Project Management

Credit Hours : 3 Lecturer : Dedi Purwana E.S. Email: deagina@yahoo.com

Students Role
      

Relax and enjoy yourself Participate actively Feel free to ask questions Complete exercises Please switch your hand phones to silent mode Do on time your individual and group assignments Keep maintaining your academic integrity

E.g. Dont cheat on mid and final exam

THE PROJECT MANAGEMENT FRAMEWORK

Introduction to Project Management

Advantages of Using Formal Project Management

        

Better control of financial, physical, and human resources Improved customer relations Shorter development times Lower costs Higher quality and increased reliability Higher profit margins Improved productivity Better internal coordination Higher worker morale

What Is a Project?
A project is a temporary endeavor undertaken to accomplish a unique purpose  Attributes of projects


unique purpose temporary definite beginning and ending require resources, often from various areas should have a primary sponsor and/or customer involve uncertainty

RELATED ENDEAVORS
Programs.
 is a group of projects managed in a coordinated way to obtain benefits not available from managing them individually

Subprojects.
 Projects divided into more manageable components or subprojects.  Subprojects are often contracted out to an external enterprise or to another functional unit in the performing organization.

The Triple Constraint



Every project is constrained in different ways by its

Scope goals: What is the project trying to accomplish? Time goals: How long should it take to complete? Cost goals: What should it cost?

It is the project managers duty to balance these three often competing goals

The Triple Constraint of Project Management

What is Project Management?

Project management is the application of knowledge, skills, tools, and techniques to project activities in order to meet project requirements (PMI*, Project Management Body of Knowledge (PMBOK Guide), 2000, p. 6)
*The Project Management Institute (PMI) is an international professional society devoted to the advancement of project management. Their web site is www.pmi.org.

Project Management Institute

www.pmi.org

Project Management Framework

Project Stakeholders
 

Stakeholders are the people involved in or affected by project activities Stakeholders include
the project sponsor and project team support staff customers users suppliers opponents to the project

 

Interview stakeholder to determine their expectation for the project Involves the client as much as possible in the project activities

9 Project Management Knowledge Areas



Knowledge areas describe the key competencies that project managers must develop
4 core knowledge areas lead to specific project objectives (scope, time, cost, and quality) 4 facilitating knowledge areas are the means through which the project objectives are achieved (human resources, communication, risk, and procurement management 1 knowledge area (project integration management) affects and is affected by all of the other knowledge areas

Project Management Tools and Techniques

Project management tools and techniques assist project managers and their teams in various aspects of project management  Some specific ones include


Project Charter and WBS (scope) Gantt charts, network diagrams, critical path analysis, critical chain scheduling (time) Cost estimates and earned value management (cost)

Sample WBS for Intranet Project in Chart Form

Intranet Project Concept Web Site Design Design User Interface Design Server Setup Develop Server Support Infrastructure Web Site Development Develop Pages and Links Develop Functionality Content Migration/Integration Testing Roll Out Support

Sample Gantt Chart

The WBS is on the left, and each tasks start and finish date are shown on the right using a calendar timescale.

Sample Network Diagram

Each box is a project task from the WBS. Arrows show dependencies between tasks. The bolded tasks are on the critical path. If any tasks on the critical path take longer than planned, the whole project will slip unless something is done.

Sample Earned Value Chart

300

EAC
250

BAC

200

BCWS or Cumulative Plan 150 BCWS ACWP or Cumulative Actual BCWP or Cumulative EV $

Cost Variance
100 ACWP BWCP

Schedule Variance

50

0 1 2 3 4 5 6 Month 7 8 9 10 11 12

More Advantages of Project Management

  

 

Bosses, customers, and other stakeholders do not like surprises Good project management (PM) provides assurance and reduces risk PM provides the tools and environment to plan, monitor, track, and manage schedules, resources, costs, and quality PM provides a history or metrics base for future planning as well as good documentation Project members learn and grow by working in a cross-functional team environment

How Project Management (PM) Relates to Other Disciplines

 

Much of the knowledge needed to manage projects is unique to PM However, project managers must also have knowledge and experience in
general management the application area of the project

Project managers must focus on meeting specific project objectives. SMART specific, measurable, achievable, realistic and timelimited

Project Management and Other Disciplines

PM Knowledge Continues to Grow and Mature

  

The PMBOK Guide 2000 Edition is an ANSI standard PMIs certification department earned ISO 9000 certification Hundreds of new books, articles, and presentations related to project management have been written in recent years

Project Management Certification

 

  

PMI provides certification as a Project Management Professional (PMP) A PMP has documented sufficient project experience, agreed to follow a code of ethics, and passed the PMP exam The number of people earning PMP certification is increasing quickly PMI and other organizations are offering new certification programs Tekmetric / Brainbench Project Management Certification.

Project Management Software



By 2005, there were tens of different products to assist in performing project management. Microsoft Project 2003 most popular. Project Portal to promote good project governance transparency, participation and accountability Project Info is a project document keeper and project reporting and monitoring online system.

Microsoft Project

Project Portal UIN Sunan Kalijaga www.uin-suka.info/projectportal

Project Portal UIN Sultan Syarif Kasim http://www.uin-suska.info/idb

Project Portal Haluoleo University

http://www.idbunhalu.info/projectportal

The Project Management Context and Processes

Project Phases and the Project Life Cycle

A project life cycle is a collection of project phases  Project phases vary by project or industry, but some general phases include


concept development implementation support

Phases of the Project Life Cycle

Distinguishing Project Life Cycles and Product Life Cycles

The project life cycle applies to all projects, regardless of the products being produced  Product life cycle models vary considerably based on the nature of the product  Most large products are developed as a series of projects  Project management is done in all of the product life cycle phases


Why Have Project Phases and Management Reviews?

