professional project management - falcon training · pmp, pmi-acp, graddippm, bict. about you…...

Introduction to

Professional Project Management

at Airways

Day One

▪ Falcon Training

– Mike Roberts, PMP, PMI-ACP, GradDipPM, BICT.

▪ About you…

– Name

– Current Role

– Project Management experience

Introductions

Course Objectives

▪ Understand why projects exist and their role in organisation success

▪ Build an awareness of how projects are started at Airways

▪ Develop an understanding of best practices in the following areas;– Scope Management

– Time Management

– Cost Management

– Change Management

– Risk Management

– Resource Management

– Stakeholder Management

▪ Understand Project Reporting at Airways

▪ Know how to successfully closeout projects

Agenda – Day One

Time Topic

9:00am-10:30am Introduction to the profession of Project Management

Portfolio, Program and Project Management

10:30am–10:45am Break

10:45am–12:00pm Project Initiation

Scope Management

12:00pm-1:00pm Lunch

1:00pm-2:30pm Time Management

2:30pm-2:45pm Break

2:45pm-4:30pm MS Project

Materials

▪ To aid your learning we have:

– Training slides

– A course workbook

• Complete exercises and take notes in this book as we go

– The Professional Project Manager book

How to Learn

▪ Everyone learns differently, and effective

learning takes time

▪ So please visit www.vark-learn.com to find

out your particular mix of learning strengths

▪ Also, four weeks from now we will get you to

email back the personal development plan

at the rear of the workbook

http://www.vark-learn.com/

VARK and this workshop

• Text book

• Slide text

• Sharing stories

• Trainer talking

• Talking with others

• Diagrams

• Charts

• Pictures

Visual Aural

ReadingKinaesthetic

Be Interactive

▪ Please feel free to ask questions, seek clarification

and share stories and experience throughout.

The Profession of

Project Management

Our Goal

▪ Provide an introduction to the growing profession

of project management

▪ Give an overview of foundational concepts.

Real World

▪ The profession of project management is still

maturing;

– 1950: The start of formal processes and techniques

– 1996: First publication of the PMBOK Guide.

– 2010: NZ tertiary course offerings

▪ Most project managers in today’s world are

‘accidental’ project managers.

Your Experience . . .

▪ What do you currently know about the profession of

project management?

▪ What formal and defined project management

practices do you have?

Project Selection

Governance and Sponsorship

Defining a scope

Create a WBS

Estimate time and cost

Project budget

Project schedule

Risks

People

Procurement

Quality

Communication & Stakeholders

Ethics

ProfessionalProject

Management

International Standards:

ISO21500: Guidance on Project Management

Frameworks:

PMI PMBOK® Guide,APM Body of Knowledge

Methodologies:

Method123, TenStep, Scrum, UPMM, PPMM, Prism, Prince2, Lean, XP, Crystal, Waterfall etc.

Making sense of it all

The Project Management Institute (PMI)

▪ Established in 1969

▪ Global organisation advocating professionalism in

project management, offering;

– Standards

– Certifications

– Research

– Conferences

▪ Over 470,000 members, 203 countries

www.pmi.org

http://www.pmi.org/

What is the PMBOK® Guide

▪ Fundamentals of project management,

Best Practice

▪ Applicable to a wide range of projects,

across all industries.

▪ Internationally recognized standard and

aligns with ISO21500

Foundational Terms

What is a Project?

▪ “The accepted definition of a project is that it is a temporary work effort that

produces a unique result” (Rosenau and Githens, 2005)

▪ “A complex, non-routine, one-time effort limited by time, budget, resources, and performance specifications designed to meet customer needs.”

