introduction to project management 1 august 24 & 25, 2010 presented by: joanne cobb ginny...

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Introduction to

Project Management

August 24 & 25, 2010Presented by:

Joanne CobbGinny Montgomery

Dan Druliner

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Course Outline

Introductions What is a Project? What is Project Management? How does Project Management fit in F2? Key Information, Terms, and Roles Project Life Cycle

Initiate Plan Execute Control Close

What Skills does a Project Manager need to possess? What Tools can I use to assist me? Labs / Case Studies Resources and Certification LEAN Methodology

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Introductions

Your nameYour departmentCurrent job roleWhat do you hope to learn in this class?

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What is a Project?

Definitions: Project (characteristics-PMBOK*)

A project is finite —having specific start and completion dates—and is undertaken to create a unique product or service which brings about beneficial change or added value. This finite characteristic of projects stands in sharp contrast to processes, which are (semi) permanent functional work to repetitively produce the same product or service. Projects are delivered under certain constraints, traditionally listed as "scope," "time," and "cost.” Temporary Unique results Progressive elaboration

*Project Management Institute (PMI): PMBOK = Project Management Body of Knowledge

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Project Management Definition

“Project management is the discipline of planning, organizing, and managing resources to bring about the successful completion of specific project goals and objectives. The primary challenge of project management is to achieve all of the project goals and objectives while honoring the preconceived project constraints. Typical constraints are scope, time, and budget.”

en.wikipedia.org/wiki/Project_management

http://en.wikipedia.org/wiki/Project_management


Value to Our Customers

MissionWe help people who change the world

VisionWe are a global leader able to

deliver outstanding service anywhere, anytime

Values: Integrity • Collaboration • Innovation • Diversity • Excellence • Respect • Teamwork

Strategy Map - Finance & Facilities 2008-2013Version. May 7th, 2010

Enhance Resources

Provide value for your money

Help solve complex University-wide problems

Provide clear, timely, accurate, consistent

communications from knowledgeable staff

Attract and Retain a Talented and Diverse StaffImprove Operational Excellence

Champion environmental stewardship

Create and maintain

collaborative relationships

Enhance leadership

effectiveness

Develop individuals to their full potential

Lead strategic UW-wide projects

Develop customer

value proposition

Improve, streamline

and innovate

Recognize performance excellence

Manage resources to support strategic priorities

Provide key input for informed decisions on

financial & physical assets

Grow and steward UW’s assets

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Project Management in F2

Improve Operational Excellence Lead UW-wide Strategic Projects

Typically, skilled Project Managers are selected to lead these initiatives

Project Managers provide: Leadership Scope Control Project Communication Resource Management Meeting Facilitation Schedule Control Issue and Risk Management … and more!

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What is a Project Manager?

“Project managers function as bandleaders who pull together their players each a specialist with individual score and internal rhythm. Under the leader's direction, they all respond to the same beat.” L.R. Sayles

Project managers have the responsibility of the planning, implementation, and closing of any project in a variety of industries or fields, i.e., healthcare, insurance, construction, etc.

A project manager is the person accountable for accomplishing the stated project objectives.

Key project manager responsibilities include creating clear and attainable project objectives, building the project requirements, and managing the triple constraint for projects, which is cost, time, and scope.

A project manager ensures that the key issues of cost, time, quality and above all, Executive Sponsor satisfaction, can be realized.

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What is a Process vs. a Project?

Processes are: Projects are: On-going with no clearly defined

beginning and end statesShould be customer drivenRepeatable

One way of implementing a Process Improvement or innovation

Time-bound and have a customer Have clear beginning and end dates

Longer projects are often broken down into phases or stages. Each one phase can become a project unto itself.

Follow a specific cycle of Initiation, Plan, Implement and Close

Often result in process improvement Factors that may necessitate a project

include: complexity, risk, time-sensitive, etc.

Process Improvement is the examination of a business process in order to better meet customer & quality requirements. Projects arise from this examination.

Project Management is the application of knowledge and expertise to the development and completion of a project.

http://www.bia.ca/courses-qual-manage/business-process-improvement-kaizen.htm

http://www.bia.ca/project-and-quality-success-system.htm

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F2 Quality Improvement – How does this fit with Project Management?

F2 Quality Improvement Principles (note: QI Principles are applied to any project you are assigned)

QI Principles

Customer FocusWhat are the goals?

Continuous Improvement

Quality Definition

How is it done?

Work Process Focus

Prevention

Error-Free Attitude

Manage by Facts

Participation/Empowerment Manage by facts?Total Involvement

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As a Project Manager - What do you Manage?

Schedule The project timeline, identifying the dates (absolute or

relative to a start date) that project tasks will be started and completed, resources will be required and upon which milestones will be reached.

Scope Project scope involves identifying and describing the

work that is needed to produce the deliverables of the project in sufficient detail to ensure that: All the appropriate work is completed And ONLY the appropriate work is completed

Resources Team Members who perform project work Executive Sponsor and Guiding Team (CORE, PIT,

Oversight) expectations

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‘The Triple Constraint’

Project Phases

Initiate Plan Execut

eContro

l Close

Report

F2 Project Lifecycle

Plan ControlExecuteInitiate Close

STEAM adopted, 2009

Integrate

Project WorkDefine Work

Organizational Framework – identify project and align with strategy map, identify and provide resources, project scheduling, prioritizing, direction-setting, issue resolution, milestone reviews

Initiate – develop business case and project plan/charter, including role(s) of sponsor(s), owner(s), define problem/opportunity with supporting data, participants, success measure(s), and scope (boundaries and parameters)

Plan – develop execution steps, timeline, dependencies, milestone dates, plans for risk and risk mitigation, plans for communications and for training

Execute – do the work defined in plans

Control – hold milestone meetings with sponsors, produce reports on performance and success measure(s), identify issues, resolutions, and management (e.g. scope management)

Close – report results, determine ownership and integration into ongoing work of all affected work units, evaluate the project, summarize lessons learned, and document the process and materials developed

Integrate – implement agreements, identify ongoing roles/responsibilities, create ongoing operational measures and dashboard reporting cycles, provide training, standardize processes, and continually improve

OrganizationalFramework

Initiator/ Stakeholder Project Team

New Team/Owner

PLAN DO

CHECKACT

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Key Terms

● Project Components● Charter

● Goals and objectives● Deliverable● Scope Definition

● Requirements (business and functional)● Risks and Issues● Communication plan● Resource Identification● Work Plan (tasks, dependencies)● Change Control

● Commonly used terms● Bandwidth● Vet● Scope creep● Metrics

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Key Terms (cont.)