A project should successfully pass through each of the project phases in order to continue on to the next  Management reviews (also called phase exits or kill points) should occur after each phase to evaluate the projects progress, likely success, and continued compatibility with organizational goals


Many Organizations Focus on the Structural Frame

 

Most people understand what organizational charts are Many new managers try to change organizational structure when other changes are needed 3 basic organization structures*
functional Project Matrix

Functional Organization

Projectized Organization

Weak Matrix Organization

Balanced Matrix Organization

Strong Matrix Organization

Composite Organization

Organizational Structure

Recognize the Importance of Project Stakeholders

Recall that project stakeholders are the people involved in or affected by project activities  Project managers must take time to identify, understand, and manage relationships with all project stakeholders  Senior executives are very important stakeholders


Need for Top Management Commitment



Several studies cite top management commitment as one of the key factors associated with project success Top management can help project managers secure adequate resources, get approval for unique project needs in a timely manner, receive cooperation from people throughout the organization, and learn how to be better leaders

Need for Organizational Standards

 

Standards and guidelines help project managers be more effective Senior management can encourage
the use of standard forms and software for project management the development and use of guidelines for writing project plans or providing status information the creation of a project management office or center of excellence

Project Manager Responsibilities

 Reporting to Senior Manager and the Steering Committee  Communication with Users  Planning and Scheduling  Obtaining and allocating resources  Controlling Risk  Delivering Results  People Management  Coordination  Quality Assurance  Budget Control

Fifteen Project Management Job Functions*

 

  

Define scope of project Identify stakeholders, decision-makers, and escalation procedures Develop detailed task list (work breakdown structures) Estimate time requirements Develop initial project management flow chart Identify required resources and budget

        

Evaluate project requirements Identify and evaluate risks Prepare contingency plan Identify interdependencies Identify and track critical milestones Participate in project phase review Secure needed resources Manage the change control process Report project status

What do you need, to be a good Project Manager?

          A communicator A manager An Innovator Technically competent, respected, and aware An Administrator A Leader Able to work well under pressures Goal-oriented Knowledgeable about the company Senior

Suggested Skills for a Project Manager

y y y

Communication skills: listening, persuading Organizational skills: planning, goal-setting, analyzing Team Building skills: empathy, motivation, esprit de corps Leadership skills: sets example, energetic, vision (big picture), delegates, positive Coping skills: flexibility, creativity, patience, persistence Technological skills: experience, project knowledge

Project Management Process Groups

 

Project management can be viewed as a number of interlinked processes The project management process groups include
initiating processes planning processes executing processes controlling processes closing processes

Overlap of Process Groups in a Phase (PMBOK Guide, 2000, p. 31)

PM Knowledge Area
 Project Integration Management:
project plan development, project plan execution, and overall change control.

 Project Scope Management:

initiation, scope planning, scope definition, scope verification, and scope change control.

PM Knowledge Area
 Project Time Management:
activity definition, activity sequencing, activity duration estimating, schedule development, and schedule control. resource planning, cost estimating, cost budgeting, and cost control.

 Project Cost Management:

PM Knowledge Area
 Project Quality Management:
quality planning, quality assurance, and quality control.

 Project Human Resource Management:

organizational planning, staff acquisition, and team development.

PM Knowledge Area
 Project Communications Management:
Communications planning, information distribution, performance reporting, and administrative closure. risk identification, risk quantification, risk response development, and risk response control.

 Project Risk Management:

PM Knowledge Area
 Project Procurement Management:
procurement planning, solicitation planning, solicitation, source selection, contract administration, and contract close-out.

PROCESS GROUPS


Initiating processes
recognizing that a project or phase should begin and committing to do so.

Planning processes
devising and maintaining a workable scheme to accomplish the business need that the project was undertaken to address.

Executing processes
coordinating people and other resources to carry out the plan.

Controlling processes
ensuring that project objectives are met by monitoring and measuring progress and taking corrective action when necessary.

Closing processes
formalizing acceptance of the project or phase and bringing it to an orderly end.

PROCESS GROUPS

PROCESS GROUPS

PROCESS GROUPS

PROCESS INTERACTIONS


Inputs
documents or documentable items that will be acted upon.

Tools and techniques

mechanisms applied to the inputs to create the outputs.

Outputs
documents or documentable items that are a result of the process.

Project Scope Management

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 Project scope management includes the processes involved in defining and controlling what is or is not included in the project The project team and stakeholders must have the same understanding of what products will be produces as a result of a project and what processes will be used in producing them

Project Scope Management Processes

  

 

Initiation: beginning a project or continuing to the next phase Scope planning: developing documents to provide the basis for future project decisions Scope definition: subdividing the major project deliverables into smaller, more manageable components Scope verification: formalizing acceptance of the project scope Scope change control: controlling changes to project scope

Project Initiation: Strategic Planning and Project Selection

The first step in initiating projects is to look at the big picture or strategic plan of an organization  Strategic planning involves determining long-term business objectives  Projects should support strategic and financial business objectives


Identifying Potential Projects

Many organizations follow a planning process for selecting projects  First develop an strategic plan based on the organizations overall strategic plan  Then perform a business area analysis  Then define potential projects  Then select projects and assign resources


Methods for Selecting Projects

There are usually more projects than available time and resources to implement them  It is important to follow a logical process for selecting projects to work on  Methods include focusing on broad needs, categorizing projects, financial methods, and weighted scoring models


Focusing on Broad Organizational Needs

It is often difficult to provide strong justification for many projects, but everyone agrees they have a high value  Three important criteria for projects:


There is a need for the project There are funds available Theres a strong will to make the project succeed

Categorizing Projects


One categorization is whether the project addresses

a problem an opportunity, or a directive

Another categorization is how long it will take to do and when it is needed  Another is the overall priority of the project


Project Charters
 

After deciding what project to work on, it is important to formalize projects A project charter is a document that formally recognizes the existence of a project and provides direction on the projects objectives and management Key project stakeholders should sign a project charter to acknowledge agreement on the need and intent of the project Provides the project manager with authority to apply resources

Sample Project Charter

Project Title: Information Technology (IT) Upgrade Project Project Start Date: March 4, 200 Projected Finish Date: December 4, 2002 Project Manager: Kim Nguyen, 691-2784, knguyen@abc.com Project Objectives: Upgrade hardware and software for all employees (approximately 2,000) within 9 months based on new corporate standards. See attached sheet describing the new standards. Upgrades may affect servers and midrange computers as well as network hardware and software. Budgeted $1,000,000 for hardware and software costs and $500,000 for labor costs. Approach: y Update the IT inventory database to determine upgrade needs y Develop detailed cost estimate for project and report to CIO y Issue a request for quotes to obtain hardware and software y Use internal staff as much as possible to do the planning, analysis, and installation

Sample Project Charter (continued)

Roles and Responsibilities:
Name Walter Schmidt, CEO Mike Zwack Kim Nguyen Jeff Johnson Nancy Reynolds Role Project Sponsor CIO Project Manager Director of IT Operations VP, Human Resources Responsibility Monitor project Monitor project, provide staff Plan and execute project Mentor Kim Provide staff, issue memo to all employees about project Assist in purchasing hardware and software

Steve McCann

Director of Purchasing

Sign-off: (Signatures of all above stakeholders) Comments: (Handwritten comments from above stakeholders, if applicable) This project must be done within ten months at the absolute latest. Mike Zwack, CIO We are assuming that adequate staff will be available and committed to supporting this project. Some work must be done after hours to avoid work disruptions, and overtime will be provided. Jeff Johnson and Kim Nguyen, Information Technology Department

Scope Planning and the Scope Statement



A scope statement is a document used to develop and confirm a common understanding of the project scope. It should include
a project justification a brief description of the projects products a summary of all project deliverables a statement of what determines project success

Scope Definition and the Work Breakdown Structure



After completing scope planning, the next step is to further define the work by breaking it into manageable pieces Good scope definition
helps improve the accuracy of time, cost, and resource estimates defines a baseline for performance measurement and project control aids in communicating clear work responsibilities

The Work Breakdown Structure



A work breakdown structure (WBS) is an outcome-oriented analysis of the work involved in a project that defines the total scope of the project It is a foundation document in project management because it provides the basis for planning and managing project schedules, costs, and changes A deliverable-oriented grouping of project elements which organizes and defines total scope of the project.