(Gray and Lawson, 2004)

▪ “A project is an interrelated set of activities that has a definite starting and ending

point and that results in a unique outcome for a specific allocation of resources”(Krajewski and Ritzman, 2005)

▪ “A temporary endeavour undertaken to create a unique product, service or result, subject to progressive elaboration”

(PMBOK® Guide)

The Major Characteristics of a Project

▪ Has an established objective

▪ Has a defined life span with a beginning and an end

▪ Requires across-the-organisational participation

▪ Involves doing something never been done before

▪ Has specific time, cost, and performance

requirements

The Project Life Cycle

Level of

Process

Interaction

Time

Start Finish

Initiating

Process

Group

Planning

Process

Group

Executing

Process

Group

Monitoring and

Controlling

Process Group

Closing

Process

Group

Project Life Cycle at AirwaysLife Stages

Phases

What is Project Management?

▪ The application of knowledge, skills, tools, and techniques to project

activities to meet the project requirements.

Balancing

Scope

Quality

Time

Cost

Resources

Risk

8 Principles of Professional Project Management

1. Choose the right projects - only select the right

projects to do for the right reasons

2. Plan what you are going to do - carry out an

appropriate amount of planning and develop

baselines to help guide you

3. Do what you planned - execute the plans!


4. Check that what you are doing matches what you planned to do - use your plans and baselines to check forecast progress against actual progress

5. If what you planned to do doesn’t match what you are actually doing then do something about it -make sure at all times that what you are doing matches what you planned to do

6. Produce all of the project and product scope and deliverables


7. Carry out project closure according to your closure

process

8. Set aside time to complete a post implementation

review and benefits realization process– Did the project deliver the intended outcomes?

– What went well?

– What didn’t go so well?

– What lessons can we learn to apply for future projects?

What is a Project Manager?

▪ Leads the team

▪ Enables communication

▪ Plans and monitors all aspects of the project

– With emphasise on Scope, Time, and Costs

▪ Encourages team collaboration

▪ Remove obstacles

▪ Is responsible for the outcome of the project

Roles at Airways

▪ Project Manager

– High level of responsibility and authority

▪ Project Coordinator

– Low level of responsibility and authority

Exercise

▪ Who here wears two hats – Project Manager and ?

▪ Which one are you primarily?

Discussion

▪ Do you think a project manager should have

technical skills in the area in which he or she is

working?

Project Team Members

Carrying out the technical work Being part of the team

Project Manager

High levels of responsibility and authority Leads the team

Project Control Group

Project Sponsor

Other senior managers

Technician and SME

Provide oversight and governance

Approve large changes

Support the project manager

All Other Project

Stakeholders

Project Control Group

▪ Oversee and ensure the delivery of specific projects

▪ Take responsibility for business issues associated with

projects

▪ Members provide guidance and support to those

directly responsible for running a project

▪ Make sure you have great communication with your

PCG members

▪ The don’t run the project, the project manager does!

Project Sponsor

▪ The person ultimately accountable

▪ A senior manager who can remove road blocks

▪ The person backing the change

▪ The person approving the creation of the project

▪ Championing, providing inspiration and overall direction

▪ Providing resources – people and $

▪ Coaching, resolving high level issues

Project Team

▪ Responsible for providing subjected matter expertise

and sharing that knowledge

▪ …and of course, carry out the work!

DFA Model

1. Approve Business Plan

(Inc. Budget)

2.Approve Project/Business Investment Case

3. Approve Contracts

4. Approve Financial

Transactions

5. Approve Special Items

▪ Structured around a 5 step model

DFA Limits

Project Success & Failure

Examining Success and Failure

▪ Objectives: At the end of this module you will have

an understanding and appreciation of what

organizations do to deliver successful projects, and

the main causes of project failure.

Our Common Goal

How we are going to get there

▪ By consistently applying appropriate and

professional project management practices.

Organisations that are more successful in their

projects;1. Have high level project management capabilities with

the organization and also for individual practitioners

2. Have projects that are aligned with corporate strategy

3. Co-ordinate projects through an appropriate Project

Management Office

4. Provide for effective sponsorship which delivers clear

direction for the project and escalates problems when

necessary

Organisations that are more successful in their

projects;5. Initiate projects with robust business cases

6. Actively manage risks throughout the entire project

lifecycle

7. Practice regular reporting, with accurate and up to date

information

8. Report variations and implement recovery actions

9. Ensure that their project managers use an appropriate

and tailored methodology

Success or Failure?

