Post on 21-Jan-2018
transcript
Project Management:
Tips and Tools
Kandis Porter, PMP, MBA, MSPM
Effective Flow Connections
January 24, 2018
Definition: Project
“A project is a temporary and one-time
endeavor undertaken to create a
unique product or service, which brings
about beneficial change or added
value.”
Reference: PMI, 2017 2
“Project Management is the
application of knowledge, skills,
tools, and techniques to project
activities to meet project
requirements.”
Definition: Project Management
Reference: PMI, 2017 3
Reasons Why Projects Fail
1. Poorly defined goals and objectives
2. Lack of communication
3. Unclear or changing priorities
4. Overcommitted resources
5. Unrealistic schedules
6. Unclear roles and responsibilities
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July 2006: Incirlik Air Base Support
Evacuation Operation of Americans from Lebanon
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1. Introduction to the Project Management Institute and Project
Management Body of Knowledge Guide
2. The “triple constraint” imposed on all projects
3. Why it is critical to create a detailed Project Charter & Project
Management Plan
4. Key concepts for project schedule management and using MS
Project as a tool
5. Tracking and managing project Issues, Risks, Actions, and
Decisions (IRAD)
6. Why Lessons Learned are important and how to capture them
What We Will Cover
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PMI’s Project Management Professional (PMP) credential is the
most important industry-recognized certification for project
managers
Founded in 1969, PMI delivers value for more than 2.9 million
professionals working in nearly every country in the world through
global advocacy, collaboration, education and research
PMI Purpose: We advance careers, improve organizational
success and further mature the project management profession
through globally-recognized standards, certifications,
communities, resources, tools, academic research, publications,
professional development courses and networking opportunities
Project Management Institute (PMI)
7www.pmi.org/
PMBOK’s Five Process Groups
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PMBOK’s 10 Knowledge Areas
Integration Management
Scope Management
Schedule Management
Cost Management
Quality Management
Resource Management
Communications Management
Risk Management
Procurement Management
Stakeholder Management
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Triple Constraints on Projects10
Scope
Flexibility Matrix
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Flexibility Matrix
Least Flexible Moderately Flexible Most Flexible
Scope X
Time X
Cost X
Developing a Project
Charter
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What is the purpose of a Project
Charter?
The Project Charter formally authorizes the existence
of a project and provides the project manager with
authority to apply resources to project activities.
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Commitment Communication
Inputs to the Project Charter
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Business documents: justification the project outcomes will outweigh
investments
Agreements: contracts, service level agreements, letters of intent, etc.
Enterprise environmental factors: industry standards, regulatory
requirements, etc.
Organizational process assets: policies, processes, procedures, templates,
etc.
Project Charter
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Project Overview/Purpose/Description
Key deliverables
Measurable project objectives and success criteria
Project Sponsor
Key Stakeholder List
Project Manager and authority level
Project Team
Project Scope
Project Schedule Estimates
Project Cost Estimates
Project Risks Project Decision-Making
Project Approvals and exit criteria
Project Assumptions and Constraints
Project Charter
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Project Overview/Purpose/Description
Key deliverables
Measurable project objectives and success criteria
Project Sponsor
Key Stakeholder List
Project Manager and authority level
Project Team
Project Scope
Project Schedule Estimates
Project Cost Estimates
Project Risks Project Decision-Making
Project Approvals and exit criteria
Project Assumptions and Constraints
Anyone or any
group that is
impacted by or
has influence
over a project.
Stakeholders
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Project Management Plan
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The Charter is an input into the Project Management Plan
Project Management Plan components include but are not
limited to:
▪ Change management plan
▪ Configuration management plan
▪ Scope baseline
▪ Schedule baseline
▪ Cost Baseline
Project Management Plan
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The Charter is an input into the Project Management Plan
Project Management Plan components include but are not
limited to:
▪ Change management plan
▪ Configuration management plan
▪ Scope baseline
▪ Schedule baseline
▪ Cost Baseline
Project Schedule
Management
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Developing a Schedule
Create a Work
Breakdown Structure
(WBS)
Schedule the
Activities
Resource & Estimate
the Activities
Set the Project
Baseline
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“Nothing is particularly hard if you
divide it into small jobs.”
-Henry Ford
Objective of WBSThe objective of a WBS is to break the work (scope) into components that can be scheduled and estimated for cost/resources.
0.0 Swimming Pool
1.0 Landscape
1.1 Landscape Design
1.2 Order Plants
1.3 Plant Plants
1.4 Build Wood Deck
2.0 Dirt Work
2.1 Excavate Hole
2.2 Remove Dirt
2.3 Build up Contours
2.4 Bring in Topsoil
3.0 Concrete
3.1 Build Form
3.2 Concrete Pour/Dry
3.3 Remove Forms
3.4 Paint & Tile
4.0 Plumbing
4.1 Build Pump House
4.2 Install Plumbing
4.3 Install Pump
4.4 Install cleaning Equipment
5.0 Project Management
5.1 Develop Project Management Plan
5.2 Execute Project Management Plan
5.3 Manage Change Advisory Board
5.4 Communicate Progress
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MS Project27
What is MS Project?
