Project Management 1st Semester

Practicing Tools and Techniques

Simona Bonghez, Ph.D.
Loredana Radu, Ph.D.

2014-2015
Facultatea de Comunicare
i Relaii Publice
Project Management Master Program 1st Semester
Facultatea de
Comunicare i
Relaii Publice
Facultatea de
Comunicare i
Relaii Publice
Project Management 1st and 2nd Semester


By the end of this module, you will be able to:
Understand the importance and the benefits of projects for organizations,
be able to make a difference between projects and operations
Be able to identify the relevant project management processes for their
projects and to apply them
Be able to understand the constraints (scope, time, cost) that impact the
planning and monitoring of a project, the recommended plans and their
utility in monitoring the project evolution
Understand the roles involved in the projects realm, the differences
between the project owner, the project manager and the project team
perspective
Learn about the requirements for a formal project closure and for
evaluating the project and project team members
Project Management Master Program 1st Semester
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Agenda for the 1st Semester
Project definition and types of projects; project
management processes
Initiating the project, identifying and analyzing
stakeholders
Defining the project organization and identifying the
roles required for the project
Defining the scope of the project: identifying
requirements and creating the Work Breakdown
Structure
Planning the project schedule: identifying milestones
and creating the project schedule


Project Management Master Program 1st Semester
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Project Characteristics
Temporary
definite beginning and definite end
does not necessarily mean short in duration
A project can create:
A product that can be an end item in itself or a component item
A service or a capability to perform a service (e.g., a business function
that supports production or distribution), or
A result such as an outcome or document
Progressive Elaboration
Means developing in steps, and continuing by increments




Project Management Institute, A Guide to Project Management Body of Knowledge
(PMBOK Guide) - Fifth Edition, Project Management Institute, Inc., 2013, Page 3.

Project Management Master Program 1st Semester
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Project A Project B
Projects and project management
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Project Management outputs
Agreements,
Business
Case,
Project SOW
Project
management
process results
Project
Charter
Project Manager
assignment
Kick off
meeting
Deliverables
Project final
report,
Archived project
documents
Meetings
Deliverables
acceptance
Project
Management
Plan
Planning Implementation Hand-Over
Project
acceptance
Client
Acceptance Progress reports
Project Management Master Program 1st Semester
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Comunicare i
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Facultatea de
Comunicare i
Relaii Publice
Agenda for the 1st Semester
Project definition and types of projects; project
management processes
Initiating the project, identifying and analyzing
stakeholders
Defining the project organization and identifying the
roles required for the project
Defining the scope of the project: identifying
requirements and creating the Work Breakdown
Structure
Planning the project schedule: identifying milestones
and creating the project schedule


Project Management Master Program 1st Semester
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Icarus Project

Implementing a flexible Payroll and
Time&Attendance solution for Client

Project Management Master Program 1st Semester
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Project charter
Project title
Implementing a flexible Payroll and
Time&Attendance solution for Client
Project initiator Client
Start date 21.07.2013 End date 20.01.2014
Project manager SB Project sponsor AM

Project objectives Project non-objectives
Implementing a flexible Payroll and Time&Attendance solution
for Customer
Delivery, installation and configuration of hardware
Aquisition and installation of the required SAP and EDM solution
licenses
Implementation of SAP Payroll, Personnel Administration,
Organization Management and Time Management modules
Implementation of EDM Solution as an approval HR
management platform
Delivery and installation of Card Reader equipment
Integration between the new HR Solution, Card Reader
equipment and the existing internal and external systems (12
systems)
Configuration of existing hardware
Partial or total replacement of existing network
Mechanical or electrical adjustments for gates (where CRs are
installed)
Payments calculation for the client outstations
Historical data transfer related to outstations from old and
actual systems to the new HR System
Integration with the systems related to the outstations
Any other systems that can be integrated or interfaced with
EDM Solution and SAP
Integration with systems that are not HR specific