● People● Sponsors, Executive Sponsors● Stakeholders● Guiding Team (CORE, PIT, and

Oversight)● Work Groups

● PM Tools and activities● Risk Assessment (planning)● Flow Chart ● Process Flow● Business process re-engineering● Process map ● Work Breakdown Structure (WBS -

planning)● Timeline/Milestones (planning)● Triple Constraint/Resource

Triangle (planning)

● Other● SMART Goals (specific,

measurable, attainable, realistic and timely)

● LEAN Methodology

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Roles in the project framework

Sponsor/Executive SponsorGuiding Team (CORE, PIT, and Oversight)Project ManagerOperational Staff:

Adviser/Subject Experts/Business Analyst Operational Manager Key Resource

Work GroupsProject Team LeaderTeam/Member

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PM Skills: Key to success

Planning (I – P)Communication (I – P – E– C)Resource Management (E – C) Team Management (P – E – C)Scope Management (E – C)Schedule Management (P – E)

Initiate – Plan – Execute – Close

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Results focused

Action plan with timeline

Communication is key

Relationships are important and need to be proactively worked

Person leading the project needs to be intimately involved and

knowledgeable

The more input users/process partners, etc can provide, the better –

this about teamwork, not committee work

Clear and defined project roles such as project leader, coordinator,

Steering Committee, User Groups, etc. are needed

It helps to have a project manager!

Key Success Factors (STEAM):Project Management at UW

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What’s Unique about Project Management in F2?

Cross-campus notification / communication Don’t forget: Bothell and Tacoma

Multi-role ResourcesProject Leader assists with Project

ManagementVerifying you have all resourcesCross-campus training

Facilities are available to all campus resources Weighted to upper and lower campus – several

sessions may be needed

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Introduction to Project Management

F2 Approach Initiate Phase

Project Phases


eContro

l Close

Report



STEAM adopted, 2009

Integrate











New Team/Owner

PLAN DO

CHECKACT

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PHASE: Initiate

Phase IntroductionKey PM Universal Skills for this PhaseAny tools to assist me?Case Study

Overview Tools for Success LAB

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INITIATE Phase Definition

“The initiation processes determine the nature and scope of the project. If this stage is not performed well, it is unlikely that the project will be successful in meeting the business’ needs. The key project controls needed here are an understanding of the business environment and making sure that all necessary controls are incorporated into the project. Any deficiencies should be reported and a recommendation should be made to fix them.”




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INITIATE Phase Definition (con’t)

The initiate phase should include a plan that encompasses the following areas:

Analyzing the business needs/requirements in measurable goals

Reviewing of the current operations Financial analysis of the costs and benefits including a

budget Stakeholder analysis, including users, and support

personnel for the project Project charter including costs, tasks, deliverables,

and schedule




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What is Accomplished in this First Project Phase?

Executive Sponsor / Support is provided for the project initiative

Project Objectives and initial Scope are communicatedCharter is createdExecutive approval is grantedProject Manager is assignedProject Team identified

Sponsor / Project Leader/ Steering Committee Guiding Team / Work Groups All Stakeholders identified

‘High-level’ Schedule and BudgetRequirements documentationAlternatives Analysis is initiated or completedProject Kick-off Meeting

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Key Project Manager Skills - Initiate

Analytical The Project Charter accurately describes the stated goals and

objectives Exploration of any additional requirements and/or key resources

Communicator Ability to clearly communicate the goals and objectives of the

project to all stakeholders Verification with Executive Sponsor / Project Leader project

concerns, timeline, and establishment of communication cycleFacilitator

Project Kick-off Meeting Team consensus with Project Objectives and Goals

Mediator Project timing may require some key team member concerns

regarding their current workload – discussion with their management to ensure project commitment and priority

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Initiate Tools

Project CharterOrganizational or ‘Bubble’ ChartRequirements or Functional documentation‘High-level’ Schedule and BudgetIssues or initial ‘Risks’ identifiedAlternative Analysis

Decision-making tool to determine which ‘option’ is best to pursueProject Kick-off Meeting

Right Resources invited Agenda Review of Project Charter / Requirements Documentation

Project Status Report Usually weekly or monthly project status of timeline, budget, scope,

key accomplishments to-date and issues/risks to all key stakeholders

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Organizational or ‘Bubble’ Charts

(Samples)

Technical Advisory Group

Pat Bonner, Jelena Curless , Jeanne Marie Isola, Gary ProhaskaHeriberto Rodriguez, Paul Schurr,

Bill Shirey, Jan Sullivan, Erick Winger

INFRASTRUCTURE

Executive Sponsor – V’Ella WarrenSponsor – Ann Anderson

Business Steward – Karen Long

Business AdvisoryGroup

Ann Anderson, Pat Bonner, Sara Gomez, Karen Long,

Jeanne Marie Isola, Jan Sullivan, Erick Winger

SIO Coach/MentorPat Bonner

eTravel CustomerSupport Team

Technical ProjectManager

Jan Sullivan

Project ManagerErick Winger

HERITAGE

ApplicationDevelopers

Rebecca TsengHeriberto Rodriguez

eTravel Process Improvement Team

Lisa Yeager, Erick Winger, Bill Shirey, Gary Prohaska, Heriberto Rodriguez, Jan Sullivan