Sample Intranet WBS Organized by Product

Sample Intranet WBS Organized by Phase

Intranet WBS in Tabular Form

1.0 Concept 1.1 Evaluate current systems 1.2 Define Requirements 1.2.1 Define user requirements 1.2.2 Define content requirements 1.2.3 Define system requirements 1.2.4 Define server owner requirements 1.3 Define specific functionality 1.4 Define risks and risk management approach 1.5 Develop project plan 1.6 Brief web development team 2.0 Web Site Design 3.0 Web Site Development 4.0 Roll Out 5.0 Support

Intranet WBS and Gantt Chart in Project 2003

Project 98 file

Intranet WBS and Gantt Chart Organized by Project Management Process Groups

Approaches to Developing WBSs

  

Using guidelines: Some organizations, provide guidelines for preparing WBSs The analogy approach: It often helps to review WBSs of similar projects The top-down approach: Start with the largest items of the project and keep breaking them down The bottoms-up approach: Start with the detailed tasks and roll them up

Basic Principles for Creating WBSs*

1. A unit of work should appear at only one place in the WBS. 2. The work content of a WBS item is the sum of the WBS items below it. 3. A WBS item is the responsibility of only one individual, even though many people may be working on it. 4. The WBS must be consistent with the way in which work is actually going to be performed; it should serve the project team first and other purposes only if practical. 5. Project team members should be involved in developing the WBS to ensure consistency and buy-in. 6. Each WBS item must be documented to ensure accurate understanding of the scope of work included and not included in that item. 7. The WBS must be a flexible tool to accommodate inevitable changes while properly maintaining control of the work content in the project according to the scope statement.
*Cleland, David I. Project Management: Strategic Design and Implementation, 1994

Scope Verification and Scope Change Control

It is very difficult to create a good scope statement and WBS for a project  It is even more difficult to verify project scope and minimize scope changes  Scope verification use work results and product documentation as input.  Scope controls requires a formal change management process.


Suggestions for Reducing Incomplete and Changing Requirements

 

    

Develop and follow a requirements management process Employ techniques such as prototyping, use case modeling, and Joint Application Design to thoroughly understand user requirements Put all requirements in writing and current Create a requirements management database Provide adequate testing Use a process for reviewing requested changes from a systems perspective Emphasize completion dates

Project Time Management

Project Time Management Processes



Project time management involves the processes required to ensure timely completion of a project. Processes include:
Activity definition Activity sequencing Activity duration estimating Schedule development Schedule control

Where Do Schedules Come From? Defining Activities



Project schedules grow out of the basic document that initiate a project
Project charter includes start and end dates and budget information Scope statement and WBS help define what will be done

Activity definition involves developing a more detailed WBS and supporting explanations to understand all the work to be done

Activity Sequencing


Involves reviewing activities and determining dependencies

Mandatory dependencies: inherent in the nature of the work; hard logic Discretionary dependencies: defined by the project team; soft logic External dependencies: involve relationships between project and non-project activities

You must determine dependencies in order to use critical path analysis

Project Network Diagrams

 

Project network diagrams are the preferred technique for showing activity sequencing A project network diagram is a schematic display of the logical relationships among, or sequencing of, project activities

Precedence Diagramming Method (PDM)

Activities are represented by boxes  Arrows show relationships between activities  More popular than ADM method and used by project management software  Better at showing different types of dependencies


Task Dependency Types

Sample Precedence Diagramming Method (PDM) Network Diagram for Project X

Activity Duration Estimating

After defining activities and determining their sequence, the next step in time management is duration estimating  Duration includes the actual amount of time worked on an activity plus elapsed time  People doing the work should help create estimates, and an expert should review them


Schedule Development


Schedule development uses results of the other time management processes to determine the start and end date of the project and its activities Ultimate goal is to create a realistic project schedule that provides a basis for monitoring project progress for the time dimension of the project Important tools and techniques include Gantt charts, PERT analysis, critical path analysis, and critical chain scheduling

Gantt Charts


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 Symbols include:
A black diamond: milestones or significant events on a project with zero duration Thick black bars: summary tasks Lighter horizontal bars: tasks Arrows: dependencies between tasks

Gantt Chart for Software Launch Project

Critical Path Method (CPM)

 

CPM is a project network analysis technique used to predict total project duration A critical path for a project is the series of activities that determines the earliest time by which the project can be completed The critical path is the longest path through the network diagram and has the least amount of slack or float

Finding the Critical Path

First develop a good project network diagram  Add the durations for all activities on each path through the project network diagram  The longest path is the critical path


Simple Example of Determining the Critical Path



Consider the following project network diagram. Assume all times are in days.
C=2
start

4 5

E=1

A=2

B=5

3
D=7 F=2

finish

a. How many paths are on this network diagram? b. How long is each path? c. Which is the critical path? d. What is the shortest amount of time needed to complete this project?

