Fundamentals of MPMM PM Methodology Software

1 Copyright © 2000-2014 TenStep group

Fundamentals ofFundamentals ofProject Management using the Project Management using the

MPMM Methodology ToolMPMM Methodology Tool


AgendaAgenda

• Module 1– Review the fundamentals – Overview of MPMM– Project initiation– Project planning (start)

• Module 2– Project planning (finish)

• Module 3– Project execution– Project closure– MPMM demo


Learning ObjectivesLearning Objectives

By the end of class, each attendee should be able to:

• Discuss the value of project management• Understand MPMM at a high level• Understand how to initiate a project • Identify and create the project schedule and supporting

project management plans • Monitor and control the project management processes

throughout project execution• Conduct project closure• Describe the structure of MPMM and how to navigate

through the methodology


Project FundamentalsProject Fundamentals


Let’s Start - What is a Let’s Start - What is a Project?Project?

• Defined start and end-date• Defined scope, finite budget, specific end

result (or deliverables) and assigned resources.

• Unique work• Managed according to the size, complexity

and criticality• Not routine work / support / maintenance /

operations


What is Project What is Project Management?Management?

• Utilizes skills, tools and processes to complete a project successfully– Skills – specialized knowledge and experience– Tools – templates, checklists, software, etc– Processes – to plan and manage project

• Project Lifecycle– “A series of phases undertaken

to deliver a required project outcome”

– MPMM has four phases


Typical EnvironmentTypical Environment

• Project management considered overhead • Sponsors uninvolved and unengaged• Projects completed late and overbudget• Wide range of project manager skill levels

and competencies• No common project management experiences

and best practices• No common or formal project management

training • No standard processes or templates


Where You Want To BeWhere You Want To Be

Company / organization• Common processes for project management• Common roles and responsibilities• Common terms and definitions• Consistent communication and reporting

throughout the organization

• High overall chance of success on all projects


Where You Want To BeWhere You Want To Be

Project managers• Appropriate project charter and planning• Proactive management of project scope,

risks, communication, issues, etc. • Knowledgeable in best practices and overall

project management techniquesProject team members• Reduced time for acclimation on new projects• Common understanding with project manager

on how project is managed


Exercise #1Exercise #1

• Are you excited about adopting a standard project management methodology?

• What do you see as the benefits?• What are your concerns?


What is a Methodology? What is a Methodology?

• A common system of processes and techniques used in a specific discipline

• Includes repeatable best-practices, templates and prior accumulated knowledge

• Provides a common language and culture that everyone can use and follow

• Creates a well-ordered environment that allows for a better chance of success


Why Use a Methodology?Why Use a Methodology?

• Adds more time?

• Adds more cost?

• Adds unneeded documentation?

• Adds extra work?

• Adds more overhead?

(By the way, if this was the case, why would any company want to implement project management ????)



• Adds more time? NO!

• Adds more cost? NO!

• Adds unneeded documentation?NO!

• Adds extra work? NO!

• Adds more overhead? NO!



Better, faster, cheaper project execution through:

• Repeatable processes YES!

• Fewer errors and less rework YES!

• Pre-built templates YES!

• Standard schedule activities YES!

• Less start-up time for new projects YES!

• Easier knowledge transfer YES!


Big ProjectsBig Projects

Break big chunks of work into smaller projects• Days of huge “mega projects” are over• Smaller projects have more opportunity for

success– Ability to focus better– Better able to gain initial success and momentum– Better able to estimate the work – Provides opportunity to deliver something and

then expand the solution from there

• Break projects into parts that could naturally stand alone


ProgramsPrograms

• Group of related projects• All work accomplished through underlying

projects– Sequentially– Parallel

• Entire effort coordinated through program structure– Program Manager– Program Charter– Program management procedures

• Program is over when all objectives are accomplished



• Read the case study• Identify how you would structure the work

into one or more projects• Focus on project level breakdown – not

activities


Questions?Questions?


Overview of MPMMOverview of MPMM


What is MPMM?What is MPMM?

• Method123 Project Management Methodology • Describes the project management work

required to initiate, plan, execute and close a project

• Scalable (project sizing matrix)• Not industry specific• Includes

– Templates– Approach to complete each task– Examples


Project Management Best Project Management Best PracticesPractices

• Aligned with Project Management Institute (PMI®) as defined within "A Guide to the Project Management Body of Knowledge" (PMBOK® Guide)

• Aligned with Prince2®, a UK standard for project management


MPMM ContentsMPMM Contents

• Project management lifecycle– Project Initiation phase– Project Planning phase– Project Execution phase– Project Closure phase



• Templates



• Examples


Contents Contents

• Roadmap– Depicts the MPMM phases

and steps for easy access


Contents Contents

• Project Sizing


Contents Contents

• Glossary– MPMM terms and definitions


TutorialTutorial

• Recommendations for how to use MPMM – By role– Creating and customizing project lifecycle and

templates– Using the methodology– Suggested approaches for implementation and

training


HelpHelp

• Describes how to – Navigate and use MPMM– Customize MPMM– Create and edit pages– Import and export

templates– Manage your

methodologies within MPMM


Demo Later… Questions Demo Later… Questions Now?Now?


Project InitiationProject Initiation


Initiating a ProjectInitiating a Project

• Idea is generated– Opportunity available– Resolve a problem today– Manage a future risk– Regulatory, legal, accounting, auditing …

requirement


Project Initiation PhaseProject Initiation Phase


Develop a Business CaseDevelop a Business Case

• Justifies the start of a project• Describes business problem

(or opportunity)• Lists alternatives and a recommended

solution• Provides measurements for determining the

success of a project• Presented to a Project Sponsor for approval• Validated during end of phase review



• Identify the business problem or opportunity– May need a Feasibility Study to investigate

completely– Identify the root cause of the business problem or

opportunity (why the idea is generated)– Define the impact and the impact of doing nothing



• Identify the alternative solutions– Quantify the benefits of each solution– Forecast the costs of each solution– Assess the feasibility of each solution

• What is the likelihood each solution will be successful?• May need Feasibility Study

– Identify any issues, and assumptions



• Recommend a preferred solution– Rate the alternative solutions– Identify the recommended solution

• Describe the implementation approach– Define how the solution will be initiated, planned,

executed, and closed– Describe how project management will be

implemented and the project management processes to be used


Undertake a Feasibility Undertake a Feasibility StudyStudy

• Assesses alternative solutions to meet the business need

• Research the business problem / opportunity• Identify the high-level requirements

– List key business drivers– Identify enough requirements to complete the

Initiation


Undertake a Feasibility Undertake a Feasibility StudyStudy

• Assess the feasibility– How well does each solution meet the business

need

• Rank the feasibility results– Score the results– Identify risks, issues, and assumptions for each

solution

• Identify the feasibility outcome– Do the math – rank based on score and weight– Pick solution has highest overall score


Establish the Project Establish the Project CharterCharter

• Describes purpose of a project, structure and implementation

• Defines the– Vision, objectives, scope and deliverables

• What the project will achieve

– Stakeholders, roles, and responsibilities• Who is involved

– Implementation approach• Approach to initiate, plan, execute, and close the project


Definition - Project CharterDefinition - Project Charter

• The document that defines a project in terms of objectives, scope, risk, assumptions, etc.

