Fundamentals of MPMM PM Methodology Software

Fundamentals of Project Management using the MPMM Methodology Tool
1 Copyright 2000-2014 TenStep group
Agenda
Module 1
Review the fundamentals Overview of MPMM Project initiation Project planning (start)
Module 2
Project planning (finish)
Module 3
Project execution Project closure MPMM demo
Learning Objectives
By the end of class, each attendee should be able to:
Discuss the value of project management Understand MPMM at a high level Understand how to initiate a project Identify and create the project schedule and supporting project management plans Monitor and control the project management processes throughout project execution Conduct project closure Describe the structure of MPMM and how to navigate through the methodology
Project Fundamentals
Copyright 2000-2014 TenStep group
Lets Start - What is a Project?

Defined start and end-date Defined scope, finite budget, specific end result (or deliverables) and assigned resources. Unique work Managed according to the size, complexity and criticality Not routine work / support / maintenance / operations
What is Project Management?

Utilizes skills, tools and processes to complete a project successfully
Skills specialized knowledge and experience Tools templates, checklists, software, etc Processes to plan and manage project
Project Lifecycle
A series of phases undertaken to deliver a required project outcome MPMM has four phases
Typical Environment
Project management considered overhead Sponsors uninvolved and unengaged Projects completed late and overbudget Wide range of project manager skill levels and competencies No common project management experiences and best practices No common or formal project management training No standard processes or templates
Where You Want To Be

Company / organization Common processes for project management Common roles and responsibilities Common terms and definitions Consistent communication and reporting throughout the organization High overall chance of success on all projects
Where You Want To Be

Project managers Appropriate project charter and planning Proactive management of project scope, risks, communication, issues, etc. Knowledgeable in best practices and overall project management techniques Project team members Reduced time for acclimation on new projects Common understanding with project manager on how project is managed
Exercise #1
Are you excited about adopting a standard project management methodology? What do you see as the benefits? What are your concerns?
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What is a Methodology?
A common system of processes and techniques used in a specific discipline Includes repeatable best-practices, templates and prior accumulated knowledge Provides a common language and culture that everyone can use and follow Creates a well-ordered environment that allows for a better chance of success
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Why Use a Methodology?

Adds more time?
Adds more cost? Adds unneeded documentation? Adds extra work? Adds more overhead?
(By the way, if this was the case, why would any company want to implement project management ????)

Adds more time? Adds more cost? NO! NO!
Adds unneeded documentation? NO! Adds extra work? Adds more overhead? NO! NO!
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Better, faster, cheaper project execution through:
Repeatable processes YES!
Fewer errors and less rework

Pre-built templates Standard schedule activities Less start-up time for new projects Easier knowledge transfer
YES!
YES! YES! YES! YES!
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Big Projects
Break big chunks of work into smaller projects Days of huge mega projects are over Smaller projects have more opportunity for success
Ability to focus better Better able to gain initial success and momentum Better able to estimate the work Provides opportunity to deliver something and then expand the solution from there
Break projects into parts that could naturally stand alone

Programs
Group of related projects All work accomplished through underlying projects
Sequentially Parallel
Entire effort coordinated through program structure

Program Manager Program Charter Program management procedures
Program is over when all objectives are accomplished

Exercise #2
Read the case study Identify how you would structure the work into one or more projects Focus on project level breakdown not activities
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Questions?
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Overview of MPMM
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What is MPMM?
Method123 Project Management Methodology Describes the project management work required to initiate, plan, execute and close a project Scalable (project sizing matrix) Not industry specific Includes
Templates Approach to complete each task Examples
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Project Management Best Practices

Aligned with Project Management Institute (PMI) as defined within "A Guide to the Project Management Body of Knowledge" (PMBOK Guide) Aligned with Prince2, a UK standard for project management
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MPMM Contents
Project management lifecycle
Project Project Project Project Initiation phase Planning phase Execution phase Closure phase
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MPMM Contents
Templates
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MPMM Contents
Examples
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Contents
Roadmap
Depicts the MPMM phases and steps for easy access
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Contents
Project Sizing
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Contents
Glossary
MPMM terms and definitions
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Tutorial
Recommendations for how to use MPMM
By role Creating and customizing project lifecycle and templates Using the methodology Suggested approaches for implementation and training
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Help
Describes how to
Navigate and use MPMM Customize MPMM Create and edit pages Import and export templates Manage your methodologies within MPMM
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Demo Later Questions Now?
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Project Initiation
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Initiating a Project
Idea is generated
Opportunity available Resolve a problem today Manage a future risk Regulatory, legal, accounting, auditing requirement
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Project Initiation Phase
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Develop a Business Case

Justifies the start of a project Describes business problem (or opportunity) Lists alternatives and a recommended solution Provides measurements for determining the success of a project Presented to a Project Sponsor for approval Validated during end of phase review
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Identify the business problem or opportunity
May need a Feasibility Study to investigate completely Identify the root cause of the business problem or opportunity (why the idea is generated) Define the impact and the impact of doing nothing
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Identify the alternative solutions
Quantify the benefits of each solution Forecast the costs of each solution Assess the feasibility of each solution
What is the likelihood each solution will be successful? May need Feasibility Study
Identify any issues, and assumptions
36

Recommend a preferred solution
Rate the alternative solutions Identify the recommended solution
Describe the implementation approach

Define how the solution will be initiated, planned, executed, and closed Describe how project management will be implemented and the project management processes to be used
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Undertake a Feasibility Study

Assesses alternative solutions to meet the business need Research the business problem / opportunity Identify the high-level requirements
List key business drivers Identify enough requirements to complete the Initiation
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Undertake a Feasibility Study

Assess the feasibility
How well does each solution meet the business need
Rank the feasibility results

Score the results Identify risks, issues, and assumptions for each solution
Identify the feasibility outcome

Do the math rank based on score and weight Pick solution has highest overall score
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Establish the Project Charter

