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Project Management – Day 2

Project Management – Day 2

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Project Management – Day 2

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  1. Project Management – Day 2 Waubonsee Community College

  2. Review Waubonsee Community College Project Management Training

  3. Project Management A Systematic Process! (and also some common sense) (Process Groups)

  4. Project Management Framework

  5. The Triple Constraint of Project Management Successful project management means meeting all three goals (scope, time, and cost) – and satisfying the project’s sponsor!

  6. SAMPLE Project Charter for the DNA-Sequencing Instrument Completion Project


  8. Stakeholder Analysis • Identify all of the stakeholders. • Who are the stakeholders? • People or entities involved in or affected by project activities • Project Sponsor • Project Team • Support Staff • Customers • Users • Suppliers • Opponents • Identify ALL of them • Determine ALL of their requirements • Determine their expectations • Communicate with them • Manage their influence

  9. Organization Structure

  10. Organization Structure

  11. Project Management at WCC • Project Sponsor • Project Manager • Project Core Team • Team Leaders

  12. WCC Project Plan Template • Project Charter • Project Scope • Process and Organizational Impacts • Risk Management • Project Organizational Structure (Roles and Responsibilities) • Communication Plan • Vender Evaluation Plan • Training • Testing • Change Control • Issues Log

  13. BPA Review Identify a Process • Sequential • Cross-Departmental Document a Process • Current Process – is it a good process? • Collaborate • Include the “why” • List Opportunities • List Obstacles Flowchart a Process • Start with Pen/Paper or Whiteboard • Finish using software tools like Visio Reengineer a Process • Simplify • Automate • Review Opportunities • Review Obstacles

  14. BPA and the Project Management Process Which comes first? depends • Re-engineer current process before automate • Degree and Certificate Completion: BPA before new software purchase • PM Process Team identifies a process to analyze • Ad Astra V7: BPA on room scheduling process BPA Tools – use tools as needed • Large projects/Multiple Departments do a flowchart • Small projects do sequence of steps

  15. Case Study Waubonsee Community College Project Management Training

  16. Construction projects • RISKS IN CONSTUCTION PROJECTS • Socioeconomic factors • Environmental protection • Public safety regulation • Economic instability • Exchange rate fluctuation • Organizational relationships • Contractual relations • Attitudes of participants • Communication • Technological problems • Design assumptions • Site conditions • Construction procedures • Construction occupational safety

  17. Construction projects

  18. Construction projects • High physical capital costs • Higher dependence of government factors (zoning, permits) • Many more handoffs between unrelated teams (the trades). • People waiting for materials. • Work waiting for people. • Storage of materials that arrive early. • Weather. • A “Master Schedule” that often bears no resemblance to reality. • A design firm, a construction firm and a number of unrelated trades that do not typically work together.

  19. BAA Renovation of Heathrow Terminal 1 • Refurbishment of Terminal 1 - 40 year old building within Heathrow. • Star Alliance - First Global Airline Alliance would be moving their operations to Terminal 1 at Heathrow. • Strict Time Deadline • Health and Safety Concerns • Terminal Would not close. • Any interruption of service would result infinancial penalties for BAA. • Public perception a major issue. • 42 Phases to this project.

  20. HR Management • 11 suppliers - large number of workers • Communications / Time management - collaborative approach to problem solving. • As is the case managing multiple contractors that performed different trades, one dependent on the other, managing them became essential in meeting time goals.

  21. Cost and Procurement Management • Last Minute Changes • 4 weeks to go in the project an elaborate concourse display, originally part of the project, was removed. • An alternate needed to be found that met the needs of all the stakeholders.

  22. Scope Management • A large piece of this project was replacing some damaged floor work. • This repair could potentially add 12 weeks of work. • A discovery was made that a portion of floor was constructed from different materials than the rest. • The floor was an uneven concrete surface, different than the rest of the floor, and a correction could add multiple weeks of work.

  23. Scope Management • IT - Needed to replace existing systems in the building, such as normal office network systems, specialist flight systems, regulatory systems, closed circuit TV. • A strong attempt was made in transforming the old fashioned building to be more sustainable.

  24. Communications Management • Multiple high level stakeholders who had to be updated each time a new risk was identified or when a change was made to schedule or budget.

  25. Risk Management • Asbestos Risk • Discovery of asbestos in the ceiling. • Creation of an airtight containment area around the damaged portion while a contractor removes. • Electrical Risk • A new distribution board had to be installed. • As such, the power had to be turned off and on. • It was unknown how much of the 40 year old equipment would respond when turned off and on.


  27. HR Management • Very clear framework given to suppliers and contractors before they were able to pitch on the project. • Competitive, fair, process was created for bidding which ensured best team got the job. • Weekly meetings created with suppliers to address grievances. • Strict management of contractors to ensure each aspect was delivered on time.