• Not an end in itself – represents definition process

• Signifies an agreement with the Sponsor and major stakeholders on the nature of the project

• Represents current definition of the project– Significant changes are reflected in the Project

Charter



• Vision– Vision– Objectives– Scope – Deliverables

• Project organization– Customers– Stakeholders– Roles– Responsibilities– Structure



• Approach to implementation– Approach– Implementation Plan– Milestones– Dependencies– Resource Plan– Financial Plan– Quality Plan– Completion criteria



• Risks and Issues– Risks– Issues– Assumptions– Constraints


VisionVision

• States the purpose of the project in brief sentences

• High-level statements • Somewhat vague

– “To implement a robust, reliable financial management system within the business“


ObjectivesObjectives

• Determines project success• Low level, specific and concrete statements• Should be “SMART”: Specific, Measurable,

Achievable, Realistic, and Time-Based– Action oriented (starts with a verb)– Should be deliverable-based

• Not features and functions (requirements)– "To install new accounts payable and receivable

and payroll system modules within the existing accounting system, thereby achieving 99.5% system up-time"


Project OrganizationProject Organization


What is a Project Manager?What is a Project Manager?

The person with the responsibility for managing the project to a successful conclusion.

A new employee in the company mailroom noticed an older man sitting in the corner, sorting mail, weighing packages, adding postage and doing other simple jobs. He asked his supervisor who the man was.

"That's Joe." the supervisor said. "He has been with the company for 35 years and is getting close to retirement.“

"Really." the new employee replied. "And he's been in the mailroom the whole time?“

"No, he left a while. But he asked for a transfer back - after spending several years as a project manager.“


What is a Project Manager?What is a Project Manager?

• Schedule – work completed on time• Budget - work completed within budget• Issues – identify, track, manage and resolve• Communication - proactively to all stakeholders• Risk - identify, respond and manage project risk• Quality - ensure solution is of acceptable quality• Scope - deliver what was agreed to• Procurement – manage vendors and deliverables


People ResponsibilitiesPeople Responsibilities

• Leads the team to willingly follow your direction• Sets reasonable, challenging and clear

expectations• Holds team accountable for meeting

expectations• Displays proactive verbal / written

communication• Builds team comradery• Motivates• Provides performance feedback • …


What is a Project Team?What is a Project Team?

• Reports to the project manager • Work on the project activities and tasks• Assigned full-time or part-time• Work directly on the creation of project

deliverables• Communicates progress to the project

manager


What is an Executive What is an Executive Sponsor?Sponsor?

• Has ultimate authority/responsibility for the project

• Provides high-level direction and vision• Funds the project• Champions the project within their

organization• Resolves major change requests and issues• Validates and ensures project benefits are

attained• Approves all major deliverables• May delegate day-to-day tactical management to

a Project Sponsor


What is a Project Sponsor?What is a Project Sponsor?

• Optional position• Represents the Executive Sponsor on a day-

to-day basis• Makes business decisions about the project

on a day-to-day basis• Coordinates requests for time with the

business community


What is a Project Board?What is a Project Board?

• Assists the Sponsor – Defining the vision and objectives– Periodically reviewing overall status of the project– Resolving issues and approving scope changes


Project OrganizationProject Organization

• Customer / client• Vendor / supplier• Stakeholders• Users• Project manager• Project team • Executive Sponsor• Project Sponsor• Project Director• Project Board

Stakeholders Vendors /

Suppliers

Clients

Sponsor

Users



• Read the statements• Identify the typical role (or roles) that might

make these statements


ScopeScope

• Sets the logical boundaries of the project– Low level scope (requirements) fills inside the

boundaries

• Define scope well to manage scope effectively

• The more detailed, the better chance of success


Scope BoundariesScope Boundaries

Define what is in and out of scope (other):• Lifecycle processes (analysis, design, testing) • Data (financial, sales, employee) • Data sources (or databases) (billing, general

ledger, payroll)• Functionality (decision support, data entry,

management reporting) • Organizations (Human Resources,

Manufacturing, vendors)


Deliverable ScopeDeliverable Scope

• Always specify deliverables• Include internal, customer focused

– Business Requirements– Current State Assessment

• Include final deliverables– Business application– Hardware installed– New phone system


• Are there deliverables that do not directly help to achieve objectives?– If so, delete the deliverables or reword objectives

• Are there objectives for which there are no defined deliverables?– If so, delete the objective or add deliverables

Align Deliverables & Align Deliverables & ObjectivesObjectives


Goals

Objectives

Deliverables

WorkPackages

Activities

Decom

position

Decomposition and Alignmentof the work of the project

Alignm

ent

Align Deliverables & Align Deliverables & ObjectivesObjectives


Approach to ImplementationApproach to Implementation

• Approach• Summarized Schedule• Milestones• External Dependencies• Resource Plan – high level• Financial Plan – high level• Quality Plan

– Describe all PM processes at a high-level

• Completion Criteria


List Risks and IssuesList Risks and Issues

• Assumptions• Risks• Issues• Constraints


Definition - AssumptionsDefinition - Assumptions

• Statements that we believe to be true

• A low level risk – Event or condition that needs to happen and high

probability that it will occur

– Event or condition that will impede your project and low probability that it will occur

• Outside the total control of the project team


Definition - RisksDefinition - Risks

• Future event of condition• Probability of occurrence• Impact to the project• Outside the total control of the project team • Example

– Event or condition that needs to happen and a “likely” probability that it will not occur

– Event or condition that will impede your project and a “likely” probability that it will occur


Risks Vs. AssumptionsRisks Vs. Assumptions

• An event or condition that may have a negative impact on the project– Risk. The event is more likely than not to occur– Assumption. The event is not likely to occur

• A event or condition that must occur for the project to be successful– Risk. It is more likely than not that the event will

not occur– Assumption. The event is very likely to occur



Are these risks, assumptions or something else?• We will have strong support from our executive

sponsor• The production and test servers will be installed by

our vendor before integration testing• The concrete floor needs to be 12 inches deep• We will complete requirements before we begin

design work• Our vendors will support our application by October 1• We must go to the moon to get the supply of meteor

fragments that this project requires• It is 60 miles from location A to location B