Describes purpose of a project, structure and implementation Defines the
Vision, objectives, scope and deliverables
What the project will achieve
Stakeholders, roles, and responsibilities

Who is involved
Implementation approach
Approach to initiate, plan, execute, and close the project
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Definition - Project Charter

The document that defines a project in terms of objectives, scope, risk, assumptions, etc. Not an end in itself represents definition process Signifies an agreement with the Sponsor and major stakeholders on the nature of the project Represents current definition of the project
Significant changes are reflected in the Project Charter
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Vision
Vision Objectives Scope Deliverables Customers Stakeholders Roles Responsibilities Structure
Project organization

Approach to implementation
Approach Implementation Plan Milestones Dependencies Resource Plan Financial Plan Quality Plan Completion criteria
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Risks and Issues
Risks Issues Assumptions Constraints
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Vision
States the purpose of the project in brief sentences High-level statements Somewhat vague
To implement a robust, reliable financial management system within the business
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Objectives
Determines project success Low level, specific and concrete statements Should be SMART: Specific, Measurable, Achievable, Realistic, and Time-Based
Action oriented (starts with a verb) Should be deliverable-based
Not features and functions (requirements)

"To install new accounts payable and receivable and payroll system modules within the existing accounting system, thereby achieving 99.5% system up-time"
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Project Organization
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What is a Project Manager?

The person with the responsibility for managing the project to a successful conclusion.
A new employee in the company mailroom noticed an older man sitting in the corner, sorting mail, weighing packages, adding postage and doing other simple jobs. He asked his supervisor who the man was.
"That's Joe." the supervisor said. "He has been with the company for 35 years and is getting close to retirement. "Really." the new employee replied. "And he's been in the mailroom the whole time? "No, he left a while. But he asked for a transfer back - after spending several years as a project manager.
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What is a Project Manager?

Schedule work completed on time Budget - work completed within budget Issues identify, track, manage and resolve Communication - proactively to all stakeholders Risk - identify, respond and manage project risk Quality - ensure solution is of acceptable quality Scope - deliver what was agreed to Procurement manage vendors and deliverables
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People Responsibilities
Leads the team to willingly follow your direction Sets reasonable, challenging and clear expectations Holds team accountable for meeting expectations Displays proactive verbal / written communication Builds team comradery Motivates Provides performance feedback
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What is a Project Team?

Reports to the project manager Work on the project activities and tasks Assigned full-time or part-time Work directly on the creation of project deliverables Communicates progress to the project manager
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What is an Executive Sponsor?

Has ultimate authority/responsibility for the project Provides high-level direction and vision Funds the project Champions the project within their organization Resolves major change requests and issues Validates and ensures project benefits are attained Approves all major deliverables May delegate day-to-day tactical management to a Project Sponsor
What is a Project Sponsor?

Optional position Represents the Executive Sponsor on a day-to-day basis Makes business decisions about the project on a day-to-day basis Coordinates requests for time with the business community
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What is a Project Board?

Assists the Sponsor
Defining the vision and objectives Periodically reviewing overall status of the project Resolving issues and approving scope changes
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Project Organization
Customer / client Vendor / supplier Stakeholders Users Project manager Project team Executive Sponsor Project Sponsor Project Director Project Board
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Stakeholders
Vendors / Suppliers
Clients Sponsor Users
Exercise #3
Read the statements Identify the typical role (or roles) that might make these statements
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Scope
Sets the logical boundaries of the project
Low level scope (requirements) fills inside the boundaries
Define scope well to manage scope effectively The more detailed, the better chance of success
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Scope Boundaries
Define what is in and out of scope (other): Lifecycle processes (analysis, design, testing) Data (financial, sales, employee) Data sources (or databases) (billing, general ledger, payroll) Functionality (decision support, data entry, management reporting) Organizations (Human Resources, Manufacturing, vendors)
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Deliverable Scope
Always specify deliverables Include internal, customer focused
Business Requirements Current State Assessment
Include final deliverables

Business application Hardware installed New phone system
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Align Deliverables & Objectives

Are there deliverables that do not directly help to achieve objectives?
If so, delete the deliverables or reword objectives
Are there objectives for which there are no defined deliverables?

If so, delete the objective or add deliverables
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Align Deliverables & Objectives

Decomposition and Alignment of the work of the project Goals
Objectives
Deliverables
Work Packages
Activities
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Approach to Implementation
Approach Summarized Schedule Milestones External Dependencies Resource Plan high level Financial Plan high level Quality Plan
Describe all PM processes at a high-level
Completion Criteria
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List Risks and Issues

Assumptions Risks Issues Constraints
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Definition - Assumptions
Statements that we believe to be true A low level risk
Event or condition that needs to happen and high probability that it will occur Event or condition that will impede your project and low probability that it will occur
Outside the total control of the project team
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Definition - Risks
Future event of condition Probability of occurrence Impact to the project Outside the total control of the project team Example
Event or condition that needs to happen and a likely probability that it will not occur Event or condition that will impede your project and a likely probability that it will occur
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Risks Vs. Assumptions

An event or condition that may have a negative impact on the project
Risk. The event is more likely than not to occur Assumption. The event is not likely to occur
A event or condition that must occur for the project to be successful

Risk. It is more likely than not that the event will not occur Assumption. The event is very likely to occur
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Exercise #4
Are these risks, assumptions or something else?
We will have strong support from our executive sponsor The production and test servers will be installed by our vendor before integration testing The concrete floor needs to be 12 inches deep We will complete requirements before we begin design work Our vendors will support our application by October 1 We must go to the moon to get the supply of meteor fragments that this project requires It is 60 miles from location A to location B
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Exercise #4
We will have strong support from our executive sponsor The production and test servers will be installed by our vendor before integration testing The concrete floor needs to be 12 inches deep We will complete requirements before we begin design work Our vendors will support our application by October 1 We must go to the moon to get the supply of meteor fragments that this project requires It is 60 miles from location A to location B Either risk or assumption Either risk or assumption Requirement Either risk or assumption Either risk or assumption Fiction (0% chance) Fact (100% chance)
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Definition - Issue
An event that currently affects a projects ability to produce the required deliverables
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Definition - Constraints
Events or conditions that limit actions or options Facts 100% likely to occur
Need to be managed around
Not necessarily problems but could be

