Effective Project Management

Hanan Youssef

Project Management - Agenda

Defining PM He Planning Cycle PM Tools

Project Charter Work Breakdown Structure WBS Project Schedule Project Budget Managing the Project Project Managers Role Managing Change
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Why Project Management?

Todays complex environments require ongoing implementations Project management is a method and mindseta disciplined approach to managing chaos Project management provides a framework for working amidst persistent change

Themes Requested
Alignment of projects to organizational mission, goals and objectives Resource conflicts; being spread too thin Organization: traditional vs a matrix, and how to get things done when you are not in control PM role; Supervisor of many, but manager of none. Managing smaller projects and keeping track of them Being organized when organization is not your4 greatest strength

Themes Requested
Establishment of PM Office? Projects that initiate new work & responsibilities Developing effective work teams with individuals who dislike one another Getting realistic timeframes attached to project initiatives Controlling changes to development

Project Management:
Official Definition

A project is a temporary endeavor undertaken to create a unique product or service. It implies

a specific timeframe a budget unique specifications working across organizational boundaries

Project Management:
Definition

Unofficial

Project management is about organization Project management is about decision making

Project management is about changing peoples behavior

Project management is about creating an environment conducive to getting critical projects done!
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Why Projects Fail

Failure to align project with organizational objectives Poor scope e.g. Lets put in a new card reader system Unrealistic expectations Lack of executive sponsorship Lack of project management Inability to move beyond individual and personality conflicts Politics

Why Projects Succeed!

Project Sponsorship at executive level Good project charter - Good Charter includes good scope! Strong project management - Put people in charge who have skills in leading and managing projects The right mix of team players Good decision making structure Good communication Team members are working toward common 9 goals

Laws of Project Management

No major project is ever installed on time, within budget, or with the same staff that started it. Yours will not be the first. Projects progress quickly until they become 90% complete, then they remain at 90% complete forever. When things are going well, something will go wrong. When things just cannot get any worse, they will.
Project Planning and Implementation. 10 1994 by by Abraham Shtub, Jonathan F. Bard, and Shlomo Globerson Copyright Prentice-Hall, Inc.

Laws of Project Management

When things appear to be going better, you have overlooked something. No system is ever completely debugged. Attempts to debug a system inevitably introduce new bugs that are even harder to find. A carelessly planned project will take three times longer to complete than expected A carefully planned project will take only twice as long. Project teams detest progress reporting because it vividly manifests their lack of progress. 11

Project Planning and Implementation. by Abraham Shtub, Jonathan F. Bard, and Shlomo Globerson Copyright 1994 by Prentice-Hall, Inc.

The Planning Cycle

The Planning Cycle brings together all aspects of planning into a coherent, unified process. By planning within this structure, you will help to ensure that your plans are fully considered, well focused, resilient, practical and cost-effective. You will also ensure that you learn from any mistakes you make, and feed this back into future planning and Decision Making. It is best to think of planning as a cycle, not a straight-through process

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The Planning Cycle

Once you have devised a plan you should evaluate whether it is likely to succeed. This evaluation may be cost or number based, or may use other analytical tools. This analysis may show that your plan may cause unwanted consequences, may cost too much, or may simply not work. In this case you should cycle back to an earlier stage. Alternatively you may have to abandon the plan altogether - the outcome of the planning process may be that it is best to do nothing! Finally, you should feed back what you have learned with one plan into the next.
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The Planning Cycle

Analysis of Opportunity

Identify aim

Explore opportunities

Feedback

Selection of Best Options

Detailed Planning Plan & Evaluate

Close of Plan

Plan Implement ation

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The Planning Cycle

1. Analysis of Opportunities
The first thing to do is to do is to spot what needs to be done One approach to this is to examine your current position, and decide how you can improve it. There are a number of techniques that will help you to do this:

SWOT Analysis: Analysis of your strengths and weaknesses, and of the opportunities and threats that you face. Risk Analysis: This helps you to spot project risks, weaknesses in your organization or operation, and identify the risks to which you are exposed. From this you can plan to neutralize some risks. Understanding pressures for change:
Alternatively, other people (e.g. clients) may be pressing you to change the way you do things. Alternatively your environment may be changing, and you may need to anticipate or respond to this. Pressures may arise from changes in the economy, new legislation, competition, changes in people's attitudes, new technologies, 15 or changes in government.