Technical Advisory Group

INFRASTRUCTURE




Ann Anderson, Pat Bonner, Sara Gomez, Karen Long,

Jeanne Marie Isola, Jan Sullivan, Erick Winger

SIO Coach/MentorPat Bonner



Jan Sullivan


HERITAGE


Rebecca TsengHeriberto Rodriguez





Ann Anderson, Lisa Yeager, Bill Shirey, Karen Long,

Heriberto Rodriguez , Jan Sullivan, Erick Winger, Cindy Gregovich

Strategic Initiative Office Leadership




ARIBA HERITAGE SYSTEMS


Heriberto Rodriguez


David Wright, Gary Prohaska

eTravel Project Example

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Core Steering Team

-Senior staff from key admin support depts.-Senior school & college administrators

-Provost’s Office

Rapid Response

Project SponsorsExecutive Vice Provost

Vice Provosts for:Research, Student Life, Global Affairs,

Undergrad Academic Affairs, Grad School

Project AdvisorsAttorney General’s Office

Environmental Health & SafetyInternal Audit

Risk Management

Executive SponsorsProvost

Senior Vice President, Finance and Facilities

Faculty Consulting TeamFaculty active in global research

& education

Single Point of Contact

Process Improvement

Teame.g., Global

Emergency Mgmt

Website/portal Development

Global Support Project Example

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UW Climate Action Plan Team Example

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Case Study

Focus on: Project Kick-off Meeting What is a Project Kick-off Meeting and why

important?

Who should attend?

The Project Charter and Team Buy-in

Tools for Success

Lab

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What is a Project Kick-off Meeting?

“Of all the things I've done, the most vital is coordinating the talents of those who work for us and pointing them towards a certain goal.” Walt Disney

Meeting conducted with all key team members / sponsors / stakeholders

Provides Team introductions and is the first step in ‘teambuilding’

Sets Team ‘ground rules’ and expectationsAllows for review of Project Charter and all

information and/or documentation on the project objectives, goals, scope and initial timing/budget

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What is a Project Kick-off Meeting? (Con’t)

Allows Team Members to discuss any concerns and provides:

Clarification of project requirements or goals;

Collection of initial issues/risks/parking lot items;

Determination of the team that will be involved in the planning;

Expectation of next steps and/or meeting schedule.

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Setting Up a Project Kick-off Meeting

Getting the right people (resources) to the meeting! Review the Organizational or ‘Bubble’ Chart Think ‘outside the box’:

Will your project have Audit implications? Is Internal Audit part of the Team?

Will an application need to be built through UW IT? Have you identified all key IT resources?

Will training be provided to all campus? Have Bothell and Tacoma been taken into consideration? Who will build the Training plan?

Discuss with your Project Leader / Sponsors to ensure that the right team members are at the meeting

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Tools for Success: Project Kick-off Team

Forming a team

•Involve the right people (depends on project/focus)

•Focus on appropriate representation as well as recruiting, leading and rewarding volunteers•“Right place

and time for people”

•Strategically select critics vs. evangelists, good team members vs. user session vs. testers

Team members should be willing to

•Ask “dumb” questions, participate actively, challenge the status quo

•Assist with data collection/analysis

•Listen actively, practice good meeting management

•Carry out “homework”

•Review efforts of team itself to improve meeting process

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Setting Up a Project Kick-off Meeting (Con’t)

An Agenda The Agenda should contain key project information:

Meeting Location / Date and Time Name of Project Project Sponsor / Leader Project Manager Project Objectives / Goals Approach Key Stakeholders

As Project Manager, your responsibility to ensure that all key resources are present at this meeting!

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Tools for Success: Project Kick-off • Ensure the right people are present!

• Charter• Background• Goals and Objectives• Initial Timeline and Budget

• Data• Initial Requirements (if applicable)• Process Maps• Baseline data

• Team Ground Rules

Project Kick off Package:

• Charter

• Team Roster & Ground Rules

• Issue Logs

• Parking Lots

• Data

• Business Decision Log

Wiki*(*or other repository)

Remember…forming may be the work of the sponsors but the team dynamics & team behavior are the responsibility of

the Project Manager.

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Tools for Success: Project Team Management Skills

Team building

• Icebreakers• Ground rules

Managing meetings

• Be deliberate/consistent

• Meeting facilitation class

• Share the responsibility for observing ground rules, self-management

Encouraging teamwork and collaboration

• Sub teams and ”homework”

• Effective use of the wiki

• Parking lot ideas

Problem solving, creative thinking

& decision making• Accomplishing

meeting goals while encouraging open discussion

Team management Tools and Skills

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Tools for Success: Sample Agenda

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Tools for Success: Sample Checklist

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LAB

45


F2 Approach Plan Phase

Project Phases


eContro

l Close

Report



STEAM adopted, 2009

Integrate











New Team/Owner

PLAN DO

CHECKACT

48

PHASE: Planning



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PLAN Phase Definition

“After the initiation stage, the project is planned to an appropriate level of detail. The main purpose is to plan time, cost and resources adequately to estimate the work needed and to effectively manage risk during project execution. As with the Initiation process group, a failure to adequately plan greatly reduces the project's chances of successfully accomplishing its goals.”




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What is Accomplished in this Second Project Phase?

Determining how to plan (i.e., what level of detail); Refining the scope statement and identified requirements; Selecting the planning team; Identifying deliverables and creating the work breakdown

structure; Identifying the activities needed to complete those

deliverables and networking the activities in their logical sequence;

Estimating the resource requirements for the activities; Estimating time and cost for activities; Developing the schedule; Developing the budget; Developing and implementing the communication plan; Risk planning; Gaining formal approval to begin work.

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Why is Planning so Important?

