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The University of California Berkeley Extension X470 Project Management Lisa Bausell

The University of California Berkeley Extension X470 Project Management Lisa Bausell. X470 Project Management. 1 Project Management Introduction Project Initiation. 2 Project Planning Scope Workflow. 3 Project Planning Resources Finalization. 6 Project Management Review

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The University of California Berkeley Extension X470 Project Management Lisa Bausell

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  1. The University of California Berkeley Extension X470 Project Management Lisa Bausell

  2. X470 Project Management 1 Project Management Introduction Project Initiation 2 Project Planning Scope Workflow 3 Project Planning Resources Finalization 6 Project Management Review Presentations 4 Project Baseline Monitor & Control 5 Project Reporting & Communication Closure

  3. Official Roster and Grade Option 1. DO NOT fill in your final grade, I’ll do that! 2. Double check your name on the roster and note any needed changes after your name 3. Write in the Grade Option you have selected CLG – Credit Letter Grade CP/NP - Credit Pass/Not Pass NC - Not for Credit 4. Sign (Student Signature)

  4. Final • Name on paper • Complete final and turn it in • Ask me questions if you don’t understand something • We will finish when everyone is done

  5. Project Closure • Close Project • Verify Scope • Assess Lessons Learned • Present Final Projects

  6. Close Project (or Phase) Finalize all activities across all the project management process groups to formally complete the project or phase. (PMBOK 4.6) • Verify scope and obtain project sign-off. • Recognize accomplishments. • Send a final project report to communicate that the project is done. • Assess Lessons Learned. • Archive project data.

  7. Verify Scope Formalize acceptance of the completed project deliverables. (PMBOK 5.4) Although scope verification is done at the end of a project (or phase/iteration), success depends on earlier work. As you approach completion, validate: • Requirements for each project deliverable • Tests and acceptance criteria • Who will be responsible for evaluating results and formally accepting project deliverables

  8. Obtain Project Sign-off Within your team, verify that all project deliverables at least meet all agreed-upon acceptance criteria. Present your project results to the individual stakeholders who will evaluate them, and request formal sign-off. If there are issues, work to resolve them promptly, through: • Fixing the problems • Negotiating scope changes consistent with delivered results (If issues persist, propose project baseline changes for additional effort or budget needed to obtain sign-off.)

  9. Recognize Accomplishments • Thank project team members in person, or at least in writing, for their contributions to the project’s success. • Praise people publicly (as culturally appropriate). • Reward people using available recognition programs. • Celebrate success. Schedule similar events for global teams

  10. Send a Final Project Report A final project report is similar to a typical status report, with particular attention to: • Project completion and success. • Significant results. • Recognition for the work done by specific contributors. • Final project statistics and other metrics. Let people know you are done!

  11. Project Management in Action • PMO • Project Charter • Project Scope • Project Estimates • Project Risks

  12. PMO Successes and Failures

  13. What problems are we trying to solve? Each business unit doing “their” projects Project selection by loudest voice Project failure rate too high Lack of consistency Resources not coordinated Project rollout not well planned

  14. Services of a PMO Data for project selection Standards and metrics Policies Resource Management Software Time tracking Cost tracking TRANSPARENCY

  15. PMO Involvement

  16. Definition PSO PMO EPMO

  17. Project Project Project Project Project Projects and Programs “A program is defined as a group of related projects managed in a coordinated way… A project may or may not be part of a program, but a program will always have projects.” Program

  18. Who are the customers of the PMO Project Managers Stakeholders Sponsors Executives Department Managers

  19. PMO – Keeper of the stats Lessons learned Trending Find projects in trouble early Executive decision making support Resource planning (past, current, future)

  20. Link to corporate strategy Help to do the right projects and not just do projects right Strategic planning/project committees • Finance • IT • Business • HR • Link to CEO

  21. PMO in action Who do the PMs work for? Who makes decisions of what projects to do? Delivery of updates and news (PMO? PM’s?)

  22. PMO Road to Failure

  23. Problems • Perception ? Reality? • No buy-in • Bad for cowboys and cowgirls • Too much time needed to track • Cumbersome process holds up work • Neutralizes power

  24. Case studyHow not to start a PMO Do too much at once Bring in consultants to do all the planning Plan for MONTHS and then implement everything Don’t get participation from all levels Go too slow or too fast

  25. Success tips for PMO’s Executive support User support PM’s need to see the benefit Scope in line with organization Show value immediately Deliver news to different audiences in different ways Continuous improvement!

  26. PMO Maturity

  27. Project Management in Action • PMO • Project Charter • Project Scope • Project Estimates • Project Risks

  28. Project Charter Project charters include information such as: • Project purpose or justification • Project leader/manager • Project sponsor authorizing the work • Measurable objectives and initial requirements • Milestone schedule • Initial budget • Completion criteria • High-level risks

  29. Project Scope “Developing a detailed description of the project and product.” (PMBOK 5.2) Scope definitions may be called (or be part of): • Project Charter • Project Data Sheet • Proposal • Reference Specifications • Statement of Work • Plan of Record • … Whatever you call it, write it down.

  30. Project Estimates • Accuracy • Getting input • “Budget” estimates • Creating a baseline • Measuring results • Making changes

  31. Project Risks • Identify specifics, not just general risks. • List the “Top 10”—Keep risks visible. • Document contingency plans. • Assign triggers and owners. • Plan responses to all big risks and document all risks. • Assess project size (effort months). • Establish project contingency reserves, based on risk (time and/or budget). Risks: 1. Key staff leaves 2. Earthquake 3. Test Failure

  32. Risk Responses Brainstorm responses to risks, considering: • Avoidance (Replan project to remove the risk) • Mitigation (Revise plans to lower risk probability and/or impact) • Transfer (Shift all or part of risk impact to others) • Acceptance (Leave plans unchanged, but monitor the risk, and where appropriate, establish contingency plans for recovery.)

  33. Present Final Projects Your turn!

  34. Course Evaluations Course Title: Project Management Instructor: Lisa Bausell Term Fall Year: 2013 Today’s Date: 11/01/2013 EDP

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