• Either risk or assumption

• Either risk or assumption

• Requirement• Either risk or

assumption• Either risk or

assumption• Fiction

(0% chance)• Fact

(100% chance)

• We will have strong support from our executive sponsor

• The production and test servers will be installed by our vendor before integration testing

• The concrete floor needs to be 12 inches deep

• We will complete requirements before we begin design work

• Our vendors will support our application by October 1

• We must go to the moon to get the supply of meteor fragments that this project requires

• It is 60 miles from location A to location B



Definition - IssueDefinition - Issue

• An event that currently affects a project’s ability to produce the required deliverables


Definition - ConstraintsDefinition - Constraints

• Events or conditions that limit actions or options

• Facts – 100% likely to occur– Need to be managed around

• Not necessarily problems but could be– Example – date constraint may or may not be a

problem



• Read the additional case study material• Define the project

– Objectives, use handouts– Scope, use handouts– Assumptions, use handouts (risks are covered

later)– Dependencies, use handouts– Constraints, use handouts– Estimated cost and duration, determine on your

own– Project organization, determine on your own


Appoint a Project TeamAppoint a Project Team

• Identify roles for the project• Specify number of people for each role• Summarize the responsibilities for each role• Define the process to recruit and staff the

project– Internal– External

• Recruit a project team of skilled and qualified staff


Setup a Project OfficeSetup a Project Office

• Houses “project administration” staff– Tools, processes, communications

infrastructure, technologies, office equipment

• May exist in an organization to support all projects



• Describe the project office purpose in terms of• Time Management• Cost Management • Quality Management • Change Management• Risk Management• Issue Management • Procurement Management

• Communications Management

• Acceptance Management

• Phase Reviews• Auditing and

Compliance• Providing Tools• Project Closure Reviews



• Define the roles of the office staff – Communications Manager, Risk Manager, etc

• Identify the office location, obtain budget, and relocate staff to Project Office

• Create/purchase the methodology, standards, financial tools, processes, etc to run the office

• Run the project office


Perform Phase ReviewPerform Phase Review

• Determine whether all initiation activities have been completed

• Define and review exit criteria for Initiation Phase

• Request approval to proceed to Planning Phase



• Backward looking– Deliverable approvals – Budget and schedule review– Review project issues and risks– Review project change requests

• Forward looking– Validate schedule and budget estimates– Validate the Business Case

• Good opportunity to cancel a project that no longer makes sense.

– Check that resources are available– Validate your sponsorship




Project PlanningProject Planning


Project Planning PhaseProject Planning Phase

involves completing the following 10 key steps:


Create a Project PlanCreate a Project Plan

• Deliverable is the project schedule• Options

– Work through activities in your head (small project)

– Use schedule from prior successful project– Use templates based on project characteristics– Build from scratch


Define the Work Breakdown Define the Work Breakdown StructureStructure

• Lists all phases, activities and tasks• Phase

– Activities to deliver a substantial portion of overall project

• Activities – Set of tasks required to complete a portion of a

project

• Task– Item of work to be completed within a project

• Milestone– Major project event– Deliverable completion


Work Breakdown StructureWork Breakdown Structure

1. Break down work at project level (level 0)2. Is each activity less than the estimating

threshold and do I understand the work?3. If no, break those down into

lower-level activities4. Repeat steps two and three until all

activities are less than estimating threshold and you understand the work involved


Work Breakdown Structure Work Breakdown Structure (WBS)(WBS)

• Any breakdown should end up covering all the work

• Estimating threshold– Used to determine how small to break the work

down– Based on manageability

• Summary activities• Detailed activities

– Verb oriented / action oriented– Will transition to the schedule

• Sequencing not important right now



Example: by phase



Example: by deliverable



Example: time-based



Does:• Break down the

work into smaller and smaller pieces

• Divide the work into manageable chunks

• Make it easier to estimate the work at the detailed level

Does not:• Allow you to

control the project• Allow you to

sequence the activities

• Tell you who does what work



Read additional case study information• Build work breakdown structure using one

sticky pad sheet for each summary and detailed activity

• Number each activity based on the levels(0.0, 1.0, 2.0, 2.1, 2.2, 2.2.1, …)

• Report out



Are you more familiar with an Indented Task List?


Identify the Required Identify the Required ResourcesResources

• Assign generic resource roles– ‘programmer1’, ‘technical writer 1’

• Estimate the effort required to complete each task

Task Title Resource Effort

List the title of each Task in the project.

List the project team responsible for the completion of the Task.

Quantify the approximate amount of effort (e.g. days, weeks and months) required to complete the Task.


Exercise #7 - Step Right UpExercise #7 - Step Right Up

• Take a script• Estimate the number of candies based on

your script• Report your estimate• How did you come up with your estimate?


Estimate the EffortEstimate the Effort

Estimating techniques• Analogy (similar, not exact)• Ratio (the same, but different scale)• Expert opinion• Delphi• Parametric modeling• PERT• Work breakdown structure



Analogy• Look for similar projects from the past• May or may not have detailed estimates and

actuals• Industry databases• BenchmarkingExample - Chicago project is 500 hours. Atlanta

is similar size



Ratio• Characteristics of project allow comparison• Projects are similar but different scale• The main factors that drive the effort are

similar• Could be scaled higher or lowerExample - Chicago project 500 hours. Orlando

half as big. New York twice as big.



Expert opinion / Delphi• Someone who has done it before many times• Experts within company• Industry experts• Research analysts



Parametric modeling• Characteristics of project allows use of a

model• Use statistics, formulae, spreadsheets Example - Highway is $1 million per lane per

mile. How much for 10 miles of four lane highway?



PERT • Program Evaluation and Review Technique• Provides a weighted average• (Best case + (4 * most likely) + worst case) /

6• Weights the average toward the extreme

case

Example - best case is 6, most likely is 10, worst is 26 ……….. PERT estimate is 12



Work Breakdown Structure• Break down the work• Estimate all work at the detailed level• Add up the estimates for all detailed activities• Apply estimating techniques at the activity

level

WBS is usually the most time-consuming, but can be the most accurate



ESTIMATE ACCURACY PURPOSE

ORDER OFMAGNITUDE

(CONCEPTUAL)

-50% - +100% Evaluation of projects or alternatives

PRELIMINARY(BUDGET)

- 15% - +25% Establish initial budget,reserve funds for project

DEFINITIVE - 10% - +15% Establish actual project budget, after Project

Charter



Estimating contingency• Represents estimating confidence level• Identified as a separate budget amount (best)• Buried into each individual estimate (worst)• Tapped for overruns from inaccurate

estimates– Cannot be tapped for scope change requests



Tolerances• Complete project +/- • Can take the place of estimating contingency


Estimate DurationEstimate Duration

• Factor in productive hours per day • Factor in available workdays• Determine how many resources on each

activity• Take into account any part-time resources • Calculate delays and lag times• List all assumptions and constraints


Construct a Project Construct a Project ScheduleSchedule

• List the phases, activities and tasks required to complete the project, as well as the dependencies, sequencing and resources involved

• Sequence the activities - what comes first, second, third, etc.