Determining the Critical Path for Project X

More on the Critical Path



If one of more activities on the critical path takes longer than planned, the whole project schedule will slip unless corrective action is taken Misconceptions:
The critical path is not the one with all the critical activities; it only accounts for time There can be more than one critical path if the lengths of two or more paths are the same The critical path can change as the project progresses

Using Critical Path Analysis to Make Schedule Trade-offs

 

Knowing the critical path helps you make schedule trade-offs Free slack or free float is the amount of time an activity can be delayed without delaying the early start of any immediately following activities Total slack or total float is the amount of time an activity may be delayed from its early start without delaying the planned project finish date

Techniques for Shortening a Project Schedule

Shortening durations of critical tasks for adding more resources or changing their scope  Crashing tasks by obtaining the greatest amount of schedule compression for the least incremental cost  Fast tracking tasks by doing them in parallel or overlapping them


Importance of Updating Critical Path Data

It is important to update project schedule information  The critical path may change as you enter actual start and finish dates  If you know the project completion date will slip, negotiate with the project sponsor


Program Evaluation and Review Technique (PERT)



PERT is a network analysis technique used to estimate project duration when there is a high degree of uncertainty about the individual activity duration estimates PERT uses probabilistic time estimates based on using optimistic, most likely, and pessimistic estimates of activity durations Single and average duration estimates

PERT Formula and Example

 PERT weighted average formula: optimistic time + 4X most likely time + pessimistic time 6

Example: PERT weighted average =

 8 workdays + 4 X 10 workdays + 24 workdays = 12 days 6 where 8 = optimistic time, 10 = most likely time, and 24 = pessimistic time

Controlling Changes to the Project Schedule

Perform reality checks on schedules  Allow for contingencies  Dont plan for everyone to work at 100% capacity all the time  Hold progress meetings with stakeholders and be clear and honest in communicating schedule issues


Working with People Issues

Strong leadership helps projects succeed more than good PERT charts  Project managers should use


empowerment incentives discipline negotiation

Using Software to Assist in Time Management

Software for facilitating communications helps people exchange schedule-related information  Decision support models help analyze trade-offs that can be made  Project management software can help in various time management areas


Project Cost Management

What is Cost and Project Cost Management?

Cost is a resource sacrificed or fore-gone to achieve a specific objective or something given up in exchange  Costs are usually measured in monetary units like dollars  Project cost management includes the processes required to ensure that the project is completed within an approved budget


Project Cost Management Processes



Resource planning: determining what resources and quantities of them should be used Cost estimating: developing an estimate of the costs and resources needed to complete a project Cost budgeting: allocating the overall cost estimate to individual work items to establish a baseline for measuring performance Cost control: controlling changes to the project budget

Resource Planning
 

The nature of the project and the organization will affect resource planning Some questions to consider:
How difficult will it be to do specific tasks on the project? Is there anything unique in this projects scope statement that will affect resources? What is the organizations history in doing similar tasks? Does the organization have or can they acquire the people, equipment, and materials that are capable and available for performing the work?

Cost Estimating
An important output of project cost management is a cost estimate  There are several types of cost estimates and tools and techniques to help create them  It is also important to develop a cost management plan that describes how cost variances will be managed on the project


Types of Cost Estimates

Type of Estimate Rough Order of Magnitude (ROM) When Done Very early in the project life cycle, often 35 years before project completion Early, 12 years out Why Done Provides rough ballpark of cost for selection decisions How Accurate 25%, +75%

Budgetary Definitive

Puts dollars in the budget plans

10%, +25% 5%, +10%

Later in the project, < Provides details for 1 year out purchases, estimate actual costs

Cost Estimation Tools and Techniques



3 basic tools and techniques for cost estimates:

analogous or top-down: use the actual cost of a previous, similar project as the basis for the new estimate bottom-up: estimate individual work items and sum them to get a total estimate parametric: use project characteristics in a mathematical model to estimate costs

Typical Problems with Cost Estimates



 

Developing an estimate for a large project is a complex task requiring a significant amount of effort. Remember that estimates are done at various stages of the project Many people doing estimates have little experience doing them. Try to provide training and mentoring People have a bias toward underestimation. Review estimates and ask important questions to make sure estimates are not biased Management wants a number for a bid, not a real estimate. Project managers must negotiate with project sponsors to create realistic cost estimates

Cost Budgeting


Cost budget involves allocating the project cost estimate to individual work items and providing a cost baseline

Cost Control


Project cost control includes

monitoring cost performance ensuring that only appropriate project changes are included in a revised cost baseline informing project stakeholders of authorized changes to the project that will affect costs

Earned value management is an important tool for cost control

Earned Value Management (EVM)



EVM is a project performance measurement technique that integrates scope, time, and cost data Given a baseline (original plan plus approved changes), you can determine how well the project is meeting its goals You must enter actual information periodically to use EVM. Figure below shows a sample form for collecting information

Earned Value Management Terms



The planned value (PV), formerly called the budgeted cost of work scheduled (BCWS), also called the budget, is that portion of the approved total cost estimate planned to be spent on an activity during a given period Actual cost (AC), formerly called actual cost of work performed (ACWP), is the total of direct and indirect costs incurred in accomplishing work on an activity during a given period The earned value (EV), formerly called the budgeted cost of work performed (BCWP), is the percentage of work actually completed multiplied by the planned value

Earned Value Formulas

BCWP - ACWP BCWP - BCWS BCWP/ACWP BCWP/BCWS

To estimate what it will cost to complete a project or how long it will take based on performance to date, divide the budgeted cost or time by the appropriate index.

Earned Value Calculations for One Activity After Week One

BCWP
PV * % Complete

BCWS ACWP BCWP - ACWP BCWP - BCWS BCWP/ACWP BCWP/BCWS

Rules of Thumb for EVA Numbers

Negative numbers for cost and schedule variance indicate problems in those areas. The project is costing more than planned or taking longer than planned  CPI and SPI less than 100% indicate problems


Earned Value Chart for Project After Five Months

ACWP

BCWS

BCWP

Using Software to Assist in Cost Management

Spreadsheets are a common tool for resource planning, cost estimating, cost budgeting, and cost control  Many companies use more sophisticated and centralized financial applications software for cost information  Project management software has many cost-related features


Project Quality Management

What Is Project Quality Management?



The International Organization for Standardization (ISO) defines quality as the totality of characteristics of an entity that bear on its ability to satisfy stated or implied needs Other experts define quality based on
conformance to requirements: meeting written specifications fitness for use: ensuring a product can be used as it was intended

Grade is a category or rank given to entities having the same functional use but different requirements for quality.

Project Quality Management Processes

 

Quality planning: identifying which quality standards are relevant to the project and how to satisfy them Quality assurance: evaluating overall project performance to ensure the project will satisfy the relevant quality standards Quality control: monitoring specific project results to ensure that they comply with the relevant quality standards while identifying ways to improve overall quality

Modern Quality Management



Modern quality management

requires customer satisfaction prefers prevention to inspection recognizes management responsibility for quality

Noteworthy quality experts include Deming, Juran, Crosby, Ishikawa, Taguchi, and Feigenbaum

Quality Experts
     

Deming was famous for his work in rebuilding Japan and his 14 points Juran wrote the Quality Control Handbook and 10 steps to quality improvement Crosby wrote Quality is Free and suggested that organizations strive for zero defects Ishikawa developed the concept of quality circles and using fishbone diagrams Taguchi developed methods for optimizing the process of engineering experimentation Feigenbaum developed the concept of total quality control

Sample Fishbone or Ishikawa Diagram

Malcolm Baldrige Award and ISO 9000



The Malcolm Baldrige Quality Award was started in 1987 to recognize companies with world-class quality ISO 9000 provides minimum requirements for an organization to meet their quality certification standards ISO 9000 is applicable to any product, service or process anywhere in the world.