Example date constraint may or may not be a problem
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Exercise #5
Read the additional case study material Define the project
Objectives, use handouts Scope, use handouts Assumptions, use handouts (risks are covered later) Dependencies, use handouts Constraints, use handouts Estimated cost and duration, determine on your own Project organization, determine on your own
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Appoint a Project Team

Identify roles for the project Specify number of people for each role Summarize the responsibilities for each role Define the process to recruit and staff the project
Internal External
Recruit a project team of skilled and qualified staff
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Setup a Project Office

Houses project administration staff
Tools, processes, communications infrastructure, technologies, office equipment
May exist in an organization to support all projects
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Describe the project office purpose in terms of
Time Management Cost Management Quality Management Change Management Risk Management Issue Management Procurement Management Communications Management Acceptance Management Phase Reviews Auditing and Compliance Providing Tools Project Closure Reviews
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Define the roles of the office staff
Communications Manager, Risk Manager, etc
Identify the office location, obtain budget, and relocate staff to Project Office Create/purchase the methodology, standards, financial tools, processes, etc to run the office Run the project office
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Perform Phase Review

Determine whether all initiation activities have been completed Define and review exit criteria for Initiation Phase Request approval to proceed to Planning Phase
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Backward looking
Deliverable approvals Budget and schedule review Review project issues and risks Review project change requests
Forward looking
Validate schedule and budget estimates Validate the Business Case
Good opportunity to cancel a project that no longer makes sense.
Check that resources are available Validate your sponsorship

Questions?
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Project Planning
79
Project Planning Phase
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Create a Project Plan

Deliverable is the project schedule Options
Work through activities in your head (small project) Use schedule from prior successful project Use templates based on project characteristics Build from scratch
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Define the Work Breakdown Structure

Lists all phases, activities and tasks Phase
Activities to deliver a substantial portion of overall project
Activities
Set of tasks required to complete a portion of a project
Task
Item of work to be completed within a project
Milestone
Major project event Deliverable completion
Work Breakdown Structure

1. Break down work at project level (level 0) 2. Is each activity less than the estimating threshold and do I understand the work? 3. If no, break those down into lower-level activities 4. Repeat steps two and three until all activities are less than estimating threshold and you understand the work involved
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Work Breakdown Structure (WBS)

Any breakdown should end up covering all the work Estimating threshold
Used to determine how small to break the work down Based on manageability
Summary activities Detailed activities

Verb oriented / action oriented Will transition to the schedule
Sequencing not important right now
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Example: by phase
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Example: by deliverable
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Example: time-based
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Does: Break down the work into smaller and smaller pieces Divide the work into manageable chunks Make it easier to estimate the work at the detailed level Does not: Allow you to control the project Allow you to sequence the activities Tell you who does what work
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Exercise #6
Read additional case study information Build work breakdown structure using one sticky pad sheet for each summary and detailed activity Number each activity based on the levels (0.0, 1.0, 2.0, 2.1, 2.2, 2.2.1, ) Report out
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Are you more familiar with an Indented Task List?
90
Identify the Required Resources

Assign generic resource roles
programmer1, technical writer 1
Estimate the effort required to complete each task
Task Title
Resource
Effort
List the title of each Task in the project.
List the project team responsible for the completion of the Task.
Quantify the approximate amount of effort (e.g. days, weeks and months) required to complete the Task.
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Exercise #7 - Step Right Up

Take a script Estimate the number of candies based on your script Report your estimate How did you come up with your estimate?
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Estimate the Effort

Estimating techniques Analogy (similar, not exact) Ratio (the same, but different scale) Expert opinion Delphi Parametric modeling PERT Work breakdown structure
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Estimate the Effort

Analogy Look for similar projects from the past May or may not have detailed estimates and actuals Industry databases Benchmarking Example - Chicago project is 500 hours. Atlanta is similar size
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Estimate the Effort

Ratio Characteristics of project allow comparison Projects are similar but different scale The main factors that drive the effort are similar Could be scaled higher or lower Example - Chicago project 500 hours. Orlando half as big. New York twice as big.
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Estimate the Effort

Expert opinion / Delphi Someone who has done it before many times Experts within company Industry experts Research analysts
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Estimate the Effort

Parametric modeling Characteristics of project allows use of a model Use statistics, formulae, spreadsheets Example - Highway is $1 million per lane per mile. How much for 10 miles of four lane highway?
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Estimate the Effort

PERT Program Evaluation and Review Technique Provides a weighted average (Best case + (4 * most likely) + worst case) / 6 Weights the average toward the extreme case Example - best case is 6, most likely is 10, worst is 26 .. PERT estimate is 12
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Estimate the Effort

Work Breakdown Structure Break down the work Estimate all work at the detailed level Add up the estimates for all detailed activities Apply estimating techniques at the activity level WBS is usually the most time-consuming, but can be the most accurate
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Estimate the Effort

ESTIMATE ORDER OF MAGNITUDE (CONCEPTUAL) ACCURACY -50% - +100% PURPOSE Evaluation of projects or alternatives
PRELIMINARY (BUDGET)
- 15% - +25%
Establish initial budget, reserve funds for project
DEFINITIVE
- 10% - +15%
Establish actual project budget, after Project Charter

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Estimate the Effort

Estimating contingency Represents estimating confidence level Identified as a separate budget amount (best) Buried into each individual estimate (worst) Tapped for overruns from inaccurate estimates
Cannot be tapped for scope change requests
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Estimate the Effort

Tolerances Complete project +/ Can take the place of estimating contingency
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Estimate Duration
Factor in productive hours per day Factor in available workdays Determine how many resources on each activity Take into account any part-time resources Calculate delays and lag times List all assumptions and constraints
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Construct a Project Schedule

