Pittsburgh Minority Purchase

Introduction to Project Management: Processes, Tools, & Techniques
Presented by the PMI Pittsburgh Chapter
Proprietary - PMI Pittsburgh
Section 1: Introduction
Objective:
This seminar provides an introduction to the primary processes and knowledge areas of applied project management, including initiating, planning, executing, controlling and closing of Information Technology (I.T.) projects.
PMBOK - 5 Major Project Management (PM) Processes

INITIATING PLANNING
CONTROLLING
EXECUTING
CLOSING
: Iterative & Overlapping

LE V E L O F AC T I V I T Y
Executing Process Planning Process Initiating Process Closing Process
Controlling Process
TI ME
PROJECT START
PROJECT FINISH
CONCEPT
DEVELOP
IMPLEMENT
CLOSEOUT
PHASES OF THE PROJECT LIFE CYCLE

Seminar Outline
1. 2. 3. 4. 5. 6. 7. 8. Introduction Project Management Overview Project Initiating Project Planning Project Executing Project Controlling Project Closing Summary
INITIATING
PLANNING CONTROLLING CLOSING
EXECUTING
Section 2: Project Management Overview
PMBOK Definition of a Project :

A temporary endeavor undertaken to create a unique product, service, or result.
Definition of Operation Activity

On-going task Repetitive / cyclical Produces deliverables Consumes resources Incurs cost
PMBOK Definition of a Program :

. . . a group of related projects managed In a coordinated way to obtain benefits not available from managing them individually.
PMBOK Definition of Project Management:

The application of knowledge, skills, tools, and techniques to project activities to meet project goals/requirements.
Benefits of Project Management :

Meeting/Exceeding Customer Expectations Meeting Project Deadlines & Accountability Managing Projects Costs & Profit Margins More Efficient Resource Utilization
Improved Communications
Liabilities of Project Management :

Added Processes/Guidelines/Projects Increased Overhead/Administration
Additional Time & Effort

Weapon vs. Tool
Whats the key role/responsibility of the Project Manager?
Business Level Program Level Work Level
Executives PM / FM Teams
Whos a Project Stakeholder?
The Project Communications Plan:

Contacts Listing
Meetings Listing
Reports Listing
Project Success Factors
The Five (5) Project Variables

Scope
Resources
Time
5 Key Project Variables
Quality
PM
Cost
Organization Approaches To Managing Projects:

Functional Organization
Matrix Organization Projectized Organization
Organization Structures
XYZ ENG OPR MKT SVC
FUNCTIONAL
XYZ
PM PL1 PL2 PL3
ENG
OPR
MKT
SVC
MATRIX
XYZ P R O J E C T I Z E D
PM1
ENG OPR ENG OPR MKT SVC
PM2
ENG OPR MKT SVC
PM3
ENG OPR MKT SVC
T E A M
MKT
SVC
Project Organization Approaches

Functional
Maintenance Enhancement New Product (Strategic)
Matrix Projectized L
Priority
H
Seminar Outline
1. Introduction Sam Provil, PMP 2. PM Overview Sam Provil, PMP 3. Project Initiation Mike Rapach, PMP 4. Project Planning Larry Deckenbaugh, PMP 5. Project Execution Susan Keaney, PMP 6. Project Control Susan Keaney, PMP 7. Project Closure Betsy Mullaugh, PMP 8. Summary Fred Arnold, PMI Fellow
Section 3: Initiating Projects

Initiation is successfully beginning the project to create success in the end.
Objectives
Describe the purpose of the initiation process
Discuss managing expectations

Develop a sample project proposal
Learn about project lifecycles and how to reduce risk

Process Groups
Initiating Planning
Controlling
Executing
Closing
PMI Framework Document Proprietary - PMI Pittsburgh
Purpose of Initiation Process

To commit the organization to a project or phase To set the overall solution direction To define top-level project objectives To secure the necessary approvals and resources To validate alignment with overall business objectives
To assign a project manager

PMI Framework Document
Initiating Core ProcessInitiation

Input
1. Project description 2. Strategic plan 3. Project selection criteria 4. Historical information
Process
Initiation is the process of formally recognizing that a new project exists or that an existing project should continue into its next phase.
Output
1. Project proposal 2. Project manager identified/ assigned
Tools and Techniques

