welcome to session 4 – project management process overview (continued) instructor:phyllis sweeney...

Welcometo

Session 4 – Project Management Process Overview(continued)

Welcometo

Session 4 – Project Management Process Overview(continued)

Instructor: Phyllis Sweeney

Project Management Certificate Program


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Session 4 Learning Objectives

· Continue to understand the Project Management Processes

· Understand the change management process

The student will be able to:

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Initiation

Planning

Control

Execution

Closeout

Project Management Processes



4

Project Management Processes

Initiation

Control

Close Out the Project

Execution

PlanningPlanning


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Project Management Process

Initiation

Control


Execute

Planning•Develop Detailed Plan•Develop Roadmap•Basis for Progress Monitoring


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Planning Process

· Defining and refining objectives and selecting the best of the alternative courses of action to attain the objectives that the project was undertaken to address

· Devising and maintaining a workable scheme to accomplish the business need that the project was undertaken to address


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Project Management Pain Curve

Poor Planning

Good Planning

What does the x and y axis represent?


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Devise Detailed Project Plan

Determine tasks and prepare Project Workplan (WBS)

Assign level of effort and resources

Determine activity duration

Establish Schedule and Budget Baselines

Develop Acceptance/Completion Criteria

WBS: Work Breakdown Structure


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Project Planning

· WBS defines scope of tasks, milestones, and deliverables

– Tasks are major work activities that lead up to a deliverable and/or milestone

– Milestones denote significant project events that tell you if the project is on schedule

– Deliverables are any measurable, tangible, verifiable outcome, results or items that must be produced to complete a project or part of a project.


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Work Breakdown Structure

What is a Work Breakdown Structure?· “Checklist” not “tasklist” of work to be accomplished· Structured approach· Scope of work broken down into smaller & specialized work

– Major project work packages identified– Major project outputs and responsibilities are defined

Why Breakdown the Work?· Facilitates the budget preparation process· Assigns responsibility to organization and/or functional area· Facilitates monitoring and reporting of project development and

progress


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Approaches to Building the WBS

Three Things to Consider When Preparing a WBS

1. Is there enough detail for the PM to manage the project?

2. Begin the worktask with a verb (action) and end in a noun (product)

3. Does each worktask result in a deliverable and is someone responsible?


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Approaches to Building the WBS

“Rules of Thumb”

1. “Order of Magnitude” Order of Magnitude --Analogous - Definitive

2. “20 - 80 hour” Rule– Breakdown work only as far as to develop an

estimate to the required degree of accuracy. – A single person is responsible for each worktask.

Each worktask results in a deliverable.

3. Progress status is reported as completed or not done.


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Identify Work Packages

· Planning a Job Interview

Complete a WBS for a JOB Interview(Use the yellow stickie exercise)


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Scope/WBS Pyramid

1-Total Program

2 - Project

3 - Task

4 - Subtask

5 - Work Package

6 - Level of Effort

Quantified Objectives

Major Work Assignments

Detailed work tasks required to accomplish major work activity

Identifiable grouping of related work from one or more disciplines. It represents a "Manageable" segment of work.

Individual disciplines with discrete work products and resource requirements

Collection of Projects

Top Down or Bottom Up Approach?


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Scheduling Fundamentals

Key Workplan Information on a Time Scale– WBS– Project Network - relationships– Task Estimates– Critical Path Analysis


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Scheduling Fundamentals

Scheduling Goals– Lowest project cost– Shortest elapsed time– Flexibility to accommodate major changes– Worktasks defined to provide accountability

Schedule Uses– Project reports– Tracking progress– Analysis– Costing and accounting


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Critical Path SchedulingDefinition· Longest sequence of activities from start to finish· Delay of any critical path activity will delay project· Has ZERO Float or slack time

– “Float” or “Slack” time is the amount of delay in the start or completion time of an activity without causing a delay

How to Determine Critical Path? (Covered in More Detail in Planning Class)

“Myth or Reality”· Myth is the “Mathematical” critical path calculated by software· Reality is the “Managerial” critical path determined by

management decisions and actions


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Estimate Activity Duration

· Similar Projects

· Historical

· Experts / Experienced Project Managers

· Productivity

· Simulation Tools


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Project Plan (Work Plan)

WHAT (Technical Objectives)• Specific major activities and deliverables • Completion Criteria

HOW (Work Breakdown Structure)• Checklist of worktasks • Smaller, specialized activities• Specific implementation approach


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Project Plan (Work Plan)

WHO (Resource Utilization)• Organizational units responsible for work components• Specific staff responsibilities and authorities• Where work will be performed

WHEN (Schedule)• How long each work element will take?• When will it be performed?• Resources required

HOW MUCH (Budget)• Cost for each worktask• Accumulated costs at major milestones


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Work Plan

WHO? WHEN? HOW MUCH?

WHAT? HOW?

What + How + Who + When + How Much = Work plan

Task A

Task B

Task C

A1.1 XA1.1a XA1.1b X

X

X

X

X

A B C D J F M A M J J A S O N D Hrs $

# $# $

# $

# $

# $

# $

# $

TOTAL


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Work Package Leveling

Resource Leveling:

• More Work than Available Staff

• Extend task completion time without affecting critical path

• Use overtime (Increased costs and decreased productivity)

• Increase production rate

• Contract out workload (Increased costs)

• Increase permanent work force

• Delay work beyond its original completion date


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Work Package Leveling

Resource Leveling:

• More Staff than Work

• Accelerate work completion

• Develop more detailed WBS

• Perform simultaneous work tasks

• Reduce work force


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Successful Planning Characteristics Summary

· Status and completion are easily measured

· Definite beginning and ending event

· Estimated duration and budget can be determined

from prior experience with similar activities

· Manageable work assignments that are measurable,

integrated, and independent of other activities


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Project Management Process

Initiation

Control


Execute

Planning

Execute


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Execute Against the Plan

• Coordinating people and other resources to carry out the plan


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• Recruit and Organize the Project Team

• Establish Team Operating Rules

• Ensure team understands the schedule and is committed to it

o Level Project Resources

o Schedule Work Packages

o Document Work Packages

Execute Against the Plan


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Project Monitoring

What should be monitored?

· Work status compared to plan

· Quality of the work

· Cost and schedule compared to plan

· Unresolved project issues

What monitoring should accomplish?

· Communicate project status to everyone, including management

· Provide justification for project changes

· Compare actual progress versus plan

· Explain variances


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Work Package Documentation

Deliverable Pages, if required

• Inform all parties of contractual deliverables and completion dates

• Record project approach

• Provide sufficient detail of all tasks and describe relationship to other work packages

• Present in a format that can be updated and used as progress status reports

• Hold work package manager responsible

• Serve as reference point for clarifying issues

• Clearly identify task budgets


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Session 4 Summary

· Understanding of Planning and Execution processes

welcome to session 4 – project management process overview (continued) instructor:phyllis sweeney...

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