Six most common reasons for project failure:1. Lack of user involvement (planning,

communications, team management)2. Long or unrealistic time scales (planning)3. No or poor requirements (IT projects)4. Scope creep (scope management)5. No or weak change control system (scope

management)6. Poor Testing (IT projects)

-Coley Consulting

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Key Project Manager Skills - Planning

Analytical All planning meets the necessary outlined project objectives and

requirements All key resources have been identified and are part of the Team All key issues and risks are captured with a mitigation plan in place

to respond proactively to known ‘issues’Communicator

Most important quality during this phase as you are building the team to take through closure

Expectations must be clearly communicated to team members and Executive staff

The Communication Plan needs to be communicated, in place and ‘working’

Motivator / Facilitator Must display a ‘can-do’ attitude at all times to install confidence in

team and Executive stakeholders Ability to overcome or stop any ‘negativity’ that may develop

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Planning Responsibility

Whose job is it? Project Manager (PM) has primary responsibility PM may choose to delegate planning responsibilities

of lower level tasks/groups of tasks, particularly with larger projects

The PM should manage the project plan at the highest level even if lower level planning is delegated.

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Planning Tools

Project Charter (reference) Organizational or ‘Bubble’ Chart (reference) Roles and Responsibilities Matrix (RACI) Detail level Project Plan (Schedule, ‘WBS’) Detail level Project Budget (Budget Worksheet) Resource Plan Change Request Risk Management / Issue Log and Plan Key Decision Log Alternative Analysis documentation Miscellaneous Planning Tools:

Change Control Plan Support Plan Rollout Plan Test Plan Training Plan Detailed Design (IT – Infrastructure Design, Application Design, etc.)

Meeting Schedule Multiple ‘work groups’, Guiding Team (CORE, PIT, or Oversight), Sponsor and Guiding Team

meetings set-up in advance / on a schedule

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Let’s go back to ‘The Triple Constraint’

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The ‘Triple Constraint’ Triangle

Understand the ‘Triple Constraint’ Resources (people, Budget) are available for the project, Time allotted to complete the project, Quality expectations involved for the success of the project

Identify what outside influence could change the scope of the project Understand what is meant by scope creep – is this always

bad?

Tim

e

Res

ourc

es

Scope/Quality

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Identify resources, goals and timeline

Tim

e

Res

ourc

es

(cos

t)

Scope/Quality

•Deadlines•Milestones

•Degree of user involvement•Deliverables•Scope•Approach

•Operational Staff•Volunteer effort•Funds

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Example: Direct Deposit for travel system

Tim

e

Res

ourc

es

Scope/Quality

•July 08 – June 09•User focus groups – done by Sept 08 •User Testing Jan 09

•User task group of 12 campus representatives•Direct deposit capability for travel reimbursement payments•Users to validate all user interfaces and training programs

•½ time PM, in addition to current duties•Existing subject matter experts of 5•No new funds

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Example: Direct Deposit for travel system

Tim

e

Res

ourc

es

Scope/Quality

•July 08 – August 09•User focus groups – done by October 08 •User Testing Feb 09

•User task group of 12 campus representatives•Direct deposit capability for travel reimbursement payments•Email confirmation for direct deposit•Users to validate all user interfaces and training programs

•½ time PM, in addition to current duties•Existing subject matter experts of 6•No new funds

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Let’s talk Project Schedule!(Info and Samples)

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Schedule Management

Project Scheduling is the process of organizing the tasks and resources of a project into a sequence of events that optimizes (best facilitates) the effective completion of the venture.

Project Scheduling enables the project manager to: Understand the proper linkage of events Identify risk points Assists in resource planning

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Schedule Management Universal Skills

Time managementOrganization skillsCommunication skillsEstimation skillsTactical expertiseAssertiveness – task master

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Schedule Management Outcomes

Create clear action plans WBS: Start with major activities. Determine steps

required to complete major activities. Estimation techniques vary: (consider type of work, past

experience, SME input, etc.)Create measurable & identifiable milestones

Measurable: Be able to determine reasonably how much progress has been made, WBS major activities as base.

Consider phasing of projectsIdentify & communicate with stakeholders and

affected user groups Supports communications plan, team management

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Scheduling Management Key Concepts

Lead timeLag timeSlack/Float/BufferDurationDependencyConstraintSuccessor taskPredecessor task

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Schedule Management Key Concepts

Master Schedule Dates for project phases Dates for deliverables and/or milestones Start/Finish dates for major tasks

Component Schedule More detailed schedule for individual components

Team Schedule Schedule for sub-teams if necessary

Monitor progress of project tasks against timelines and milestones

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Estimating Techniques for Schedule Management

Estimating for time/cost of tasks Bottom up Top down

Expert OpinionDelphi TechniqueComparative estimating (personal

experience)Weighted average (or PERT method)

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Schedule Management Tools

Calendars Base calendar Project calendar Resource calendar Task calendar

Basic Table WBS Template (PM Portal)Gantt ChartCritical PathPERT

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Schedule Management – Work Breakdown Structure

A Work Breakdown Structure (WBS) is a detailed list of all of the things that need to be delivered and the activities that need to be carried out to complete the project.

The WBS is a hierarchical chart view of deliverables in a project in which each level down represents an increasingly detailed description of the project deliverables.

Levels in the hierarchy represent summary tasks, subtasks, work packages, and deliverables. You can define a project’s scope and develop its task lists with the WBS. AKA – Project Breakdown Structure (PBS)

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Schedule Management – Work Breakdown Structure

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Schedule Management Tools (Gantt Charts)

Gantt Charts A type of bar chart that illustrates a project schedule Illustrate the start and finish dates of the terminal

elements and summary elements of a project. Terminal elements and summary elements comprise the

work breakdown structure of the project. Shows dependency relationships between activities. Recommended for highly repetitive production

operations, where work performance of various departments can be combined on a single chart

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Schedule Management – Gantt chart

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Schedule Management Tools (Cont’d)

Program Evaluation and Review Technique (PERT) A network model that allows for randomness in activity

completion times. Analyze and represent the tasks involved in completing a given

project. Critical Path Method is an example of the network model

PERT Planning Steps:1. Identify the specific activities and milestones2. Determine the proper sequence of the activities3. Construct a network diagram4. Estimate time required for each activity5. Determine the critical path6. Update the PERT chart as the project progresses.