1. Project selection methods 2. Expert judgment
Managing Expectations
Projects are:
Limited in scope, resources, time, and money Intended to end Focused on a limited set of goals
Manage Expectations towards what you can truly commit to;not what everyone thinks is great
Solving the business problem; not creating a great piece of software
How to manage expectations

Communication
Involvement of all parties
Focus on strategic goals of the organization

Understanding limitations & truly prioritizing And by the way communication
Project Proposal
Creating communication among project stakeholders to achieve consensus
Project Proposal Content

Scope definition Project objectives and benefits Project deliverables Acceptance criteria for project Assumptions Constraints Role definition and key staff High level schedule, budget Acceptance
Benefits of the Project Proposal

Trade-offs between objectives and scope can be negotiated. Level of involvement of the key stakeholders can be negotiated. Availability of key personnel can be negotiated. Risks inherent in the schedule can be reviewed.
The relationship between risk management and contingency management can be discussed.
More Proposal Benefits

Acceptance criteria for the project can be agreed to by key stakeholders. Establishes a basic Project Plan Confirm how the project links to the business need Identify management responsibilities Make strategic procurement decisions, e.g., make, buy, or identify qualified vendors
Results of Initiation Process

Acceptance of Project proposal Project manager identified
Project Lifecycles
Project life cycle: The natural grouping of ideas, decisions, and actions into Project phases, from Project conception to operations to Project phase-out.
How to choose a lifecycle

Fixed or variable requirements Who controls the scope?
Project Risk levels

Time
Project Life Cycle Example Phases

Concept and Proposal Development
Implementation
Verification Termination
Initial Phase
Intermediate Phases
Final Phase
Waterfall Lifecycle
McConnell, 1996 Proprietary - PMI Pittsburgh
Spiral Methodology
McConnell, 1996 Proprietary - PMI Pittsburgh
Prototyping
McConnell, 1996
Summary
Set Expectations of Customer and Management
Establish Clear Objectives for the project Develop a Project Proposal Choose the Appropriate Project Lifecycle
Case Study Description

The project for the class is the building of a garage. The requirements are as follows:
Build a 2 car, non-attached garage that architecturally and asethically matches the home. Your project sponsor and stakeholders will be the instructor of the course.
This project will serve as a case study throughout the course. Each phase will feed into the next, illustrating the process of a normal project.
Exercise
Determine scope statement for your garage. Your scope statement should be clear on what you are going to do, and not going to do within your project. Include assumptions, constraints, and any major concerns that you feel should be address during project planning and later phases. Remember that this output will feed into the next phases of the project.
Section 4: Project Planning
Goal: Introduce the Project Management skills for planning projects focusing on critical areas for IT projects Objectives: 1) Learn how to perform a work breakdown 2) Be aware of activity analysis 3) Understand basics of project schedule development 4) Be aware of Project Risk analysis 5) Understand techniques to develop a Project Budget
PMBOK - 5 Major Project Management (PM) Processes

INITIATING PLANNING
CONTROLLING
EXECUTING
CLOSING
The Project Plan is...

Where all of the pieces of the puzzle come together!
Why
What
Who
How
When
Review Project Knowledge areas

Integration
Scope Quality Time
Facilitative functions:
Human Resource Mgt Communications Mgt Risk Management Contract/Procurement Mgt
Cost
Work Breakdown - Overview

What is it?
A structured method for defining the work of the project
Purpose
To define all of the deliverables required to meeting the scope of the project To identify additional deliverables that may have been missed To create the framework for the project schedule To provide a forum for information sharing for the project team and stakeholders Proprietary - PMI Pittsburgh
Work Breakdown Structure

Goal
Project Goal
2 3
Deliverables and/or Objectives
What
Deliverable
Deliverable Activity Activity Activity
1.1
1.2
Deliverable
Deliverable
How
Activity Activity Activity
1.2.1
1.2.2
Activities
WBS Scope
WBS Planning Techniques

Facilitated sessions
-
Brainstorming technique Facilitator helps keep you focused and on schedule Should be well structured Have a predefined schedule
Roles in facilitated sessions

