ProjectExperts  6547 N. Academy Blvd., #534  Colorado Springs, CO 80918  USA Version 2013.06  website : www.proje

1. ProjectManagementFundamentals ProjectExperts6547 N. Academy Blvd., #534Colorado Springs, CO 80918 USA Version 2013.06 website: www.projectexperts.com

2. Introduction 0.2 Project Management Fundamentals Project Management Why This Course?Duration: 2 days Project work differs from other, ongoing work efforts, yet project team members are seldom prepared for high-performance project efforts. This workshop introduces project participants to the five fundamental areas of accomplishment for successful projects. The workshop focuses on these fundamentals for successful projects:  Initiating the Project Structuring WorkImproving Activity Estimating Scheduling PhasesTracking and Reporting Progress We cover a fundamental perspective of the same methods presented in our more advanced Learning Experiences, using presentation, discussion, and exercises. Thus, your entire organization can use consistent processes and terminology. Audience This workshop covers the methods needed by new Project Managers and Team Members of medium-to-larger projects: those lasting two to twelve months in duration. It is of greatest value to project managers, team members, and their clients who attend as a team. Teams who understand these project management methods, terminology and tools will provide better plans, better status tracking information, and better project performance. Intro 1

3. Introduction 0.3 Project Management Fundamentals Learning Objectives 1.Initiating and Structuring • Define project management, and itemize the six vital signs of a successful project. • Relate the key components of the Northwestern framework for Project Management. • Initiate a project with a Project Charter and a Project Management Plan • Establish or review a Preliminary Scope Statement, with Project Objectives. • Estimate project effort, then use Successful Project Profiles modeling to define ideal staffing and duration. • Structure the appropriate life cycle and deliverables for the size and nature of the project. • Brainstorm and organize next-segment activities using Work Breakdown Structure Templates. 2. Improving Activity Estimating • Combine estimating with an effective delegation process that provides the person doing the job with the information needed to do it well. • Use a consistent process to determine the priority of multiple projects and assignments. • Select an appropriate rigor of activity estimating methods, based on the size and risk of the activity estimated. • Communicate and manage the assumptions that can affect an estimate, and improve its actual performance. • Quantify and increase control of the factors that affect duration estimates. Estimate activity duration. Intro 2 (top half)

4. Introduction 0.4 Project Management Fundamentals Learning Objectives 3. Scheduling and Tracking Progress • Produce useful schedules with Calendars and Gantt charts. • Show how to get a project done faster, while evaluating the trade-offs among the Vital Signs. • Select tracking methods that can prevent, detect, and recover from problems. • Describe the purpose and process of Quality Reviews; plan and perform effective reviews. • Institute Change Management to manage the impact of changes on the project’s Schedule, Cost, and other Vital Signs, while responding to business needs. • Produce project reports that are appropriate for their audience, and for their timing. • Successfully close out Project segments, and the Project. Explain what Managers, Clients and teams all want in a successful project. Intro 2 (bottom half)

5. Stacy A. Goff, PMP, IPMA Level D STACY A. GOFF is President of ProjectExperts®, a Project and Program Management consulting, tools and training company. A PM practitioner since 1970 and consultant since 1982, he helps improve Enterprise, Dep-artment or Project Team PM Competence, effectiveness and performance. An insightful consultant and dynamic speaker, Mr. Goff provides program and project consulting services and designs, develops and presents work-shops of interest to Executives, Managers, Project Managers and leaders, technical staff, and individual contributors. His audiences include Information Technology, Aerospace and Defense, Government, Finance, Insurance, Consultancies, Manufacturing and Pharmaceutical organizations. His Project Management tools and methods are used by Government agencies, Enterprises and consultancies on six continents. In addition to his training and learning experiences, he is an active speaker worldwide at major global project management events and World Congresses. Mr. Goff's service to profession includes 30+ years with Project Management Institute, and contributor to the Project Management Competence Development Framework, 2nd Ed., and Project Management Circa 2025. He is a co-founder and President of asapm®, American Society for the Advancement of Project Management, and was the project manager for the USA National Competence Baseline for Project Management. He serves on the IPMA (International Project Management Association) Executive Board as Vice President of Membership and Events.

6. Initiating and Structuring 1.6 1. Initiating and Structuring Project Management Defined An NM Project Management Overview Project Initiation Preliminary Scope and Objectives Early Estimates; Optimum Duration Work Breakdown Structure Templates “If you don’t know where you’re going, any road can take you there!”

7. What Is Project Management? A Team Exercise • How you would describe project management to aliens from outer space? • Please share your results.