▪ We aim for successful projects but research

consistently tells us that a large proportion of projects

fail

▪ The following are the main reasons for project

failure…

Causes of Project Failure

▪ Poor planning and/or inadequate process

– Planning is central to the success of a project.

– Define what constitutes project success or failure at the

earliest stage of the process.

– Essential to drill down the big picture to smaller tasks.


▪ Inefficient way to document and track progress

– This is an oversight on the part of the project manager.

– Tracking milestones is a crucial way to see if expectations

are being met.

– Documentation and tracking also lets the manager

identify which areas require more resources to be

completed on time.


▪ Poor leadership at any level

– The “leader” is usually identified as the project manager.

– However, the management-level executive also has a

responsibility of ensuring the project’s success.

– He/she should work together with the manager to ensure

that the company’s exact requirements are understood.


▪ Lack of a PMO

– A PMO of any sort represents a centre of project

management excellence and always contributes to

greater project success


▪ Failure to set expectations and manage them

– In a team setting, it is critical that you’re able to manage

people.

– If and when expectations are not met, there should be

clearly-defined consequences.

– The task should then be prioritized and possibly reassigned

to a more competent individual.


▪ Inadequately-trained project managers

– The project manager is taking on a heavy responsibility.

– It is important to assign management roles only to

individuals who have the capabilities to meet

requirements.

– In some cases, poorly-trained managers are assigned to

complex projects; this is a recipe for failure.


▪ Inaccurate cost estimation

– There are instances when the cost of an undertaking is

grossly underestimated.

– When it runs out of resources, the project cannot be

completed.

– This can be mitigated when the lack of resources is

identified early by the project manager.


▪ Lack of communication at any level

– Communication between the management executive

and the project manager, and between the latter and

the team members are always important.

– Everyone should feel free to come forward to state their

concern or give suggestions.


▪ Culture or ethical misalignment

– The culture of the company must prize competence, pro-

activeness, and professionalism.

– If it doesn’t, the team members may not have the

motivation to do their best.

– In essence, everyone involved from the CEO down must

be concerned about the success of their undertaking.


▪ Competing priorities

– When a company’s resources are stretched, there will be

competing priorities in terms of manpower and financing.

– Having good cost estimation at the start will eliminate this

problem.


▪ Disregard of project warning signs

– When a project is on the verge of failing, there will always

be warning signs.

– Taking action immediately can save the project.

– Otherwise, the whole endeavour can just go down the

drain.

Project Management Methodology

The Airways Way

What is a methodology?

The PMBOK® Guide defines a methodology as:

“a system of practices, techniques, procedures and rules” (p. 546).

What is a methodology?

▪ More specifically a project management

methodology is a defined, documented and

discoverable set of policies, practices, processes,

tools, techniques and templates that provide

guidance on how projects are run within an

organization.

How many ready made project management

methodologies can you name?

Here are some . . .▪ Scrum

▪ Lean

▪ XP

▪ Kanban

▪ Prince2

▪ Agile

▪ UP

▪ RUP

▪ Method 123

▪ MPMM

▪ UPMM

▪ TenStep

▪ PRiSM

▪ SDLC

▪ CMMI

▪ Waterfall

▪ Lean Software Development

▪ Dynamic Systems Development

Method

▪ UWS Project Management

Methodology

▪ OnQ project management

methodology

▪ ITS Project Management

Methodology

▪ Six Sigma

▪ Lean Six Sigma

▪ Corbit

▪ PDCA

▪ Princeton Project Management

Methodology

▪ PSA Project Methodology

▪ CA-PMM

▪ CDC UP

The Airways methodology

The Airways methodology Life Stages

Phases

Airways Software

▪ ProMapp – Process Tool– Description of processes

– Description of stage gates

▪ Tech1 – Finance System

▪ T64 – Asset Management (including E&M resources)