-
Facilitator Scribe(s) Participants

WBS Workshop
10 Minutes
Class participation with the instructor to produce a WBS for building a garage
Activity Analysis
What is it?
Identifying information necessary to determine the amount of work required to complete the work of the project
Purpose
To define all activities that will be performed on the project To sequence the activities To identify skills and resources required to complete activities To estimate work effort of the activities To lay the groundwork for the project schedule
Activity Analysis
Create Activity list
Produce list of activities that will be performed for every deliverable.
Manually as part of facilitated WBS work session Using a project scheduling tool Solicit the help of subject matter experts
Have experts list activities by deliverable Eliminate duplicates Look for optimizations
Maintain descriptions of each activity Sequence the activities based upon dependencies
Activity Analysis
Identify Resource Requirements
Identify skills needed to complete each activity Assign resources or role with appropriate skills
Create a Responsibility Assignment Matrix (RAM)

A responsibility matrix is a valuable tool to ensure that resources are identified correctly Clearly indicates responsibilities Provides an overview of the project responsibilities
Responsibility Assignment Matrix
Activity Analysis
Estimate Activities
Include indication of accuracy (e.g. percent or Order of magnitude) Use subject matter experts as much as possible Have multiple people provide the estimates Base upon historical information whenever possible
Types of estimates
Work/ Effort Duration
Document your methods and assumptions during estimating!!!

Activity Analysis
Estimate Activities (cont.)
Determine experts and project team members to provide estimates Agree on the units of measure (hours, days, etc) Have team members provide THREE estimates
Optimistic (To) Pessimistic (Tp) Most likely (Tm)
Calculate estimate
Te= (To + 4(Tm) + Tp) /6
Schedule Development
What is it?
Developing a plan that describes the order and timing of all work activities and who is responsible for doing them
Purpose
To determine WHEN work will be performed To identify WHO will do the work To analyze activity dependencies and sequences To evaluate resource requirements, availability and utilization To Identify Milestones
What can scheduling software do?

Planning:
Creates a record of the WBS Automatically calculates duration, and start/finish dates Allows analysis of resource availability and allocation Calculates critical path Calculates duration based on resources and calendar
Execution
Tracks work performance against the plan Provides activity status information Helps you to identify when/where resources are constrained
NOTE: SOFTWARE CANT MANAGE YOUR PROJECT!!

Order to build a schedule when using scheduling tools

1. Setup Project Information (Calendar, Start date, etc). 2. Enter Deliverables & Activities (Records WBS) 3. Enter Estimates 4. Enter Predecessors 5. Enter Resource definitions (Calendar, working time, etc.) 6. Assign Resources to activities 7. Analyze the critical path 8. Make adjustments based on risk responses 9. Compress the schedule 10. Baseline the schedule
Schedule Example Using MS Project
Compressing the schedule:

Examine the schedule for ways to reduce the total duration of the project
Fast Tracking compressing the project schedule by overlapping activities that would normally be done in sequence, such as coding and testing Crashing Look at alternatives that provide the maximum compression for the lease cost
Risk Management
What is it?
Identifying threats and opportunities that can affect the project and planning to deal with them PROACTIVELY.
Purpose
To identify potential threats and opportunities To qualify risks based upon probability and impact to the project To create a plan for mitigating or responding to the risk To quantify the impact to the project schedule and/or budget
Overview
Total Project Life Cycle
Initiate / Define INCREASING RISK
Plan Execute Close
$ Value
Period when Highest Risks are Incurred
Period of Highest Risk Impact TIME
Risk Identification
Identify the risk event(s) Keep them realistic Add them to the log whenever they are identified
(not just during planning)
Qualitative Risk Analysis