List the phases, activities and tasks required to complete the project, as well as the dependencies, sequencing and resources involved Sequence the activities - what comes first, second, third, etc. Look for relationships between activities What can be done in parallel? What activities must wait for others to complete?
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Construct a Project Schedule

Dependencies Logical relationships between phases, activities or tasks that influence the way in which a project will be undertaken
Internal to the project or external to the project
Activity Title Depends on Dependency Type
Identify each project activity involved in the Dependency.
List the item upon which this activity is dependent.
Identify the type of this Dependency (e.g. Start-to-Start or Start-to-Finish).
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Sequence the Activities

Sequence the activities what comes first, second, third, etc. Look for relationships between activities What can be done in parallel? What activities must wait for others to complete?
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Network Diagram
One start and one end Collection of any set of related tasks is a path All tasks have at least one predecessor (except the beginning) All tasks have at least one successor (except the end)
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Network Diagram
Finish to Start (F -> S) Activity A must finish before activity B can start Most common
Hookup new computer
Before
New software is installed
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Convert WBS to Network Diagram

WBS
Activity 1
Activity 2
Activity 3
Task 1.1
Task 1.2
Task 2.1
Task 2.2
Task 3.1
Task 3.2
Start
1.1
1.2
2.2
Finish
2.1
3.1
3.2
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Exercise #8
Use the WBS you created earlier Rearrange the activities to create a network diagram Report out
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Critical Path
Drives the end date Any delay will cause the entire project to be delayed Cant manage duration without knowing critical path
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Critical Path
Path A A F I O P
Path B
Path C
Path D
End
Time
Exercise #9
9 days 2 days
1 day
3 days
6 days
1 day
2 days
5 days
4 days
3 days
1. How long will this project take to complete? Add Resources 2. How can you reduce the overall schedule by one day? 3. How can you reduce the overall schedule by two days? 4. What have you observed about the nature of the critical path?
Adjust Plan and Add Milestones

Make sure schedule seems reasonable. If not check estimating assumptions. Add time for project management, if not already accounted for (15%) Add milestones after completion of major deliverables Add end-of-phase gate reviews Save a copy of schedule as the baseline
114
Create a Resource Plan

Input from Business Case, Project Charter and Project Schedule Check for resource over-allocation or under-allocation Perform resource smoothing / leveling
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Assign Resources
Resource Leveling
Before
10 8
Hours
After
10 8
Hours
6 4 2 7 8 9 10
6 4 2 7 8 9 10
11
Days
Days
Joe Smith
Joe Smith
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Create a Resource Plan

Resource dependencies may be introduced Create a comprehensive resource plan
Resources required
Labor Equipment Materials (eg, office materials)
Quantity for each resource and when needed
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Create a Financial Plan

Input from Business Case, Project Charter and Project Schedule, Resource Plan Determine and quantify the financial expenses
118

Determine the cost of labor
Internal and external
Include all non-labor costs, including:

Hardware and software Travel expenses Training Team building Facilities Maintenance / support costs
119

List the project costs and the schedule for when the costs will be incurred Define the Cost Management Process for managing expenses
Purpose Steps Roles and responsibilities Supporting templates
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Triple Constraint
Recognizes cost (effort), time and scope are all related First gain an agreement
You will deliver xxx scope for yyy cost and zzz timeframe
Once agreed, no one factor can be changed in isolation

Deliver more for same budget and schedule - no Deliver same for less budget and less time - no Deliver same for same budget, but faster - no
Change to one factor results in change to at least one other factor, maybe both
Create a Risk Plan

Identify and assess the level of risk on the project Create a risk plan to reduce the impact on a project in the event the (negative) risks occur
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Risk Definition
Risk is the probability of an undesirable event occurring and the significance of the consequence of that occurrence.
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Risk Characteristics
A definable event that may occur in the future A probability of occurrence (future) A consequence of occurrence (impact + or -) Risk is almost always associated with a loss; however, positive risk can also be viewed as an opportunity
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Opportunity Risks
A definable event Probability of success Benefit of Success Question: Why should you take a risk? Answer: To gain a reward (This aspect of risk is not covered in this training)
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Is a Risk a Problem?
No, a risk is not a problema problem is a risk whose time has come Problems / issues - existing events / circumstances Risk - future events
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Risks Vs. Assumptions

A future event that may have a negative impact on the project
Risk. The combination of probability and impact are not acceptable (too high) Assumption. The combination of probability and impact are low
A future event that needs to occur for the success of the project
Risk. The combination of probability and impact are not acceptable (too low) Assumption. The combination of probability and impact are high
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Identify the Risks

Look for inherent project risks
Project size Project structure
Effect on the organization Staffing
Project management experience Hardware and software
Brainstorm additional specific risks for your project

Involve clients and sponsor
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Quantify the Risks

Qualitative Risk Analysis Evaluate each risk event based on impact and likelihood Categorize risks
High Medium Low
Qualitative implies some subjectivity applied
129
Qualitative Risk Analysis

Probability Impact
Low
Ignore Ignore
Medium
Ignore Caution
High
Ignore Caution
Low Medium
High
Caution
Respond
Respond
130
Qualitative Risk Analysis

Likelihood (example)
High .8 Medium .5 Low .2
Impact (example)
High .9 Medium .6 Low .3
Overall numerical risk is (Likelihood * Impact)
131
Quantify the Risks

Quantitative Risk Analysis Uses more sophisticated techniques to arrive at more objective risk analysis Risk quantified in terms of cost, schedule & effort Helps identify projected target dates and budget based on risk
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Create a Risk Schedule