The Planning Cycle

2. Identifying the Aim of Your Plan Deciding and defining an aim sharpens the focus of your plan, and helps you to avoid wasting effort on irrelevant side issues. ask yourself:

What What What What What

do I want the future to be? benefit do I want to give to my customers? returns do I seek? standards am I aiming at? values do I and my organization believe in?
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The Planning Cycle

3. Exploring Options By this stage you should know where you are and what you want to do. The next thing to do is to work out how to do it - Strategy Best to spend a little time generating as many options as possible - Strategies By Taking a little time to generate as many ideas as possible you may come up with less obvious but better solutions
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The Planning Cycle

4. Selecting the Best Option

it is time to decide which one to use If you have the time and resources available, then you might decide to evaluate all options, carrying out detailed planning, costing, risk assessment, etc. for each. Normally you will not have this luxury. Two useful tools for selecting the best option are Grid Analysis and Decision Trees. Grid Analysis helps you to decide between different options where you need to consider a number of different factors. Decision Trees help you to think through the likely outcomes of following different courses of action.
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The Planning Cycle

5. Detailed Planning

By the time you start detailed planning, you should have a good picture of where you are, what you want to achieve and the range of options available to you. You may well have selected one of the options as the most likely to yield the best results. Detailed planning is the process of working out the most efficient and effective way of achieving the aim that you have defined. It is the process of determining who will do what, when, where, how and why, and at what cost. When drawing up the plan, techniques such as use of Gantt Charts and Critical Path Analysis can be immensely helpful in working out priorities, deadlines 19 and the allocation of resources.

The Planning Cycle - Controls

While you are concentrating on the actions that need to be performed, ensure that you also think about the control mechanisms that you will need to monitor performance. These will include the activities such as reporting, quality assurance, cost control, etc. that are needed to spot and correct any deviations from the plan- variance
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A Good Plan
A good plan will: State the current situation Have a clear aim Use the resources available Detail the tasks to be carried out, whose responsibility they are, and their priorities and deadlines. Detail control mechanisms that will alert you to difficulties in achieving the plan. Identify risks, and plan for contingencies. This allows you to make a rapid and effective response to crises, perhaps at a time when you are at low ebb or are confused following a setback. Consider transitional arrangements - how will you 21 keep things going while you implement the plan?

The Planning Cycle

6. Evaluation of the Plan and its Impact
Once you have worked out the details of your plan, the next stage is to review it to decide whether it is worth implementing It is, however, much better to find this out now than when you have invested time, resources and personal standing in the success of the plan. Evaluating the plan now gives you the opportunity to either investigate other options that might be more successful, or to accept that no plan is needed or should be carried out.

PMI (Plus/Minus/Interesting): This is a good, simple technique for 'weighing the pros and cons' of a decision. It involves listing the plus points in the plan in one column, the minus points in a second column, and the implications and points of uncertainty of the plan in a third column. Each point can be allocated a positive or negative score.
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The Planning Cycle

Cost/Benefit Analysis:

This is useful for confirming that the plan makes financial sense. This involves adding up all the costs involved with the plan, and comparing them with the expected benefits.

Force Field Analysis:

Similar to PMI, Force Field Analysis helps you to get a good overall view of all the forces for and against your plan. This allows you to see where you can make adjustments that will make the plan more likely to succeed

If your analysis shows that the plan either will not give sufficient benefit, then either return to an earlier stage in the planning cycle or abandon the process altogether.

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The Planning Cycle

7. Implementing Change

Once you have completed your plan and decided that it will work satisfactorily, it is time to implement it. Your plan will explain how! It should also detail the controls that you will use to monitor the execution of the plan. At this point is often worth carrying out an evaluation of the project to see whether there are any lessons that you can learn. This should include an evaluation of your project planning to see if this could be improved.
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8. Closing the Plan

Key Points in Brief

The Planning Cycle is a process that helps you to make good, well-considered, robust plans. The first step, the analysis of opportunities, helps you to base the plan firmly in reality. The second, definition of the aim, gives your plan focus. The third stage is to generate as many different ways for achieving this aim as possible. By spending time looking for these you may find a better solution than the obvious one, or may be able to improve the obvious solution with parts of other ones.