1. Estimate Probability 10% through 90% 2. Estimate Impact High=3 Medium=2 Low=1 3. Calculate the Severity Probability x Impact = Severity 4. Use Severity to identify the risks worth planning
Risk Response Planning and Quantification
Ensures proactive planning to deal with risk events Response must be appropriate for the severity of the risk
Quantifies the responses impact to the Schedule and Budget
Budget Development
What is it?
Budget development is the process by which an estimate for the total monetary cost of a project is produced
Purpose
To identify costs required to produce the project deliverables To produce an accurate estimate of project costs To obtain approval for project funding To provide a basis for monitoring and controlling spending
A Project Budget is
a project cost and cash flow estimate based upon the best information available at the time
Identify Budget Items (for each deliverable in the WBS)
Techniques:
Analogous - use historical information Parametric - use predefined tables Bottom-up - recommended
Uses brainstorming & storyboarding Involve representatives from each area that will be providing deliverables to the project Can be done as part of WBS session Involve key stakeholders in budget development Use PERT when appropriate for budget estimating
Identify Budget Items (for each deliverable in the WBS)
How to Identify:
Examine each element in the WBS Review available product requirements
Identify what you need to produce the deliverable(s) or perform the activities
List budget items in a budget worksheet
Estimate costs for each budget item

Estimate costs for labor
Class Participation!
Identify budget items for the following
3.0 Roof
Grand Total $9.850.00
3.1 Framing
Trusses $4,500.00 Fasteners 150.00 Wall plates 350.00 $5,000.00 3.3.1
3.2 Roof Deck

Underlay - $300.00 Shingles - 3,500.00 Nails 100.00 Rent Air Gun 200.00 3.3.2 $4,100.00
3.3 Trim
Total $$750.00
Be sure to agree on the units for cost estimating: Dollars Thousands (K) Millions (M)
Gutter
Soffit & Facia
3.3.3 Venting
Roof Vent $50.00
Gutter $250.00 Hangers 50.00 $300.00
Facia - $200.00 Soffit $150.00 Nails $ 50.00 $400.00
Budget Worksheet Example
Be sure to find out how your company and/or client does budget estimating and/or project accounting. What information do they need from you?
Additional Tips For IT Projects

Document your project strategy... Document project performance metrics... Be sure to obtain approval for the project plan
Be sure to notify key stakeholders when the project plan is approved (or rejected!)
DO NOT leave it on the shelf after approval. The project plan is a living document that helps you to manage the project better. It must be reviewed and updated through-out the life of the project!!
Document The Project Strategy

Provides place to document project specific details such as:
Phases of the project
Team Organization
Project Specific Controls Any additional information
Document Project Performance Metrics

Why have them in a project plan?
Metrics can provide clear, measurable, and consistent mechanisms for tracking and measuring project success They are an effective way to target areas for improvement and identify lessons learned
Document Project Performance Metrics

Key Points about Metrics...
All metrics should be:
Specific Measurable Attainable Realistic and Relevant Time constrained
Metrics are tools for targeting learning
References
1. A guide to the Project Management body of Knowledge, PMBOK Guide, 2000 Edition. 2. Fundamentals of Project Management, Second Edition, James P. Lewis, 2002. 3. Organizing Projects for Success, Vijay K. Verma, 1995. 4. Project Management in the Information Systems and Information Technologies Industries, Francis Hartmand and Rafi A. Ashrafi, 2002 Project Management Journal, Vol. 33, 5-15. 5. Risk Management Concepts and Guidance, Carl L. Pritchard 2001 6. INCOSE, International Council on Systems Engineering, Measurements Working Group, http://www.incosemwg.org
Sections 5 and 6: Project Execution and Control
Project Management Life Cycle

Initiation Planning Execution
Control Closeout Project Management Institute

Project Execution/Control
Project Execution: Implementing the project plan and doing the work!
Coordinating the resources Working the plan
Project Control: Ensuring the project objectives are met.

Monitoring and measuring progress Taking corrective action as needed
Project Execution/Control
Interaction of key processes to ensure successful project delivery
Pre-proposal/Proposal Design Development/Production Testing Implementation
Why is this important?