8. Challenges Q: What makes managing projects challenging?

9. Project Management:Balancing the Vital Signs 1. Time 2. Cost 3. Scope 4. Quality 5. Risk 6. Human Resources

10. An NM Project Management Overview

11. Initiating and Structuring 1.11 An NM Project Management Overview • Key Terminology: • SA&E – Strategy Alignment and Execution • Disciplines and Delivery Processes • Roles, Project Leadership Framework (PLF) • Deliverables, Samples, and Guidance

12. (NM) Project Management Terms See expanded definitions on notes page.

13. Typical Project Initiation Steps IN0 Process theRequest, Prioritize, Select Project • Effective Project Initiation: Key to Success • Based on this, teams proceed to Phase Planning IN14 Estimate Effort, Cost, Resources; Estab. Prelim.Schedule IN15 IN13 Understandthe Current Situation Assess Risks, Plan Resources.Communica-tion, Quality,Procurement PreliminaryPM Plan Environment information Prioritized, Selected Project PreliminaryScope and Objectives Compiled ProjectInitiation Results IN19 Approve High-Level PM Plan IN11 Perform OpportunityDefinition IN12 Define Scope and Objectives IN10 Complete the Project Charter Problem or opportunity statement Project Charter;Identified Spon-sor, Proj Mgr.

14. Project Initiation and Kick-off ApprovedCharter Pre. ScopeStatement Strategyor Approach Initial Schedule “Kick-Off” the project with Initial Planning, to produce: A. The Project Charter B. The PM Plan • Project Overview • Project Scope Management • Project Schedule Management • Project Cost Management • Project Risk Management • Project Resource Management • Project Communication Management • Project Quality Management • Project Management Plan Approval • Project Closure Q: Who should participate in this Initial Planning?

15. Project Scope Management Initiating and Structuring 1.15 In the PM Plan’s Project Scope Management section, Scope identifies what the project will produce. Identify… • What is included in the Scope • What is NOT included in the Scope Q: How do you measure Scope? Note: See the Project Management Plan on MutualNet’s SA&E Site.

16. Business Driver and Objectives Initiating and Structuring 1.16 The Business Driver and Objectives are from the Charter. The Business Driver states the Why in the first five words. The Business Objectives identify the What, without supplying a technical or detailed solution (the How). Uses of the Business Driver and Objectives

17. Case 1: Initiate the Project WOW! You’ve been appointed to a project team to develop a pilot version of a Project Processes and Procedures Wiki. The project already has an acronym: Wiki Our Workgroup,or ...

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21. Early Estimates of Project Effort Keep early project estimates flexible, by making sure others understand they are Level 1 estimates, and subject to change with better information. Steps in developing an early estimate 1. Assemble the “right” people. 2. Ask and answer the “right” questions. 3. Estimate the project several different ways... • Level 1 High-Low Estimating • Parametric Estimating 4. Compare the estimates and resolve differences. 5. Document the assumptions that will affect the estimates. Q: What is the difference between an estimate and a bid?

22. Successful-Project Profiles Forecast Effort (work-hours) 8 60 360 1000 3.6K 12K 24K 2 days 2 wks 2 mos 2. Set Ideal Duration 4 mos 6 mos 9 mos 12 mos 1+ 3 5 7 16 24 3. Recommend Staffing Min 25% assigned Min 50% assigned Full-time assigned 1+ personSmall 1 teamMedium Multi-teamLarge

23. Case 2: Estimate and Approach WOW! Kathy likes what she sees so far. She wants you to verify the early Effort and Cost estimate, and the Timetable until the next approval. And, do you still think we can have the whole project done before vacations start, in June?

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26. Section Summary: On Target The Project Phase Work Packages Activities 1. Structure 6. Approve 2. Assign 5. Optimize 3. Estimate 4. Schedule

27. How to Develop a WBS Work Breakdown Structures organize the products of each Phase. Teams working together produce the best WBS. 1. Understand the project 2. Find a re-usable WBS template 3. Brainstorm results for this phase 4. Activity Identification Step: Add activities needed to produce the results 5. Reword, delete or expand the template 6. Summarize: activities, results 7. Review Q: Where do you get these WBS templates?

28. Case 3: WBS WOW! Since the preceding exercise: Kathy (your manager) decided that we can’t afford more than $60k for all project-related cost – that means we have to less project, with minimal help from the outside experts. To meet the cost constraints, you’ve agreed to reduce Scope, and build a plan through the Design Phase. The newsletter is delayed to a later release. This cuts the project effort in half. Now we need a Work Breakdown Structure ...

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33. How to Improve Any WBS 7+/-2 1. Use Teamwork 2. Activity has Verb and Noun 3. Hierarchy: 1.2.1 4. Magic 7+/-2 5. Collapse/Expand it 6. Delegate right-sized activities Questions • What is a right-sized activity? • What is the ideal staffing for a delegated activity? • What is the benefit of following these guidelines?