Quality Planning


It is important to design in quality and communicate important factors that directly contribute to meeting the customers requirements Design of experiments helps identify which variable have the most influence on the overall outcome of a process Many scope aspects of IT projects affect quality like functionality, features, system outputs, performance, reliability, and maintainability

Quality Assurance


  

Quality assurance includes all the activities related to satisfying the relevant quality standards for a project Another goal of quality assurance is continuous quality improvement Benchmarking can be used to generate ideas for quality improvements Quality audits help identify lessons learned that can improve performance on current or future projects

Quality Control


The main outputs of quality control are

acceptance decisions rework process adjustments

Some tools and techniques include

pareto analysis statistical sampling quality control charts testing

Pareto Analysis


 

Pareto analysis involves identifying the vital few contributors that account for the most quality problems in a system Also called the 80-20 rule, meaning that 80% of problems are often due to 20% of the causes Pareto diagrams are histograms that help identify and prioritize problem areas

Sample Pareto Diagram

Standard Deviation
 

Standard deviation measures how much variation exists in a distribution of data A small standard deviation means that data cluster closely around the middle of a distribution and there is little variability among the data A normal distribution is a bell-shaped curve that is symmetrical about the mean or average value of a population

Normal Distribution and Standard Deviation

Sample Quality Control Chart

Testing
Many professionals think of testing as a stage that comes near the end of product development  Testing should be done during almost every phase of the product development life cycle


Improving Project Quality



Several suggestions for improving quality for projects include Leadership that promotes quality Understanding the cost of quality Focusing on organizational influences and workplace factors that affect quality Following maturity models to improve quality

Leadership
It is most important that top management be quality-minded. In the absence of sincere manifestation of interest at the top, little will happen below. (Juran, 1945)  A large percentage of quality problems are associated with management, not technical issues


The Cost of Quality



The cost of quality is

the cost of conformance or delivering products that meet requirements and fitness for use the cost of nonconformance or taking responsibility for failures or not meeting quality expectations

Five Cost Categories Related to Quality



 

 

Prevention cost: the cost of planning and executing a project so it is error-free or within an acceptable error range Appraisal cost: the cost of evaluating processes and their outputs to ensure quality Internal failure cost: cost incurred to correct an identified defect before the customer receives the product External failure cost: cost that relates to all errors not detected and corrected after delivery to the customer Measurement and test equipment costs: capital cost of equipment used to perform prevention and appraisal activities

Project Management Maturity Model

1. Ad-Hoc: The project management process is described as disorganized, and occasionally even chaotic. The organization has not defined systems and processes, and project success depends on individual effort. There are chronic cost and schedule problems. 2. Abbreviated: There are some project management processes and systems in place to track cost, schedule, and scope. Project success is largely unpredictable and cost and schedule problems are common. 3. Organized: There are standardized, documented project management processes and systems that are integrated into the rest of the organization. Project success is more predictable, and cost and schedule performance is improved. 4. Managed: Management collects and uses detailed measures of the effectiveness of project management. Project success is more uniform, and cost and schedule performance conforms to plan. 5. Adaptive: Feedback from the project management process and from piloting innovative ideas and technologies enables continuous improvement. Project success is the norm, and cost and schedule performance is continuously improving.

Project Human Resource Management

The Importance of Human Resource Management



People determine the success and failure of organizations and projects

What is Project Human Resource Management?



Project human resource management includes the processes required to make the most effective use of the people involved with a project. Processes include
Organizational planning Staff acquisition Team development

Keys to Managing People

Psychologists and management theorists have devoted much research and thought to the field of managing people at work  Important areas related to project management include


motivation influence and power effectiveness

Motivation
Abraham Maslow developed a hierarchy of needs to illustrate his theory that peoples behaviors are guided by a sequence of needs  Maslow argued that humans possess unique qualities that enable them to make independent choices, thus giving them control of their destiny


Maslows Hierarchy of Needs

McGregors Theory X and Y

 

Douglas McGregor popularized the human relations approach to management in the 1960s Theory X: assumes workers dislike and avoid work, so managers must use coercion, threats and various control schemes to get workers to meet objectives Theory Y: assumes individuals consider work as natural as play or rest and enjoy the satisfaction of esteem and self-actualization needs Theory Z: introduced in 1981 by William Ouchi and is based on the Japanese approach to motivating workers, emphasizing trust, quality, collective decision making, and cultural values

Thamhain and Wilemons Ways to Have Influence on Projects

1. Authority: the legitimate hierarchical right to issue orders 2. Assignment: the project manager's perceived ability to influence a worker's later work assignments 3. Budget: the project manager's perceived ability to authorize others' use of discretionary funds 4. Promotion: the ability to improve a worker's position 5. Money: the ability to increase a worker's pay and benefits 6. Penalty: the project manager's ability to cause punishment 7. Work challenge: the ability to assign work that capitalizes on a worker's enjoyment of doing a particular task 8. Expertise: the project manager's perceived special knowledge that others deem important 9. Friendship: the ability to establish friendly personal relationships between the project manager and others

Ways to Influence that Help and Hurt Projects



Projects are more likely to succeed when project managers influence with
expertise work challenge

Projects are more likely to fail when project managers rely too heavily on
authority money penalty

Power


Power is the potential ability to influence behavior to get people to do things they would not otherwise do Types of power include
Coercive Legitimate Expert Reward Referent

Improving Effectiveness Coveys 7 Habits



Project managers can apply Coveys 7 habits to improve effectiveness on projects

Be proactive Begin with the end in mind Put first things first Think win/win Seek first to understand, then to be understood Synergize Sharpen the saw

Empathic Listening and Rapport



  

Good project managers are empathic listeners; they listen with the intent to understand Before you can communicate with others, you have to have rapport Mirroring is a technique to help establish rapport Professionals often need to develop empathic listening and other people skills to improve relationships with users and other stakeholders

Organizational Planning


Organizational planning involves identifying, documenting, and assigning project roles, responsibilities, and reporting relationships Outputs and processes include
project organizational charts work definition and assignment process responsibility assignment matrixes resource histograms

Sample Organizational Chart for a Large IT Project

Work Definition and Assignment Process

Sample Responsibility Assignment Matrix (RAM)