• Look for relationships between activities• What can be done in parallel?• What activities must wait for others to

complete?


Construct a Project Construct a Project ScheduleSchedule

Dependencies • “Logical relationships between phases,

activities or tasks that influence the way in which a project will be undertaken”– Internal to the project or external to the project

Activity Title Depends on Dependency Type

Identify each project activity involved in the Dependency.

List the item upon which this activity is dependent.

Identify the type of this Dependency (e.g. Start-to-Start or Start-to-Finish).


Sequence the ActivitiesSequence the Activities

• Sequence the activities – what comes first, second, third, etc.

• Look for relationships between activities• What can be done in parallel?• What activities must wait for others to

complete?


Network DiagramNetwork Diagram

• One start and one end• Collection of any set of related tasks is a path• All tasks have at least one predecessor

(except the beginning)• All tasks have at least one successor (except

the end)


Network DiagramNetwork Diagram

Finish to Start (F -> S) • Activity A must finish before activity B can

start• Most common

A B

Hookup new

computerBefore

New software is installed


Convert WBS to Network Convert WBS to Network DiagramDiagram

T a sk 1 .1 T a sk 1 .2

A c tiv ity 1

T a sk 2 .1 T a sk 2 .2

A c tiv ity 2

T a sk 3 .1 T a sk 3 .2

A c tiv ity 3

W B S

Start 1.1 1.2 2.2

2.1 3.1 3.2

Finish



• Use the WBS you created earlier• Rearrange the activities to create a network

diagram • Report out


Critical PathCritical Path

• Drives the end date • Any delay will cause the entire project to be

delayed• Can’t manage duration without knowing

critical path


End

Path A

Path B

Time

A F I PO

B MLC D K

E H N QG

J

Path C

Path D

Critical PathCritical Path



1. How long will this project take to complete?

Add Resources

2. How can you reduce the overall schedule by one day?

3. How can you reduce the overall schedule by two days?

4. What have you observed about the nature of the critical path?

1 day 3 days

6 days

1 day

5 days

4 days

3 days

2 days

9 days

2 days


Adjust Plan and Add MilestonesAdjust Plan and Add Milestones

• Make sure schedule seems reasonable. If not check estimating assumptions.

• Add time for project management, if not already accounted for (15%)

• Add milestones after completion of major deliverables

• Add end-of-phase gate reviews• Save a copy of schedule as the baseline


Create a Resource PlanCreate a Resource Plan

• Input from Business Case, Project Charter and Project Schedule

• Check for resource over-allocation or under-allocation

• Perform resource smoothing / leveling


Assign ResourcesAssign Resources

Resource Leveling Before After

2

4

6

8

10

Hours

Days

Joe Smith

7 8 9 10

Joe Smith

2

4

6

8

10

Hours

Days

7 8 9 10 11


Create a Resource PlanCreate a Resource Plan

• Resource dependencies may be introduced• Create a comprehensive resource plan

– Resources required• Labor• Equipment• Materials (eg, office materials)

– Quantity for each resource and when needed


Create a Financial PlanCreate a Financial Plan

• Input from Business Case, Project Charter and Project Schedule, Resource Plan

• Determine and quantify the financial expenses



• Determine the cost of labor– Internal and external

• Include all non-labor costs, including: – Hardware and software – Travel expenses – Training – Team building – Facilities – Maintenance / support costs



• List the project costs and the schedule for when the costs will be incurred

• Define the Cost Management Process for managing expenses– Purpose– Steps– Roles and responsibilities– Supporting templates


Triple ConstraintTriple Constraint

• Recognizes cost (effort), time and scope are all related

• First gain an agreement– You will deliver xxx scope for yyy cost and zzz

timeframe

• Once agreed, no one factor can be changed in isolation– Deliver more for same budget and schedule - no– Deliver same for less budget and less time - no– Deliver same for same budget, but faster - no

• Change to one factor results in change to at least one other factor, maybe both


Create a Risk PlanCreate a Risk Plan

• Identify and assess the level of risk on the project

• Create a risk plan to reduce the impact on a project in the event the (negative) risks occur


Risk DefinitionRisk Definition

Risk is the probability of an undesirable event occurring and the significance of the consequence of that occurrence.


Risk Characteristics Risk Characteristics

• A definable event that may occur in the future

• A probability of occurrence (future)• A consequence of occurrence (impact + or -)

Risk is almost always associated with a loss; however, positive risk can also be viewed as an “opportunity”


Opportunity Risks Opportunity Risks

• A definable event• Probability of success• Benefit of Success

Question: Why should you take a risk?Answer: To gain a reward

(This aspect of risk is not covered in this training)


Is a Risk a Problem? Is a Risk a Problem?

No, a risk is not a problem…a problem is a risk whose time has come

• Problems / issues - existing events / circumstances

• Risk - future events


Risks Vs. AssumptionsRisks Vs. Assumptions

• A future event that may have a negative impact on the project– Risk. The combination of probability and impact are not

acceptable (too high)– Assumption. The combination of probability and impact

are low

• A future event that needs to occur for the success of the project– Risk. The combination of probability and impact are not

acceptable (too low)– Assumption. The combination of

probability and impact are high


Identify the RisksIdentify the Risks

• Look for inherent project risks– Project size– Project structure

• Effect on the organization• Staffing

– Project management experience– Hardware and software

• Brainstorm additional specific risks for your project – Involve clients and sponsor


Quantify the RisksQuantify the Risks

Qualitative Risk Analysis• Evaluate each risk event based

on impact and likelihood• Categorize risks

– High– Medium– Low

• “Qualitative” implies some subjectivity applied


Qualitative Risk AnalysisQualitative Risk Analysis

Probability Impact

Low Medium High

Low Ignore Ignore Ignore

Medium Ignore Caution Caution

High Caution Respond Respond


Qualitative Risk AnalysisQualitative Risk Analysis

• Likelihood (example)– High .8– Medium .5– Low .2

• Impact (example)– High .9– Medium .6– Low .3

• Overall numerical risk is (Likelihood * Impact)