Risk Response High level risks - respond Medium level risks evaluate individually to see if response is warranted Low level risk ignore or list as assumptions
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Risk Response
Leave it Monitor the risk Avoid the risk Move the risk Mitigate the risk
Weigh cost of the response against consequences Create a risk schedule or move the activities of the risk plans to the schedule
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Contingent Actions
For high risks Identify actions to take if a risk actually occurs
Risk - hardware may not be available in time at a remote pilot test location Contingent action - hold the pilot test in a site that already has the hardware Worst case - the project may need to be stopped
135
Define the Risk Process

Define the Risk Management Process for managing project risk
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Exercise #10
Review the case study Identify four project risks Prepare risk management plan and contingency actions for two of the identified risks
137
Create a Quality Plan

The extent to which the final deliverable meets the customers requirements Measure the quality of the deliverables produced and the quality of the processes used to create those deliverables Define the quality targets to be achieved for each deliverable, aligned to the customers requirements
138
The Case for Quality

Value Statement: An effective quality management program leads to
user satisfaction, enhanced reputation, and most notably, a decrease in the cost of producing the product.
The Cost of Quality A Hewlett-Packard executive once noted, If you catch a two cent resistor before you use it and throw it away, you lose two cents. If you dont find it until it has been soldered into a computer component, it may cost $10 to repair the part. If you dont catch the component until it is in the computer . . . the expense may exceed the manufacturing cost.
Effective Quality Management
External Failure Cost Internal Failure Cost Inspection Cost Prevention Cost
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The Characteristics of Quality

Quality of the deliverables produced Quality of the service provided
Q
Product Quality
Reliable Ease of use Easy to maintain when completed Available when needed Flexible for future needs Good value for dollars spent Intuitive / easy to understand Secure Well documented Minimally defective (Doesn't have to be perfect) Responsive (Good response time.) A match to customer needs
Service Quality
Responsive Competent Accessible Courteous Good communication Credible Knowledgeable of the product Knowledgeable of the customer Reliable
Create a Quality Plan

Understand the expectations of the customer in terms of quality and then put a proactive plan and process in place to meet those expectations Define the Quality Management Process for managing quality
Purpose, steps, roles and responsibilities, supporting templates
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Define Quality Targets

Understand quality requirements Set metrics criteria for each quality requirement Determine target for each quality metric
144
Quality Assurance Plan

The process used to create the deliverables Quality reviews planned to review performance and conformance to the project management processes specified for the project
145
Quality Control Plan

The activities to create project deliverables Quality control reviews planned to review deliverables and ensure they meet the defined quality targets
146
Create an Acceptance Plan

Deliverables are considered 100% complete when the customer has accepted them as complete Create an acceptance plan to ensure that all deliverables are signed-off as complete by your customer Input is Project Charter (deliverables defined here) Determine the criteria used for each deliverables acceptance
147
Create an Acceptance Plan

Schedule the review and sign-off for each deliverable Define the Acceptance Management Process for accepting project deliverables
148
Manage Communication
Communication is a critical success factor Deliver the right information to the right audiences
Project team to project manager Project manager to stakeholders
Minimum, report status on all projects

Status Reports Status meetings
149
Exercise #11
List the ways people communicate at your company Is anyone doing anything unique? List communication strengths and weaknesses
150
Basic Status Reporting

Purpose Report on project progress against the schedule Report project management concerns
Schedule Budget Issues Scope change Risks
Manage expectations
151
Basic Status Reporting
Synthesize
Status Report
152
Manage Communication
Q: How do you make sure you get the right information about your project to the right audiences, in the most effective manner?
Answer: PLANNING
153
Create a Communications Plan

Determine the project stakeholders and their communication needs For each stakeholder, brainstorm how to fulfill the communication need Prioritize the communication options Implement any communications that are mandatory
154
Create a Communications Plan

Implement high value communication options Build a communications schedule or add the resulting activities to the schedule Define the Communications Management Process for monitoring and controlling project communications
Purpose, steps, roles and responsibilities, supporting templates
155
Communication Plan
High Impact
Focus here first
Low Impact
High Effort
156
Low Effort
Communication Plan
Compliance
Mandatory, push
Informational
General information, how-to, pull
Marketing
Sell, push
157
Compliance Examples
Project Status Reports Regular voicemail updates (of status) Status meetings Meetings with Steering Committee Government required reports and other information Financial reporting such as budget status, headcount, run rate etc.
158
Informational Examples
Awareness building sessions (not training, build awareness)
Lunch and learns Brown bag meeting
Project deliverables placed in a common repository

Tell people the information is there Place in a location people can access
Project information on a website
159
Marketing Examples
Project newsletters, with positive marketing spin Contests with simple prizes to build excitement Project acronyms and slogans to portray positive images Project countdown till live date Celebrations to bring visibility to the completion of major milestones Project memorabilia - pins, pencils, cups, T-shirts, etc.
160
Branding a Project
More sophisticated form of marketing communication Establish identity that conjures up a positive image Associate an emotion when a person hears of your project Proactively build your brand, rather than have one branded on you
All large projects get branded If you dont control, it is usually negative
161
Exercise #12
Building a Communication Plan Review the class case study Determine the communication needs of two major stakeholders
Sponsor (both) Director Project team Vendor team USA Finance Managers USA users International managers Other
Determine method and frequency of delivering the communication

Create a Procurement Plan

Procurement management the processes used to
Acquire and Manage the delivery of
goods and services from outside the organization Define your outsourcing needs Undertake a formal selection process to select the right supplier(s) for your project
163
Typical Questions
What project needs can be met by procuring goods or services? Is it worth to make or buy? What kind of contract is best suitable for our purpose? What are the market conditions that should be considered? How will we describe goods or services that have to be acquired? Who are the potential sellers?
Exercise #13
What are some general reasons why companies partially or totally outsource work? Why does your organization outsource work?
165
Terms and Concepts

Buyer / client / customer
You
Seller / subcontractor / vendor / supplier

Outside company Provides products or services to your organization Driven to satisfy buyer, plus make a profit
166

List what you want to outsource to external suppliers including quantity and budget Research the market to find suitable suppliers Create a procurement schedule including Request for Proposal (RFP), supplier responses, and supplier selection or add these activities to your project schedule
167