▪ Sentient – Portfolio and Project management Tool– Project Details

– Milestones

– Project Scope

– Finances

– Checklists– Approvals

– Issues/Risks

– Dependencies

– Status Report/Templates

– Meetings

– Actions

– Notes

– Resources Cost

– Benefits

– SharePoint

– History

Check-List for Technical Projects

Check-List for Non-Technical projects

Project Assessment

Goal

▪ To launch a project that will bring value to your

organisation

The Process

Financial Criteria

▪ Benefit-Cost Ratio (BCR)

▪ Internal Rate of Return (IRR)

▪ Present Value (PV) and Net Present Value (NPV)

▪ Opportunity Cost

▪ Payback Period

▪ Return on Investment (ROI)

Non-Financial Criteria

▪ Increase public profile or relations

▪ Reduce reliance on suppliers

▪ To prevent or enable government intervention and

regulation

▪ Provide for community development and/or support

▪ To improve environmental outcomes

▪ To improve health and safety outcomes

Project Delivery: Initiate

Goal is to

▪ To adopt a new project and further qualify its

existence.

We do this by

▪ Working with and adding to information already

collected as a result of the Assessment Life Stage.

▪ Reviewing and extending information within Sentient

▪ Gaining approval of the BIC (Business Investment

Case)

▪ Identifying and assessing your stakeholders

Key Components

1. Creation of the Charter &

Business Investment Case

2. Identification of

key Stakeholders

The Project Charter

Project Charter

▪ The Project Charter is like the birth certificate of the

project. It is the foundation document of the

project.

▪ Built upon the information gathered as part of the

Assessment Life Stage.

▪ Only for projects with an expected cost >$50k

Project Charter

Built up from information in

Sentient and outlines the

▪ Overview

▪ Business reasons

▪ Objectives

▪ Outcomes/Deliverables

▪ Scope

– In scope/Out of scope

▪ Strategic Fit

The Business Investment Case


▪ The BIC contains enough detail for senior

management to decide whether the organisation

should proceed with the project

▪ Must be approved before moving into the Execute

phase

Project Charter vs BIC?

Project Charter

▪ Summarises the ‘conversation’ between Project Manager and Project

Sponsor.

▪ Contains details of Project Objectives

and Strategic Alignment

▪ High Level Scope and Milestones

▪ Identified resources required


▪ Provides succinct, explicit and qualified information which supports robust

decision making

▪ Aimed a justifying why the organisation

should invest money into this project– Includes costings to-date and future

forecasts

– Includes risks associated with those costs

– Details any alternative options (if available)

▪ Includes identified and allocated

resources

▪ Details Impacts to Stakeholders

Approvals

Discussion…

▪ What level of involvement would you have as

Project Manager in this process?

Identifying Key Stakeholders

What is a stakeholder?

▪ Lets discuss what a stakeholder is and why they

might be important to projects?

Stakeholder

▪ A stakeholder is any person, or organisation, that

can affect, or be affected by your project

Stakeholders

▪ Project wisdom says that active management of

stakeholders improves project outcomes.

▪ A structured process is important.

▪ Proactively influence them and mange their

expectations, to support your project or at least not

oppose them

Stakeholders

▪ More of this on Day Two!

Scope Management

Our Goal

▪ Review, elaborate and confirm the project’s scope

as per the Project Charter and BIC

▪ Outcome is an accurate Activities plan to enable

better time, cost and resource estimating

– References: Chapter 4 of The Professional Project

Manager


Review PC/BIC with your team

and SME

Iteratively Collect Requirements and Define the Scope

Create a Activities Plan

Check progress and control

change

Real World

▪ A poorly defined, communicated, agreed and

controlled scope is one of the leading causes of

project failure.

▪ Take time to fully understand the work you are

expected to deliver, write it all down and get

agreement on it.

Problems with Scope Definition . . .

With thanks to www.projectcartoon.com


▪ What do you do well with scope definition and

management?

▪ What problems do you face with scope definition

and management?

