1 / 84

NEES Project Management Workshop

NEES Project Management Workshop. June 16, 2014 June 18, 2014. Segment 1. Project Management. Project Management Institute (PMI) Best Practices Governing Body Think Tank Project Management Body of Knowledge Project Manager Professional Certifications.

piera
Download Presentation

NEES Project Management Workshop

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. NEES Project Management Workshop June 16, 2014 June 18, 2014 Segment 1

  2. Project Management • Project Management Institute (PMI) • Best Practices • Governing Body • Think Tank • Project Management Body of Knowledge • Project Manager Professional Certifications

  3. Getting started. Some definitions. What is a Project? • A temporary endeavor undertaken to create a unique product, service, or result. PMI Body of Knowledge, 2008, p434 • “Projects , rather than repetitive tasks, are now the basis for most value added in business” Tom Peters

  4. Getting started. Some definitions. What is a Project? • They are: • Unique • With a beginning and an end • Of finite duration………… The BIG DIG Let’s get into some PM Basics

  5. Project Management Institute Project Integration Management Project Scope Management Project Time Management Project Cost Management Project Quality Management Project Risk Management Project Human Resources Management Project Communications Management Project Procurement Management Project Stakeholder Management

  6. Project Integration Management • Processes required to ensure that the various elements of the project are Properly coordinated. • Making tradeoffs among competing Objectives and alternatives to meet or exceed stakeholder needs and expectations. • Plan Development • Plan Execution • Integrated Change Control • Project Charter • Life Cycle and Milestones • Project Stakeholders Needs vs. Expectation

  7. Project Scope Management • Processes required to ensure that the project includes the work requires and only the work requires, to complete the project successfully. • Initiation • Scope Planning, Definition and Verification • Scope Change Control • Requirements Definition • Work Breakdown Structure • Product Baseline Control • Project Baseline Control

  8. Project Time Management • Processes required to ensure timely completion of the project. • Activity Definition • Activity Sequencing • Activity Duration Estimating • Project Schedule Development • Schedule Control • Schedule Estimating • Critical Path Analysis • Schedule Tracking

  9. Project Cost Management • Processes required to ensure that the project is completed within the approved budget. • Resource Planning • Cost Estimating • Cost Budgeting • Cost Control • Cost and Schedule Control System • Cost Analysis

  10. Project Quality Management Processes required to ensure that the project will satisfy the needs for which it was undertaken. All activities of the overall management function that determine quality policy, objectives and implements them by means such as quality planning, quality assurance, quality control, and quality improvement, within the quality system. • Quality Assurance Plan • Quality Management • Quality Metrics, Measurements and Controls • Continuous Quality Improvement

  11. Project Human Resource Management • Processes required to make the most effective use of the people involved with the project. Includes all of the project stakeholders – sponsors, customers, and individual contributors. • Organizational Planning • Staff Acquisition and Development • Project Leadership • Staffing Plan • Project Organization • Project Team Building

  12. Project Communication Management Processes required to ensure timely and appropriate generation, collection, dissemination, storage and ultimate disposition of project information. It provides the critical links among people, ideas, and information that are necessary for success. • Communications Planning • Information Distribution • Program Reviews, Design Reviews and Reporting • Project Documentation and Records

  13. Project Risk Management www.youtube.com/watch?v=J7O7NRV8MMM

  14. Project Risk Management • The systematic process of identifying, analyzing, and responding to project risk. It includes maximizing the probability and consequences of positive events and minimizing the probability and consequences of adverse events to project Objectives. • Risk Management Plan • Risk Identification • Risk Element Analysis & Metrics • Risk Avoidance & Mitigation • Qualitative Risk Analysis • Quantitative Risk Analysis

  15. Project Procurement Management • Processes required to acquire goods and services, to attain project scope, from outside the performing organization. • Procurement Planning • Solicitation Planning • Solicitation • Source Selection • Contract Administration • Contract Closeout

  16. Project Stakeholder Management (added in 2013) Processes required to identify all individuals or organizations impacted by the project, analyzing stakeholder expectations and impact on the project, and developing the appropriate management strategies for effectively engaging stakeholders in project decisions and execution. • Identification of Stakeholders • Planning Stakeholder Management • Managing Stakeholder Engagement • Controlling Stakeholder Engagement

  17. PROJECTS are composed of Processes • A series of actions bringing about a result • Performed by people • Two major categories • ProjectManagement Processes describe, organize and complete the work of the Project • Product Oriented Processes specify and create the project’s product