Quantify the RisksQuantify the Risks

Quantitative Risk Analysis• Uses more sophisticated techniques to arrive

at more objective risk analysis• Risk quantified in terms of cost, schedule &

effort• Helps identify projected target dates and

budget based on risk


Create a Risk ScheduleCreate a Risk Schedule

Risk Response• High level risks - respond• Medium level risks – evaluate individually to

see if response is warranted• Low level risk – ignore or list as assumptions


Risk ResponseRisk Response

• Leave it• Monitor the risk• Avoid the risk • Move the risk• Mitigate the risk

• Weigh cost of the response against consequences

• Create a risk schedule or move the activities of the risk plans to the schedule


Contingent ActionsContingent Actions

• For high risks• Identify actions to take if a risk actually

occurs– Risk - hardware may not be available in time at a

remote pilot test location– Contingent action - hold the pilot test in a site that

already has the hardware– Worst case - the project may need to be stopped


Define the Risk ProcessDefine the Risk Process

• Define the Risk Management Process for managing project risk– Purpose– Steps– Roles and responsibilities– Supporting templates



• Review the case study• Identify four project risks• Prepare risk management plan and

contingency actions for two of the identified risks


Create a Quality PlanCreate a Quality Plan

• “The extent to which the final deliverable meets the customer’s requirements”

• Measure the quality of the deliverables produced and the quality of the processes used to create those deliverables

• Define the quality targets to be achieved for each deliverable, aligned to the customer’s requirements


The Case for QualityThe Case for Quality

Value Statement: An effective quality management program leads to user satisfaction, enhanced reputation, and most notably, a decrease in the cost of producing the product.

The Cost of Quality

A Hewlett-Packard executive once noted, “If you catch a two cent resistor before you use it and throw it away, you lose two cents. If you don’t find it until it has been soldered into a computer component, it may cost $10 to repair the part. If you don’t catch the component until it is in the computer . . . the expense may exceed the manufacturing cost.”

External Failure Cost

Internal Failure Cost

Inspection Cost

Prevention Cost

Effective Quality Management


The Characteristics of The Characteristics of QualityQuality

• Quality of the deliverables produced• Quality of the service provided

Q


Product QualityProduct Quality• Reliable• Ease of use• Easy to maintain when completed• Available when needed• Flexible for future needs• Good value for dollars spent• Intuitive / easy to understand• Secure• Well documented• Minimally defective (Doesn't have to be perfect)• Responsive (Good response time.)• A match to customer needs


Service QualityService Quality

• Responsive • Competent• Accessible • Courteous• Good communication• Credible• Knowledgeable of the product• Knowledgeable of the customer• Reliable


Create a Quality PlanCreate a Quality Plan

• Understand the expectations of the customer in terms of quality and then put a proactive plan and process in place to meet those expectations

• Define the Quality Management Process for managing quality– Purpose, steps, roles and responsibilities,

supporting templates


Define Quality TargetsDefine Quality Targets

• Understand quality requirements• Set metrics criteria for each quality

requirement• Determine target for each quality metric


Quality Assurance PlanQuality Assurance Plan

• The process used to create the deliverables• Quality reviews planned to review

performance and conformance to the project management processes specified for the project


Quality Control PlanQuality Control Plan

• The activities to create project deliverables• Quality control reviews planned to review

deliverables and ensure they meet the defined quality targets


Create an Acceptance PlanCreate an Acceptance Plan

• Deliverables are considered 100%complete when the customer has accepted them as complete

• Create an acceptance plan to ensure that all deliverables are signed-off as complete by your customer

• Input is Project Charter (deliverables defined here)

• Determine the criteria used for each deliverable’s acceptance


Create an Acceptance PlanCreate an Acceptance Plan

• Schedule the review and sign-off for each deliverable

• Define the Acceptance Management Process for accepting project deliverables– Purpose– Steps– Roles and responsibilities– Supporting templates


Manage CommunicationManage Communication

• Communication is a critical success factor

• Deliver the right information to the right audiences– Project team to project manager– Project manager to stakeholders

• Minimum, report status on all projects– Status Reports– Status meetings



• List the ways people communicate at your company

• Is anyone doing anything unique?• List communication strengths and

weaknesses


Basic Status ReportingBasic Status Reporting

Purpose• Report on project progress against the

schedule• Report project management concerns

– Schedule– Budget– Issues– Scope change– Risks

• Manage expectations


Synthesize

Project Progress

Change Requests

Issues Log

Other Relevant Info

Status Report

Basic Status ReportingBasic Status Reporting


Manage CommunicationManage Communication

Q: How do you make sure you get the right information about your project to the right audiences, in the most effective manner?

Answer: PLANNING


Create a Communications Create a Communications PlanPlan

• Determine the project stakeholders and their communication needs

• For each stakeholder, brainstorm how to fulfill the communication need

• Prioritize the communication options• Implement any communications that are

mandatory


Create a Communications Create a Communications PlanPlan

• Implement high value communication options

• Build a communications schedule or add the resulting activities to the schedule

• Define the Communications Management Process for monitoring and controlling project communications– Purpose, steps, roles and responsibilities,

supporting templates


Communication PlanCommunication Plan

High Effort Low Effort

High Impact

Low Impact

Focus herefirst


Communication PlanCommunication Plan

• Compliance– Mandatory, “push”

• Informational– General information, how-to, “pull”

• Marketing– Sell, “push”


Compliance ExamplesCompliance Examples

• Project Status Reports • Regular voicemail updates (of status) • Status meetings• Meetings with Steering Committee• Government required reports and other

information• Financial reporting such as budget status,

headcount, run rate etc.


Informational Examples Informational Examples

• Awareness building sessions (not training, build awareness) – Lunch and learns– Brown bag meeting

• Project deliverables placed in a common repository– Tell people the information is there– Place in a location people can access

• Project information on a website


Marketing ExamplesMarketing Examples

• Project newsletters, with positive marketing spin

• Contests with simple prizes to build excitement

• Project acronyms and slogans to portray positive images

• Project countdown till live date• Celebrations to bring visibility to the

completion of major milestones• Project memorabilia - pins, pencils, cups, T-

shirts, etc.


Branding a ProjectBranding a Project

• More sophisticated form of marketing communication

• Establish identity that conjures up a positive image

• Associate an emotion when a person hears of your project

• Proactively build your brand, rather than have one branded on you– All large projects get branded– If you don’t control, it is usually negative



Building a Communication Plan• Review the class case study• Determine the communication needs of two

major stakeholders – Sponsor (both)– Director– Project team– Vendor team

• Determine method and frequency of delivering the communication

– USA Finance Managers

– USA users

– International managers

– Other


Create a Procurement PlanCreate a Procurement Plan

• Procurement management – the processes used to – Acquire and – Manage the delivery of …

goods and services from outside the organization

• Define your outsourcing needs • Undertake a formal selection process to

select the right supplier(s) for your project


Typical QuestionsTypical Questions

• What project needs can be met by procuring goods or services?