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Key Points in Brief

Next select the best approach, and make a detailed plan showing how to implement it. Evaluate this plan to make sure that it will be worth implementing. If it is not, return to an earlier stage and either improve the plan or make a different one. If no plan looks like producing enough benefit to justify the cost, make no changes at all. Once you have selected a course of action, and have proved that it is viable, carry it out. Once it is finished, examine it and draw whatever lessons you can from it. Feed this back into future planning.
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Core Project Management Tools

Project Charter Work Breakdown Structure (WBS) Project Schedule Project Budget

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Project Charter
What must be done?

What are the required resources? What are the constraints? What are the short and long term implications?

Why do it? When must it be done? Where must it be done? Who does what?

Who is behind the project? Who is funding the project? Who is performing the work of the project?
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Project Charter
Who What Where Why When

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Project Charter
Project Goal & Objective Sponsor Stakeholders Timeline Resources required Deliverables Decision making Assumptions Risks Business process changes Project manager Project team Budget Signatures

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What is the RISK of NOT doing the project? If you can write it such that there is no ambiguity there, you are most of the way there.

Assumptions
Opportunity to put it all out there

Challenges facing the project Implications Organizational history Political implications Impact to traditional power Requirements of decision-making Keep it objective

Write down what cannot be said

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Case Study
A tale of Two Projects

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Work Breakdown Structure - WBS

Identify the major task categories Identify sub-tasks, and sub-sub-tasks Use verb-noun to imply action to something

Example: Getting up in the morning

Hit snooze button Hit snooze button again Get outa bed Avoid dog Go to bathroom

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Work Breakdown Structure - WBS

System Hardware Replacement

RFP Development

Vendor Selection

Staff Training

Hardware Implementation

Needs Assessment

Research Vendors

Identify training Plan

Schedule Installation

Needs Analysis

Research Sites

Schedule Training

Prepare Site

Write RFP

Select Vendors to mail RFP

Train

Arrange Vendor Support

Finalize with Purchasing

Review Proposals

Configure System

Rank Proposals

Install System

Recommendation

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Work Breakdown Structure

System Hardware Replacement

RFP Development

Vendor Selection

Staff Training

Hardware Implementation

Assess Needs

Research Vendors

Identify training Plan

Schedule Installation

Analyze Needs

Research Sites

Schedule Training

Prepare Site

Write RFP

Select Vendors to mail RFP

Train Sysadmins

Arrange Vendor Support

Finalize with Purchasing

Review Proposals

Configure System

Rank Proposals

Install System

Make Recommendations

Requires structured brainstorming

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Project Schedule Tools - Planning

Many tools available Microsoft Project Many more specialized software www.dotproject.net Excel Most important Monitor tasks Gantt views of project

Critical Paths Inputs from multiple teams that roll up to project

manager Dependencies Resources assigned to tasks
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one page views for executives rollout and more complex views for work teams

Project Schedule Gantt Chart

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Project Schedule

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Drawing a Gantt Chart - Manually

Step 1. List all activities in the plan earliest start - estimate length of time Type (Sequential / Parallel) - Dependencies
Earliest start Week 0 Week 1 Week 1.2 Length 1 week 1 day 2 weeks Type Sequential Sequential Parallel A B Dependent on...