  28. Cost Management • To address last minute "cladding" display issue, brainstorming session was held and a paneling solution was discovered and agreed upon by all needed stakeholders. • Balancing of work done at night (more costly) vs daytime hours (more people).

  29. Scope Management • Flooring • Teams were planning on using this area for storage as well. • Meetings held between multiple contractors to phase work in shifts in order for re flooring to occur and to prevent a potential 21 day delay from occurring.

  30. Scope Management • Technological Challenges • IT played a crucial role in making sure the project was delivered in line with the scope, time a cost goals. • Custom change control software was created so that key parties, onsite and offsite, could raise issues to the project management team and these issues would be routed to the appropriate stakeholders,

  31. Scope Management • Environmental Challenges • Changes were made to the lighting and heating system that made the 40 year old building more sustainable.

  32. Risk Managemenet Asbestos • Project Team, including health and safety officer, main contractor and terminal operators reviewed all options and decided on airtight area within the contaminated roof. • Two risk management schedules created. One high level strategic one and a lower level, day-to-day task driven one.

  33. Risk Management • Electrical • Switching off power - power might not return at all! • High level meeting with all relevant stakeholders and main contractor to create a plan. • Creation of a formal, meticulous process guidance document that included all relevant technical data and an action plan. • Risk Schedules developed and updated throughout the process.

  34. END RESULT • Completed on time, within reasonable scope and kept within budget, despite expected extra work. • Effective teamwork between suppliers, stakeholders, and support functions. • 6.3 million of out of scope work was completed without an increase to the budget (scope in other area was reduced).

  35. Scope Management Waubonsee Community College Project Management Training

  36. Scope Management • MISTAKE: Project Managers do not break down larger problems into smaller sub-problems. • The project manager feels overwhelmed! • The people on the team feel overwhelmed! • “There is no way we can make this happen!.” • We want to minimize / eliminate this overwhelmed feeling as much as possible.

  37. What is Project Scope Management? Scope refers to all the work involved in creating the products of the project and the processes used to create them A deliverable is a product produced as part of a project, such as hardware or software, planning documents, or meeting minutes Project scope management includes the processes involved in defining and controlling what is or is not included in a project

  38. Project Scope Management Processes Collecting requirements:defining and documenting the features and functions of the products produced during the project as well as the processes used for creating them Defining scope: reviewing the project charter, requirements documents, and organizational process assets to create a scope statement Creating the WBS: subdividing the major project deliverables into smaller, more manageable components Verifying scope: formalizing acceptance of the project deliverables Controlling scope:controlling changes to project scope throughout the life of the project

  39. Project Scope Management Summary

  40. Collecting Requirements A requirement is “a condition or capability that must be met or possessed by a system, product, service, result, or component to satisfy a contract, standard, specification, or other formal document” (PMBOK® Guide, 2008) For some projects, it is helpful to divide requirements development into categories called elicitation, analysis, specification, and validation It is important to use an iterative approach to defining requirements since they are often unclear early in a project

  41. Relative Cost to Correct a Software Requirement Defect

  42. Methods for Collecting Requirements Interviewing Focus groups and facilitated workshops Using group creativity and decision-making techniques Questionnaires and surveys Observation Prototyping Software tools

  43. Documenting Requirements • Requirements documents are often generated by software and include text, images, diagrams, videos, and other media; they are often broken down into different categories such as functional, service, performance, quality, training requirements, and so on • A requirements management plan describes how project requirements will be analyzed, documented, and managed • A requirements traceability matrix (RTM) is a table that lists requirements, various attributes of each requirement, and the status of the requirements to ensure that all requirements are addressed

  44. Sample Requirements Traceability Matrix

  45. Defining Scope • Key inputs for preparing the project scope statement include the project charter, requirements documentation, and organizational process assets such as policies and procedures related to scope statements as well as project files and lessons learned from previous, similar projects • As time progresses, the scope of a project should become more clear and specific

  46. Further Defining Project Scope

  47. Work Breakdown Structure • A tool to help us get organized! • It looks like an organization chart or a hierarchy chart. • We define the project at the 10000 foot view, and then go down a level deeper to describe it in greater detail. • After this, the project is better defined and feels more manageable. • We feel like we’re more in control and can communicate to the team members what needs to be done.

  48. Creating the Work Breakdown Structure (WBS) A WBS is a deliverable-oriented grouping of the work involved in a project that defines the total scope of the project WBS is a foundation document that provides the basis for planning and managing project schedules, costs, resources, and changes Decomposition is subdividing project deliverables into smaller pieces A work package is a task at the lowest level of the WBS

  49. Sample Mind-Mapping Approach for Creating a WBS

  50. Sample Intranet WBSOrganized by Product