Ensures controlled application of project processes Not just reacting to emergencies
Project Execution
The process of coordinating the people and other resources to carry out the plan. The focus of this phase is:
Project plan execution Quality assurance Team development Information distribution
Project Plan
Completed during planning phase. Identifies the hows of a project. Is proactive in nature -- anticipates what might happen and how to address it when it does.
Project Plan
Comprised of:
Communications Plan Quality Management Plan Change Management Plan Schedule/Cost Management Plans Risk Plan
Used to manage the project and ensure successful delivery of product(s) to client.
Project Communications
Critical to project control and execute phases. What do we need to communicate and to whom?
Who needs what and why? Internal communications? External communications?
Clients Vendors Others
Communications Planning
Determining the information and communication needs of the stakeholder(s) and the sources to meet those needs.
Accomplished through stakeholder identification and analysis. Documented and managed via a project Communications Management Plan.
Sample Communications Plan

Description / Purpose
Internal Project Meetings/Reports Investment Solutions Outsourcing Committee
Frequency
Media/Distribution
Audience/Distribution Responsibility
Monthly/Thur. @ 3:00
Conf Call: 23430642
Steve P; staff; sales, etc. Susan K; Donna M; Christi C.
Project Executive/Sponsor Briefing Weekly PACE Warehouse Project Internal Status Meeting Senior Management Status Meeting/Report (XL Capital PACE Project)
TBD
TBD
Susan
Weekly/Tues. @ 1:00 PMConference Call
Bi-Weekly/Fri @ 7:30 AMReport/Presentation Weekly/Thursdays @ noon
Marcie H. and Project Team Marcie Jim Pa. and staff; Vince S; Rich T.; Steve P.; Peter D.; et al Susan/Donna
Business Implementation Status Report
Report
Steve P.; Rich T. Susan/Maria/Others as needed
Susan
Project Management Weekly Meeting Client Meetings/Reports:
TBD
Conference Call
Susan
Clinet X- Accelerated Close Initiative
As needed
Conference Call
Susan T; Karen G., Roger F.;
Susan
Client X -- X A Initiative
As needed
Conference Call
Donna M.; Mary Lyn T.; John G.; Dave M
Susan/Maria
Communications Tools
PM can enhance project communications and team effectiveness by:
Developing and using a Communications Management Plan Being a communications expeditor Using a war room Holding effective meetings Setting the example
Additional Communication Tools

Standardized Email distribution lists
ccs to team members (especially on client emails!) Includes client Can use filters Should not replace face to face communications!!!!!!!!!!!!!!
Instant messaging
Good for client calls
Structured Meetings
Pre-meetings Agendas with meeting objectives
Send out before meeting to allow for preparation time
Minutes/action items Meeting summary for client calls with sign-off if appropriate
Additional Communication Tools

Documentation needs and conventions
Naming, storage, retrieval, control
Out of Office emails Establish communications rules at beginning of project

Document, share and revisit with team members/stakeholders throughout the project
Others?
Project Execution Exercise

Create a Communications Plan to determine what, how, when and to whom you will need to communicate regarding your project.
Additional Project Execution Needs

Issue resolution
What is an issue?
Steps for issue resolution:

Identify and record Assign (priority, assignee, due date) Review Resolve/verify Lessons learned
Issue Escalation
If the project team is unable to adequately resolve issue... raise to Team Lead No Issue Project Team Issue resolved? Team Lead (Project Sponsor) Issue resolved? What does the team lead do? What to they add that the team can't? No Senior Manager
Issue is ID'd/assigned The project team attempts resolution Key points: Distribution lists help with communicating to the right people Helps to keep the right people informed
Yes
Does issue have a commercial impact?
Engagement Manager (Program Manager)
The Engagement Manager is considered more of a subject matter expert on the project. They will not resolve issues as much as provide input that will help the team or team leader resolve it. -- Client Impacts
Project Control
The process of ensuring that the project objectives are met by monitoring and measuring progress and taking corrective action when needed.
The focus of this phase is to:
Measure project performance against the plan to identify variances/deviations and take corrective action as necessary.
It includes
Overall change control Scope change control Schedule control Cost control Quality control Performance reporting
First Law of Change Control Changes to One Affect Changes to All!
Scope Quality
Time
Cost
Change Control Management

Concerned with:
Influencing the factors which create changes to ensure that changes are agreed upon Determining that a change has occurred Managing the actual changes when and as they occur
Change requests vs. scope creep
Change Requests
Most change requests are the result of:
An external event An error or omission in defining the scope of the product or project A value-adding change (e.g., new technology, new software version, etc.)
Change Control
The PM must be concerned with:
Influencing the factors that affect change Ensuring that the change is beneficial Determining that a change has occurred Managing changes as they occur
All proposed changes must be thoroughly evaluated before a decision can be reached regarding the proposed change!
Change Control System

A collection of formal, documented procedures, paperwork, tracking systems and approval levels for authorizing changes. May include:
Change control plan/procedures Change control board Change request/notification forms
Should be tailored to your specific project.

