Essentials of Effective Project Management

1. Essentials of Effective Project Management Instructor : Rick Santos, MBA, PMP Center for Productivity and Quality Improvement3081 Tulare Drive, San Jose, CA 95132(408)923-0404 clm@sbcglobal.net

2. Session Road Map

3. Part 1 Foundational Concepts

4. Learning Objectives This course is intended to provide essential and effective concepts and processes associated with project management

5. What is a Project? Primary Objective • Temporary endeavor undertaken to create a unique product, service or result $$$$$ • Deliverable ‘n’ Stakeholder Satisfaction • Deliverable ‘d’ • Deliverable ‘a’ Time

6. Deliverable – What & Why • PROJECT OUTPUTS ARE PRESCRIBED BY ITS DELIVERABLES!

7. Organizational Context of Project Management

8. Why Project Management? Project Management (PMBOK Guide): The application of knowledge, skills, tools, and techniques to project activities to meet project requirements

9. Stakeholders WHY Usually exert influence over the project’s objectives and outcomes Need to be identified, needs and expectations determined, managed and influenced to ensure a successful project WHO Individual and organizations that are actively involved in the project, or whose interest may be affected as a result of the project

10. Stakeholder Satisfaction Items required by the stakeholder to successfully contribute to the project (ex.: resources, roles, information, …) What project “success” looks like to the stakeholder (ex.: Recognition, bonus, enhanced prestige, on-time, product feature, reports…) Stakeholder satisfaction largely depends on managing their needs and expectations.

11. Nature of Project Management

12. Scientific Project Methodology Aspects

13. Essence of Tactical Project Management Project management processes are for control and monitoring of product deliverables!

14. Project Phase and Life Cycle

15. Linear Project Life Cycle Model (PLCM)

16. Project Life Cycle Approaches • Q3: Extreme Approach • Nothing about the project is certain • Product is accepted after some iterations or pulls plug • R & D Q4: Unlikely Situation Solution looking for a problem Unclear GOAL • Q2: Adaptive / Iterative Approach • Product development and process improvement • Production prototype development • Q1: Linear Approach • Low complexity • Well understood technology • Low risk • Completed similar project Clear Unclear Clear SOLUTION / REQUIREMENTS

17. Linear Extreme Iterative / Adaptive Life Cycle Approaches Uncertainty & Complexity UNCLEAR UNCERTAINTY & COMPLEXITY INCREASES GOAL CLEAR UNCLEAR CLEAR SOLUTION & REQUIREMENTS

18. Adaptive / Iterative Life Cycle Model Next Cycle?

19. Project Manager Role

20. PMBOK Guide: Process Groups Knowing whatthe project is. Knowing wherethe project is.

21. Project & Product Processes An inverse relationship exists between project and product process needs.

22. LPLCM & Project Process Groups Mapping Knowing whatthe project is. Knowing wherethe project is.

23. Stakeholder Analysis Exercise Template

24. Team Work & Presentation

25. Part 2 Knowing What The Project Is - Scope

26. Project Genesis Knowing WHAT The Project Is

27. Project Approval (Initiation) Challenges • No formal project approval (initiation) process • Unrealistic expectations and assumptions • Timing of Project Manager engagement • Degree of accuracy for project and product documents • Speed vs Accuracy vs Change Control culture • Functional Areas’ Concern: Spending precious resources’ time on projects that will be disapproved

28. Project Approval “Monitor & Control” Aspects • “Project” definition • Projects or investments • Project approval process • Project classification • Strategy alignment • Functional group • Others • Project documentation intensity / rigor. Factors: • Duration • Cost • Project risk • Priority / importance • Project classification • Small, Medium, Large • Standard, Light, Tracking

29. Knowing Whatthe Project Is:Planning Fundamentals “Failing to plan is planning to fail.” - Harold Kerzner

30. Knowing Whatthe Project Is:Project Planning Stakeholder Management

31. Objective: Identify all the work required, and only the work required, to complete the project successfully Knowing Whatthe Project Is:Scope Planning Steps Collect Requirements • Stakeholder Register • Project Charter • Product Needs • Project Mgm’t Needs Define Scope Create WBS Scope Statement Work Breakdown Structure Validate Scope Approved Scope Documents