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Schedule Management Tool – Milestone Scheduling

Milestone Scheduling System Milestones are established in the planning phase Mark significant events, deliverables or

interdependencies that need to be monitored to keep the project on track

Useful approach in large or complex projects (with many interdependencies) because it helps present information in a meaningful yet concise way, showing what has actually been achieved

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Critical Path

Critical Path defined: Optimal sequence of project activities: a sequence

of activities that results in the completion of a project in the shortest period of time

Critical Path Analysis formally identifies tasks which must be completed on time for the whole project to be completed on time (these are the tasks on the critical path), and also identifies tasks which can be delayed for a while, if resources need to be redeployed to catch up elsewhere

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Critical Path

Critical Path Analysis is an effective and powerful method of assessing: What tasks must be carried out Where parallel activity can be performed The shortest time in which you can complete a project Resources needed to execute a project The sequence of activities, scheduling and timings

involved Task priorities The most efficient way of shortening time on urgent

projects

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Schedule Management –Critical Path

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Case Study

Focus on: Communication Plan What is a Communication Plan and how to

develop one?

What skills do I need as a Project Manager?

Tools for Success

What other tools can I use for ‘Communication’ with my Team / Stakeholders?

Lab

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What is a Communication Plan?

Communication Plan A communication plan identifies:

People with an interest in the project (stakeholders) Communication needs Methods of communication

Communication planning helps to ensure that everyone who needs to be informed about project activities and results gets the needed information

Communication is an integral part of any projectDepending on the size and scope of a project,

communication may be formal or informalGenerally, projects of a longer duration will benefit

from a more formal plan

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Developing a Communication Plan

Identify Key Stakeholders Who is affected/impacted by your project? What is the level of importance of the stakeholder to your

project’s success? What is their current level of support?

Use of Project Organizational or ‘Bubble’ Chart Who else needs to be included? Cross-campus projects – did you remember to include

Bothell and Tacoma? Talk to your Project Leader and/or Sponsors to confirm if

everyone has been identified

80

Developing a Communication Plan (Con’t)

Identify & communicate with stakeholders and affected user groups (customers) Set expectations of your users and stakeholders Set the stage for your communications plan This is where organizational savvy is key (subject

experts, operational staff) Keys to operating in our decentralized organization

Understanding the UW and your users

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Developing a Communication Plan (Con’t)

Determine appropriate timing and type of communication for each stakeholder or work group Weekly, monthly, quarterly updates Email, in-person, etc. High or low level details

What should be included in a formal communication plan? List of stakeholders Information needs Communication methods Frequency

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Tools for Success: Identifying Stakeholders

Current Level of Support

Level of Importance to Success

Low

High

Low

High

City Legal Department

City Tax Payers

City ParksManagement

Local Neighborhood Association

Local Environmental Group

Users ofExisting Park

83

Project Manager Communication Universal Skills

Understanding & managing nuances of the project team, sponsors, and stakeholders is key Misperceptions Fear Perceived threat

Whose job is it? The Project Manager has primary responsibility for

identifying communication needs and determining if a formal communication plan is necessary.

84

Tools for Success: Simple Communication Plan

Stakeholder/Group

Responsibility/Informational Needs

Communication Method(s)

Frequency

* Modified from the communication plan template found on the Project Management Portal wiki at:

https://wiki.cac.washington.edu/display/pmportal/Communication+Plan+Template

85

Tools for Success: Expanded Communication Plan

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How else can the Project Team ‘Communicate’?

Issues Log Document major issues that may affect the project

Informs the Team of:Major IssueWho was responsible for providing the response?The Date of the responseOpen or Closed

Feeds the Key Decision Log PM Portal SharePoint

87

How else can the Project Team ‘Communicate’? (Con’t)

Key Business Decision Log Documents key decisions as they are made Provides historical record

“Does anyone remember what we decided..” Mechanism for validating decisions

PM Portal: https://wiki.cac.washington.edu/display/pmportal/Issue+Action+Decision+Log

SharePoint

https://wiki.cac.washington.edu/display/pmportal/Issue+Action+Decision+Log

https://wiki.cac.washington.edu/display/pmportal/Issue+Action+Decision+Log

88

LAB

89


F2 Approach Execute Phase

Project Phases


eContro

l Close

Report



STEAM adopted, 2009

Integrate











New Team/Owner

PLAN DO

CHECKACT

92

PHASE: Execute



93

Execute Phase Definition

“Execution consists of the processes used to complete the work defined in the project management plan to accomplish the project's requirements. Execution process involves coordinating people and resources, as well as integrating and performing the activities of the project in accordance with the project management plan. The deliverables are produced as outputs from the processes performed as defined in the project management plan.”


“Plans are only good intentions unless they immediately degenerate into hard work.” Peter Drucker


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What is Accomplished in this Third Project Phase?

Execute the planned work!Fulfillment of all planning documentsThis is where your hard work pays off!

Execute Schedule Execute Budget Spend Control Motivate Team to concentrate on deliverables

Execute Test Plan and/or Test ScriptsExecute Training PlanExecute Plan for formal Release

Release Planning Support Planning

Out to ‘Production’ (or submission of Deliverables)

95

Key Project Manager Skills - Execute

Analytical ‘Control and Monitor’ all previously created Plans

Communicator Ability to quickly communicate to Team / Stakeholders progress against plan

and any variances / changes immediately!Facilitator

Meetings may need to be provided at ‘last minute’ notice due to critical nature of testing issues discovered

Facilitation of discussions with Project Leader / Sponsor with any changes to plan (i.e., these may be Subject Matter Expert (SME) discussions where the PM does not have the ability to provide answers, etc.)

Vigilance Constant Project Leader / Sponsor ‘check’ to verify that deliverables meet

expectation – Remember: If the Project Leader or Sponsor isn’t happy, the project is NOT a success!

Mediator Project timing may require some key team member concerns regarding their

current workload – discussion with their management to ensure project commitment and priority

96

Execute Tools

All Previously Created Documentation Project Charter Requirements Documentation All Planning Documentation:

Communication Plan Risk Plan, etc.