• Is it worth to make or buy?• What kind of contract is best suitable for our

purpose?• What are the market conditions that should

be considered?• How will we describe goods or services that

have to be acquired?• Who are the potential sellers?



• What are some general reasons why companies partially or totally outsource work?

• Why does your organization outsource work?


Terms and ConceptsTerms and Concepts

• Buyer / client / customer– You

• Seller / subcontractor / vendor / supplier– Outside company– Provides products or services to your organization– Driven to satisfy buyer, plus make a profit



• List what you want to outsource to external suppliers including quantity and budget

• Research the market to find suitable suppliers• Create a procurement schedule including

Request for Proposal (RFP), supplier responses, and supplier selection or add these activities to your project schedule



• Define the Procurement Management Process for managing the outsourcing and fulfillment of the procurement items– Purpose– Steps– Roles and responsibilities– Supporting templates


Contract the SuppliersContract the Suppliers

• A formal selection process to contract suppliers for your project


Reasons for Contracting Reasons for Contracting WorkWork

• Seller has resource skills you do not have• Seller has resources available you do not

have• You don’t want to do the work

– Too costly– Not strategic to your business

• Seller used for expertise– Consultants (brain power)

• Seller used for supplemental staffing – Contractors (horse power)


Define the Tender ProcessDefine the Tender Process

• Gather and rank seller selection criteria up front– Best fit to requirements– References– Price– Etc.



Scoring & Weighting• Recognizes that some factors are more

important than others• Make the evaluation criteria more objective

– Attempt to reduce bias

• Agree to the rules up-front



Source Selection Criteria• Often included with procurement solicitation• Criteria can include

– Price– Understanding of need– Lifecycle cost– Technical capability– Risk– Management approach– Technical approach– Warranty

– Financial capability– Production capacity and interest

of future requirements– Business size and type– Past performance of sellers– References– Intellectual property rights– Proprietary rights


Create a Statement of WorkCreate a Statement of Work

• Detailed description of products that need to be procured and the objectives to be achieved by outsourcing the work

• Describes the work to be completed on the project

• Should be used by prospective sellers to determine their capability to provide requested items


Create a Statement of WorkCreate a Statement of Work

• It can be refined during procurement process, but it should be finalized by the time contract is signed

• May include technical specifications• It becomes a part of the contract• May also describe supplier responsibilities,

acceptance terms, and payment terms


Issue a Request for Issue a Request for Information Information

• Create seller long list (optional)– Preferred sellers– Web search– Trade magazines– Advertising– Working with Professional organizations &

institutions (e.g., PMI or various procurement organizations)

• Describes general information needed to select a supplier shortlist


Issue a Request for ProposalIssue a Request for Proposal

• Create seller short list– Evaluate seller long list– Review RFI from long list– Look for obvious reasons to eliminate some

alternatives– Want a smaller list to send RFP but more than

one

• Send the RFP to your shortlist of suppliers



• Evaluate seller short list– Send RFP – Hold Bidders Conference– Evaluate each proposal against prior

factors and weightings– Interview finalists– Check references– Visit sites – Create ranked list of sellers based on prior

ranking criteria



• Select a qualified seller– “Do the math”– Rank the sellers– Could select multiple sellers

• Keep sellers competitive• Split work based on expertise


Negotiate Supplier Negotiate Supplier ContractsContracts

Contract• The key element of procurement is the

contract– A legally binding document that describes all

elements of an agreement between parties– Addendum signed by buyer and seller for all

changes to the contract

• A formal document describing the business agreement between parties


ContractContract

• A contract includes– Legal aspects (eg, terms and conditions, penalties

and fines)– Technical items (specification of what needs to be

done or acquired)– The process of actually fulfilling the work,

including project management (eg, scope, subcontractors, schedule)



• Read the scenarios• Determine if a valid contract exists



• Determine whether all planning activities have been completed

• Define and review exit criteria for Planning Phase

• Request approval to proceed to Execution Phase










Project ExecutionProject Execution


Project Execution PhaseProject Execution Phase


The Project Has StartedThe Project Has Started

• Project Kickoff Meeting• Monitor and control all aspects of the project• Take checkpoint at milestones (phase gate

review)– “Build Deliverables”


Project Kickoff MeetingProject Kickoff Meeting

• Formally notify all stakeholders that the project has begun

• Make sure everyone has a common understanding of the project

• Formally set the stage for the start of the project


Kickoff Meeting AgendaKickoff Meeting Agenda

• Introduce the people at the meeting• Recap the information in the Project Charter

– The purpose of the project– Scope– Major deliverables– Risks / assumptions / constraints / dependencies– Estimated effort and budget– Deadline

• Discuss the important roles and responsibilities• Discuss project management procedures• Answer any outstanding questions


Build DeliverablesBuild Deliverables

• Specific approach and activities will vary based on deliverables being produced– Software– Phone system upgrade– Building construction– Business process improvement– Etc

• Include within the project schedule


Monitor and ControlMonitor and Control

• Monitor and control the deliverables being produced by the project

• MPMM includes roles and responsibilities, and templates in support of each project management process


Perform Time ManagementPerform Time Management



Trouble signs for duration• Activities starting to trend behind schedule

early on in the project• A small variance starts to get bigger,

especially early in the project• Work is done that is outside the approved

Project Charter or business requirements



Trouble signs for duration• You need to rely on unscheduled overtime to

hit the deadlines, especially early in the project

• Team morale starts to decline• Quality control, testing and project

management time starts to be cut back



Get the project back on schedule• Overtime work• Swap resources• Reallocate resources onto the

critical path • Double check all dependencies• Double check all time-constrained activities• Improve processes (long projects)



Get the project back on schedule• "Crash" the schedule• Fast Track• Regain commitments• Improve morale

• Add resources• Push back deadline• Scope back work



Trouble signs for effort hours • Typically don’t manage by effort hours• Usually shows up as work taking longer than

scheduled or costing more than budgeted– Resolve with same techniques as schedule

problems


Perform Cost ManagementPerform Cost Management



Trouble signs for budget • On schedule but overbudget • On budget, but behind schedule• Work is done that is outside the approved

Project Charter or business requirements• On budget by purposely deferring expenses

until next period



Caution signs for budget• Overbudget but some fixed expenses have

come in earlier than expected• Overbudget but are also ahead of schedule



Get the project back on budget• Unpaid overtime work • Swap human resources (high-cost for low-

cost)• Eliminate or replace non-labor costs• Improve processes



Get the project back on budget• Regain commitments• Use budget contingency

• Add budget• Scope back work



• Read case study for scheduling and budget problems.