34. Case 4: Roles & Responsibilities ProjectManager WOW! Sponsor Clients Managers Core Team Experts

35. Project Leadership Framework Q: Who in our project fills each role in this Framework?

36. Project Plan Progress Project Phase 3 Phase 1 Phase 2 Phase 4 Result 1 Result 3 Result 2 Activity1 Activity2 Activity3 Activity4 Work Packages WP Objectives & Scope Initial Plan 1. Initial (High-Level) Plan • Project Charter • Business Case • Early Estimates • Preliminary Schedule 2. Phase plan • Work Breakdown Structure • Roles and Skills 3. Coming up… • Work Package Assignment • Estimates and Assumptions • Schedules

37. Summary: Initiating and Structuring The Project Phase Work Packages Activities 1. Structure 6. Approve 2. Assign 5. Optimize 3. Estimate 4. Schedule

38. Improve Activity Estimating 2.38 2. Improve Activity Estimating Delegation and Estimating Determine Relative Priority One-point, Multiple-Point Effort Estimating Assumptions-Based Estimating The Effort-to-Duration Conversion “My estimates are never wrong ... it’s my actuals that are!”

39. Delegation and Estimating WOW! Improve Activity Estimating 2.39 Delegation takes time. But, it saves time, especially when considering that people are often more willing to commit to a plan they helped build. A Model Delegation Process 1. Work as a team to develop the Work Breakdown Structure 2. Begin an Estimating Worksheet to record information 3. Project Leader provides needed materials to Activity Leader 4. Activity Leader documents key assumptions, and prepares Effort and Duration estimates 5. Activity Leader and Project Leader agree to estimates and assumptions, and commit to the activity

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41. Too Many Top Priorities? Improve Activity Estimating 2.41 A Prioritization Process: for each project ... • Base Urgency on when you need the result. • Base Importance on: • Organization benefits • Stakeholder interests • Personal interest to you • Rank each (U,I) as 1, 2 or 3. • Revise when “super-urgents” come up. Q: Why make all your Urgents and Importants average 2?

42. Determine Overall Priorities Impor-Project Urgency tance Priority Project A13 Assignment B 3 2 Project C 2 1 Improve Activity Estimating 2.42 Many people today have a combination of project work and business assignments. Ways to Prioritize all your assignments • Intuitive • Additive • Ties? Use the Priority Grid /2 ? New Assignmt. 1 2

43. … If Projects Are Your Top Priority 1 2 4 3 5 7 Importance 3 2 1 Least Important Medium Critical 6 8 9 1 2 3 Immediate Moderate Long-term Urgency Improve Activity Estimating 2.43 C Release (2,1) Sequence: C Release D New One D New One (1,2) (2,1) meansUrgent 2, Important 1

44. Business Assignments As Top Priority 1 2 4 3 5 7 3 2 1 Long-term Moderate Immediate Urgency 6 8 9 1 2 3 Critical Medium Least Important Importance Improve Activity Estimating 2.44 New Assignmt. (1,2) Sequence: New Assign. Project C Project C (2,1) For this case, bias prioritiestoward Urgency

45. Update and Apply Priorities Improve Activity Estimating 2.45 Keep up-to-date • Prioritize new work as it comes in • Make sure averages are 2 • Reschedule completions • Manage expectations To apply priorities ... • Spend up to half your time on 1,1’s • Break up larger activities • If needed, increase available days or hours • Get help from others for high priorities

46. Improve Activity Estimating 2.46 Guidelines for Activity Estimating 1. Estimating is Communication 2. Understand dislike 3. Worker does estimateExceptions ... 4. Effort and durationHow: hours; calendar days 5. Assumptions:Factors that lower/raise effort 6. No bargaining 7. Seek experience

47. Estimating Exercise: Trip to the Airport Improve Activity Estimating 2.47

48. Estimating Methods Should Vary Improve Activity Estimating 2.48

49. Improve Activity Estimating 2.49 Two-Point Activity Estimating Medium Size, Medium Risk Activity • Identify “Opportunity” Assumptions and Estimate for Lower Work Effort (in hours) • Identify “Threat” Assumptions and Estimatefor Higher Work Effort (in hours) • Calculate Expected Value, Standard Deviation (+/- factor) • Identify Duration factors • Calculate Duration Alternatives: One-Point, Three-Point

50. Activity or Work Package Estimating Exercise: Estimating Scenario We are painting this room; we have assembled the best painting contractors for this pre-bid meeting. • We supply guaranteed 1-coat paint • Continuous access to room • Your choice of application method • Highest skills available Case A: Make a low (best-case) effort estimate, given the above assumptions, or conditions of performance.