RAM Showing Stakeholder Roles

Sample Resource Histogram for a Large IT Project

12 10
Number of People

8 6 4 2 0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Java programmers Managers Testing specialists

Business analysts Administrative staff

Technical writers Database analysts

Staff Acquisition


 

Staffing plans and good hiring procedures are important in staff acquisition, as are incentives for recruiting and retention Remote worker ? Internet based solution for managing project. Research shows that people leave their jobs because they dont make a difference, dont get proper recognition, arent learning anything new, dont like their coworkers, and want to earn more money

Resource Loading and Leveling



 

Resource loading refers to the amount of individual resources an existing project schedule requires during specific time periods Resource histograms show resource loading Over-allocation means more resources than are available are assigned to perform work at a given time

Sample Resource Histogram for a Large IT Project

Sample Histogram Showing an Overallocated Individual

Resource Leveling
Resource leveling is a technique for resolving resource conflicts by delaying tasks  The main purpose of resource leveling is to create a smoother distribution of resource usage and reduce overallocation


Resource Leveling Example

Team Development
It takes teamwork to successfully complete most projects  Training can help people understand themselves, each other, and how to work better in teams  Team building activities include


physical challenges psychological preference indicator tools

Reward and Recognition Systems

  

Team-based reward and recognition systems can promote teamwork Focus on rewarding teams for achieving specific goals Allow time for team members to mentor and help each other to meet project goals and develop human resources

General Advice on Teams

Focus on meeting project objectives and producing positive results Fix the problem instead of blaming people Establish regular, effective meetings Nurture team members and encourage them to help each other Acknowledge individual and group accomplishments

    

Project Resource Management Involves Much More Than Using Software Project managers must
Treat people with consideration and respect Understand what motivates them Communicate carefully with them


Goal is to enable project team members to deliver their best work

Project Communications Management

Importance of Good Communications

  

The greatest threat to many projects is a failure to communicate Our culture does not portray PM professionals as being good communicators Research shows that PM professionals must be able to communicate effectively to succeed in their positions Strong verbal skills are a key factor in career advancement for PM professionals

Project Communications Management Processes



  

Communications planning: determining the information and communications needs of the stakeholders Information distribution: making needed information available in a timely manner Performance reporting: collecting and disseminating performance information Administrative closure: generating, gathering, and disseminating information to formalize phase or project completion

Communications Planning


Every project should include some type of communications management plan, a document that guides project communications Creating a stakeholder analysis for project communications also aids in communications planning

Communications Management Plan Contents

      

A description of a collection and filing structure for gathering and storing various types of information A distribution structure describing what information goes to whom, when, and how A format for communicating key project information A project schedule for producing the information Access methods for obtaining the information A method for updating the communications management plans as the project progresses and develops A stakeholder communications analysis

Sample Stakeholder Analysis for Project Communications Name Document Contact Person Due Stakeholders Document
Format Customer Management Customer Business Staff Customer Technical Staff Internal Management Internal Business and Technical Staff Training Subcontractor Software Subcontractor Monthly Status Report Monthly Status Report Monthly Status Report Monthly Status Report Monthly Status Report Training Plan Software Implementation Plan Hard copy Hard copy E-mail Gail Feldman, Tony Silva Julie Grant, Jeff Martin Evan Dodge, Nancy Michaels Hard copy Intranet Bob Thomson Angie Liu First of month First of month First of month First of month First of month

Hard Copy E-mail

Jonathan Kraus Barbara Gates

11/1/1999 6/1/2000

Information Distribution

Getting the right information to the right people at the right time and in a useful format is just as important as developing the information in the first place Important considerations include
using technology to enhance information distribution formal and informal methods for distributing information

Media Choice Table

The Impact of the Number of People on Communications Channels

Performance Reporting


Performance reporting keeps stakeholders informed about how resources are being used to achieve project objectives
Status reports describe where the project stands at a specific point in time Progress reports describe what the project team has accomplished during a certain period of time Project forecasting predicts future project status and progress based on past information and trends Status review meetings often include performance reporting

Administrative Closure
A project or phase of a project requires closure  Administrative closure produces


project archives formal acceptance lessons learned

Suggestions for Improving Project Communications

   

Manage conflicts effectively Develop better communication skills Run effective meetings Use templates for project communications

Conflict Handling Modes, in Preference Order

    

Confrontation or problem-solving: directly face a conflict Compromise: use a give-and-take approach Smoothing: de-emphasize areas of differences and emphasize areas of agreement Forcing: the win-lose approach Withdrawal: retreat or withdraw from an actual or potential disagreement

Conflict Can Be Good



 

Conflict often produces important results, such as new ideas, better alternatives, and motivation to work harder and more collaboratively Groupthink can develop if there are no conflicting viewpoints Research by Karen Jehn suggests that taskrelated conflict often improves team performance, but emotional conflict often depresses team performance

Developing Better Communication Skills



As organizations become more global, they realize they must invest in ways to improve communication with people from different countries and cultures Companies and formal degree programs often neglect the importance of developing speaking, writing, and listening skills It takes leadership to improve communication

Running Effective Meetings

      

Determine if a meeting can be avoided Define the purpose and intended outcome of the meeting Determine who should attend the meeting Provide an agenda to participants before the meeting Prepare handouts, visual aids, and make logistical arrangements ahead of time Run the meeting professionally Build relationships

Using Templates for Project Communications

Many technical people are afraid to ask for help  Providing examples and templates for project communications saves time and money  Organizations can develop their own templates, use some provided by outside organizations, or use samples from textbooks


Sample Template for a Project Description

Sample Template for a Monthly Progress Report

Outline for a Final Project Report

Gantt Chart Template for a Class Project

Sample Template for a Project Web Site

Developing a Communications Infrastructure



A communications infrastructure is a set of tools, techniques, and principles that provide a foundation for the effective transfer of information Tools include e-mail, website, project management software, groupware, fax machines, telephones, teleconferencing systems, document management systems, and word processors Techniques include reporting guidelines and templates, meeting ground rules and procedures, decision-making processes, problem-solving approaches, and conflict resolution and negotiation techniques Principles include using open dialog and an agreed upon work ethic

Using Software to Assist in Project Communications

   

There are many software tools to aid in project communications Microsoft Project 2003 includes several features to enhance communications Project Portal Good Project Governance transparency, participation and accountability Project Info Project Document Online Repository secure project document keeper.