• Discuss options the project manager should consider.

• What are the benefits and risks of your action plan?


Perform Quality Perform Quality ManagementManagement


Quality Control TechniquesQuality Control Techniques

• Testing – Unit– Integration– System– Acceptance

• Standards to ensure consistency • Structured methods and techniques

– (i.e. structured programming)


Quality Control TechniquesQuality Control Techniques

• Checklists – Deliverables are consistent– Deliverables contain all the necessary information

• Deliverable reviews / peer reviews / code reviews


QC Example - Deliverable QC Example - Deliverable ReviewReview

1. Determine the appropriate participants2. (Optional) Define interim completeness and

correctness criteria 3. Send out the review material prior to the

meeting4. Conduct the review5. Conclude the review

– Pass – More work needed

6. Communicate the results of the review


Quality Assurance Quality Assurance TechniquesTechniques

• Review or audits (process related)• Standard, predefined processes• Checklists to ensure standard process was

followed• Policies


The Quality Value EquationThe Quality Value Equation

• There is value received for building in quality • There is a cost for building in quality• There is a cost (sometimes hidden) for poor-

quality

• The value received from quality must be greater than the total cost to produce that level of quality


There’s One Little ProblemThere’s One Little Problem

Value of quality > (cost of quality + cost of poor quality)

• Many benefits and costs do not show up during the life of the project

• Hard to implement rigorous quality management on individual projects

• Need organizational implementation– Focus on environment– Focus on long term costs and benefits


The Last Word - GoldplatingThe Last Word - Goldplating

• Delivering more than the customer requested• Implication is that the customer requirements

could have been met quicker and for less cost

• Customer asked for

• You delivered

• Not a good thing



• Review the initial quality requirements• Brainstorm manual and automated processes

that will help achieve the quality requirements– From project team and the user’s perspective– Single instance and ongoing activities

• Validate that cost of the activity seems reasonable


Perform Change Perform Change ManagementManagement


Perform Change Perform Change ManagementManagement

• Change is inevitable, yet it is one of the major reasons for project failure

• Proactively managing change is a key to project success


Drivers of ChangeDrivers of Change

• External changes– The longer the project, the more chance for

changes

• Internal project problems• Problems with requirements

– Missing initial requirements– New requirements– Not understanding requirements


Manage ScopeManage Scope

First …

Review the definition of scope



Define scope well to manage it effectively

• High-level scope defines the boundaries of the box

• Low-level scope (requirements) fills in the middle



The essence of scope change management:

Managing scope is all about getting the sponsor to make the decisions that will result in changes to project scope.



Changing the project scope is fine if:• The business value is understood• The impact to the project is understood• The sponsor determines the change is

justified



Techniques• Manage scope creep• Gain sponsor approval – not clients and end

users • Include deferred benefits in cost of scope

change• Freeze change requests at some point

– Create backlog (evolution list)



• Hold everyone accountable– Team members especially– Clients– End users

• Seek sponsor approval prior to large investigations


Small Change RequestsSmall Change Requests

• Batch small scope changes• Discretion

– Set a tolerance level. The project manager and client manager can (but do not need to) make a scope change decision

– If the project is at risk of missing budget or deadlines, do not accept any scope changes, no matter how small, without invoking scope change procedures



• Document all change requests - even small ones

• Get all scope change requests in writing– Scope change request form– Email– Workflow


Change ManagementChange Management

• Change that impacts project, but not scope related– Budget changes– Personnel changes– Technology changes ….

• Follows process similar to scope change management

• However … no automatic expectation of schedule or budget relief


Integrated Change ControlIntegrated Change Control

• Recognize how changes impact other aspects• Make sure baselines exist so change can be

spotted• Find root causes for changes• Make sure changes are approved • Make sure there are processes in place

– Make sure team and client follows them– Make sure appropriate documentation is saved

• Communicate changes and the impact



• Review the project scenarios• Discuss whether scope change management

should be initiated for each scenario• Report your conclusions and findings to the

group


Perform Risk ManagementPerform Risk Management


Risk ControlRisk Control

• Monitor risk plans to ensure risksare being successfully managed

• Assess risks at the end of each milestone or on a scheduled basis– Look for new risks– Check medium and low risks to ensure no change

• If new risks are identified– Risk analysis– Risk response


Perform Issue ManagementPerform Issue Management



Issue = Big Problem !!!• “An event that currently affects a project’s

ability to produce the required deliverables”



Make sure it’s really an issue• Is it relevant to your project?• Will it have a significant impact on the

project?



• Try to find the cause (or causes)• Determine if the cause can be remedied or if

only the symptoms can be addressed

Problem - Automobile knocking sound. Addressing symptom may include earplugs for driver. Addressing cause may be to increase octane.



• Look at three techniques (there are many more)– Fishbone diagram– Root cause analysis– Pareto analysis


Fishbone DiagramFishbone Diagram

Fishbone Diagram / Ishikawa Diagrams


Root Cause AnalysisRoot Cause Analysis

Ask a series of ‘why’ questions

Example:

A plant manager walks past the assembly line, and notices a puddle of water on the floor. Knowing that the water is a safety hazard, he asks the supervisor to have someone get a mop and clean up the puddle. The plant manager is proud of himself for fixing a potential safety problem. The supervisor looks for a root cause by asking 'why?'. He discovers that the water puddle is caused by a leak in an overhead pipe. He asks 'why' again, and discovers that the pipe is leaking because the water pressure is set too high. He asks 'why?' again and discovers that the water pressure valve is faulty. He asks 'why?' again, and does not get a further answer. So, the valve is replaced, which solves the symptom of water on the factory floor.


Pareto AnalysisPareto Analysis

• Multiple problems encountered • Prioritize which problems should be resolved

firstProblem 1 115 53%

Problem 3 50 77%

Problem 2 25 88%

Problem 6 15 95%

Problem 4 5 98%

Problem 5 5 100%



Sometimes there is no good resolution• Make decisions among bad alternatives• Is one solution better in the long term?• Does one solution cause less pain than the

others?