Microsoft (MS) Project is a tool used to create and update work plans
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Creating a Work Plan in MS Project
Create a hierarchy by indenting tasks
▪ Note: Recommended hierarchy is three to five levels
Ensure each task has a unique name/identifier
Confirm all deliverables are included in the work plan
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30Gantt Chart View
MS Project Uses the Following
Variables
• Work = amount of effort
• Units = amount of full-time equivalent resources
• Duration = elapsed time
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Network Diagram
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= Critical Path
Assigning Resources in MS Project
Set up resources (i.e., human, materials, equipment) in the “Resource
Sheet”
Use the following best practices when assigning resources:
• Assign resources to tasks at the detailed task level only
• Select resources from drop-down
• Limit the number of resources assigned to tasks
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Setting the Project Baseline
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1. Select “Set Baseline” from the Project Tab
2. Set baseline for
the entire project
Tracking Project Issues, Risks,
Actions, and Decisions (IRAD)
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Tracking IRAD
o Issue: An event or condition that has already happened
and has impacted or is currently impacting the project
objectives; there is no uncertainty
o Risk: An uncertain event or condition that, if it occurs, has a
positive or a negative effect on project’s objectives
o Action: Project Team tasks that arise from meetings, etc.
o Decision: Agreement made that impacts the project,
processes, etc. 36
Reducing the number and impact of unexpected events
Involving the entire study team in sharing risk concerns and communicating as a team
Developing mitigation and contingency plans
Putting actions into place that are outlined in the Mitigation Plan to prevent a risk from triggering; Mitigation should reduce the likeliness of risk occurring, ideally make the risk go away
Having Contingency Plans ready to activate only in the event a risk triggers
Defining and targeting high risk areas for escalation to management and mitigation
Risk Management Benefits
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Risk Management Process
Risk Identified & Analyzed
Risk Triggers
No
Yes
Mitigation and Contingency
Plans Developed
Mitigation Plan Executed
Lessons Learned Risk Closed
Issue Closed OutIssue Monitored and Addressed
Risk Becomes an Issue:
Contingency Plan Implemented
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Identifying Risks
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Budget/funds
Schedule
Scope or requirements changes
Potential technical issues
Potential resourcing issues
Contracts
Business
Legal
Safety
Regulations
Reputation
Identify risks in all areas of the project:
Developing Mitigation & Contingency
Plans
After a risk has been identified, a mitigation and contingency plan should be
developed.
Mitigation PlanA detailed plan of the actions that will be put into place in order to
eliminate or reduce/eliminate the likelihood the risk will occur; includes
discussion of costs required to execute mitigation activities.
Contingency PlanA detailed plan of what will be done in response to the risk, should it occur.
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Risk Log
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Risk ID Description Date Logged Owner Mitigation Plan Probability Impact Timescale Current State Current Date Status
Lessons Learned
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Identifying Lessons Learned
Solicit input from Project Team Members & Stakeholders
▪ What went well?
▪ What didn’t go well?
Review risks & issues
▪ Were risks properly identified for the resulting issues?
▪ Could mitigation have prevented the issues?
▪ Should these be identified as risks to other projects?
Review documents, tools, standards, etc.
▪ Accuracy of business case and project assumptions
▪ Should these be adopted as “Best Practices”?
▪ Do they need refreshed or updated?
▪ Was there missing information or guidance?43
Tracking Lessons Learned
Create a Lessons Learned Register and capture them along the way
▪ Include challenges, problems, realized risks, and opportunities
▪ Include effective responses for variances and corrective/preventative actions
▪ May obtain the information through team meetings
At the end of a project or phase, Lessons Learned information is transferred to an organization process asset called a Lessons Learned Repository
▪ This repository will be valuable when planning future projects
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As a Project Manager, don’t forget to recognize project
team members and celebrate project successes
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Questions?
Kandis Porter, PMP, MBA, MSPMFounder & Managing Director
Effective Flow Connections, LLC
Kandis.porter@outlook.com
www.effectiveflowconnections.com
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Resources
This presentation includes information from the Project
Management Institute (PMI) Guide to the Project Management
Body of Knowledge (PMBOK) Sixth Edition
More information is available:
www.pmi.org
pmihq@pmi.org
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PMI’s PMBOK Guide (2017)
“A foundation upon
which organizations can
build methodologies,
policies, procedures,
rules, tools & techniques,
and lifecycle phases
needed to practice
project management.”
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The PMI Lexicon of Project
Management Terms
Provides clear and
concise definitions
for nearly 200 of the
profession’s
frequently used
terms.
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