Project Risk Management

Project Risk Management Processes

   

 

Risk Management Planning : deciding how to approach and plan the risk management activities for a project Risk Identification : determining which risks might effect the project and documenting their characteristics Qualitative Risk Analysis : performing a qualitative analysis of risks and condition to prioritize their effect for project objectives Quantitative Risk Analysis : measuring the probability and consequences of risks and estimating their implications for project objectives Risk Response Planning : developing procedures and techniques to enhance opportunities and reduce threats to the project objectives Risk Monitoring and Control : monitoring residual risks, identifying new risks, executing risk reduction plans, and evaluating their effectiveness throughout the project life cylce.

Project Risk Management



 

Risk management must be done during the whole life of the project All risks have a probability > 0 and < 100% A risk event that has a probability = 100% is not a risk Anyone involved with the project should have access the project risk management plan

Risk Tolerance
Risks that may not be considered as important to the project are :  Risks that have very high probabilities and very low impacts, and  Risks that have very low probabilities and very high impacts Risks we need to worry about are those that have a reasonably high probability and high impact

Steps in risk management Practices

Risk Identification Risk Analysis Risk Assessment Risk Exposure Risk Prioritization Risk Management Risk Reduction Risk Control Contingency Planning Risk Monitoring Continuous Reassessment

How to Identify Risks

 

Start with a typical list of software risks Review development plan

Critical Paths Critical Staff Members Critical Vendor Deliveries Critical Milestones

  

Review Requirements Review Technical Design Review Past Projects

How to Identify Risks (Continued)



Conduct Risk Brainstorming Sessions with Staff, Users, Vendors, Customers, and Management
Try to assess the direction of thinking by third parties as they may give an indication of future requirements, expectations, or vendor changes. If your dependent on vendors, try to understand their business situation.

Get as much input as possible!

Risks Identification Techniques

 Documentation reviews  Brainstorming  Delphi technique  Nominal group technique  Crawford slip  Expert interviews  Analogy

Documentation review

 Reviewing lessons learned and risk management plans from previous projects  Reviewing WBS, contract obligations, project baseline for scope, schedule and budget, resource avaibilities, staffing plans, suppliers

Brainstorming

 Meeting is called to make a comprehensive list of risks  participants : 10 to 15  The meeting < 2 hours  Participants can name risks  No discussion  Another participants give new ideas for possible risks

Delphi Technique
 Similar to brainstorming but the participants do not know one another (anonymous)  useful if the participants are some distance away (particularly using email)  Process :  Facilitator distributes quesionnaire to the participants to submit risk ideas  Facilitator catagorize and clarify the responses, then circulate to the participant for comments or addition

Nominal Group Technique

 The facilitator instructs each of the participants to privately and silently list his or her idea on a piece of paper  The facilitator takes each piece of paper and lists the ideas on a flip chart or blackboard, then make discussion  Now ranks the ideas in order of importance, again in secret  This technique is faster and require less effort of the facilitator than Delphi Tech.

Crawford Slip
 It does not require as strong a facilitator as the other techniques  It produces ideas very quickly < 1/2 hour  Process :  The facilitator asks question  The participants write down the answer  After one minute, the facilitator ask the same question and the participants have to make different answer  This is repeated 10 times

Analysis, Exposure, & Prioritization



For Each Risk:

Determine Probability of Occurrence


What is the likelyhood of occurrence? What is the impact if it occurres? What will we lose if the risk occurs?

Determine Impact


Determine Exposure


For All Risks:

Prioritize


Where should we put our limited resources?

Analysis, Exposure, Prioritization: How?



Various Techniques Available But Key is Experience

Individual Organizational

Dont Rely on Just Yourself - Get lots of Inputs

Risk Assessment: A Simple Classification & Tracking Method



Probability of Occurrence vs Impact

1 to 5 Scale
Impact
Higher Impact

Risk #1

Risk #4

Priorities
Red - High Yellow - Med Green - Low

Risk #3
Lower Impact

Risk #2

Review/Present Chart Periodically

Risk #5

Lower Probability

Higher Probability

Probability of Occurrance

Risk Assessment: Probability Methods

 

Can we quantitize the risk? For Each Risk:

For Each Possible Action:
  

Estimate Probability of an Given Outcome P(O) Estimate $ Loss of an Given Outcome L(O) Multiply the P(O) by L(O) to give $ exposure for the unwanted outcome

Sum all $ exposures for each Possible Action Compare the $ exposures Calculate Risk Leverage


(Risk Exposure Before Reduction - Risk Exposure After Reduction) / (Cost of Risk Reduction)

Example Risk Assessment Using Probability Method

RISK EXPOSURE
Find Critical Fault P(O) = 0.75 Don't Find Critical Fault P(O) = 0.05 No Critical Fault P(O) = 0.20 Do Regression Testing? Find Critical Fault P(O) = 0.25 No Don't Find Critical Fault P(O) = 0.55 No Critical Fault P(O) = 0.20 L(O) = $0.5M

$0.375M $1.5M $0.10M

COMBINED RISK EXPOSURE $1.975M

Yes

L(O) = $30M

L(O) = $0.5M

L(O) = $0.5M

$0.125M $16.50M $0.10M $16.75M

L(O) = $30M

L(O) = $0.5M

RISK LEVERAGE -> $14.775M

Risk Control
Risk Reduction  Contingency Planning  Monitoring


Risks Response Planning

Risk Reduction
 

Avoiding Risk : Avoid the risk completely

Modifying project requirements

Transferring the Risk : Move the impact of the risk

to some other party By allocation to other systems, Buying Insurance to cover financial loses, Subcontracting

Mitigating the Risk : reduce the probability or

impact of the risk  adding additional tests, hiring duplicate suppliers, adding more expert personnel, designing prototypes  performance bond, guarantees

Contingency Planning
Some risks cannot be reduced  Plan for risk occurrence  Why?


Reduces Crisis atmosphere Reduces chance of mistakes Reduces time to correct

Monitoring


Periodic Review of Risk Status

Changes in Probabilities or Impacts Changes in Avoidance/Mitigation/Contingency Plans

  

Periodic Review of Project to Identify New Risks Implementation of Risk Avoidance or Mitigation Plans Keep Management and Customers Informed!!!
Frequent Risk Reviews

Project Procurement Management

Project Procurement Management Processes

     

Procurement Planning: determining what to procure and when Solicitation Planning : documenting product requirements and identifying potential sources Solicitation : obtaining quotations, bids, offer, or proposals, as appropriate Source Selection : choosing from among potential sellers Contract Administration : managing the relationship with the seller Contract Closeout : completion and settlement of the contract, including resolution of any open items.

Risk sharing principles



Principles for allocating risk among the parties to a project:

which party is the source of the particular risk and hence best able to control the events that may lead to it happening in the first place? which party can be best manage the risk, if it occurs? Is it or is it not preferable for the client to retain an involvement in the management of the risk in questions?