Project ScheduleProject BudgetTest Plan and/or Test ScriptsRelease Plan

Back-out Plan (for IT projects)Support PlanProject Success Notification

97

Case Study Focus on: Change Request

What is a Project Change Request?

What is my role as a Project Manager?

Tools for Success

98


“It is always easier to talk about change than to make it.” Alvin Toffler

A Project Change Request typically happens in the Implement Phase of the project

A Project Change Request documents project change or impact to:

Schedule (Timeline)

Budget (Cost, Resources)

Scope (Requirements)

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A Project Change Request is a means to formally: Document changes to the project along with the

reason(s) for the change;

Provides notification and sets expectation with Team / Stakeholders of the nature and impact of the project change;

Garners approval for the project variance from the Project Leader or Sponsor.

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Project Manager Role – Change Request

Project Change Requests should always be anticipated in planning phase

Have clear expectations about change control management Use a Change Request form for all changes to the project Verification of whether or not the changes requested are in scope or out of the

scope? Ensure approval is granted by Project Leader or Sponsor

Review communication plan to stakeholders When is it appropriate to communicate changes to the Schedule, Budget or

Scope of the project?

For large projects, have a predetermined process Include a change request template Communicate changes immediately Update all calendars

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Project Manager Role – Change Request (Con’t)

Clearly Document Changes to Schedule, Budget and Scope Changes should be documented Remember to update all other affected documentation:

Project Schedule Project Budget Other Planning Documentation

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Tools for Success: Change Request Checklist

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Tools for Success: Change Plan

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Tools for Success: Change Request Form

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F2 ApproachControl

Project Phases


eContro

l Close

Report



STEAM adopted, 2009

Integrate











New Team/Owner

PLAN DO

CHECKACT

108

Control

What is Project ‘Control’?Key PM Universal Skills for this Project

OversightAny tools to assist me?Case Study - Benchmarking

o Guest Speaker:LuAnn Stokke, Director of Metrics and Reporting for F2

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Control Definition

“Monitoring and controlling consists of those processes performed to observe project execution so that potential problems can be identified in a timely manner and corrective action can be taken, when necessary, to control the execution of the project. The key benefit is that project performance is observed and measured regularly to identify variances from the project management plan.”




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Control Definition (Con’t)

Control includes: Measuring the ongoing project activities ('where we are'); Monitoring the project variables (cost, effort, scope, etc.) against the

project management plan and the project performance baseline (where we should be);

Identifying corrective actions to address issues and risks properly (How can we get on track again);

Guaranteeing that only approved changes are implemented; In multi-phase projects, the monitoring and controlling process also

provides feedback between project phases, to implement corrective or preventive actions to bring into compliance with the project plan.


Additionally, during this Phase , it is recommended that you hold milestone meetings with sponsors, produce reports on performance and success measure(s), identify issues, resolutions, and management (e.g. scope management)

As part of your overall project, benchmarking and collection of performance metrics will validate current performance data versus expected results



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Key Project Manager Skills – Control

Analytical Ability to analyze the current project measurements in light of

proposed scope (‘where are we at’) Identification of key risks and corrective actions Plan and alterative(s) to get project back on track

Facilitator / Communicator Can have ‘hard discussions’ regarding the current status of the

project Ability to explain to all stakeholders the business or technical

impact or bring ‘SMEs’ into the discussion(s) to provide answers Consensus-driven outcomes for all alternative(s) and/or

corrective action(s) explored with the project teamNegotiator

Ability to negotiate any necessary changes with Resource Managers to project scope, timeline or budget

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Control Tools

Project Schedule Schedule ‘slips’ against Baseline that affect implementation

date Critical Path Analysis Project Team or SME availability

Project Budget Budget Analysis

Original Baseline vs. Current Baseline - % variable

Project Risks and Issues Impact to Scope, Schedule and Budget

Change Management Change Request Volume and Volatility (Scope and

Requirements)

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Control Tools (con’t)

Overall Project Health Project Leader/Sponsor priority level (high-medium-

low) Is this effort a priority? Will you get the needed support ?

Project Leader/Sponsor confidence level (high-medium-low) Is the Project Leader/Sponsor confident that the Team

will meet its objectives? Project Team enthusiasm level

Is the Project Team energetic and committed to meet the required goals?

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Control Cycle

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Case Study Focus on: Benchmarking

Guest Speaker:LuAnn Stokke, Director of Metrics and Reporting for F2

Value to Our Customers

MissionWe help people who change the world

VisionWe are a global leader able to

deliver outstanding service anywhere, anytime

Values: Integrity • Collaboration • Innovation • Diversity • Excellence • Respect • Teamwork

Strategy Map - Finance & Facilities 2008-2013Version. May 7th, 2010

Enhance Resources

Provide value for your money

Help solve complex University-wide problems

Provide clear, timely, accurate, consistent

communications from knowledgeable staff

Attract and Retain a Talented and Diverse StaffImprove Operational Excellence

Champion environmental stewardship

Create and maintain

collaborative relationships

Enhance leadership

effectiveness

Develop individuals to their full potential

Lead strategic UW-wide projects

Develop customer

value proposition

Improve, streamline

and innovate

Recognize performance excellence

Manage resources to support strategic priorities

Provide key input for informed decisions on

financial & physical assets

Grow and steward UW’s assets

Sample Scorecard

Draft and launch initiatives when target can’t be reached through current core processes or incremental process improvement. Initiatives, once achieved, introduce new capability or innovation that changes the operation or context

of the strategy.

An initiative may impact several Strategic Objectives/Measures Not all Strategic Objectives have an initiative Initiatives are akin to projects and are not operational (e.g., project milestones, completion dates—not routine

services or performance levels) Examples of initiatives: Internal Lending Program, Global Support Project

Role of Initiatives

Target Types Description Usage Example

CUSTOMER Target based on Customer expectations of your process. Target set via customer input (survey, feedback, focus-groups).

