of the plan, organizes and integrates the resources to the work tasks, and tracks and controls the work within the authorizations. Project Management Team Reports to the PM, assists in the creation of the plan, often supervisors major work activities, and assists the PM in tracking and controlling the work. Administrative The project team is frequently assisted by specialist such as budget analysts and schedulers. Stakeholders Have an interest in the project and may be directly or indirectly impacted by the work. They are often the originator of projects. Stakeholders should be consulted as the plan is developed. Organizational Differences Matrix Organization Any organizational structure in which the project manager shares responsibilities with the functional managers for assigning priorities and for directing the work of persons assigned to the project. (PMBOK, 2004) Project Organization An organizational structure in which core work is accomplished by project teams. (Gray & Larson, 2008)

Wo rk S

Initiation

Planning Execution Closeout

Project Management What is Project Management? The application of knowledge, skills, tools, and techniques to project activities to meet project requirements. (Gray & Larson, 2008) Other Key Terms Program A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. (PMBOK, 2004)

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Politics Customer Expectations

PM ROLES & RESPONSIBILITIES Project Initiation Stage Identification of Need Market Demand Operations Deficiencies (Failures, Reliability, Safety, Obsolete Equipment) Code or Regulatory Changes Customer Requests Prepare a Project Objective Statement A single sentence of less than 30 words that answers at a general level four questions: What is the project objective or need? What is the primary measure of success? What is the planned completion date? How much is the project expected to cost? Prepare Project Scope Statement Background Project Justification/Purpose Primary Components (Technical Requirements) Major Deliverables Company Requirements & Acceptance Standards Governing Codes & Standards Assumptions & Risks Conceptual Design Drawings (as required)

matrix organization Dimensions of a Successful PM Technical Skills Scope of Work Cost Estimate Schedule Resource Allocation Status Reports Interpersonal (Soft) Skills Leadership Problem Solving Teamwork Negotiation

WORK BREAKDOWN STRUCTURE (WBS)

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Prepare Order of Magnitude Cost Estimate & High Level Project Milestone Schedule Perform a Financial Analysis (as required) Internal Rate of Return (IRR) Return On Investment (ROI) Payback Period Project Approval Process Planning Stage Assign Resources & Responsibilities Project Manager Project Management Team Prepare The Project Plan Objective Statement Work Breakdown Structure (WBS) Scope of Work Baseline Estimate Baseline Schedule Risk Identification & Mitigation Plan Resource Plan Communications Plan Executing Stage Execute The Project Plan Initiate Environmental Permitting & Right-of-Way Perform Survey Prepare Detail Design Drawings Specify and Procure Materials Construction Contract Outside Services Coordinate System Outage with Gas Control Construction Coordination & Inspection Project Quality Assurance Commissioning & Startup

Risk Management Project Performance Monitoring & Control Scope, Cost & Schedule Control Progress Reporting Project Team Meetings Corrective & Preventative Actions Management of Change Closeout Stage Release Resources Administrative Closure Project Documentation Lessons Learned Meeting REFERENCES 1. Brown, Dennis H., (2011). Project Management Basics for Small and Medium Sized Projects. DHB Solutions, LLC. 2. Gray, Clifford F. & Larson, Erik W., (2008). Project Management: The Managerial Process (4th ed.). New York, NY: McGraw-Hill/Irwin. 3. Project Management Institute. (2004). A Guide to the Project Management Body of Knowledge (3rd ed.). Newton Square, PA: Project Management Institute.

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