Академический Документы
Профессиональный Документы
Культура Документы
Section 1: Introduction
Objective:
This seminar provides an introduction to the primary processes and knowledge areas of applied project management, including initiating, planning, executing, controlling and closing of Information Technology (I.T.) projects.
Proprietary - PMI Pittsburgh
CONTROLLING
EXECUTING
CLOSING
Controlling Process
TI ME
PROJECT START
PROJECT FINISH
CONCEPT
DEVELOP
IMPLEMENT
CLOSEOUT
Seminar Outline
1. 2. 3. 4. 5. 6. 7. 8. Introduction Project Management Overview Project Initiating Project Planning Project Executing Project Controlling Project Closing Summary
INITIATING
PLANNING CONTROLLING CLOSING
EXECUTING
Improved Communications
Executives PM / FM Teams
Proprietary - PMI Pittsburgh
Meetings Listing
Reports Listing
Time
Quality
PM
Cost
Proprietary - PMI Pittsburgh
Organization Structures
XYZ ENG OPR MKT SVC
FUNCTIONAL
Proprietary - PMI Pittsburgh
Organization Structures
XYZ
ENG
OPR
MKT
SVC
MATRIX
Proprietary - PMI Pittsburgh
Organization Structures
XYZ P R O J E C T I Z E D
PM1
ENG OPR ENG OPR MKT SVC
PM2
ENG OPR MKT SVC
PM3
ENG OPR MKT SVC
T E A M
MKT
SVC
Matrix Projectized L
Priority
H
Seminar Outline
1. Introduction Sam Provil, PMP 2. PM Overview Sam Provil, PMP 3. Project Initiation Mike Rapach, PMP 4. Project Planning Larry Deckenbaugh, PMP 5. Project Execution Susan Keaney, PMP 6. Project Control Susan Keaney, PMP 7. Project Closure Betsy Mullaugh, PMP 8. Summary Fred Arnold, PMI Fellow
Proprietary - PMI Pittsburgh
Objectives
Describe the purpose of the initiation process
Process Groups
Initiating Planning
Controlling
Executing
Closing
PMI Framework Document Proprietary - PMI Pittsburgh
Process
Initiation is the process of formally recognizing that a new project exists or that an existing project should continue into its next phase.
Output
1. Project proposal 2. Project manager identified/ assigned
Managing Expectations
Projects are:
Limited in scope, resources, time, and money Intended to end Focused on a limited set of goals
Manage Expectations towards what you can truly commit to;not what everyone thinks is great
Solving the business problem; not creating a great piece of software
Proprietary - PMI Pittsburgh
Project Proposal
Creating communication among project stakeholders to achieve consensus
The relationship between risk management and contingency management can be discussed.
Proprietary - PMI Pittsburgh
Project Lifecycles
Project life cycle: The natural grouping of ideas, decisions, and actions into Project phases, from Project conception to operations to Project phase-out.
Implementation
Verification Termination
Initial Phase
Intermediate Phases
Final Phase
PMI Framework Document Proprietary - PMI Pittsburgh
Waterfall Lifecycle
Spiral Methodology
Prototyping
McConnell, 1996
Summary
Set Expectations of Customer and Management
Establish Clear Objectives for the project Develop a Project Proposal Choose the Appropriate Project Lifecycle
This project will serve as a case study throughout the course. Each phase will feed into the next, illustrating the process of a normal project.
Proprietary - PMI Pittsburgh
Exercise
Determine scope statement for your garage. Your scope statement should be clear on what you are going to do, and not going to do within your project. Include assumptions, constraints, and any major concerns that you feel should be address during project planning and later phases. Remember that this output will feed into the next phases of the project.
Proprietary - PMI Pittsburgh
Goal: Introduce the Project Management skills for planning projects focusing on critical areas for IT projects Objectives: 1) Learn how to perform a work breakdown 2) Be aware of activity analysis 3) Understand basics of project schedule development 4) Be aware of Project Risk analysis 5) Understand techniques to develop a Project Budget
CONTROLLING
EXECUTING
CLOSING
Why
What
Who
How
When
Cost
Purpose
To define all of the deliverables required to meeting the scope of the project To identify additional deliverables that may have been missed To create the framework for the project schedule To provide a forum for information sharing for the project team and stakeholders Proprietary - PMI Pittsburgh
Project Goal
2 3
What
Deliverable
1.1
1.2
Deliverable
Deliverable
How
1.2.1
1.2.2
Activities
WBS Scope
Proprietary - PMI Pittsburgh
Brainstorming technique Facilitator helps keep you focused and on schedule Should be well structured Have a predefined schedule
WBS Workshop
10 Minutes
Class participation with the instructor to produce a WBS for building a garage
Activity Analysis
What is it?