Scope Management

▪ Project manager always in control

▪ Scope changes handled in a controlled manner

▪ Defining and controlling what is included

▪ Cross-Project dependencies (incl opportunities)

▪ Preventing undocumented extra work or ‘gold-

plating’

▪ Difference between PROJECT and PRODUCT!

Project and Product Scope

How Scope Matures

Airways Scope - Sentient

Airways Scope – Project Charter

Collecting Requirements

▪ Defining and documenting stakeholder needs to

meet the project objectives

Ways to gather requirements

▪ Interviews

▪ Informal conversations

▪ Focus groups

▪ Facilitated workshops

▪ Group creativity techniques

▪ Questionnaires and surveys

▪ Observations

▪ Prototypes

▪ Benchmarking

▪ Context diagrams

▪ Document analysis

Collecting Requirements

▪ Just because you have asked people for their

requirements doesn’t necessarily mean you will

deliver them – that’s part of the process of

negotiating and agreeing the project scope.

Defining the Scope

▪ Detailed description of project AND product

▪ Builds on the Requirements that have been

collected.

▪ Add into Sentient

▪ Will be further clarified/defined over time

Define Scope

Product Analysis

Alternatives Generation

Expert Judgement

Key terms

▪ Scope Creep

– The scope slowly changing

over time. The direction of the

project changing.

▪ Gold Plating

– Going the extra mile,

delivering more for less

Change WILL occur - It is inevitable.

At ALL times you must ensure that

what you deliver is what you have documented.

Recapping . . .

▪ Gather project and product requirements from

stakeholders

▪ Document and get agreement on the scope to be

delivered

Applying what we have covered . . .

▪ Take some time now to develop your own scope

statement for either a project you are working on or

build a house !

Activities List

▪ Is the backbone of the project

▪ Based on project deliverables

▪ Built from the top down

▪ Constructed using decomposition

Major Deliverable

Deliverable

Sub-Deliverable

Work Package and Activities

Breaking a project down

Where it ends up . . .

Activities List

▪ The team doing the work helps define

▪ Work not part of the Activities List is not part of the

project

▪ Time and Costs estimates rely on the Activities List

and are mapped back to it

110

Exercise

▪ In the next 15 minutes use the blank Activities List in

the workbook to put together your own, for a project

you are currently involved.

Baselines – Scope, Time & Cost

▪ Our baselines represent what we plan, or think, is going

to happen.

▪ Once the project is underway we measure what is

actually happening against our baselines.

▪ The what is actually happening is different from what we

planned to happen then we act by changing either

what we planned to do, or what we are actually doing.

▪ At all times in a project, what we are delivering must

match what we planned to deliver.

Validating the Scope

▪ Does our work conform to the requirements?

▪ Have our deliverables been completed correctly?

▪ Should be performed even if project is cancelled before

completion, to find out how far the product had progressed.

113

Controlling the Scope

▪ Maintaining control by preventing scope change

requests from overwhelming the project

▪ Stopping ‘scope creep’!

114


▪ Begins as soon as the scope baseline is created

▪ Each change request must be controlled and

managed

▪ Whenever work results differ (i.e. a variance is

detected) from documented scope, this process

should be performed

115


▪ Remember that approved changes to the scope

baseline create a new baseline

116

Recapping . . .

▪ Gather project and product requirements from

stakeholders

▪ Document and get agreement on the scope to be

delivered

▪ Develop an Activities List

▪ Control scope changes

Time Management

Time Management

• Preparing a project time estimate

• Using project management software i.e. MS Project or

Excel

• Managing changes to time

– References: Chapter 5 & 6 of The Professional Project Manager

Our Goal

▪ An accurate, realistic, transparent project schedule


Put the activities in the sequence they

will occur

Estimate the resources available

and required

Estimate activity durations

Produce a project schedule

Real World

▪ Time estimating and schedule development is rarely

done well.

▪ Often when it is done, it is forgotten about.


▪ What do you do well with time estimating?

▪ What problems do you face with time estimating,

schedule development and reporting on progress?

