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ILU Project Management Training. Project Management II Project Execution, Control and Closure. Agenda - Day One. Introductions Planning & Initiation Phases Recap Break Critical Path of a Project Critical Path Exercise Project Execution Process Lunch Project Controlling Process Break

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ILU Project Management Training


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    1. ILU Project Management Training Project Management II Project Execution, Control and Closure

    2. Agenda - Day One • Introductions • Planning & Initiation Phases Recap • Break • Critical Path of a Project • Critical Path Exercise • Project Execution Process • Lunch • Project Controlling Process • Break • Issues Form Exercise • Day One Wrap-up

    3. Introductions • Name • Department • Number of years at ILICO • Number of projects you have managed • Average size of project you have managed • Course expectations • Ice breaker

    4. Ground Rules • Level Playing Field (titles left at the door) • One conversation at a time • Respect opinions of others • No beating a dead horse • Come back from breaks ON TIME • Have FUN

    5. Course Objectives • Refresh concepts learned in PM - I • Understand PMI Material... • Critical Path • Project Execution Phase • How To Apply Project Control • Risk & Response • Project Closing Process • How To Apply ILICO Forms & Processes to PMI Concepts • Learn How to Manage Project

    6. Recap - Course I Initiation & Planning

    7. Recap - Definitions • A Project is “Atemporaryendeavor undertaken to create auniqueproduct or service.” • Project Management is “the application of knowledge, skills tools and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project.” • This involves balancing competing demands among: • Scope, time, cost and quality • Stakeholders with differing needs and expectations • Identified requirements(needs)and unidentified requirements(expectations)

    8. Recap - Project Management Skills • Communication skills • Facilitation skills • Leadership skills • Organizational skills • Negotiating skills • Project Management Technical skills

    9. Project or phase is approved in order to proceed Initiating Processes Planning Processes As the execution is controlled, it may require additional planning Plan developed for execution Plan is executed and Controlled Controlling Processes Executing Processes Feedback in both directions Plan and execution has been controlled Plan is successfully executed Closing Processes Recap - 5 PMI PM Processes

    10. Recap - 9 PMI PM Knowledge Areas • Scope Management • understanding what is to be accomplished, by who and when? Ensure everyone focused on the right activity at the right time • Risk Management • minimizing threats and weakness while optimizing opportunities and strengths • Quality Management • determining the quality policy of the project and then determining the practices to ensure project quality • Human Resource Management • determining the roles and responsibilities of the resources necessary to support the project as well as the skills and timing needs • Communications Management • determines what will be communicated, Frequency of communications and who will receive communications

    11. Recap - 9 PMI PM Knowledge Areas • Contract / Procurement Management • determines how suppliers will be selected and the contract types that will be administered • Time Management • determines how long each activities takes to complete to ensure timely completion of the project • Cost Management • determines the costs of resources and materials to ensure that the project is completed within the approved budget • Integration Management • Each BOK is integrated with each other at differing degrees of application depending on where and when you are in the life cycle phase

    12. Recap - Triple Constraint As project managers, we are always trying to manage the constraints of product, schedule, and budget Product … The “Triple Constraint” Schedule Budget

    13. Recap - ILICo’s PM Processes

    14. RecapCourse Example Re-Roofing the House

    15. Recap - Work Breakdown Structures Work Breakdown Structure (WBS) - “A deliverable oriented ‘family tree’ which organizes, defines, and graphically displays the total work to be accomplished in order to achieve the ultimate deliverable of a project. Each descending level represents an increasingly detailed definition of the project deliverable.” (PMBOK) WBS SCHEMATIC 1.0 Reroof House 1.1 Materials Estimation 1.2 Materials Gathering 1.3 Roof Application 1.1.1 Measure Roof 1.1.2 Calculate Materials 1.2.1 Purchase Materials 1.2.2 Take Delivery 1.3.1 Roof Removal 1.3.2 Roof Application 1.3.1.1 Remove Shingles 1.3.1.2 Remove Nails 1.3.2.1 Apply Shingles 1.3.2.2 Cut Caps 1.3.2.3 Apply Caps

    16. Recap - Re-Roofing Project Activity List # Activity 1.1.1 Measure Roof 1.1.2 Calculate Materials 1.2.1 Purchase Materials 1.2.2 Take Delivery 1.3.1.1 Remove Shingles 1.3.1.2 Remove Nails 1.3.2.1 Apply Shingles 1.3.2.2 Cut Caps 1.3.2.3 Apply Caps

    17. Recap - Project Network Diagram 1.1.1 Measure Roof 1.1.2 Calculate Materials 1.2.1 Purchase Materials 1.2.2 Take Delivery 1.3.1.1 Remove Shingles 1.3.2.1 Apply Shingles 1.3.1.2 Remove Nails 1.3.2.2 Cut Caps 1.3.2.3 Apply Caps

    18. Recap - Project Duration Estimates

    19. Recap - Project Schedule

    20. Recap - GANTT Chart

    21. Critical Path

    22. Determine Critical Path of Project Plan Critical Path - “The series of activities that determines the duration of a project. In a deterministic model, the critical path is usually defined as those activities with float less than or equal to a specified value, often zero. It is the longest path through the project. ” (PMBOK)

    23. Determining Critical Path - Key Terms Early Start (ES) - “...the earliest possible point in time on which the uncompleted portions of an activity (or project) can start, based on the network logic and any schedule constraints. Early start dates can change as the project progresses and changes are made to the project plan.” (PMBOK) Early Finish (EF) - “...the earliest possible point in time on which the uncompleted portions of an activity (or project) can finish, based on the network logic and any schedule constraints. Early finish dates can change as the project progresses and changes are made to the project plan.” (PMBOK)