Task A. High level analysis B. Selection of hardware platform C. Installation and commissioning of hardware D. Detailed analysis of core modules

Week 1

2 weeks

Sequential

E. Detailed analysis of supporting modules

F. Programming of core modules

Week 3

2 weeks

Sequential

Week 3

2 weeks

Sequential

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Drawing a Gantt Chart - Manually

Step 2. Head up graph paper with the days or weeks through to task completion Step 3. Plot the tasks onto the graph paper

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Drawing a Gantt Chart - Manually

Step 4. Presenting the analysis
shows how the sets sequential activities link together and the identifies critical path activities

check the resourcing of the various activities

ensure that you make best use of the resources you have available, and do not over-commit resource use color to represent the different resource types that you need to use such as programmers, or analysts.
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Drawing a Gantt Chart - Manually

A colored version of the example project is shown below:

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Drawing a Gantt Chart - Manually

If all goes well, the project can be completed in 10 weeks. If you want to complete the task as rapidly as possible, you need:

1 analyst for the first 5 weeks. 1 programmer for 5 weeks starting week 4. 1 programmer/QA expert for 3 weeks starting week 6. Note: Activities L and M have been moved back a week. This does not affect the critical path, but it does mean that a single programming/QA resource can carry out all three of activities K, L and M.

Analysis, development and testing of supporting modules are essential activities that must be completed on time. Hardware installation and commissioning is not timecritical as long as it is completed before the Core Module

Training starts.

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Critical Paths Analysis Chart - CPA

Milestones that impact downstream milestones and the overall timeline of project If you miss a Critical Path, the entire project is delayed You have to make up ground on downstream critical paths Benefit of CPA is that it helps you to identify the minimum length of time needed to complete a project. Where you need to run an accelerated project, it helps you to identify which project steps you should accelerate to complete the project within the available time.
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Drawing CPA
Step 1. List all activities in the plan as previous
Task A. High level analysis B. Selection of hardware platform C. Installation and commissioning of hardware D. Detailed analysis of core modules Earliest start Week 0 Week 1 Week 1.2 Length 1 week 1 day 2 weeks Type Sequential Sequential Parallel A B Dependent on...

Week 1

2 weeks

Sequential

E. Detailed analysis of supporting modules

F. Programming of core modules

Week 3

2 weeks

Sequential

Week 3

2 weeks

Sequential

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Drawing CPA
Step 2.

Plot the activities as a circle and arrow diagram

Circles show events within the project, such as the start and finish of tasks. The number shown in the left hand half of the circle allows you to identify each one easily. Circles are sometimes known as nodes. An arrow running between two event circles shows the activity needed to complete that task. A description of the task is written underneath the arrow. The length of the task is shown above it. By convention, all arrows run left to right. Arrows are also sometimes called arcs.

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Drawing CPA
Within Critical Path Analysis, we refer to activities by the numbers in the circles at each end. For example, the task 'Core Module Analysis' would be called activity 2 to 3. 'Select Hardware' would be activity 2 to 9. Activities are not drawn to scale. In the diagram above, activities are 1 week long, 2 weeks long, and 1 day long. Arrows in this case are all the same length. In the example above, you can see a second number in the top, right hand quadrant

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Drawing CPA
In the example above, you can see a second number in the top, right hand quadrant of each circle. This shows the earliest start time for the following activity. It is conventional to start at 0. Here units are whole weeks

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Drawing CPA
Where one activity cannot start until another has been completed, we start the arrow for the dependent activity at the completion event circle of the previous activity. Here the activities of 'Select Hardware' and 'Core Module Analysis' cannot be started until 'High Level Analysis has been completed.

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Drawing CPA
Here activity 6 to 7 cannot start until the other four activities (11 to 6, 5 to 6, 4 to 6, and 8 to 6) have been completed.

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Project Budget

Direct Costs Indirect Costs Ongoing costs

One of the more challenging aspects of PM If you are not a finance person, there are several things you can do. Find someone to be on your team, or play a role, of budget person Think about taking some courses in budgeting Get close to CIO and CFO If you can gain practice and expertise in budget forecasting, already your star will rise .so few people do! Many of you who came up through technical ranks tend to shrug this off. This is the work of others. You break out in hives at 51 the mere thought of finance and budget.

Project Budget

Direct Costs Hardware Software Contractor fees Estimated hours Hourly Rates per contractor Various contractor rates Training Fanfare Other

Year 1 Year 2 Year 3

Indirect Costs

TOTALS

Your peoples time and effort Estimated time on project Estimated cost based on hourly rate Others time and effort Opportunity cost What projects or tasks are NOT going to get done in order to get this project 52 done?