• Demonstrating client satisfaction or customer expectations.

• Number of days UW officially closed on regular school days (Target=0)

• One day response time for customer-inquiry

BENCHMARK Target based on peer performance. How does your process rank relative to the industry? How does it rank relative to the industry’s best practices?

• Demonstrating cost-effectiveness / value

• Demonstrating rank among peers

• Our performance compared to industry average

• Gap between our performance and industry best-practices

STRETCH Target based on projections from improving the process, rather than from incremental change over time.

• Process Improvements• Target setting when other

methods are not appropriate/available

• Reduce process turnover time to 3 days within 1 year

• Rate of return up 10% from previous year

COMPLIANCE / LAW Target based on compliance or law requirements. These targets are prescribed, and are non-negotiable “red-rules.”

• Complying with regulations• Common in industries

dealing with regulatory issues (e.g. Grants/ Contracts, Construction, Payroll, Safety, etc.)

• Meet emission standards for automobiles

• Eliminate violation of civil rights in the workplace

Target Setting

Benchmarking Defined

“Benchmarking is the process of comparing one’s business processes

and performance metrics to industry bests and/or best practices

from other industries. Dimensions typically measured are quality,

time, and cost. Improvements from learning mean doing things better,

faster, and cheaper.”en.wikipedia.org/wiki/Benchmarking

http://www.google.com/url?q=http://en.wikipedia.org/wiki/Benchmarking&sa=X&ei=OoZETPueNI2CsQPnvKz-DA&ved=0CBYQpAMoAA&usg=AFQjCNHjQPi905tUon8-EecBHo0b3yUbdw

How Benchmarking Works

Remote Research/AnalysisLEAN, CPI, BSC

“STEP 3”

BSC—either dashboard or scorecard

“STEP 1” “STEP 2”

Project lifecycle

RequirementsPlanningExecutionAcceptancemeasurement

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F2 Approach Close Phase

Project Phases

Initiate Plan Execute Control Close

Report



STEAM adopted, 2009

Integrate











New Team/Owner

PLAN DO

CHECKACT

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PHASE: Close

Phase IntroductionKey Project Manager Universal skills for this

PhaseAny tools to assist me?Case Study


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CLOSE Phase Definition

“Closing includes the formal acceptance of the project and the ending thereof. Administrative activities include the archiving of the files and documenting lessons learned.”This phase consists of:

Project close: Finalize all activities across all of the process groups to formally close the project or a project phase

Contract closure: Complete and settle each contract (including the resolution of any open items) and close each contract applicable to the project or project phase




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What is Accomplished in this Last Project Phase?

Report ResultsTransition to Sustaining Operations

Determine ownership and integration into ongoing work of all affected work units

Evaluate the Project success with Key Stakeholders

Conduct and Summarize Lessons LearnedDocument the Process and Materials

DevelopedProject Archival

File all Project Documentation Close out Wiki, SharePoint Sites

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Key Project Manager Skills - Closure

Communicator Lessons Learned Activities Large scale team recognition and thank you messages Sponsor /Key Stakeholder meetings

Facilitator Lessons Learned Activities Effective Presentation Skills Ensuring Project turned over to Sustaining Operations Celebrate – Parties!!

Mediator Lessons Learned may evoke emotional response and

may require intra/inter-Team mediation skills

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Close Tools

Final Report Out Presentation to Stakeholders on the Project Accomplishments

Formal Hand-off to Sustaining Operations Training Manuals, Systems Documentation, Support Plan,

Service Level Agreements, etc.Project Success Notification

Email, announcement, press release, etc.Lessons Learned Session

Agenda, surveys, repository, etc.File ArchivalReporting and Metrics

o Original Baseline vs. Current Baseline - % variable

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Case Study

Focus on: Lessons Learned Common Reasons for Project Failure or Success

What is a Lessons Learned Session?

Setting up a Lessons Learned Session

Tools for Success

Lab

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Common Reasons for Project Failure

Project lacks Project Leader / Sponsor supportPoor communication by Management or

Project ManagerSetting unrealistic expectationsHaving ill-defined, too large or too small a

scopePoorly formulated project planningResource constraintsFailing to manage change effectively

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Common Reasons for Project Success

Fully Supported by Project Leader / SponsorHaving the commitment and cooperation of all

participantsKeeping the scope well-definedClear mission/goals and objectivesDeveloping a meaningful planHaving good communication infrastructure in

placeRisk mitigation plan

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What is a Lessons Learned Session?

George Santayana in The Life of Reason: “Those who do not remember the past are condemned to repeat it.”

Session performed with all Team Members, typically at the end of a project, and led by the Project Manager.

Allows Team Members to discuss their experiences candidly and objectively, by reviewing:

What went wrong and suggest improvements;

What went right and celebrate this success;

Risks that were not detected and became problems.

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What is a Lessons Learned Session? (Con’t)

Chance for Project Managers to gain additional knowledge of their Project and PM skills from the Team perspective.

Opportunity to develop a repository for Lessons Learned feedback to share on future projects and/or with other Project Managers.

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Setting Up a Lessons Learned Session

Survey sent to Attendees 1 week prior Use of Internal Site (WIKI, SharePoint) Catalyst Survey

Sample Survey Questions: Rating System of Low to High

• I understood the Project Scope• There was sufficient project communication

Provide Comments and Feedback on the following Statements:• Top 3 or so areas that went well. Include suggestions for

items that should be repeated on future projects.• Top 3 or so areas that did not go well. Include suggestions

for process improvement.

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Tools for Success: Sample Survey Form

Low 1 2

Avg 3

4

High 5

I understood the project scope

I understood what was expected of me

Overall Risks were identified and managed effectively

Project XXXX – Lessons Learned Survey Please indicate your rating or agreement level on the following statements:

Your comments and/or feedback are appreciated on the following statements:• Top 3 or so areas that went well. Include suggestions for items that should be

repeated on future projects.

• Top 3 or so areas that went well. Include suggestions for items that should be repeated on future projects.