Change Control System

Design of system depends upon:
What is important to the organization? What are we attempting to do? Which aspects of the work (e.g., scope, schedule, budget) are most important for us to track and control? What are the critical points in the process at which controls should be placed?
Key Points
Control should be exercised over what is considered to be important (to client, organization, etc.) What is controlled (i.e., measured) tends to become important. The effort used to control a project should be worthwhile and make sense
$3 battery vs. $100 control
Inputs to Scope Change Control

Performance reports - provide information on scope performance (e.g., which interim products have been completed, which are not, etc.) Change requests - can be oral or written, formal or informal, direct or indirect, internally or externally initiated, legally mandated or optional
Performance Reports
What are the qualities/characteristics of a good performance report?
How often should we report? What should we report? To whom should we report?
Key Point: A client or project sponsor should not learn about a problem from a performance report!
Sample Project Status Report

Project Report Template
Project Name: Prepared by: Date: Status of Project Relative to Project Objectives: Scope (On scope? If off scope, how serious?)
Schedule (On schedule? Ahead or behind by how much, etc.) Cost (On budget? Under or over by how much, etc.)
Quality
Progress Report: (what is completed, what is in process, key changes made, when and why, etc.)
Forecasting: (estimate of future project status and progress)
Other issues or comments:
Issue:
Who Will Address:
Project Report Submitted to: Name: Name: Name:
Title: Title: Title:
Date: Date: Date:
Sample Project Change Request

Project Change Request Template
Project Name: Prepared by: Date: Changes are being made to the following: Project Charter Scope Statement Performance Measurement Baselines Key Staff Scope Management Plan Cost Management Plan Staffing Management Plan Risk Response Plan Changes to Supporting Detail? (explain): Description of Changes being made: 1. Risk Issues Prompting Changes: Corrective Action: Project Management Approach Work Breakdown Structure Major Milestones and Target Dates Risk Management Plan Schedule Management Plan Quality Management Plan Communications Management Plan Procurement Management Plan
2. Risk Issues Prompting Changes: Corrective Action:
3. Risk Issues Prompting Changes: Corrective Action:
Stakeholders being notified: Name/Title: Name/Title:
Signature: Signature:
Date: Date:
Scope Change Control

Scope Change Control:
Establish and use a change control plan/process.
Who/what/how/when
Requires constant monitoring by PM and team. Ensures thorough analysis of all proposed changes so that full impact (time, cost, risk) is understood prior to change acceptance and/or implementation.
Scope Change Control

1 High-level Scope Definition Requirements Gathering Detailed Scope Statement/ Document Scope Validation/ Verification (WBS) Project Manager/ Team Scope/ Requirements Approval and "signoff" PM/Sponsor Client
Project Team
Project Manager/Team
Yes 2 Proposed Scope Change Identication and Analysis of Change (time, budget, etc.) Communication of Impact to Client Accept Proposed Change? N o
Document Change/ Incorporate into Schedule, Scope and Budget
Client/ Stakeholders
Team
Project Manager
Project Manager
Scope Change Policy/Procedure
Document Reason for Rejection
Change control form Change control log
Project Manager
Communications Channel for Project Changes

If Change Impacts: Need to Notify: Schedule or Budget
Quality
Production Manager
Lead Designer
Client
Project Manager/Sponsor
Change Control Example

Priority of Change is Considered: High
Medium Low
If It Impacts: Milestone or significant budget impact

Overall schedule but not a milestone Work packet task
Scope Creep
What do we mean by scope creep?
Changes to the project that result in additional work. Expanding expectations Creeping elegance Gold plating
If not properly identified and managed properly, your project may come in considerably over budget and/or behind in schedule.
Scope Creep
Contributing factors:
Poorly defined/understood customer requirements Trying to maintain good customer relations Changing client requirements Creeping elegance or over-engineering the solution Desire to make it better
Requirements Gathering
Talk to ALL project stakeholders to ensure a thorough understanding of project requirements.
Functional Technical End-user
Document all requirements identified