• Once a decision is made, implement an action plan

• Action plan consists of:– Activities to be performed– Responsible team member– Due dates– Effort hours– Dependencies

• Make sure the action plan is added to the schedule


1. A maximum 2 persons on the raft at a time 2. The father can not stay with any of the daughters without their mother's presence 3. The mother can not stay with any of the sons without their father's presence 4. The thief (striped shirt) can not stay with any family member if the Policeman is not there 5. Only the Father, the Mother and the Policeman know how to operate the raft (One of them must be on the raft at all times)

[email protected]

Click on blue

button to start

Exercise #18 River CrossingExercise #18 River Crossing


Perform Procurement Perform Procurement ManagementManagement


Perform Procurement Perform Procurement ManagementManagement

• The process of managing the supplier’s delivery of a scope of work within a project

• Ensures that the procured deliverables, services, or results are delivered by the supplier in accordance with the contract and/or statement of work

• Enables prompt identification and resolution of supplier-related issues

• Provides for assessing the supplier performance and whether meeting the defined responsibilities


Perform Acceptance Perform Acceptance ManagementManagement


Perform Acceptance Perform Acceptance ManagementManagement

• The process of obtaining formal acceptance of the completed project scope and associated deliverables

• Includes– Reviewing deliverables and work products– Determines if the results conform to requirements

• Performed at the end of each phase• Differs from quality control

– Acceptance• Acceptance of deliverables (completeness)

– Quality control• Meeting the quality requirements (correctness)


Perform Communications Perform Communications ManagementManagement


Communications Communications ManagementManagement

• Providing right information to right stakeholders at right time

• Ensure stakeholders are regularly informed• Control release of project information• Avoid communication problems

• Monitoring the Communication Plan


Managing ExpectationsManaging Expectations

• Warning: Don’t depend on status reports alone to keep your customer / manager fully informed, especially if you are communicating bad news.

• In many (most?) cases where conflicts arise, it is not because of the actual problem, but because the customer / manager was surprised


Status MeetingStatus Meeting

Meeting Fundamentals• Create agenda• Ask for participant preparation • Invite only those people who are needed• Start on time (but allow for prior meetings) • Explain the purpose and expected outcome• Follow the agenda, and watch the time• Document action items• Recap action items, who is responsible and due

date• Recap any decisions


Team BuildingTeam Building

• Getting a group of people to work together in the most effective and efficient manner

• Project manager should incorporate team building into all project activities

• Team building should start as early as possible in the project


Developing your teamDeveloping your team

Team development will not be successful if• The team doesn’t buy in to the vision and

goals• The team lacks the necessary skills• The team needs team-building / training to

form into a cohesive unit• Clear expectations have not been

established for the team


High Performing TeamsHigh Performing Teams

• Highly productive• Take initiative• Creative• Get along well• Help each other as needed


Tuckman ModelTuckman Model

• Forming– Getting to know each other– Learning people’s strengths and weaknesses

• Storming– Struggling to understand roles and responsibilities– Personality conflicts, complaining and arguing– A sign that you are moving past “Forming” stage– Some immature teams never make it past this

stage


Conflict Resolution Conflict Resolution TechniquesTechniques

• Confronting - addressing and solve conflict• Compromising – solution satisfies all parties• Withdrawal (avoidance) – avoiding conflict• Smoothing - diminish differences of opinion• Forcing - imposing a point of view• Collaborating - incorporating multiple

viewpoints


Tuckman Model Tuckman Model

• Norming– Compensate for each other’s strengths and

weaknesses – Camaraderie starts to take shape – Realize the group is stronger than individual

contributors

• Performing– Strive toward common objectives (written or

unwritten)– Rely on each other, ask how you can help– Can work without a lot of supervision– High productivity is recognized by others


How do These Teams Form?How do These Teams Form?

• Sometimes form by themselves– Perhaps in spite of a manager that gets in the way

• Managers can facilitate– Need a vision for what the destination looks like– Recognize stages to push team through journey


Instill a good work ethicInstill a good work ethic

• High performing teams rarely are complainers– Don’t think they are working harder than others

• Work efficiently and work smart– And work extra when needed

• Have mutual respect for each other • Trust that others are working as hard as

they are


Set common objectivesSet common objectives

• Can be written or informal• Reward entire team for common successes • Keep focused

– Don’t get sidetracked by rumors, gossip or politics


Invest in trainingInvest in training

• Include technical, business, professional skills• Determine the skills the team needs• Map the pre-existing skills and train for the

rest• Make sure you have right roles

– Not everyone can be the leader (but it can rotate)

• Invest in primary and backup skills


Empower the teamEmpower the team

• Team will mature faster if allowed to make more decisions

• May not need manager at all• Manager acts like a coach

– Offers advice, not delegating work


Establish good work Establish good work processes processes

• High performing teams don’t progress in chaos– They turn chaos to structure

• Teams usually will want to set up processes– How to work together– Work processes

• Manager can guide team– Help establish processes early– Stress process improvement


Monitor the teamMonitor the team

• Guide team through maturity model• Reinforce good behaviors• Be flexible• Be comfortable with change• Be comfortable to give up control


Virtual TeamsVirtual Teams

• Not co-located• Rely on advances in communication

– Internet– Email – Collaborative tools

• Advantages– Use the right people / skills– Decrease office space /costs– Increase quality of life

• Challenges– Maintaining focus– Lack of personal contact


Virtual TeamsVirtual Teams

• Make sure team members understand why they are a team– Common objectives and deliverables

• Look for opportunities to socialize– Web conference, gatherings

• Establish ground rules for the team– Work hours, mandatory meetings, communication

needs

• Focus on workload management– Manageable chunks

• Communicate, communicate, communicate



• Determine whether all execution activities have been completed

• Define and review exit criteria for Execution Phase

• Request approval to proceed to Closure Phase










Project ClosureProject Closure


Project Closure PhaseProject Closure Phase


Perform Project ClosurePerform Project Closure

• Confirm project closure by validating that all completion criteria have been achieved

• Identify, document, and execute project closure actions– Turn over project files – Turn over deliverables to customer– Transition solution to support and documentation

to customers– Suppliers– Resources– Communications


Review Project CompletionReview Project Completion

• Review the project’s overall success in meeting its stated objectives

• Determine the extent to which the project conformed to its project management processes


Review Project CompletionReview Project Completion

• Conduct a project conclusion meeting– List what the project should have achieved– Describe what the project actually achieved– Discuss “why” for any discrepancies between

“should do” and “actually did”– Agree on a set of lessons-learned for future

projects

• Declare success or failure• Identify lessons learned




MPMM DemoMPMM Demo


Learning ObjectivesLearning Objectives

By the end of class, each attendee should be able to:

Discuss the value of project managementUnderstand MPMM at a high levelUnderstand how to initiate a project Identify and create the project schedule and

supporting project management plans Monitor and control the project management

processes throughout project executionConduct project closureDescribe the structure of MPMM and how to navigate

through the methodology


Final Questions?Final Questions?

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Fundamentals of MPMM PM Methodology Software

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