Define the Procurement Management Process for managing the outsourcing and fulfillment of the procurement items
168
Contract the Suppliers

A formal selection process to contract suppliers for your project
169
Reasons for Contracting Work

Seller has resource skills you do not have Seller has resources available you do not have You dont want to do the work
Too costly Not strategic to your business
Seller used for expertise

Consultants (brain power)
Seller used for supplemental staffing

Contractors (horse power)
170
Define the Tender Process

Gather and rank seller selection criteria up front
Best fit to requirements References Price Etc.
171

Scoring & Weighting Recognizes that some factors are more important than others Make the evaluation criteria more objective
Attempt to reduce bias
Agree to the rules up-front
172

Source Selection Criteria Often included with procurement solicitation Financial capability Criteria can include
Price Understanding of need Lifecycle cost Technical capability Risk Management approach Technical approach Warranty
Production capacity and interest of future requirements Business size and type Past performance of sellers References Intellectual property rights Proprietary rights
173
Create a Statement of Work

Detailed description of products that need to be procured and the objectives to be achieved by outsourcing the work Describes the work to be completed on the project Should be used by prospective sellers to determine their capability to provide requested items
174
Create a Statement of Work

It can be refined during procurement process, but it should be finalized by the time contract is signed May include technical specifications It becomes a part of the contract May also describe supplier responsibilities, acceptance terms, and payment terms
175
Issue a Request for Information

Create seller long list (optional)
Preferred sellers Web search Trade magazines Advertising Working with Professional organizations & institutions (e.g., PMI or various procurement organizations)
Describes general information needed to select a supplier shortlist
176
Issue a Request for Proposal

Create seller short list
Evaluate seller long list Review RFI from long list Look for obvious reasons to eliminate some alternatives Want a smaller list to send RFP but more than one
Send the RFP to your shortlist of suppliers
177

Evaluate seller short list
Send RFP Hold Bidders Conference Evaluate each proposal against prior factors and weightings Interview finalists Check references Visit sites Create ranked list of sellers based on prior ranking criteria
178

Select a qualified seller
Do the math Rank the sellers Could select multiple sellers
Keep sellers competitive Split work based on expertise
179
Negotiate Supplier Contracts

Contract The key element of procurement is the contract
A legally binding document that describes all elements of an agreement between parties Addendum signed by buyer and seller for all changes to the contract
A formal document describing the business agreement between parties
180
Contract
A contract includes
Legal aspects (eg, terms and conditions, penalties and fines) Technical items (specification of what needs to be done or acquired) The process of actually fulfilling the work, including project management (eg, scope, subcontractors, schedule)
181
Exercise #14
Read the scenarios Determine if a valid contract exists
182

Determine whether all planning activities have been completed Define and review exit criteria for Planning Phase Request approval to proceed to Execution Phase
183

Backward looking
Forward looking

Questions?
185
Project Execution
186
Project Execution Phase
187
The Project Has Started

Project Kickoff Meeting Monitor and control all aspects of the project Take checkpoint at milestones (phase gate review)
Build Deliverables
188
Project Kickoff Meeting

Formally notify all stakeholders that the project has begun Make sure everyone has a common understanding of the project Formally set the stage for the start of the project
189
Kickoff Meeting Agenda

Introduce the people at the meeting Recap the information in the Project Charter
The purpose of the project Scope Major deliverables Risks / assumptions / constraints / dependencies Estimated effort and budget Deadline
Discuss the important roles and responsibilities Discuss project management procedures Answer any outstanding questions
Build Deliverables
Specific approach and activities will vary based on deliverables being produced
Software Phone system upgrade Building construction Business process improvement Etc
Include within the project schedule
191
Monitor and Control

Monitor and control the deliverables being produced by the project MPMM includes roles and responsibilities, and templates in support of each project management process
192
Perform Time Management
193

Trouble signs for duration Activities starting to trend behind schedule early on in the project A small variance starts to get bigger, especially early in the project Work is done that is outside the approved Project Charter or business requirements
194

Trouble signs for duration You need to rely on unscheduled overtime to hit the deadlines, especially early in the project Team morale starts to decline Quality control, testing and project management time starts to be cut back
195

Get the project back on schedule Overtime work Swap resources Reallocate resources onto the critical path Double check all dependencies Double check all time-constrained activities Improve processes (long projects)
196

Get the project back on schedule "Crash" the schedule Fast Track Regain commitments Improve morale Add resources Push back deadline Scope back work

Trouble signs for effort hours Typically dont manage by effort hours Usually shows up as work taking longer than scheduled or costing more than budgeted
Resolve with same techniques as schedule problems
198
Perform Cost Management
199

Trouble signs for budget On schedule but overbudget On budget, but behind schedule Work is done that is outside the approved Project Charter or business requirements On budget by purposely deferring expenses until next period
200

Caution signs for budget Overbudget but some fixed expenses have come in earlier than expected Overbudget but are also ahead of schedule
201

Get the project back on budget Unpaid overtime work Swap human resources (high-cost for low-cost) Eliminate or replace non-labor costs Improve processes
202

Get the project back on budget Regain commitments Use budget contingency Add budget Scope back work
203
Exercise #15
Read case study for scheduling and budget problems. Discuss options the project manager should consider. What are the benefits and risks of your action plan?
204
Perform Quality Management
205
Quality Control Techniques

Testing
Unit Integration System Acceptance
Standards to ensure consistency Structured methods and techniques

(i.e. structured programming)
206
Quality Control Techniques

Checklists
Deliverables are consistent Deliverables contain all the necessary information
Deliverable reviews / peer reviews / code reviews
207
QC Example - Deliverable Review

1. Determine the appropriate participants 2. (Optional) Define interim completeness and correctness criteria 3. Send out the review material prior to the meeting 4. Conduct the review 5. Conclude the review
Pass More work needed
6. Communicate the results of the review
208
Quality Assurance Techniques