Key stakeholder sign-off
Baselines
Baseline = the original, approved plan (for a project, work package or activity)
Facilitate scope management, progress reviews and earned value analysis Enable comparisons of what was originally in scope vs. what is being considered Enable comparisons of where I am now vs. where I should be now Allow for what-if analysis
Baselines (cont.)
Scope, schedule and cost baselines Are established after a formal walk through and approval of the project plan (with customer if appropriate) Can only be changed through a formal change control process
Avoiding Scope Creep

It is the Project Managers responsibility to take the lead on controlling project scope. Project Sponsor must walk the talk with respect to importance of scope creep. Detailed requirements definition/analysis and documentation to identify and rank project requirements
e.g., Joint Application Design (JAD)
Avoiding Scope Creep

Document, document, document!
Anticipate areas of miscommunication. Be as succinct as possible. Add what is NOT required. Obtain sign-off by key stakeholders.
Use signed-off scope and requirements documents to manage your project

Whats in and whats out
Risk Management
What is project risk?
What could go wrong with your project? What could keep this project from completing successfully? Risk Categories
Technical, quality and performance Project management Organizational External
Risk Management
Risk = the probability that a given process, task, or activity cannot be accomplished as planned. Risk can represent either an exposure to loss or a potential for reward. There are 2 possible outcomes for each risk identified: 1) real reward or loss, or 2) opportunity loss or reward.
Risk Management
Risks are classified as internal (under the control of the project team) or external (not under the control of the project team) Process:
- Identify the risk - Analyze the risk (probability of occurrence; value, impact) - Identify actions needed to manage risk [avoid, accept, mitigate, deflect] - Track and monitor
Potential Risk Factors

Areas to consider when identifying project risks:
Resources (general and specific) Technology Schedule Training Testing Industry standards (current or evolving) Organizational changes, support, issues
Potential Risk Factors

Risk Factors to consider (cont.):
Product stability Dependence on client (or others) for data/inputs/etc. Others?
What risks do you see impacting your project(s)? Start listing what you know you dont know and build on that list.
Exercise for Controlling a Project

You now have a change in the project. As the project is beginning, your spouse has suggested a change. He/she would like the garage changed to have additional room for lawn and other equipment. You will now need to manage this change in terms of your project plan. You should determine the impacts to your project schedule and cost, review, and adjust accordingly.
Summary Project Execution and Control

So what have we learned?
Communications at ALL levels and ALL phases of the project is critical to its success. Requirements definition, documentation, sign-off and understanding among all stakeholders is imperative to project control and execution. The Project Manager is the key!
Section 7: Project Closing

Dont believe everything you think.
Goal: Introduce the final PMI process group necessary for successful project management implementation Objective:
Introduce the main elements of the Closing Process
Outline Benefits for Using Project Management Processes

Provide Tips for Project Manager about the Closing Process Review Pathways & Pitfalls for Closing Process
Process Focus Closing

Initiating Planning
Controlling
Executing
CLOSING
Closing
Project Closing Elements:

Administrative Close Out Generating, gathering, disseminating information to formalize phase or project completion, including evaluating the project, compiling lessons learned for use in planning future phases or projects
Contract Close Out
Completion and settlement of the contact including resolution of any open items
Administrative Close Out Activities:

Collect all project records
Document performance measures resulting from performance reviews, variance, trends and earned value analysis Formalize acceptance/signoff of the product by the sponsor, client, customer Archive project documentation Verifying project results in preparation for formal acceptance Create and Complete Punch List Conduct and Document the lessons learned Perform final appraisal review of team members
Contract Close Out Activities:

Verify product/service acceptance Update records based on final contract results Archive contract documentation of completed work results Notification to end-user of contract completion Obtain formal acceptance
Closing Process Flow:

Input
Input
Tools & Techniques

1. Project mgmt methodology - 9 knowledge areas - 5 process groups 2. Expert Judgment
Output
1. Administrative Closure Archives 2. Contract Closure Archives 3. Final Product, Service, Result 4. Environment & Org. Updates 5. Organization Process Assets
1. Project Charter 2. Project Scope Statement 3. Tools Plan Project 4. Contract Documentation 5. Organizational Process Documents 6. Output Worksheet Budget
7. Risk Plan and log

8. Performance Reports 8. Contract Deliverables
Project Integration Management Overview www.pmi.org, May, 2004
Closing Why This Process is Important

Only by examining our mistakes and applying the lessons learned can one stem the tide of project failures and enhance an organizations probability of success
Chaos: A Recipe for Success
The Standish Group International, Inc.