    24. Determining Critical Path - Key Terms Late Start (LS) - “...the latest possible point in time that an activity may begin without delaying a specified milestone (usually the project finish date).” (PMBOK) Late Finish (LF) - “...the latest possible point in time that an activity may be completed without delaying a specified milestone (usually the project finish date).” (PMBOK) Total Float (TF) - “The amount of time that an activity may be delayed from its early start without delaying the project finish date. Float is a mathematical calculation, and can change as the project progresses and changes are made to the project plan. Also called slack, total float, and path float.” (PMBOK)

    25. ES-EF/LS-LF Calculations • ES = Previous ES + Previous duration • EF = ES + task duration - 1 • LF = previous LF - previous task duration (working backwards through the NLD) • LS = LF - task duration +1 • Total Float (TF) = ES - LS • Critical Path = path where TF = 0

    26. Roofing Example

    27. Class Exercise - Determine Critical Path • You have 20 minutes to complete the diagram • We will take 10 minutes to discuss your answers

    28. Baseline Project plan Baseline Project Plan - “The original approved plan (for a project, a work package, or an activity), plus or minus approved scope changes. Usually used with a modifier (e.g., cost baseline, schedule baseline, performance measurement baseline). ” (PMBOK) • Not etched in stone • Living document • Understand purpose of what MS project is showing you • Different types of baseline (schedule, cost)

    29. S Curve Example

    30. Executing Processes

    31. Project Plan Execution - Description • The primary process for carrying out the project plan. In this process, the project manager and the project management team must coordinate and direct the various technical and organizational interfaces that exist in the project. Inputs Tools & Techniques Outputs 1. Project plan 2. Supporting detail 3. Organizational policies 4. Corrective action 1. General management skills 2. Product skills and knowledge 3. Work authorization system 4. Status review meeting 5. Project management information system 6. Org. procedures 1. Work results 2. Change requests

    32. Scope Verification - Description • The process of formalizing acceptance of the project scope and work results by the stakeholders. It is primarily concerned with acceptance of work results while quality control is primarily concerned with the correctness of the work results. Inputs Tools & Techniques Outputs 1. Work results 2. Product documentation 1. Inspection 1. Formal acceptance

    33. Delivery Acceptance Form

    34. Quality Assurance - Description • All the planned and systematic activities implemented within the quality system to provide confidence that the project will satisfy the relevant quality standards. Inputs Tools & Techniques Outputs 1. Quality management plan 2. Results of quality control measurements 3. Operational definitions 1. Quality planning tools and techniques 2. Quality audits 1. Quality improvement

    35. Team Development - Description • Includes both enhancing the ability of stakeholders to contribute as individuals as well as enhancing the ability of the team to function as a team. Individual development is the foundation necessary to develop the team, and is critical to the project. Inputs Tools & Techniques Outputs 1. Project staff 2. Project plan 3. Staffing management plan 4. Performance reports 5. External feedback 1. Team-building activities 2. General management skills 3. Reward & recognition systems 4. Collocation 5. Training 1. Performance improvements 2. Input to performance appraisals

    36. Information Distribution - Description • Involves making needed information available to project stakeholders in a timely manner. It includes implementing the communications management plan as well as responding to unexpected requests for information. Inputs Tools & Techniques Outputs 1. Work results 2. Communications management plan 3. Project plan 1. Communications skills 2. Information retrieval systems 3. Information distribution systems 1. Project records

    37. Solicitation - Description • Involves obtaining information (bids and proposals) from prospective sellers on how project needs can be met. Inputs Tools & Techniques Outputs 1. Procurement documents 2. Qualified seller lists 1. Bidders conferences 2. Advertising 1. Proposals

    38. Source Selection - Description • Involves the receipt of bids and the application of the evaluation criteria to select a provider. The process is not straightforward: • Price may be the primary determinant for an off-the-shelf item, but the lowest proposed price may not be the lowest cost if the seller proves unable to deliver. • Proposals are often separated into technical (approach) and commercial (price). Inputs Tools & Techniques Outputs 1. Proposals 2. Evaluation criteria 3. Organizational policies 1. Contract negotiation 2. Weighting system 3. Screening system 4. Independent estimates 1. Contract

    39. Contract Administration - Description • The process of ensuring that the seller’s performance meets contractual requirements. On larger projects with multiple product and service providers, a key aspect of contract administration is managing the interfaces among providers. Inputs Tools & Techniques Outputs 1. Contract 2. Work results 3. Change requests 4. Seller invoices 1. Contract change control system 2. Performance reporting 3. Payment system 1. Correspondence 2. Contract changes 3. Payment requests

    40. Day One Wrap Up Wrap Up +/ Chart

    41. Agenda - Day Two • Change Control & Exercise • Break • Schedule, Cost, Quality Control, & Exercise • Lunch • Risk Response Control • Exercise: Risk Response • ILICO Status Report • Exercise: Project Status Tracking Meeting Role Play • Break • Closing Process • Full Project Life-Cycle Exercise • Course Wrap-up

    42. Controlling Processes

    43. Performance Reporting - Definition • Involves collecting and disseminating performance information in order to provide stakeholders with information about how resources are being used to achieve project objectives. This includes Status Reporting, Progress Reporting & Forecasting. Inputs Tools & Techniques Outputs 1. Project plan 2. Work results 3. Other project records 1. Performance reviews 2. Variance analysis 3. Trend analysis 4. Earned value analysis 5. Information distribution tools and techniques 1. Performance reports 2. Change requests

    44. Performance Reporting - Includes • Performance reporting should generally provide information on scope, schedule, cost and quality. • Many projects also require information on risk and procurement. Reports may be prepared comprehensively or on an exception basis.

    45. ILICO Project Status Report

    46. Class Role Play - Status Meeting