Managing the Project

Triple Constraint Five Stages Project Manager Role Decision Making Structure Communication Plan Meeting Management Team Development Navigating Organizational Politics
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Triple Constraint
o Identify all your constraints o Develop these in the Project Charter o Add a fourth constraintRISK o ARE some constraints more important than others - Document

Risk?

Time

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Five Stages of Project Management

Project Management (in our industry) is divided into five parts:
1.Project

charter development 2.RFP Development and Process 3.Planning & Design

4.Implementation/construction 5.Project termination, hand-off

Project team creation Project kick-off Planning (WBS, schedule) Budget

mgt.

to operations
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Controlling Change Procedures

Your Needs Assessment is your baseline document Establish process early for managing change orders - what to do when change happens? Original scoping should be thorough as possible Any subsequent changes must be thoroughly vetted, a form should be completed and members and executives must sign off

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Project Managers Role

Lead

Communicate
Define Plan Monitor Complete

Communicate
Re-Plan

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Project Managers Role

Leadership Organization Communication Finance Technical savvy Politicking Team building Praising Punishing
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Who could possibly do all this? Actually, this IS an impossible role! But the PM doesnt need to do it alls/he needs to see that it gets done! Surround yourself with those people with these skills

Traditional Organization
President

VP Academics

VP Student Affairs

VP Finance

VP Development

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Matrix Organization

Offices Systems
x

MIS x x

Training Admissions Registrar x x x

PR

Web x

Controller

x
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People Problems
2/3 of project problems are people related You will find many operational leaders demonstrate a just do-it mentality. While that may be effective in some environments, this is NOT effective in managing change. There will always be conflict over goals and scope, resources and between departments You are likely to find a lack of understanding basic project management methods Some people will never get along

Dont be scared by these findings. Understand them. There are methods you can employ to reduce their occurrence. Lets move 62 on to the project team and how change may play out there.

So you want to be a Project Manager

You used to be good friends with your coworkers Project manager sandwich: pressure between co-workers and stakeholders The skills that brought you to this role are no longer as vital; now you need new skills You used to be really good at your work

From ESI International:Top Ten Reminders for New Project Managers www.esiintl.com/public/publications/html/20050801HorizonsArticle2.asp

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Solutions for the New Project Manager

So what to do, what to do, what to do?

Here are a few guidelines for getting started down the right path on your first project management gig. 1. Understand the project scope and stakeholder expectations at the onset of the program 2. Get yourself a mentor as quickly as possible 3. Recognize that relationships will change 4. Manage change rigorously 5. Know the people, not just the resources 6. You are what you measure 7. Talk to stakeholders every day 8. Talk to staff every day 9. Lead by example 10. Have fun.

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Project Managers Key Strength

Be calm, avoid reacting to other peoples stress

Take in bad news gracefully, avoid emotional reactions

Take deep breaths every day Sleep on challenging news

People around you will react to your reactions

Dust in the wind factor

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Team Development
Select the right players Complementary skill sets Blend of technical and business Align with WBS Stages of Team Development Formin Stormin Normin Performin
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Formin Storminin theory

PERFORMIN! Normin Stormin Formin

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Formin Storminin reality

Performin

Stormin!
Formin

Normin

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Formin Storminin reality

Formin Stormin!

Performin Normin

Some groups can get there quickly, but it may not be sustainable. DURATION of group is a big factor
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Consultants
Objective, skilled consultants can provide a team foundation Consultants can address dicey organizational issues For large projects, this approach is vital.

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Meeting Management
Develop Ground Rules early

Assign facilitator Assign reporter and reporting structure Start and end times Frequency of meetings Focus of meetings

Information sharing? Agenda building Issues for substantive discussion

Distinguish between facilitator and leader Talk about the perpetually latecomer to meetings the quiet person and the talker

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Suggested Ground Rules for Meetings

Agree to debate issues, not people Civility required Confidentiality? Reporting out What is going to be reported What isnt Agree to bring all issues to the table

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Destructive Team Member Profiles

The Tank: a person who dominates a discussion or issue by brute force of personality. When they present, they speak as an authority. When dealing with a project and defining new solutions, these types of people can be destructive to the process of open discussion and consideration of alternatives.