1999
What is the Number One Reason Projects Fail?

11% 8% 43% Project Team Politics Lack of Resources Scope Creep 38% Inadequate Executive Sponsorship
Source: PM Network, May 2004, p.12
Closing - Why This Process is Hard to Get

Requires Speaking Truth to Power about the project Assessment required on whether business goals met Requires Discipline to finish the project throughout the Organization With End User With other Stakeholders Everyone is Tired The Art, The Science, and ..
Business Values Derived from Use of Project Management Processes:

Increases Your Companys ability to integrate new employees quickly into its business Allows employees to concentrate on project, not operational or procedural elements Provides systematic approaches to Risk Management gets risks out earlier and minimizes impact Adjustment periods between projects is decreased by using basic tools & techniques
Provides communication channels throughout Company

Ties in Senior Management
Section 8: Summary
To paraphrase one of the old Heinz slogans (remember we are in Pittsburgh): How do you get 9 PMBOK Knowledge Areas
into a single day?

Scope Time Integration Risk Communications
Cost Quality
Procurement Human Resources

Also,
How do you get 5 major Project Management Processes into a single day?
Initiating Planning Controlling Executing Closing
Primary Objectives
Introduction to Project Management Identification of Primary Process & Knowledge Areas Applied Project Management IT Projects Focus Tools, Templates, National Standard (PMBOK Guide) Useful Things
A Project Managers Observations:

Success Focus on the Important Things (the responsibilities of the Project Manager)
Scope, Time, Cost, Quality, Risk, Communication, Procurement, Human Resources and Integration
We are involved in various levels of Technology but it is a People Business

Project Management
A continuous process of learning and improving Leadership Accountability
Continuous Improvement
Questions call/email the presenters Project Management Institute (PMI) Pittsburgh Chapter (Meetings are free) PMI membership Pittsburgh Technology Council - IT Network Local Universities and Colleges PMI Project Management Professional certification
Thank You!
Attendees (cant leave until you complete the evaluation forms) Clients Hosts Pittsburgh Technology Council PMI Educational Foundation PMI Pittsburgh Chapter PMIs Volunteer Member Presenters

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Introduction to Project Management: Processes, Tools, & Techniques

Presented by the PMI Pittsburgh Chapter

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PMBOK - 5 Major Project Management (PM) Processes

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: Iterative & Overlapping

Executing Process Planning Process Initiating Process Closing Process

PHASES OF THE PROJECT LIFE CYCLE

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Section 2: Project Management Overview

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PMBOK Definition of a Project :

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Definition of Operation Activity

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PMBOK Definition of a Program :

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PMBOK Definition of Project Management:

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Benefits of Project Management :

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Liabilities of Project Management :

Additional Time & Effort

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Whats the key role/responsibility of the Project Manager?

Business Level Program Level Work Level

Whos a Project Stakeholder?

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The Project Communications Plan:

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Project Success Factors

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The Five (5) Project Variables

5 Key Project Variables

Organization Approaches To Managing Projects:

PM PL1 PL2 PL3

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Project Organization Approaches

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Section 3: Initiating Projects

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Discuss managing expectations

Learn about project lifecycles and how to reduce risk

Purpose of Initiation Process

To assign a project manager

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Initiating Core ProcessInitiation

Tools and Techniques

PMI Framework Document Proprietary - PMI Pittsburgh

How to manage expectations

Focus on strategic goals of the organization

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Project Proposal Content

Benefits of the Project Proposal

More Proposal Benefits

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Results of Initiation Process

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How to choose a lifecycle

Project Risk levels