Business objectives
Obtaining an excellent reference for future projects in region Achieving a minimum profit of x%
Developing a trustful relationship with the main partner
Estimated budget 2,2 mil euro Income x mil euro
Project organization Stakeholders
Project Steering Committee, Project Management Team
Project Core Team
Clients Business Owners
Card Reader Team
EDM Solution Consultants Team
SAP Consultants Team
Project Extended Team (subteams)
Steering Committee, Project Management Team, Project Team
Client organization
Performing organization , Main Partner
Suppliers/ Partners
Local state organizations
Security BiZ
Project Management Master Program 1st Semester
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Assumptions Constraints
Purchase Order for the HW issued by 21.07.2013, in-time hardware
delivery
Clients acceptance of deliverables due in 1 week from delivery
Information requests answered in 24h by client
Payroll regulation and business rules documented and available in English
All required data is available for migration
Information available regarding interfacing needs with other systems
Relationship with the external systems owners maintained by the client
Good quality remote VPN access for off-site work available
Unique ID for each employee
Tight deadlines for both stages (60wd/60wd)
Blueprint workshops during Ramadan
(reduced working time)
Customer shared resources between the
Blueprint workshops
Limited budget for travelling and
accommodation
All hardware equipment to be purchased
from/by main partner
Specific licenses agreements
Project risks
Payroll regulations not documented in EN
Client experts not available for the parallel blueprint workshops
Data not available for Migration
Change of the business rules after Blueprint validation
Team members (some) not aware of specific customs and required behaviors
Difficulties in maintaining relationships and getting info from the external systems
The same people/subteams to be involved from the beginning to the end of the project
Project Manager authority level
PM is fully responsible to achieve the project objectives within the agreed timeframe.
Responsibility for all project procurements lies with the Performing Organization, under the Project Sponsor coordination

Project manager signature


Project sponsor signature


Project charter (cont.)
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Project Stakeholders
Stakeholder - *an individual, group, or organization who may affect , be
affected by, or perceive itself to be affected by a decision, activity, or
outcome of a project.
Customers/users
Sponsors
Portfolio managers/portfolio review board
Program managers
Project management office
Project managers
Project team
Functional managers; Operations management
Sellers/business partners
Public etc.
Project Management Institute, A Guide to Project Management Body of Knowledge
(PMBOK Guide) - Fifth Edition, Project Management Institute, Inc., 2013, Glossary
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Relationship
Manager
Project Team:
EDM Solution,
Integration,
Card Reader,
SAP
Project
Manager
Project
Sponsor
Director IT
Dept.
Account
Manager
Partner
Main Partner
Executives
Main Partner
Local
Representative
AL
Main Partner
IT Dept.
Client HW
Dept.
Client
Applications
Dept.
Client HR
Dept.
BA BJ
Client
Outstation
Representative
Card Reader
Team
SAP
SAP Partner
Ro, Ne
SAP Partner Ku
IT Dept.
Operational
Manager
Technical Project
Manager
Main Partner
Account Manager
Local state
organizations
Security BiZ
Card Reader
Provider
Icarus
Performing
Organization
Client
Main Partner
Supplier/ Partner
+
+
+ +
+
+
+
+
+
+
+
+
+
+
+
-
-
-
-
-
-
-
+/-
+/-
+/-
+/-
-
Stakeholder Analysis
-
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So, you have a charter... Whats next?
What do you have (Project Charter and Stakeholder Register):
Project Manager designated he/she is accountable for delivering the
expected results
Project Sponsor he/she is accountable for the business objectives
Identified stakeholders they will detail the requirements and can
support you during the planning and implementation
Fair definition of the project (triple constraints)

What do you need:
Someone to work with
Clear picture of all activities required to deliver the expected results
Clearly established responsibilities: who is going to deliver what
Accurate estimation of the duration/costs of all activities

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How do you plan your project... step by step (1)
Step 1: Gather your core team
Start from the roles identified in your Project Initiation Document
(Project Charter)
Develop a project organization chart/ list of roles
Find the best resources for your team

Result: A project team able to support the project manager during the
Planning phase and the rest of the project
A list of your project team members and their roles in the project
A project organization chart which will show the roles and (later) also the
names of project team members

Project Management Master Program 1st Semester
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Agenda for the 1st Semester
Project definition and types of projects; project
management processes
Initiating the project, identifying and analyzing
stakeholders
Defining the project organization and identifying the
roles required for the project
Defining the scope of the project: identifying
requirements and creating the Work Breakdown
Structure
Planning the project schedule: identifying milestones
and creating the project schedule