Identifying information necessary to determine the amount of work required to complete the work of the project
Purpose
To define all activities that will be performed on the project To sequence the activities To identify skills and resources required to complete activities To estimate work effort of the activities To lay the groundwork for the project schedule
Proprietary - PMI Pittsburgh
Activity Analysis
Create Activity list
Produce list of activities that will be performed for every deliverable.
Manually as part of facilitated WBS work session Using a project scheduling tool Solicit the help of subject matter experts
Have experts list activities by deliverable Eliminate duplicates Look for optimizations
Maintain descriptions of each activity Sequence the activities based upon dependencies
Proprietary - PMI Pittsburgh
Activity Analysis
Identify Resource Requirements
Identify skills needed to complete each activity Assign resources or role with appropriate skills
Activity Analysis
Estimate Activities
Include indication of accuracy (e.g. percent or Order of magnitude) Use subject matter experts as much as possible Have multiple people provide the estimates Base upon historical information whenever possible
Types of estimates
Work/ Effort Duration
Activity Analysis
Estimate Activities (cont.)
Determine experts and project team members to provide estimates Agree on the units of measure (hours, days, etc) Have team members provide THREE estimates
Optimistic (To) Pessimistic (Tp) Most likely (Tm)
Calculate estimate
Te= (To + 4(Tm) + Tp) /6
Proprietary - PMI Pittsburgh
Schedule Development
What is it?
Developing a plan that describes the order and timing of all work activities and who is responsible for doing them
Purpose
To determine WHEN work will be performed To identify WHO will do the work To analyze activity dependencies and sequences To evaluate resource requirements, availability and utilization To Identify Milestones
Proprietary - PMI Pittsburgh
Execution
Tracks work performance against the plan Provides activity status information Helps you to identify when/where resources are constrained
Risk Management
What is it?
Identifying threats and opportunities that can affect the project and planning to deal with them PROACTIVELY.
Purpose
To identify potential threats and opportunities To qualify risks based upon probability and impact to the project To create a plan for mitigating or responding to the risk To quantify the impact to the project schedule and/or budget
Overview
Total Project Life Cycle
Initiate / Define INCREASING RISK
Plan Execute Close
$ Value
Risk Identification
Identify the risk event(s) Keep them realistic Add them to the log whenever they are identified
(not just during planning)
Ensures proactive planning to deal with risk events Response must be appropriate for the severity of the risk
Budget Development
What is it?
Budget development is the process by which an estimate for the total monetary cost of a project is produced
Purpose
To identify costs required to produce the project deliverables To produce an accurate estimate of project costs To obtain approval for project funding To provide a basis for monitoring and controlling spending
Proprietary - PMI Pittsburgh
A Project Budget is
a project cost and cash flow estimate based upon the best information available at the time
Techniques:
Analogous - use historical information Parametric - use predefined tables Bottom-up - recommended
Uses brainstorming & storyboarding Involve representatives from each area that will be providing deliverables to the project Can be done as part of WBS session Involve key stakeholders in budget development Use PERT when appropriate for budget estimating
Proprietary - PMI Pittsburgh
How to Identify:
Examine each element in the WBS Review available product requirements
Identify what you need to produce the deliverable(s) or perform the activities
List budget items in a budget worksheet
Class Participation!
Identify budget items for the following
3.0 Roof
Grand Total $9.850.00
3.1 Framing
Trusses $4,500.00 Fasteners 150.00 Wall plates 350.00 $5,000.00 3.3.1
3.3 Trim
Total $$750.00
Be sure to agree on the units for cost estimating: Dollars Thousands (K) Millions (M)
Gutter
3.3.3 Venting
Roof Vent $50.00
Proprietary - PMI Pittsburgh
Be sure to find out how your company and/or client does budget estimating and/or project accounting. What information do they need from you?
Be sure to notify key stakeholders when the project plan is approved (or rejected!)
DO NOT leave it on the shelf after approval. The project plan is a living document that helps you to manage the project better. It must be reviewed and updated through-out the life of the project!!
