Stage 1: Project Stage 1: Project Conceptualization and Conceptualization and DefinitionDefinition

James R. BurnsJames R. Burns

RecitationRecitation

Name the core knowledge areasName the core knowledge areas Name the facilitating knowledge Name the facilitating knowledge

areasareas Name the five stages of the lifecycleName the five stages of the lifecycle How does PMBOK handle processes?How does PMBOK handle processes? Name some processes associated Name some processes associated

with cost managementwith cost management Name some processes associated Name some processes associated

with quality managementwith quality management

RecitationRecitation

What is the most important stage of What is the most important stage of PM?PM?

Which project team member is Which project team member is busiest during the 1st Stage?busiest during the 1st Stage?

What is the most important concern What is the most important concern of the PM in this stage?of the PM in this stage?

Name some deliverables of the 1st Name some deliverables of the 1st stage?stage?

The Stages in the Project The Stages in the Project Management LifecycleManagement Lifecycle

STAGE 1:Conceptualizing-

and-Defining

STAGE 2:Planning-and-

Budgeting

STAGE 3:Executing

STAGE 5:Terminating-and-

Closing

STAGE 4:Monitoring-and-Controlling

OutlineOutline

The First StageThe First Stage Using a SOWUsing a SOW Defining Project Boundaries/ScopeDefining Project Boundaries/Scope Why getting this right is so importantWhy getting this right is so important The use of surveys and interviewsThe use of surveys and interviews Definition of Deliverables and Due Definition of Deliverables and Due

DatesDates Managing stakeholder expectationsManaging stakeholder expectations

More outlineMore outline

What the deliverables of this stage areWhat the deliverables of this stage are Why this has to be done expeditiouslyWhy this has to be done expeditiously Why iterations between this and the next Why iterations between this and the next

stage may be necessarystage may be necessary How this stage gets doneHow this stage gets done Using Goldratt’s Thinking Process Using Goldratt’s Thinking Process Defining team roles and determining the Defining team roles and determining the

organizationorganization Assess FeasibilityAssess Feasibility

Conceptualization and Definition

Construct Statement of Work

Define Requirements

Determine

Organization

Assess Feasibility

Ensure fit with business strategy and priorities

Assess technology consistency

Define scope, size and resource requirements

Planning and Budgeting

Identify dependencies with other projects

Assess overall risk

Test alignment with strategies

Test resource availability

Make GO/NO GODecision

Processes--Scope Processes--Scope managementmanagement

InitiationInitiation—defining a project charter—defining a project charter

Scope planningScope planning—scope statement—scope statement

Scope definitionScope definition—defining a work —defining a work breakdown structurebreakdown structure

Scope verificationScope verification—formalizing —formalizing acceptanceacceptance

Scope change controlScope change control

The First StageThe First Stage

Analogous to a missile or rocketAnalogous to a missile or rocket If the launch is “bad,” the project If the launch is “bad,” the project

may have to be killedmay have to be killed• Just as a rocket that misfires must be Just as a rocket that misfires must be

detonateddetonated

Deliverables of this stageDeliverables of this stage

Project stakeholdersProject stakeholders Consensus --visionConsensus --vision

Requirements Requirements documentdocument

Project charterProject charter What the Project deliverables areWhat the Project deliverables are Project team members??Project team members??

Project stakeholdersProject stakeholders

This group must be molded into one in which This group must be molded into one in which there is a lot of cohesion and consensusthere is a lot of cohesion and consensus

If you can’t get cohesion, then you may have If you can’t get cohesion, then you may have to settle for a plurality or majority ruleto settle for a plurality or majority rule

It is most important that everyone knows up It is most important that everyone knows up front what this project is aboutfront what this project is about

Stakeholders who won’t get what they want Stakeholders who won’t get what they want from the project need to know this up frontfrom the project need to know this up front

Cohesion, Consensus and Cohesion, Consensus and CommitmentCommitment

You’ve got to get these prior to You’ve got to get these prior to execution or you’ll never get them execution or you’ll never get them later onlater on

Requirements document—Requirements document—CONTENTSCONTENTS

What the problem isWhat the problem is What functionality is neededWhat functionality is needed What inputsWhat inputs

What outputsWhat outputs»Write this section firstWrite this section first

What performanceWhat performance What reliabilityWhat reliability

What kind of meeting is What kind of meeting is appropriate to begin appropriate to begin discussions?discussions?

A Joint Requirements Definition A Joint Requirements Definition Session (JRDS)Session (JRDS)

To create a strongly held shared To create a strongly held shared vision of what the project is all vision of what the project is all aboutabout

Managing Different ViewsManaging Different Views

The problem of ends vs. means The problem of ends vs. means valuesvalues

This is relative to getting This is relative to getting consensusconsensus

Stakeholder analysisStakeholder analysis

ORGANIZATION

Customer Project team member

Hardware vendor

Project sponsor

Personal traits Not very computer literate, doesn’t know what he wants

Terrific developer; lots of experience on similar projects

Good sense of humor; a little lax on delivery due dates

Very diluted; not convinced project is needed; doesn’t like Jill

Relation to project

Works for the marketing dept.