32. Knowing Whatthe Project Is:Project Scope Statement • Product scope description • Characteristic of the product that the project will produce • Project life cycle approach • Deliverables • List of sub-products whose full and satisfactory delivery marks project completion. Usually includes milestone deliverables. • Product acceptance criteria • Successful completion metrics • Project exclusions • Project assumptions and constraints • Sponsor approval

33. Knowing Whatthe Project Is:Assumptions, Constraints • Assumptions • Factors that are considered to be true, real, or certain for planning purposes • Generally involves a degree of risk • Constraints • Factors that limit the project team’s options

34. Knowing Whatthe Project Is:The Work Breakdown Structure Collect Requirements Define Scope Create WBS Validate Scope

35. Knowing Whatthe Project Is:Decomposition Definition: Steps: Identify major project deliverables Decide if adequate cost and duration estimate can be made at this level of detail for each deliverable Identify constituent components of the deliverable if necessary Verify correctness of decomposition (necessity, definition, cost, duration, responsibility) • Subdivision of major project deliverables or sub-deliverables into smaller, more manageable components until the deliverables are defined in sufficient detail to support development of project activities (planning, executing, etc..)

36. Knowing Whatthe Project Is:Work Breakdown Structure • A deliverable oriented grouping of project components that organizes and defines the total scope of the project • Defines products, not tasks • Can be developed using a top-down or bottom-up approach • Can be hardware-related, function-related, life cycle-related or a combination Foundation of all planning!

37. Knowing Whatthe Project Is:Work Package • Lowest level deliverable in a WBS • Work effort guideline - 80 to 150 hours • Ownership assigned at this level • Tasks are identified under this level • Task size guideline - not to exceed 80 hours; less for high risk project

38. Knowing Whatthe Project Is:WBS Template Project Name Phase 1 Phase 2 Phase ‘n’ Deliverable 1 Product Process Deliverable 2 Project Management Process Deliverable N-1 Deliverable N

39. Knowing Whatthe Project Is: Scope Baseline • Scope Statement • WBS

40. Knowing Whatthe Project Is:Requirements Challenges • May not be fully known at the start of a project • May come from multiple sources / groups • May come at various levels of details • Some stakeholders may not be known initially • May be “wants” and not “needs” • Wants - usually more associated with a solution • Needs - usually more associated with the underlying problem • May conflict with each other • May feed off each other • Usually requires iterations and trade-offs to finalize • May change

41. Knowing Whatthe Project Is:Scope Determination Summary • Make sure project stakeholders have all been identified • Functional groups that will have a deliverable on the project should be represented on the project team • WBS should represent only the work needed to complete the project successfully • Validate the Scope baseline documents with the project sponsor or approving authority • Process iteration is the norm

42. Team Work & Presentation (30 minutes)

43. Part 2 Knowing What The Project Is – Schedule and Cost

44. Knowing Whatthe Project Is:Schedule Planning Steps Objective: Determine the time required to meet the project needs Define the Tasks Comprising the Work Package Estimate the Tasks or Deliverable Resource Sequence the Tasks or / and Deliverables Estimate the Tasks or Deliverable Duration Develop the Schedule

45. Knowing Whatthe Project Is:Project Schedule • Should include planned start and finish dates for each deliverable / activity. • Tabular form • Graphical form • Bar / Gantt Chart • Milestone chart • Network diagrams

46. Knowing Whatthe Project Is:Bar (Gantt) Charts

47. Knowing Whatthe Project Is:Milestone Chart

48. Knowing Whatthe Project Is:Task Sequencing Objective: Identify interdependencies among tasks / deliverables Define the Tasks Comprising the Work Package Estimate the Tasks or Deliverable Resource Sequence the Tasks or / and Deliverables Primary Deliverable: Project Schedule Network Diagram Estimate the Tasks or Deliverable Duration Develop the Schedule

49. Knowing Whatthe Project Is:Activity Dependency • Mandatory – inherent in the nature of the work being done, a.k.a. hard logic • Discretionary – defined by the project team, a.k.a. preferred logic, preferential logic, soft logic • External – involve relationships between project activities and non-project activities

50. Knowing Whatthe Project Is:Scheduling Techniques • Gantt or bar charts • Milestone charts • Networks (show interdependencies) • Precedence Diagram Method (PDM) • Arrow Diagram Method (ADM)