Solution: thank them for their opinion, then

ask if there are some other perspectives from other team members.
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Destructive Team Member Profiles

The Grenade: The conversation will be going along fine and all of the sudden, a team member lobs out a discussion-ending comment.

Solution: Address the comment head on

and suggest that the grenade thrower refrain from comments that will upend conversation of alternatives.

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Destructive Team Member Profiles

The Think-they-know-it-all: Much like the tank.

Solution: Same as Grenade.

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Destructive Team Member Profiles

The Maybe Person: This is the person who cannot commit to any position or issue. They take refuge in ambiguity.

Solution: On a project team, you need to help

them commit. Give them simple alternatives and ask them to decide.

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Destructive Team Member Profiles

The No Person: This is your general naysayer. Nothing will work, no matter what.

Solution: Help to see that no is not an

option. Define the alternatives.

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Destructive Team Member Profiles

The Sniper: This is a destructive force in a team. The Sniper tenders up negative comments within the team that negate or attack ideas.

Solution: address

the behavior immediately and let them know that comments like that are unacceptable based on team norms.

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Destructive Team Member Profiles

The Yes Person: While less negative, this person is so agreeable that they negate their influence through a lack of objective analysis. They are more eager to please than they are to offer objective alternatives.

Solution: Point out that you appreciate

their positive outlook, but they need to explore options more thoroughly if they want to gain credibility with the group.
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Destructive Team Member Profiles

The Traitor: Team member speaks very little in meetings, or sometimes disagrees, and spends times out of meetings lobbying for alternative positions or arguing decisions made by the team

Solution: Establish team rules early that state

that issues are dealt with in team meetings and this behavior is not acceptable. When it is uncovered, PM addresses it in the meeting or, if necessary, in private
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Destructive Team Member Profiles

The End Arounder: Team member who goes around team and PM to another supervisor or administrator and complains, lobbies or takes alternative positions to team.

Solution: Identify the behavior in team

development and make it known it is not acceptable. Get all administrators and supervisors to suppress the behavior if it occurs. PM should call it when its seen and the 82 Project Sponsor should nip it in bud.

Providing Feedback to Team Members

Praise in public Punish in private

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Decision Making Structure

Define Layers
Levels of responsibility should be spelled out for each group.

Executive Project Manager Project Team

Sub Teams

Examples
Execs will make all decisions on scope, schedule, personnel changes and budget Project Mgt. team will make all decisions on team assignments, work allocations and management of vendors. Training team will make decisions about training requirements and schedules of sessions. 84

Documentation

Decision Making

Avoid consensus abuse

Clarify who makes what decisions Establish structure for rapid decision making Communicate decisions Log/track decisions for future reference While everyone may not agree with all decisions, its important that team members agree to support the decisions Get buy-in from sponsor and administrators preventing end around. 85

Consensus may be desired, but is not required Lack of consensus does not mean no decision Projects force decisions by leaders

Communication Plan
Define stakeholders Develop communication plan

Identify

talents for communication means of communication frequency of communication

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Navigating the Politics of Change

Know the environment

What are the overarching issues of your

organization? What are the pressing issues of the hour? What will be the pressing issues of tomorrow? How do you help others satisfy their needs? What is the stake of others in your project?

Identify a mentor

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Project Management is Change

Project methodology is really about managing change

Change in current practices Developing new practices Getting people to change their behaviors

How they do their work How they work together How they get the work of the project done Avoidance of paving the cow paths

PM is a mindset, a discipline, that can help your organization increase effectiveness and put order to chaos

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Limitations of Project Management

PM works when there is buy-in for the methods and process It does not work when

buy-in is lacking or there is not support for the

methods by executives end arounds are tolerated influential players operate project business outside the project decisions made by project teams are not supported charters, schedules and other work products of 89 the team are not supported

Additional Project Resources

ESI Horizons www.esi-horizons.com Project Management Institute. www.pmi.org On Becoming a Technical Leader. by Gerald Weinberg On Becoming a Leader. by Warren Bennis Getting Past No. by William Ury Decision Traps. by Edward Russo

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