A Typical Gantt Chart

Time Management

▪ Scope, time and cost are tightly linked

▪ Do you want it faster? It may cost more or you may

have to do less!

▪ A project manager must take responsibility for letting

the decision makers know the consequences of

these trade offs

Sequencing the Activities

▪ Arrange activity list in the order they will be

performed

Types of Dependencies

▪ Mandatory:

– Can’t build the second floor before you build the first

▪ Discretionary:

– Shouldn’t install the carpet until you’ve painted the walls

▪ External:

– Need resource consent to start remodel

▪ Internal:

– Waiting on others in your organization

Types of Precedence Relationships

▪ Finish to Start

▪ Finish to Finish

▪ Start to Start

128

A

A

B

B

A

B

Critical Path

▪ The path in the Activities List where any slippage will

delay project completion

▪ You should pay most attention to these activities –

highest risk to the project

Leads and Lags

▪ Lead:

– The amount of time by which the start of an activity may

precede the completion of another activity on which it

depends

▪ Lags:

– The amount of time that must be added to the

completion of an activity before a dependent activity

can begin

Float or Slack

▪ How much an activity can slip before affecting the

finish date

▪ Activities on the critical path have no float or slack

Estimating Activity Resources and Durations

▪ Analysing project activities to determine their

resource requirements

▪ Resources are machinery, materials, and human

Estimating Tools & Techniques

▪ The Ballpark Figure

▪ Quotes

▪ Expert Judgment

▪ Lessons Learned

▪ Three-Point Estimates

▪ Analogous Estimates

▪ Parametric Estimates

▪ Alternative analysis

▪ Bottom-up estimating

133

Three-Point Estimates

𝑃 + (𝑀 × 4) + 𝑂

6

P= Pessimistic

M= Most Likely

O = Optimistic

A weighted average calculation

Speed Calculate…

Activity Pessimistic Most Likely Optimistic

A 14 10 8

B 8 7 4

C 10 9 7

D 6 4 3

▪ What is the Three-Point Estimate for Activity A, B, C, & D?

Developing the Schedule

▪ Developing the project schedule based on all the

work done to date…

Gantt Chart

Milestone Chart - Sentient

Speeding Up the Schedule

▪ Need to go faster?:

– Crashing: Adding more resources to the project –

therefore it generally costs money

– Fast-tracking: Performing activities simultaneously

– Do less: Reduce the scope or quality

139

Controlling the Schedule

▪ It is important to proactivity monitor your Schedule as

the project progress

▪ Check for variations between how your are

progressing vs your approved schedule.

140

Recapping . . .

▪ Time Management and schedule development can

be quite technical to complete but the work

provides your time baseline (schedule) that allows

you to measure what is actually going on against

what you thought would go on.

▪ You are going to want to be good with using

software to fully utilise time management.

Applying what we have covered . . .

▪ What software do you currently use and what

software would be useful to you?

▪ Lets take a look at using MS Project to create our

Schedule!

Wrap Up

What have covered

Basics

• The Profession of Project Management

•Foundational Terms

•Project Success and Failures

Methodology

•What is a Methodology

•The Airways Way

•Project Assessment

•Project Initiation

Scope

•Gathering Requirements

•DocumentingScope

•Controlling Scope

Time

• Estimating Techniques

•SequencingTechniques

•Developing a Schedule

•MS Project

Tomorrow

Time Topic

9:00am-10:30am Cost Management

10:30am–10:45am Break

10:45am–12:00pm Change Management

12:00pm-1:00pm Lunch

1:00pm-2:30pm Risk Management

Resource Management

2:30pm-2:45pm Break

2:45pm-4:30pm Stakeholder and Communications Management

Project Reporting

Project Closure

Feedback

▪ What has worked well for you today?

▪ What hasn’t worked so well?

▪ Topics

– Further discussion?

– Add to the agenda?

Any Questions?

Thank You!

Mike Roberts

027 365 7550

[email protected]

mailto:[email protected]

professional project management - falcon training · pmp, pmi-acp, graddippm, bict. about you…...

Documents