Proprietary - PMI Pittsburgh
Team Organization
Project Specific Controls Any additional information
Metrics can provide clear, measurable, and consistent mechanisms for tracking and measuring project success They are an effective way to target areas for improvement and identify lessons learned
References
1. A guide to the Project Management body of Knowledge, PMBOK Guide, 2000 Edition. 2. Fundamentals of Project Management, Second Edition, James P. Lewis, 2002. 3. Organizing Projects for Success, Vijay K. Verma, 1995. 4. Project Management in the Information Systems and Information Technologies Industries, Francis Hartmand and Rafi A. Ashrafi, 2002 Project Management Journal, Vol. 33, 5-15. 5. Risk Management Concepts and Guidance, Carl L. Pritchard 2001 6. INCOSE, International Council on Systems Engineering, Measurements Working Group, http://www.incosemwg.org
Project Execution/Control
Project Execution: Implementing the project plan and doing the work!
Coordinating the resources Working the plan
Project Execution/Control
Interaction of key processes to ensure successful project delivery
Pre-proposal/Proposal Design Development/Production Testing Implementation
Project Execution
The process of coordinating the people and other resources to carry out the plan. The focus of this phase is:
Project plan execution Quality assurance Team development Information distribution
Project Plan
Completed during planning phase. Identifies the hows of a project. Is proactive in nature -- anticipates what might happen and how to address it when it does.
Project Plan
Comprised of:
Communications Plan Quality Management Plan Change Management Plan Schedule/Cost Management Plans Risk Plan
Used to manage the project and ensure successful delivery of product(s) to client.
Proprietary - PMI Pittsburgh
Project Communications
Critical to project control and execute phases. What do we need to communicate and to whom?
Who needs what and why? Internal communications? External communications?
Clients Vendors Others
Communications Planning
Determining the information and communication needs of the stakeholder(s) and the sources to meet those needs.
Accomplished through stakeholder identification and analysis. Documented and managed via a project Communications Management Plan.
Frequency
Media/Distribution
Audience/Distribution Responsibility
Monthly/Thur. @ 3:00
Project Executive/Sponsor Briefing Weekly PACE Warehouse Project Internal Status Meeting Senior Management Status Meeting/Report (XL Capital PACE Project)
TBD
TBD
Susan
Marcie H. and Project Team Marcie Jim Pa. and staff; Vince S; Rich T.; Steve P.; Peter D.; et al Susan/Donna
Report
Susan
TBD
Conference Call
Susan
As needed
Conference Call
Susan
Client X -- X A Initiative
As needed
Conference Call
Susan/Maria
Communications Tools
PM can enhance project communications and team effectiveness by:
Developing and using a Communications Management Plan Being a communications expeditor Using a war room Holding effective meetings Setting the example
Instant messaging
Good for client calls
Structured Meetings
Pre-meetings Agendas with meeting objectives
Send out before meeting to allow for preparation time
Minutes/action items Meeting summary for client calls with sign-off if appropriate
Others?
Issue Escalation
If the project team is unable to adequately resolve issue... raise to Team Lead No Issue Project Team Issue resolved? Team Lead (Project Sponsor) Issue resolved? What does the team lead do? What to they add that the team can't? No Senior Manager
Issue is ID'd/assigned The project team attempts resolution Key points: Distribution lists help with communicating to the right people Helps to keep the right people informed
Yes
The Engagement Manager is considered more of a subject matter expert on the project. They will not resolve issues as much as provide input that will help the team or team leader resolve it. -- Client Impacts
Project Control
The process of ensuring that the project objectives are met by monitoring and measuring progress and taking corrective action when needed.
The focus of this phase is to:
Measure project performance against the plan to identify variances/deviations and take corrective action as necessary.
It includes
Overall change control Scope change control Schedule control Cost control Quality control Performance reporting
Proprietary - PMI Pittsburgh
Scope Quality
Time
Cost
Proprietary - PMI Pittsburgh
Change Requests
Most change requests are the result of:
An external event An error or omission in defining the scope of the product or project A value-adding change (e.g., new technology, new software version, etc.)
Change Control
The PM must be concerned with:
Influencing the factors that affect change Ensuring that the change is beneficial Determining that a change has occurred Managing changes as they occur
All proposed changes must be thoroughly evaluated before a decision can be reached regarding the proposed change!
Proprietary - PMI Pittsburgh
Key Points
Control should be exercised over what is considered to be important (to client, organization, etc.) What is controlled (i.e., measured) tends to become important. The effort used to control a project should be worthwhile and make sense
$3 battery vs. $100 control
Performance Reports
What are the qualities/characteristics of a good performance report?