Review or audits (process related) Standard, predefined processes Checklists to ensure standard process was followed Policies
209
The Quality Value Equation

There is value received for building in quality There is a cost for building in quality There is a cost (sometimes hidden) for poor-quality The value received from quality must be greater than the total cost to produce that level of quality
210
Theres One Little Problem

Value of quality > (cost of quality + cost of poor quality) Many benefits and costs do not show up during the life of the project Hard to implement rigorous quality management on individual projects Need organizational implementation
Focus on environment Focus on long term costs and benefits
The Last Word - Goldplating

Delivering more than the customer requested Implication is that the customer requirements could have been met quicker and for less cost Customer asked for You delivered
Not a good thing
212
Exercise #16
Review the initial quality requirements Brainstorm manual and automated processes that will help achieve the quality requirements
From project team and the users perspective Single instance and ongoing activities
Validate that cost of the activity seems reasonable
213
Perform Change Management
214
Perform Change Management

Change is inevitable, yet it is one of the major reasons for project failure Proactively managing change is a key to project success
215
Drivers of Change
External changes
The longer the project, the more chance for changes
Internal project problems Problems with requirements

Missing initial requirements New requirements Not understanding requirements
216
Manage Scope
First Review the definition of scope
217
Manage Scope
Define scope well to manage it effectively High-level scope defines the boundaries of the box Low-level scope (requirements) fills in the middle
218
Manage Scope
The essence of scope change management:
Managing scope is all about getting the sponsor to make the decisions that will result in changes to project scope.
219
Manage Scope
Changing the project scope is fine if: The business value is understood The impact to the project is understood The sponsor determines the change is justified
220
Manage Scope
Techniques Manage scope creep Gain sponsor approval not clients and end users Include deferred benefits in cost of scope change Freeze change requests at some point
Create backlog (evolution list)
221
Manage Scope
Hold everyone accountable
Team members especially Clients End users
Seek sponsor approval prior to large investigations
222
Small Change Requests

Batch small scope changes Discretion
Set a tolerance level. The project manager and client manager can (but do not need to) make a scope change decision If the project is at risk of missing budget or deadlines, do not accept any scope changes, no matter how small, without invoking scope change procedures
223
Manage Scope
Document all change requests - even small ones Get all scope change requests in writing
Scope change request form Email Workflow
224
Change Management
Change that impacts project, but not scope related
Budget changes Personnel changes Technology changes .
Follows process similar to scope change management However no automatic expectation of schedule or budget relief
225
Integrated Change Control

Recognize how changes impact other aspects Make sure baselines exist so change can be spotted Find root causes for changes Make sure changes are approved Make sure there are processes in place
Make sure team and client follows them Make sure appropriate documentation is saved
Communicate changes and the impact
226
Exercise #17
Review the project scenarios Discuss whether scope change management should be initiated for each scenario Report your conclusions and findings to the group
227
Perform Risk Management
228
Risk Control
Monitor risk plans to ensure risks are being successfully managed Assess risks at the end of each milestone or on a scheduled basis
Look for new risks Check medium and low risks to ensure no change
If new risks are identified

Risk analysis Risk response
229
Perform Issue Management
230

Issue = Big Problem !!! An event that currently affects a projects ability to produce the required deliverables
231

Make sure its really an issue Is it relevant to your project? Will it have a significant impact on the project?
232

Try to find the cause (or causes) Determine if the cause can be remedied or if only the symptoms can be addressed
Problem - Automobile knocking sound. Addressing symptom may include earplugs for driver. Addressing cause may be to increase octane.

Look at three techniques (there are many more)
Fishbone diagram Root cause analysis Pareto analysis
234
Fishbone Diagram
Fishbone Diagram / Ishikawa Diagrams
235
Root Cause Analysis

Ask a series of why questions
Example:
A plant manager walks past the assembly line, and notices a puddle of water on the floor. Knowing that the water is a safety hazard, he asks the supervisor to have someone get a mop and clean up the puddle. The plant manager is proud of himself for fixing a potential safety problem. The supervisor looks for a root cause by asking 'why?'. He discovers that the water puddle is caused by a leak in an overhead pipe. He asks 'why' again, and discovers that the pipe is leaking because the water pressure is set too high. He asks 'why?' again and discovers that the water pressure valve is faulty. He asks 'why?' again, and does not get a further answer. So, the valve is replaced, which solves the symptom of water on the factory floor.
236
Pareto Analysis
Multiple problems encountered Prioritize which problems should be resolved first
Problem 1 Problem 3 Problem 2 Problem 6 115 50 25 15 53% 77% 88% 95%
Problem 4
Problem 5
237
5
5
98%
100%

Sometimes there is no good resolution Make decisions among bad alternatives Is one solution better in the long term? Does one solution cause less pain than the others?
238

Once a decision is made, implement an action plan Action plan consists of:
Activities to be performed Responsible team member Due dates Effort hours Dependencies
Make sure the action plan is added to the schedule
239
Exercise #18 River Crossing
Click on blue button to start
1. A maximum 2 persons on the raft at a time 2. The father can not stay with any of the daughters without their mother's presence 3. The mother can not stay with any of the sons without their father's presence 4. The thief (striped shirt) can not stay with any family member if the Policeman is not there 5. Only the Father, the Mother and the Policeman know how to operate the raft (One of them must be on the raft at all times)
www.brandstrategy.co.za info@brandstrategy.co.za
Perform Procurement Management
241
Perform Procurement Management

The process of managing the suppliers delivery of a scope of work within a project Ensures that the procured deliverables, services, or results are delivered by the supplier in accordance with the contract and/or statement of work Enables prompt identification and resolution of supplier-related issues Provides for assessing the supplier performance and whether meeting the defined responsibilities
242
Perform Acceptance Management
243
Perform Acceptance Management

The process of obtaining formal acceptance of the completed project scope and associated deliverables Includes
Reviewing deliverables and work products Determines if the results conform to requirements
Performed at the end of each phase Differs from quality control