Will do the database definitions of the product

Provides both client and server hardware components

Provides funds for project; can kill the project if he deems necessary

Level of interest

Moderate; is the end user of the deliverable

High Moderate Moderate

Level of influence

None Moderate None High; can kill the project

Suggestions for managing the relationship

Involve her heavily in the user interface and database development

Don’t’ distract him; keep him happy

Stay after him, make certain he knows you absolutely have to have it on 3/3/3

Keep him informed; do as he says, now

 

JIM JACK JOE JOHN

Project CharterProject Charter

Advantage here is that the rules Advantage here is that the rules are made explicit from the outsetare made explicit from the outset

Helps remind the PM and team Helps remind the PM and team what the goals/objectives arewhat the goals/objectives are

ANNOUNCES THE PROJECTANNOUNCES THE PROJECT ANNOUNCES THE PROJECT ANNOUNCES THE PROJECT

MANAGERMANAGER

What else does the Project What else does the Project Charter announce?Charter announce?

Project stakeholdersProject stakeholders Project scopeProject scope Project deliverablesProject deliverables Project assumptionsProject assumptions Project rules/processesProject rules/processes Project governanceProject governance

   NAME:NAME: OBJECTIVES:OBJECTIVES: STAKEHOLDERS:STAKEHOLDERS: PROJECT MANAGER:PROJECT MANAGER: SCOPE:SCOPE: DELIVERABLES:DELIVERABLES: ASSUMPTIONS:ASSUMPTIONS: RULES/PROCESSES:RULES/PROCESSES: GOVERNANCE:GOVERNANCE: COMMENTS:COMMENTS: SIGNATURES/SIGN OFFS: SIGNATURES/SIGN OFFS:   

Methodology for Methodology for Facilitation of JRDSFacilitation of JRDS

Goldratt Thinking ProcessGoldratt Thinking Process Senge’s Systems Thinking and Senge’s Systems Thinking and

System DynamicsSystem Dynamics SWOT MethodologySWOT Methodology

Goldratt Thinking ProcessGoldratt Thinking Process

What to ChangeWhat to Change What to Change toWhat to Change to How to Cause the ChangeHow to Cause the Change

What to ChangeWhat to Change

We talked previously about the problems We talked previously about the problems with mainframe/glass house architecturewith mainframe/glass house architecture

Data were isolated/non integratedData were isolated/non integrated Centralized MIS shop had long lead timesCentralized MIS shop had long lead times MIPS on mainframes were expensive and MIPS on mainframes were expensive and

very much in demandvery much in demand MIPS in PC were dirt cheap and idle most MIPS in PC were dirt cheap and idle most

of the timeof the time No WINDOWS/GUI Internet InterfaceNo WINDOWS/GUI Internet Interface

Data from different applications cannot be easily shared

Each application was required to have its own data management component

The data management components of the various applications were completely unique; there was no reuse

Each application had to reside entirely on the mainframe

The technology of relational database engines as data management components was undeveloped

The technology of reuse was in its infancy

What to Change toWhat to Change to

Modern distributed computing Modern distributed computing architecturesarchitectures

How to Cause the ChangeHow to Cause the Change

Perhaps the most important partPerhaps the most important part

Feasibility Assessment Feasibility Assessment ProcessProcess

Identify Dependencies with other Identify Dependencies with other projectsprojects

Assess overall riskAssess overall risk Test alignment with/impact on Test alignment with/impact on

strategies and plansstrategies and plans Test resource availabilityTest resource availability Submit deliverables for a quality Submit deliverables for a quality

gate inspectiongate inspection

MAKE GO/NO GO DecisionMAKE GO/NO GO Decision

More process stepsMore process steps

Obtain fundingObtain funding Review alternative approachesReview alternative approaches Obtain necessary signoff Obtain necessary signoff

signaturessignatures Move to next stageMove to next stage

A CaveatA Caveat

As Project Manager, you should avoid As Project Manager, you should avoid making quick and dirty estimates of making quick and dirty estimates of duration and cost in this stageduration and cost in this stage

{You may be forced to abide by your {You may be forced to abide by your first rough estimates which are usually first rough estimates which are usually way off}way off}

Instead, quote ranges that err on the up Instead, quote ranges that err on the up side, if your superiors insist on side, if your superiors insist on estimates as to duration and costestimates as to duration and cost

SummarySummary

This is the most important stageThis is the most important stage There is a lot of PM involvementThere is a lot of PM involvement PM must be courageous:PM must be courageous:

• CommunicateCommunicate• LeadLead• NegotiateNegotiate• DecideDecide

A most important focus:A most important focus:• Build ConsensusBuild Consensus