How often should we report? What should we report? To whom should we report?
Key Point: A client or project sponsor should not learn about a problem from a performance report!
Schedule (On schedule? Ahead or behind by how much, etc.) Cost (On budget? Under or over by how much, etc.)
Quality
Progress Report: (what is completed, what is in process, key changes made, when and why, etc.)
Issue:
Signature: Signature:
Date: Date:
Requires constant monitoring by PM and team. Ensures thorough analysis of all proposed changes so that full impact (time, cost, risk) is understood prior to change acceptance and/or implementation.
Project Team
Project Manager/Team
Yes 2 Proposed Scope Change Identication and Analysis of Change (time, budget, etc.) Communication of Impact to Client Accept Proposed Change? N o
Client/ Stakeholders
Team
Project Manager
Project Manager
Project Manager
Production Manager
Lead Designer
Client
Project Manager/Sponsor
Proprietary - PMI Pittsburgh
Scope Creep
What do we mean by scope creep?
Changes to the project that result in additional work. Expanding expectations Creeping elegance Gold plating
If not properly identified and managed properly, your project may come in considerably over budget and/or behind in schedule.
Proprietary - PMI Pittsburgh
Scope Creep
Contributing factors:
Poorly defined/understood customer requirements Trying to maintain good customer relations Changing client requirements Creeping elegance or over-engineering the solution Desire to make it better
Requirements Gathering
Talk to ALL project stakeholders to ensure a thorough understanding of project requirements.
Functional Technical End-user
Baselines
Baseline = the original, approved plan (for a project, work package or activity)
Facilitate scope management, progress reviews and earned value analysis Enable comparisons of what was originally in scope vs. what is being considered Enable comparisons of where I am now vs. where I should be now Allow for what-if analysis
Baselines (cont.)
Scope, schedule and cost baselines Are established after a formal walk through and approval of the project plan (with customer if appropriate) Can only be changed through a formal change control process
Risk Management
What is project risk?
What could go wrong with your project? What could keep this project from completing successfully? Risk Categories
Technical, quality and performance Project management Organizational External
Proprietary - PMI Pittsburgh
Risk Management
Risk = the probability that a given process, task, or activity cannot be accomplished as planned. Risk can represent either an exposure to loss or a potential for reward. There are 2 possible outcomes for each risk identified: 1) real reward or loss, or 2) opportunity loss or reward.
Proprietary - PMI Pittsburgh
Risk Management
Risks are classified as internal (under the control of the project team) or external (not under the control of the project team) Process:
- Identify the risk - Analyze the risk (probability of occurrence; value, impact) - Identify actions needed to manage risk [avoid, accept, mitigate, deflect] - Track and monitor
Proprietary - PMI Pittsburgh
Goal: Introduce the final PMI process group necessary for successful project management implementation Objective:
Introduce the main elements of the Closing Process
Controlling
Executing
CLOSING
Closing
Completion and settlement of the contact including resolution of any open items
Input
Output
1. Administrative Closure Archives 2. Contract Closure Archives 3. Final Product, Service, Result 4. Environment & Org. Updates 5. Organization Process Assets
1. Project Charter 2. Project Scope Statement 3. Tools Plan Project 4. Contract Documentation 5. Organizational Process Documents 6. Output Worksheet Budget
Section 8: Summary
To paraphrase one of the old Heinz slogans (remember we are in Pittsburgh): How do you get 9 PMBOK Knowledge Areas
Cost Quality
Also,
How do you get 5 major Project Management Processes into a single day?
Initiating Planning Controlling Executing Closing
Primary Objectives
Introduction to Project Management Identification of Primary Process & Knowledge Areas Applied Project Management IT Projects Focus Tools, Templates, National Standard (PMBOK Guide) Useful Things
Proprietary - PMI Pittsburgh
Project Management
A continuous process of learning and improving Leadership Accountability
Continuous Improvement
Questions call/email the presenters Project Management Institute (PMI) Pittsburgh Chapter (Meetings are free) PMI membership Pittsburgh Technology Council - IT Network Local Universities and Colleges PMI Project Management Professional certification
Proprietary - PMI Pittsburgh
Thank You!
Attendees (cant leave until you complete the evaluation forms) Clients Hosts Pittsburgh Technology Council PMI Educational Foundation PMI Pittsburgh Chapter PMIs Volunteer Member Presenters
Proprietary - PMI Pittsburgh