  18. FIVE PROJECT MANAGEMENT PROCESSES • Initiating –authorizing the project or phase • Planning – defining and refining objectives and selecting the best courses of action • Executing – coordinating people and other resources to carry out the plan • Controlling – regularly monitoring and measuring to identify variances; so that corrective action may be taken • Closing – formal acceptance; orderly end to the project

  19. Project Management Processes INITIATING PLANNING EXECUTING CONTROLLING CLOSING LEVEL OF ACTIVITY TIME

  20. Why do Projects? Projects are the instruments/vehicle of change • PROJECT • Scope • Schedule • Cost • Quality • Procurement • Human Resources • Risk • Communications • Integration Today’s State A Needs Requirements Expectations Constraints Future State B

  21. Process & Project Work PROCESS • Repeat process or product • Several objectives • Ongoing • People are homogeneous • Performance, cost, & time known • Part of the line organization • Bastions of established practice • Supports status quo PROJECT • New process or product • One objective • One shot – limited life • More heterogeneous • Performance, cost & time less certain • Outside of line organization • Violates established practice • Upsets status quo

  22. What then is Project Management? • A set of principles, practices, and techniques applied to LEAD project teams and CONTROL project schedule, cost and performance risks to result in delighted customers. Project Management is a discipline. A Behavior!

  23. What Project Management is not! • A collection of elaborate, sophisticated rules, principles and the like, whose goal is to drive up your overhead or to require mountains of paperwork. • NOTE: Software packages do not manage projects! People manage Projects!

  24. Why are projects (and Project Management) more important today, than ever? • Shortened product life cycles • Narrow product launch windows • Increasingly complex and technical products • Emergence of global markets • Economic period marked by low inflation • Resource Constraints PROJECTS NEED TO BE MANAGED WELL!!!

  25. What is value of Project Management? Why should we practice effective Project Management

  26. Reasons why organizations practice effective Project Management…The Value Proposition: • Completing projects more quickly and at less cost. • A benefit of using a common methodology is the value of reuse. • Reduced startup time • Shorter learning curve for project team members • Time savings…no need to reinvent processes and templates …

  27. Reasons why organizations practice effective Project Management…The Value Proposition: • Being more predictable. • Better planning results in a better understanding of the work and associated estimates. • Predictability is crucial when making decisions about which projects to execute. • Saving effort and cost with Proactive Scope Management. • Having better (tested, repeatable) processes will result in being able to manage scope changes more effectively...

  28. Reasons why organizations practice effective Project Management…The Value Proposition: • Better Solution “fit” the first time…through better planning. • Using a repeatable, proven methodology provides the project team and the sponsor an opportunity to make sure they are in agreement on the major deliverables to be produced by the project. • Opportunity to resolve problems more quickly. • The PM methodology will facilitate a proactive issues management process to help ensure that problems are recorder, tracked and resolved as quickly as possible…

  29. Reasons why organizations practice effective Project Management…The Value Proposition: • Addressing and resolving future risks before they impact the project. • Sound risk management processes will result in potential problems being identified and managed before the problem actually occurs. • Communicating and managing expectations with clients, team members and stakeholders more effectively. • Having proactive, multifaceted communications … no surprises…

  30. Reasons why organizations practice effective Project Management…The Value Proposition: • Building a higher quality product the first time. • Via implementation of quality control and quality assurance techniques to meet the expectation of the customer. • Improved financial management. • The result of better project definition, better estimating, and better tracking of actual costs against the budget results in improved financial predictability and control…

  31. Reasons why organizations practice effective Project Management…The Value Proposition: • Stopping “bad” projects more quickly. • Using the milestones, gates, performance metrics, etc. of effective Project Management allows you to see these “bad” situations earlier and more clearly so that you can make better decisions to re-scope or cancel the project. • More focus on metrics and fact based decision making. • Metrics provide information on how effectively and efficiently the project team is performing and the level of quality of deliverables…

  32. Reasons why organizations practice effective Project Management…The Value Proposition: • Improved work environment. • Successful projects yield intangible benefits with your project team: • Customers become more involved • Project team takes on more ownership • Better morale… people on successful projects feel better about themselves, their jobs, greater sense of professionalism and self-confidence……

  33. What is going to be our Approach for the Project? • The first decision made on any project is what methodology/approach is best suited for that type of project • One size/type Project Management approach does not fit all projects…comfortably What are some choices?