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Feedback Form (for Rating Project Categories – Optional) Determine on a project by project basis Given out at the Lessons Learned Session or prior to

the meeting Ask participants to complete prior to leaving the

meeting Compile and provide results after the meeting, or; Schedule another session to discuss results and get

feedback Good for getting an overall general feedback on

targeted key areas for improvement

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Tools for Success: Sample Feedback Form

Scored By

OBJECTIVES QUALITY TEAMWORK TOTAL AVG

Ove

rall

Succ

ess

Func

tions

to S

pec

Hit M

ilest

ones

Min

imal

Bur

nout

Inte

grat

ion

Impl

emen

ted

with

in

Budg

et

Proj

ect D

efin

ition

Prod

uct Q

ualit

y

Estim

atio

n

Deliv

erab

le T

imel

ines

s

Arch

& Q

ualit

y of

Cod

e

Hard

war

e En

viro

nmen

t

Posi

tive

Attit

ude

Ove

rcam

e O

bsta

cles

Inte

grat

ion

of T

eam

Team

Com

mun

icat

ion

Tim

e M

anag

emen

t

Reco

gniti

on fo

r Erff

ort

Suzy Smith 8 5 5 7 8 4 3 4 4 3 6 7 6 6 6 6 3 6 97 5.3 John Doe 5 6 5 5 6 5 4 4 4 8 6 5 6 6 6 5 6 6 98 5.4 Mary Doe 6 6 4 5 7 4 3 3 4 4 6 6 6 8 6 6 6 6 96 5.3 Sam Spike 6 6 8 5 7 3 7 4 4 4 6 6 6 6 6 6 6 6 102 5.7

TTL 25 24 22 22 27 16 17 15 16 19 24 24 24 26 24 23 21 24 393 21.8 AVG 6 6 6 5 7 4 4 4 4 5 6 6 6 7 6 6 6 6 99 5.5

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When do you conduct it? Right after the Project has been completed Good Rule of Thumb: From One to Three Weeks after

the Project has been CompletedWho should be present?

All Team Members should be present Don’t forget Team Members or SMEs who assisted

with your project, even if not permanent members Make it mandatory attendance and say so!

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How long should it run? Large Projects:

No longer than 2 hours, if possible, 90 minutes Consider 2 sessions or mini-lessons learned at key

milestones Small Projects:

60-90 minutes may be all it takes!

Remember the Goal! Positive and constructive – don’t look for scapegoats! You are looking to learn from your experiences – To

repeat what worked and correct failures.

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Tools for Success: Lessons Learned

An Agenda: Sent to Participants prior to the meeting

Note: Schedule the meeting with plenty of advance notice (5-7 days prior)

A typical Agenda: Indicates the meeting is MANDATORY Lists the project Goals and Team dynamics informing the

participants that we will discuss if these were met or not (Give a refresh on what you wanted to achieve)

Indicates that you will be discussing project: successes, failures and suggestions for change, and risks not planned

Gives time estimates on what will be discussed

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Encouragement of Audience Participation – Set the Rules! At the beginning of the meeting:

Thank everyone for attending! Set the Rules:

Respectful of each other’s feedback – we will not be passing judgment on comments

Not looking for Scapegoats! Inform that you will be providing each person with an

opportunity to speak and will be going around the meeting table to capture feedback

One person talking at a time Need to be mindful of time based on Agenda – there

will be a ‘Process’ or Time Check

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Encouragement of Audience Participation – Set the Rules! Conducting the meeting:

Discuss the Goals and/or Objectives of the meeting first, ask participants:

• Was the project goal achieved? Go around the meeting table and get feedback

Discuss what went wrong with the project Obtain suggestions for improvement / Rank these in order of

importance with the group Discuss what went right with the project Discuss what unplanned risks were encountered and how

these were handled.

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Use a White Board Helps everyone to know that their comment was

‘acknowledged’ Disseminate Meeting Notes Quickly!

Participant Feedback if Valuable – treat it that way! Good Rule of Thumb: Publish within 2 Business Days

145

LAB

146


F2 ApproachTools and

Templates

147

Review of: Tools and Templates

148


Other Project Management Resources / Certification

149

Project Management Institute (PMI)

PMBOK areas of knowledge Application area knowledge,

standards and regulations Understanding the PM

environment General management

knowledge/skills and interpersonal skills

PMBOK core skills

Integration

Scope

Time

Cost

Quality

HR

Communications

Risk management

Procurement management

PMI Project Management Framework:

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Project Management Professional (PMP)

Project Management Professional (PMP) is a credential offered by the Project Management Institute (PMI). As of 31 March 2010 (2010 -03-31), there were 375,959 active PMP certified individuals worldwide.

The credential is obtained by documenting 3 or 5 years work experience in project management, completing 35 hours of project management related training, and scoring a certain percentage of questions on a written, multiple choice examination.

Government, commercial and other organizations employ PMP certified project managers in an attempt to improve the success rate of projects in all areas of knowledge, by applying a standardized and evolving set of project management principles as contained in PMI's PMBOK Guide.

In December 2005, the PMP credential was tied for fourth place in CertCities.com’s 10 Hottest Certifications for 2006, and in December 2008, it was number 7 of ZDNet’s 10 best IT certifications.

PMP Certification – What is this?

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Project Management Websites

Project Management Institute (PMI) http://www.pmi.org/Pages/default.aspx

Gantthead – Online community for Project Managers http://www.gantthead.com/

Project Management.com (Powered by Gantthead.com) http://www.projectmanagement.com/

ProjectConnections - ‘Save time and solve problems with hundreds of templates and ideas’ http://www.projectconnections.com/

http://www.pmi.org/Pages/default.aspx

http://www.gantthead.com/

http://www.projectmanagement.com/

http://www.projectconnections.com/

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LEAN Methodology

Guest Speaker:Ruth Johnston, Associate Vice President for F2

153

Lean Website:http://f2.washington.edu/lean

http://f2.washington.edu/lean