Project Management Master Program 1st Semester
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Homogeneous versus Heterogeneous teams
Homogeneous teams:
Team members have similar values and attributes
Advantage of cohesion - may lead to high productivity and goal
accomplishment
Dezadvantage: excessive cohesion can turn into groupthink

Heterogeneous teams:
Team members have diverse orientation (mix of cultures, life
experiences, etc)
Dezadvantage: agreements may be difficult
Advantage: having to reconcile diverse viewpoints may
lead to more innovative solutions


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Project Organization Chart

Hierarchic representation - Focusing on the reporting relationships
Systemic representation - Focusing on the communication

Project Management Master Program 1st Semester
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Agenda for the 1st Semester
Project definition and types of projects; project
management processes
Initiating the project, identifying and analyzing
stakeholders
Defining the project organization and identifying the
roles required for the project
Defining the scope of the project: identifying
requirements and creating the Work Breakdown
Structure
Planning the project schedule: identifying milestones
and creating the project schedule


Project Management Master Program 1st Semester
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Requirements classification
Business Requirements
High-level statements of the goals, objectives, or needs of the
company
Provide the business justification for the project, the reasons why a
project has been initiated
Stakeholder Requirements
Are statements of the needs of specific stakeholders
Solution requirements
Describe features, characteristics of the product, service or result of
the project

A Guide to the Project Management Body of Knowledge, (PMBOK Guide) - Fifth Edition, Project Management Institute, Inc., 2013
Project Management Master Program 1st Semester
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Solution/ Product/ Service requirements



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Project deliverables

Category Deliverable
SAP Specific Deliverables
Business Organizational Structure
Business Blueprint
Training Attendees List
Conversion Definition and Template
System Test Plan
SAP Production System Confirmation
Final Configuration Document
User Roles and Authorizations
Integration Test Plan
Productive System Administration
Document
User Documentation
EDM Solution Deliverables
EDM Solution Blueprint (Business and
Technical)
Business Test Cases
Test Scenarios
UAT Reports
Training plan
Web Help
User Manual
Release Notes (as required)
Application Integration
Specific Deliverables
Integration Blueprint
Integration Test Cases
Access Control and T&A
specific deliverables
Site Survey Report
Access Control and Time and attendance
solution Blueprint
Installation Report
Category Deliverable
Servers
LoadBalancer01
LoadBalancer02
EDM Node01
EDM Node02
SAP Node01
SAP Node02
DB2 Node01
DB2 Node02
Intel based Cast Iron machine
EDM Development & Test
SAP Development
SAP QA & Test
SAP Development & Test
Access Control application server
Data Storage
Access Control and T&A
equipment
Existing (old) equipment
T&A equipment
Connectors
Acces control equipment
Access cards
Software
OS for all servers (RedHat Enterprise 6.2)
Applications for all servers
Access Control application
Software Maintenance Software Maintenance
Overall Solution Deliverables Solution Architecture Document
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Project deliverables
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How do you plan your project... step by step (3)
Step 3: Describe all you have to do (the project scope)
Based on the requirements, the project scope can be described in detail
For a simple project, the requirements documentation could be enough
For more complex projects, a more detailed document can be developed:
Scope Statement

Result: Scope Statement
Detailed description of the project and product
Considers the major deliverables, assumptions and constraints that were
documented during project definition.

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Project Scope Statement
the description of the project scope, major deliverables, assumptions, and
constrains.
describes, in detail, the projects deliverables and the work required to create
those deliverables.
provides a common understanding of the project scope among all project
stakeholders
may contain explicit scope exclusions that can assist in managing stakeholders
expectations
enables the project team to perform more detailed planning, guides the project
teams work during execution,
provides the baseline for evaluating whether requests for changes or additional
work are contained within or outside the projects boundaries

Glossary of Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK Guide) - Fifth
Edition, Project Management Institute, Inc., 2013
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Understand the difference
Project Scope:
The work performed to deliver a product, service or result with the
specified features and functions
Completion measured against the project management plan

Product Scope:
Features and functions that characterize a product, service or result.
Completion measured against the product requirements

A Guide to the Project Management Body of Knowledge, (PMBOK Guide) - Fifth Edition, Project Management Institute, Inc., 2013
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How do you plan your project... step by step (4)
Step 4: Define all the activities you need to perform
Work with your team to understand in detail your work
Decompose the project scope in smaller, more manageable components
(called work packages)
Consider also the project management activities

