project management for rim professionals last updated: 3/13/2011 sarina arcari, pmp vp...

Project Management

for RIM Professionals

Last Updated: 3/13/2011

Sarina Arcari, PMPVP Implementation & Product

PlanningAmerigroup Corporation

3/15/11

What is a Project?

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Definition of a Project• A project is a temporary endeavor with a

well defined beginning and end• Has a clearly stated objective or outcome• Generally relates to doing something new

or once• Has an activity based budget• Competes with other projects for

resources• Has uncertainty related to outcome and

costs

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What a Project is NOT

• Is not a set of routine tasks (this is a process)

• Is not on-going, with no end (routine operations)

Complete the project on time, within budget, meeting expectations

Facilitate planning – time, resources, scope Create project plan Manage & monitor execution Mitigate risks & resolve issues Manage expectations Communicate, communicate, communicate!

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What does a Project Manager do?

Initiating – chartering/starting the project Planning- who, what, when, where, why,

and how Executing – getting the work done Monitoring/Controlling – ensuring that the

project is on track and meeting customer expectation

Closing – ending the project

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Phases of a Project

Develop a charter Identify sponsor & critical stakeholders Create initial scope document Negotiate time & resources based on initial

scope Form project team

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Initiating

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Forming a Project Team

Participants, led by a Project Manager (PM), working together for the sole purpose of completing a project– Matrixed – indirect reports or loaned resources to the PM– Projectized – direct reports of the PM

Typical roles include:

– Sponsor– Project Manager– Project Coordinator– Technical Lead

– Subject Matter Expert (SME)– Business Analyst– Quality Assurance Lead– User Acceptance Tester

Formulate a requirements document Finalize & negotiate scope document Finalize budget & resource allocations Develop WBS, task list & baseline project

schedule Identify the critical path Perform risk analysis & create a risk management

plan Develop communication plan

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Planning

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Sch

edul

e/Ti

me

Scope/Quality

Hum

an/$ Resources

Risk

Competing Constraints

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Scope

High-level summary of understanding between stakeholders

What is IN scope and what is OUT of scope Usually created before the project is funded Scope management plan

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Requirements

Requirements – detailed level of wants and needs that are:

– Unique– Testable– Consistent– Traceable

– Current– Feasible– Clear– Mandatory

XYZ Book Development

PrintReviewEditDevelop

Add GraphicsWrite Content

OutlineResearch

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Level 1

Level 2

Level 3

Work Breakdown Structure (WBS)

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Project Schedule

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F

E

D

CB G

H

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5 4

5

8

7

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3

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PERT Diagram

PERT Diagram – Critical Path

A

F

E

D

CB G

H

3

5

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5 4

5

8

7

9

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7 6

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GANTT Chart

Executing & Monitoring/Controlling

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Monitor project execution progress Facilitate required project team/work group

meetings Manage scope, schedule or resource changes Communicate project status per plan Maintain project documentation:

– Project Logs – decisions, assumptions, issues– Risk Management Plan– Project Schedule– Communication documents

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Closing Conduct close-out project team meeting Complete project documentation Record lessons learned Obtain project sponsor & stakeholder sign off on

project closure Archive project materials Celebrate project achievements & acknowledge

project team contributions

Cultivate relationships & establish buy in Spend time planning and re-planning Identify risks & create mitigation plan Guard against scope creep & resource conflicts Resolve issues with expedience Look for warning signs that project is in trouble Communicate, communicate, communicate

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Project Manager Best Practices

Project Management Institute - www.pmi.org– Membership– PMP and CAPM Certifications

Training - PMI & Doran Consulting Templates – www.projectmanagementdocs.com

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For More Information…

Questions?

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