Acceptance
Acceptance of deliverables (completeness)
Quality control
Meeting the quality requirements (correctness)
Perform Communications Management
245
Communications Management
Providing right information to right stakeholders at right time Ensure stakeholders are regularly informed Control release of project information Avoid communication problems
Monitoring the Communication Plan
246
Managing Expectations
Warning: Dont depend on status reports alone to keep your customer / manager fully informed, especially if you are communicating bad news. In many (most?) cases where conflicts arise, it is not because of the actual problem, but because the customer / manager was surprised
247
Status Meeting
Meeting Fundamentals Create agenda Ask for participant preparation Invite only those people who are needed Start on time (but allow for prior meetings) Explain the purpose and expected outcome Follow the agenda, and watch the time Document action items Recap action items, who is responsible and due date Recap any decisions
Team Building
Getting a group of people to work together in the most effective and efficient manner Project manager should incorporate team building into all project activities Team building should start as early as possible in the project
249
Developing your team

Team development will not be successful if The team doesnt buy in to the vision and goals The team lacks the necessary skills The team needs team-building / training to form into a cohesive unit Clear expectations have not been established for the team
250
High Performing Teams

Highly productive Take initiative Creative Get along well Help each other as needed
251
Tuckman Model
Forming
Getting to know each other Learning peoples strengths and weaknesses
Storming
Struggling to understand roles and responsibilities Personality conflicts, complaining and arguing A sign that you are moving past Forming stage Some immature teams never make it past this stage
252
Conflict Resolution Techniques

Confronting - addressing and solve conflict Compromising solution satisfies all parties Withdrawal (avoidance) avoiding conflict Smoothing - diminish differences of opinion Forcing - imposing a point of view Collaborating - incorporating multiple viewpoints
253
Tuckman Model
Norming
Compensate for each others strengths and weaknesses Camaraderie starts to take shape Realize the group is stronger than individual contributors
Performing
Strive toward common objectives (written or unwritten) Rely on each other, ask how you can help Can work without a lot of supervision High productivity is recognized by others
254
How do These Teams Form?

Sometimes form by themselves
Perhaps in spite of a manager that gets in the way
Managers can facilitate

Need a vision for what the destination looks like Recognize stages to push team through journey
255
Instill a good work ethic

High performing teams rarely are complainers
Dont think they are working harder than others
Work efficiently and work smart

And work extra when needed
Have mutual respect for each other Trust that others are working as hard as they are
256
Set common objectives

Can be written or informal Reward entire team for common successes Keep focused
Dont get sidetracked by rumors, gossip or politics
257
Invest in training
Include technical, business, professional skills Determine the skills the team needs Map the pre-existing skills and train for the rest Make sure you have right roles
Not everyone can be the leader (but it can rotate)
Invest in primary and backup skills
258
Empower the team

Team will mature faster if allowed to make more decisions May not need manager at all Manager acts like a coach
Offers advice, not delegating work
259
Establish good work processes

High performing teams dont progress in chaos
They turn chaos to structure
Teams usually will want to set up processes

How to work together Work processes
Manager can guide team

Help establish processes early Stress process improvement
260
Monitor the team

Guide team through maturity model Reinforce good behaviors Be flexible Be comfortable with change Be comfortable to give up control
261
Virtual Teams
Not co-located Rely on advances in communication
Internet Email Collaborative tools
Advantages
Use the right people / skills Decrease office space /costs Increase quality of life
Challenges
Maintaining focus Lack of personal contact
Virtual Teams
Make sure team members understand why they are a team
Common objectives and deliverables
Look for opportunities to socialize

Web conference, gatherings
Establish ground rules for the team

Work hours, mandatory meetings, communication needs
Focus on workload management

Manageable chunks
Communicate, communicate, communicate


Determine whether all execution activities have been completed Define and review exit criteria for Execution Phase Request approval to proceed to Closure Phase
264

Backward looking
Forward looking

Questions?
266
Project Closure
267
Project Closure Phase
268
Perform Project Closure

Confirm project closure by validating that all completion criteria have been achieved Identify, document, and execute project closure actions
Turn over project files Turn over deliverables to customer Transition solution to support and documentation to customers Suppliers Resources Communications
Review Project Completion

Review the projects overall success in meeting its stated objectives Determine the extent to which the project conformed to its project management processes
270
Review Project Completion

Conduct a project conclusion meeting
List what the project should have achieved Describe what the project actually achieved Discuss why for any discrepancies between should do and actually did Agree on a set of lessons-learned for future projects
Declare success or failure Identify lessons learned
271
Questions?
272
MPMM Demo
273
Learning Objectives
By the end of class, each attendee should be able to:
Discuss the value of project management Understand MPMM at a high level Understand how to initiate a project Identify and create the project schedule and supporting
project management plans Monitor and control the project management processes throughout project execution Conduct project closure Describe the structure of MPMM and how to navigate through the methodology
274
Final Questions?
275

Fundamentals of MPMM PM Methodology Software

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Fundamentals of Project Management using the MPMM Methodology Tool

1 Copyright 2000-2014 TenStep group

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Lets Start - What is a Project?

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What is Project Management?

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Where You Want To Be

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Where You Want To Be

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Why Use a Methodology?

Why Use a Methodology?

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Why Use a Methodology?

Fewer errors and less rework

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Break projects into parts that could naturally stand alone

Entire effort coordinated through program structure

Program is over when all objectives are accomplished

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Project Management Best Practices

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Demo Later Questions Now?

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Project Initiation Phase

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Develop a Business Case

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Develop a Business Case

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Develop a Business Case

Identify any issues, and assumptions

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Develop a Business Case

Describe the implementation approach

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Undertake a Feasibility Study

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Undertake a Feasibility Study

Rank the feasibility results

Identify the feasibility outcome

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Establish the Project Charter

Stakeholders, roles, and responsibilities

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Definition - Project Charter

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Establish the Project Charter