Week 6

1. Week 6

2. Agenda • Phase 4: Controlling

3. Controlling Projects “keeping things in control and in order“

4. Controlling Phase Ensuring that the project objectivesare met by monitoring and measuring progress and taking corrective action when needed.

5. Controlling Phase FOCUS Involves: Measuringprogress toward project objectives, Monitoringdeviation from the plan, and taking “Corrective Actions” OUTPUTS include: Performance Reports, Requested changes, and Updatesto various plans

6. Triple Constraint You must work with your clients to determine what THEIR definition of SUCCESSis. 2) Scope 1) Time Quality 3) Cost

7. Triple Constraint cont. • TIME constraint deals with the timenecessary to finish a project. • Should be comprised of a SCHEDULE. • COST can be dependent on material costs, the costs of labor, risk, and machines. • PROFIT must be analyzed • SCOPE is the GOAL of the overall project

8. Triple Constraint cont. • The 3 constraints of project management will almost always be competing with each other. • If a team decides to enlarge the SCOPE of a project, the time will become larger, along with the cost. • If the time constraint is tighter, the SCOPE may be reduced, but the costs will remain high. • If the team should decide to tighten the budget, the SCOPE will become smaller but the time will increase.

9. TRIPLE CONSTRAINT cont. • If even 1 of these constraints is not properly used, the project will be a complete failure. • IF you do not come in on time you will not be successful, (even if the project is high in “quality”) • Improper costsprojection--spend too much or too littleand end up with an inferior product or service. • If you don’t meet the SCOPE of your project you can miss the objectives and goals entirely.

10. Project Change Management • Definition: • “a general term describing the procedures used to ensure that changes are introduced in a controlled and coordinatedmanner.”

11. Change Management • Change and adapting to changeis another critical aspect of project management. • Change can come in the form of a crisis, market shift or technological development • A successful project manager will learn how to adapt and even predict changes • Effective change management is a critical core competency and Project Managers have to be able to adapt to their changing environments.

12. Change Management Processes • Change Request • -Requeststo EXPANDor REDUCEthe project SCOPE, • -MODIFYpolicies, processes, plans or procedures, • -MODIFYcosts or budgets, or • -REVISEschedules. • -Need to get APPROVAL for them • Change Order • -Used in some companies to IDENTIFY APPROVED“Change Requests” (order ONCE IT HAS BEEN APPROVED)

13. Top 5 Obstacles To Implementing Change Employeeand staff resistance, Middle-management resistance, Poor executive sponsorship, Limited resources, and Corporate inertia and politics. 4 out of 5 of these obstacles are about people, while only 1of these obstacles refers to resources

14. Changes • Most change requests are the result of: • An EXTERNAL EVENT • Weather, schedule didn’t take into the consideration of a religious holiday, supplier goes bankrupt • An ERRORor OMISSIONin defining the SCOPE of the product or project • A “value-added” change (e.g., new technology, new software version, etc.)

15. Scope Creep • Changes to the project that result in additional work. • If not properly identified and managedproperly, • your project may come in considerably over budget and/or behind in schedule.

16. Main Causes Of Scope Creep Are • Poor “Requirements ANALYSIS”: Customersdon’t always know what they want and can only provide a “vague idea”.The "I’ll know it when I see it" syndrome. • Not Involving the USERS EARLY Enough:Thinking you know what the users want or need is a serious mistake. It is important to involve them in both the requirements analysis and design phases. • Underestimating the COMPLEXITY of the Project: Many projects run into problems because they are new in an industry and have never been done before. Nobody knows what to expect, there are no lessons learned and no one to ask.

17. Main Causes Of Scope Creep cont. • LACK OF “CHANGE CONTROL”:You can expect there to be a degree of “Scope Creep” in most projects, therefore it is important to design a process to MANAGEthese changes. A simple process of document, consider, approve and resource can be implemented. • GOLD PLATING:This term is given to the practice of exceeding the “Scope” of a project in the belief that “VALUE”isbeing added. These changes inevitably consume time and budget and are NOTguaranteed to increase customer satisfaction.

18. How to Control Scope Creep • Expect that there will be “Scope Creep” • Be sure you thoroughly understand the project VISION.Meet with the stakeholders • Understand your priorities and the priorities of the stakeholders; • make a list • Define your deliverables and have them approved by the stakeholders • Break the approved deliverables into “actual work requirements” • Break the project down into major and minor milestones and complete a schedule to be approved by the stakeholders

19. “Scope Creep” AVOIDANCE • Document, document, document! • Document meetings • Anticipateareas of miscommunication. • Be as succinct as possible. • Add what is NOT required. • Obtain sign-off by key stakeholders. • Use signed-off SCOPEand REQUIREMENTS documents to manage your project • What’s “in” and what’s “out”

20. Introduction to Project Management Closing Out the Project

21. Agenda • Phase 5: Closing Out the Project

22. Closing Projects “Crossing all your T’s, dotting all the I’s“

23. Project Closeout • Are activities, from making sure the “T”s are crossed in terms of the • CONTRACTand assessing the PROJECT and establishing any “LESSONS LEARNED” • Often shortchanged due to pressures to reassigningteam members • Best accomplished by addingthe close-out activities to the WBS

24. Typical Closeout Steps • Conduct FinalWBS Review • Documentclosing date and whoauthorized the closeout,alternatively: • documentthe reason for NOTclosing the project • Measure outcomes and compare to scope document to verify the deliverables and final product is acceptable

25. DELIVERABLES • the “quantifiable”goods or services that will be provided upon the completion of a project • may be an object, used in the greater scheme of the project. • For example, in a project meant to upgrade a firm's technology, a deliverable may be a dozen new computers. • may be a function or aspect of the “overall project”. • For example, a software project may have a deliverable specifying that the computer program must be able to compute a company's accounts receivable.

26. MILESTONE vs. DELIVERABLES • A deliverable differs from a milestonein that a milestone is a measurement of PROGRESStoward an output • whereas the deliverable is the RESULT of the PROCESS. • For a typical project, a milestonemight be the: • “completion of a product DESIGN” • While the deliverable might be the: • “technical diagram of the product.”

27. Typical Closeout Steps • Create and deliverfinal invoice for PM activities • Obtain approval from client • Use “DELIVERABLE Template” documents

28. “DELIVERABLE TEMPLATE” DOCUMENT 2 example

29. Typical Closeout Step cont. • Provide a “physical deliverable” – even for a NONtangible product such as a “Process” • Examples are: • CD copy of documentation, • letter of certification, • a plaque

30. Typical Closeout Steps • Solicit Feedback • Prepare SURVEYS • Gather survey results • Summarize FEEDBACK for assessment purposes • Conduct Project Assessment • Select and invite meeting participants • Distribute survey summary • Discuss lessons learned • Discuss best practices

31. Typical Closeout Steps Celebrate Success