Result: Work Breakdown Structure
Graphical illustration of the project work
Work not in the WBS is outside the scope of the project
Basis for estimations and further project plans (project schedule, risk
register, resource estimation)

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Work Breakdown Structure
Few simple rules:
You need to include Project Management as well as project content activities
(project scope)
Your WBS can be deliverables or phase oriented
What is not in your WBS is not in your project
WBS should be easy to understand and communicate with
Each phase and work package should have an unique identifier
More than 1WP required for a phase
Best practice:
organize your WBS in phases (phase oriented), chronologically where
possible, this is going to be useful for building later the project schedule
Label the work packages as actions (not deliverables)
Limit your phases to 7-8 maximum
Limit your levels so that the WBS is readable on A4 (if more levels are
needed, move a phase and decompose it on an other A4
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WBS
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October 1st, 2013
WBS
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Agenda for the 1st Semester
Project definition and types of projects; project
management processes
Initiating the project, identifying and analyzing
stakeholders
Defining the project organization and identifying the
roles required for the project
Defining the scope of the project: identifying
requirements and creating the Work Breakdown
Structure
Planning the project schedule: identifying milestones
and creating the project schedule


Project Management Master Program 1st Semester
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Agenda
Project definition and types of projects; project
management processes
Initiating the project, identifying and analyzing
stakeholders
Defining the project organization and identifying the
roles required for the project
Defining the scope of the project: identifying
requirements and creating the Work Breakdown
Structure
Planning the project schedule: identifying milestones
and creating the project schedule
Establishing roles and responsibilities of the project
team; project communications
Project controlling, project reporting
Project hand-over (close-down), project evaluation


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How do you plan your project... step by step (5)
Step 5: Develop your project schedule
Start with the work packages identified in your WBS
Decompose the WP in smaler, easier to manage activities
Identify the dependencies between activities
Identify the resources you have for each of the activities and based on their
availability and productivity estimate the duration of the activities
Develop your schedule using a Gantt chart (MS Project, excel template,
www.ganttproject.biz; www.projectlibre.org )

Results: Project Schedule
Several options:
Detailed Gantt chart for more complex projects
Milestone Plan useful also for communication purposes (client,
management, other stakeholders), especially if incorporated in a graphical
representation (timeline)


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Gantt Chart and Milestone Plan (1)
A Gantt chart:
Is a graphical representation of
the project schedule that
shows how the work flows
over time
Gantt charts provide a
standard format for displaying
project schedule information
by listing project activities and
their corresponding start and
finish dates in a calendar
format


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Gantt Chart and Milestone Plan (2)
Symbols used for the Gantt chart include:
A black/colored diamond: milestones or significant events on a
project with zero duration
Thick black bars: summary tasks
Lighter horizontal bars: tasks
Arrows: dependencies between tasks


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Gantt Chart and Milestone Plan (3)
A Milestone Plan:
Milestones
Activities of zero duration
Take no time, consume no resources
Record significant events or deliverables
Key dates (Start of Financial Audit Feb 17, 2014)
Completion of work packages (component X complete)
Funding points
(30% of budget expended)



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Gantt Chart and Milestone Plan (3)
A Milestone Plan/Chart:
Serve as reminders to check on overall project status at key points
Important communication tool especially when presented as timeline



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Project Management
SAP Blueprint
Dec Sep Aug Jul Nov
ICARUS PROJECT PLANNING
HW/SW Installation Hardware Delivery
First Stage
SAP Development
Oct Jan
EDM Solution Blueprint
14 Jul - KOM
EAI Blueprint
12 Sep Blueprint
Acceptance
17 Oct First Stage
Acceptance
EDM Solution Development
Integration
Tests
13 Jan User
Acceptance
20 Jan Second Stage
Acceptance
Project Management
8 Dec Data
Migration
Completion
Second Stage
Project timeline
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How do you plan your project. Lets see where we
are...

What do we have so far:
We know who is working on our project: the project team (roles)
We know what do we intend to do: WBS (phases and work packages)
We know when should we perform the work: project schedule (gantt
chart, milestone plan)

What do we still need to know:
Who is doing what
How, when and to whom will we communicate
What kind of costs do we expect to have
What is the budget of our project


Cost
... to be continued in the 2nd Semester
Keep in touch...

simona.bonghez@comunicare.ro