  34. Taxonomy of Project Management Approaches • Traditional/Waterfall Approach • In play for 50 years….Origin in engineering / construction • Projects will follow a very detailed plan that is built before any work is done on the project…plan is linear • “Best Practices”…… PMI doctrine • Traditional Approach works well when: • The project goal and solution are clearly defined • You do not expect many scope change requests • The projects are often routine, repetitive and linear • NOTE: The completed project can be deployed incrementally: • To start harvesting business value • To deal with the likelihood of some change requests

  35. Linear and Incremental Define Plan Define Execute Plan Partition the Solution . Execute . . MonitorControl . . MonitorControl MonitorControl Close Close

  36. Taxonomy of Project Management Approaches • Adaptive (Agile) Approach • What if the goal is clear but the solution is not clear? • Project will follow a very detailed plan (not built at the beginning of the project)…the plan is built in stages at the completion of each project cycle/phase… it is iterative. • The budget and time line is specified at the outset of the project • Adaptive Approach works well: • If you feel the requirements are apt to change • If you feel you will learn about remaining requirements during the course of doing the project • If the project is oriented to new product development or process improvement • If the development schedule is tight and you can’t afford rework or planning • Requires that empowered individuals are readily available for input.

  37. Adaptive Approach (Iterative) Detailed Planning Define High end Planning Incorp. Feedback Monitor & Control Launching Customer Feedback Closing

  38. Taxonomy of Project Management Approaches • Extreme Approach • The goal is not clear…solution is not clear • Projects do not follow a plan in the manner deployed with the traditional or adaptive approaches • The project proceeds based on informed, non-specific “guesses” of what the final goal (or solution) will be • At the conclusion of each cycle, what was learned or discovered is factored into a newly specified goal • Uses an open, elastic, undeterministic approach. Best fitted for R&D Projects

  39. Adaptive/Agile Measuring and Reporting – Metrics (Can build trust, communicate progress, expose problems and illustrate effectiveness of the Process) Traditional/Waterfall Focus is on tracking efforts on each activity GANTT Chart Percent complete Time per team member per task Actual time versus estimated time Focus on tracking what has been incrementally delivered Velocity Burn Down – what features have been completed Burn Up – what features have been promised Running tested features Defect density Cycle time Code quality Earned Business Value

  40. Who/what are Project Stakeholders?

  41. Who are the Project Stakeholders? • Stakeholders are those individuals or organizations who are impacted by (or have an impact on) the project, their perspectives need to be taken into account in order for a project to be successful • Stakeholders can have positive or negative views regarding a given project….they can gain or lose from the success or failure of the project They have Skin in the Game!

  42. Stakeholders • Performing Stakeholder Analysis and Mapping • Different approaches to grouping stakeholders: • Ex: • Influence • Interest • Resistance • Support • Commitment • Engagement • Incorporate stakeholder perspectives into the project and deliverables After all, we are talking about change!

  43. The Change Process Support Denial Support for Change Exploration Resistance Resistance TIME Projects are the instruments/vehicle of change. Change need not always be painful!

  44. The Road to Stakeholder Commitment Degree of support for the project COMMITMENT BUY-IN Involvement aborted UNDERSTANDING AWARENESS Decision to not get involved Negative Perception Unaware Confusion Time

  45. Stakeholder Analysis can measure the degree the Stakeholder embraces change in terms of: • Influence – Power the stakeholders have that can affect project outcomes as measured by: • Formal Influence – Administrative authority conferred by the organization • Informal Influence – Unofficial leadership conferred by peers or other affected parties • Support – Approve or agree with the change as measures by: • Commitment – Degree to which stakeholders are available to participate during the project • Engagement – Willingness stakeholders have to participate in the change

  46. You heard it here: Pay a great deal or attention to your Stakeholders. Regardless of the size/scope of the project, often the biggest obstacle to an IT Project’s success may not be the technology, but one, project teams have to make an extra effort to control: The Human element.

  47. There are Project Requirements, and then there are EXPECTATIONS! • Different stakeholders may have different expectations -- they may compete: • Sales • Marketing • Production • Finance • To be successful, the PM must be able to manage all expectations

  48. Project Requirements vs. Project expectations • Requirements* usually more tangible, traceable, measurable, less open to interpretation. Examples • Expectations less tangible, more open to interpretation, less measurable. Examples • The project Manager is responsible for managing both. • Instructor Example * - Beware of opposing requirements

  49. EXPECTATIONS ModelSet, Monitor, Influence • SET • How are Expectation Set? • Sample Dialogue • Customer: “Will it take much effort to change the sequence and content of the Income Statement produced by the End of Month Process?” • Consultant: “Not a problem!” • Customers expectation takeaway??????

More Related