Risk sharing principles



Principles for allocating risk among the parties to a project:

if it cannot be controlled, which party can or should carry the risk? Will the cost incurred, or premium charged, by the recipient of the risk be reasonable and cost-effective will the recipient be capable of sustaining the consequences of the risk, if it occurs? Or will it lead to the possibility of the risk of a different nature being transferred back again

Contract strategy considerations

Procurement strategy will depend upon:  type of project  particular emphasis in terms of scope  quality  time & cost  degree of uncertainty

Risk sharing principles

Scope of work information Uncertainty Degree of risk Very little High High
100%

Partial Moderate Medium

Complete Low low

0%

Suggested risk allocation

0%

Agency (Buyer) Seller (Contractor)

100%

Contract types

CPPF

CPIF

CPFF

FPPI

FFP

Project Integration Management

The Key to Overall Project Success: Good Project Integration Management

Project managers must coordinate all of the other knowledge areas throughout a projects life cycle  Many new project managers have trouble looking at the big picture and want to focus on too many details


Project Integration Management Processes

Project Plan Development: taking the results of other planning processes and putting them into a consistent, coherent documentthe project plan  Project Plan Execution: carrying out the project plan  Integrated Change Control: coordinating changes across the entire project


Framework for Project Integration Management

Focus on pulling everything together to reach project success!

Project Plan Development

  

A project plan is a document used to coordinate all project planning documents Its main purpose is to guide project execution Project plans assist the project manager in leading the project team and assessing project status Project performance should be measured against a baseline project plan

Attributes of Project Plans

Just as projects are unique, so are project plans  Plans should be dynamic  Plans should be flexible  Plans should be updated as changes occur  Plans should first and foremost guide project execution

Common Elements of a Project Plan

Introduction or overview of the project  Description of how the project is organized  Management and technical processes used on the project  Work to be done, schedule, and budget information


Stakeholder Analysis


A stakeholder analysis documents important (often sensitive) information about stakeholders such as
stakeholders names and organizations roles on the project unique facts about stakeholders level of influence and interest in the project suggestions for managing relationships

Sample Stakeholder Analysis

Ahmed Organization Internal senior management Key Stakeholders Susan Erik Project team Project team Mark Hardware vendor David Project manager for other internal project Competing for company resources

Role on project

Unique facts

Level of interest Level of influence

Sponsor of project and one of the company's founders Demanding, likes details, business focus, Stanford MBA Very high Very high; can call the shots

DNA sequencing expert

Lead programmer

Supplies some instrument hardware Start-up company, he knows we can make him rich if this works Very high Low; other vendors available

Very smart, Ph.D. in biology, easy to work with, has a toddler Very high

Best programmer I know, weird sense of humor High High; hard to replace

Subject matter expert; critical to success Make sure Suggestions Keep on managing informed, let she reviews specification relationship him lead conversation s and leads testing; can s ,do as he do some says and work from quickly home

Nice guy, one of oldest people at company, has 3 kids in college Low to medium Low to medium

Keep him happy so he stays; emphasize stock options; likes Mexican food

Give him enough lead time to deliver hardware

He knows his project takes a back seat to this one, but I can learn from him

Project Plan Execution

Project plan execution involves managing and performing the work described in the project plan  The majority of time and money is usually spent on execution  The application area or the project directly affects project execution because the products of the project are produced during execution


Important Skills for Project Execution

General management skills like leadership, communication, and political skills  Product skills and knowledge  Use of specialized tools and techniques


Tools and Techniques for Project Execution



Work Authorization System: a method for ensuring that qualified people do work at the right time and in the proper sequence Status Review Meetings: regularly scheduled meetings used to exchange project information Project Management Software: special software to assist in managing projects

Integrated Change Control



Integrated change control involves identifying, evaluating, and managing changes throughout the project life cycle (Note: 1996 PMBOK called this process overall change control) Three main objectives of change control: Influence the factors that create changes to ensure they are beneficial Determine that a change has occurred Manage actual changes when and as they occur

Change Control on Projects



 

Former view: The project team should strive to do exactly what was planned on time and within budget Problem: Stakeholders rarely agreed up-front on the project scope, and time and cost estimates were inaccurate Modern view: Project management is a process of constant communication and negotiation Solution: Changes are often beneficial, and the project team should plan for them

Change Control System

A formal, documented process that describes when and how official project documents and work may be changed  Describes who is authorized to make changes and how to make them  Often includes a change control board (CCB), configuration management, and a process for communicating changes


Change Control Boards (CCBs)

A formal group of people responsible for approving or rejecting changes on a project  Provides guidelines for preparing change requests, evaluates them, and manages the implementation of approved changes  Includes stakeholders from the entire organization


Making Timely Changes

 

Some CCBs only meet occasionally, so it may take too long for changes to occur Some organizations have policies in place for time-sensitive changes
48 hour policy allowed project team members to make decisions, then they had 48 hours reverse the decision pending senior management approval Delegate changes to the lowest level possible, but keep everyone informed of changes

Configuration Management
 

Ensures that the products and their descriptions are correct and complete Concentrates on the management of technology by identifying and controlling the functional and physical design characteristics of products Configuration management specialists identify and document configuration requirements, control changes, record and report changes, and audit the products to verify conformance to requirements

Suggestions for Managing Integrated Change Control

y y y

y y

View project management as a process of constant communications and negotiations Plan for change Establish a formal change control system, including a Change Control Board (CCB) Use good configuration management Define procedures for making timely decisions on smaller changes Use written and oral performance reports to help identify and manage change Use project management and other software to help manage and communicate changes

Total Review Project Management Process

Output Project Charter Formal Acceptance and Closure

Execution Initiation Planning Closing

Post Project Review

Project Plan & Supporting Details:

Project Stakeholders List, Project Team List, Statement of Work , Statement of Work Deliverable Review Form , Scope Management Plan, Scope Change, Communications/Reporting Plan, Assessment Checklist, Concern List, Heads-Up Report , Product Acceptance , Project Activity Schedule , Project Planning Checklist , Project Reporting Methods , Quality Review Checklist - Project Definition , Risk Management Plan , Project Risk Assessment , Generic Project Risk Factor , Tasklist and Timeline

Controlling

Post Project Review Report

Project Change Control Form , Problem and Change Record Form , Project Change Request Form , Project Change Request Summary Sheet , Revision Record , Project Details , Progress Report, Monthly Status Report , Project Task Progress Report, Meeting Agenda and Minutes Meeting Action Items , Meeting Evaluation