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Project Management Basics

Project Management Basics

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Project Management Basics

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  1. Project Management Basics

  2. Review of Session 2 (Initiation) • Project Selection • LFA • Charter • Stakeholder register


  4. Agenda • Purpose of Planning Process • Planning Processes • Deliverable • Project Management Plan • Class Exercises

  5. Project Management Process Groups Monitoring & Controlling Processes Initiating Process Planning Process Executing Process Closing Process

  6. Purpose of Planning Process Establish the total scope of the effort, define and refine the objectives, and develop the course of action required to attain those objectives. PMBOK Fifth Edition

  7. Planning Processes • Develop Project Management Plan • Plan Scope Management • Collect Requirements • Define Scope • Create WBS • Plan Schedule Management • Define Activities • Sequence Activities • Estimate Activity Resources • Estimate Activity Durations • Develop Schedule

  8. Planning Processes(Continued) • Plan Cost Management • Estimate Costs • Determine Budget • Plan Quality Management • Plan Human Resource Management • Plan Communications Management • Plan Risk Management • Identify Risks • Perform Qualitative Risk Analysis • Perform Quantitative Risk Analysis • Plan Risk Responses

  9. Planning Processes • Plan Procurement Management • Plan Stakeholder Management

  10. Develop Project Management Plan The process of defining, preparing and coordinating all subsidiary plans and integrating them into a comprehensive project management plan

  11. Project Management PlanPurpose • Integrates and consolidates subsidiary management plans • Defines how work will be executed to accomplish project objectives • Documents how changes will be monitored and controlled • Define key management reviews as to content, extent, and timing for issues and decisions • Addresses change management to handle documentation, tracking and approval needs of the project

  12. Project Management Plan Subsidiary Plans • Communications management plan • Cost management plan • Human resource plan • Procurement management plan • Process improvement plan • Quality management plan • Requirements management plan • Risk management plan

  13. Project Management Plan Subsidiary Plans • Schedule management plan • Scope management plan • Stakeholder management plan • Cost baseline • Schedule baseline • Scope baseline • Project management plan updates

  14. Project Stakeholder Management • Continuous communication with stakeholders to understand their needs and expectations • Addressing issues as they occur • Managing conflicting interests • Fostering appropriate stakeholder engagement in project decisions and activities • Stakeholder satisfaction managed as a key project objective

  15. Project Stakeholder Management Processes • Identify Stakeholders • Plan Stakeholder Management • Manage Stakeholder Engagement • Control Stakeholder Engagement

  16. Plan Stakeholder Management • The process of developing appropriate management strategies to effectively engage stakeholders throughout the project life cycle, based on the analysis of their needs, interests, and potential impact on project success. • Output: Stakeholder Management Plan • Identifies the management strategies required to effectively engage stakeholders

  17. Develop StakeholdersPlan Team Project

  18. Project Scope Management • Processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully • Managing the project scope is primarily concerned with defining and controlling what is and is not included in the project

  19. Project Scope Management Processes • Plan Scope Management – the process of creating a scope management plan that documents how the project scope will be defined, validated, and controlled • Collect Requirements – the process of determining, documenting, and managing stakeholder needs and requirements to meet project objectives • Define Scope – the process of developing a detailed description of the project and product • Create WBS – the process of subdividing project deliverables and project work into smaller, more manageable components

  20. Project Scope Management Processes • Validate Scope – the process of formalizing acceptance of the completed project deliverable • Control Scope – the process of monitoring the status of the project and product scope and managing changes to the scope baseline

  21. Develop Detailed Scope Statement forTeam Project

  22. Work Breakdown Structure(WBS) • Deliverable-oriented hierarchical decomposition of the work to be executed to accomplish project objectives and create the required deliverables • Each descending level of the WBS represents an increasingly detailed definition of the project work • WBS organizes and defines the total scope of the project and represents the specified work in the scope statement

  23. WBS Decomposition Technique Subdivision of project deliverables into smaller, more manageable components until work and deliverables are defined to the work package level A work package is the lowest level in the WBS and refers to work products or deliverables and not the effort itself A work package can be sub-divided into activities to be scheduled, cost estimated, monitored and controlled

  24. Scope Baseline • Project scope statement • Includes the description of the project scope, major deliverables, assumptions, and constraints • WBS • Defines each deliverable and the work packages • WBS Dictionary • Provides detailed deliverable, activity, and scheduling information about each component

  25. PMDP WBS Project Mgr Develop Prog 1.0 Project Mgt 2.0 Program Design 3.0 Core Curriculum 4.0 Program Mgmt 2.1 Needs Assessment 2.2 Program Proposal 2.3 Program Approval 3.1 Trainers Obtained 3.2 Training Content & Materials 3.3 Pilot 4.1 Program Resources 4.2 Evaluation & Feedback Process

  26. Sample WBS Table Software Implementation 1.0 Project Management 1.1 Project Management 1.2 Project Control 2.0 Installed Floors 2.1 Selected Floor 2.2 Priced Floor 2.3 Installed Floor

  27. Create WBS for Team Project

  28. Project Risk Management • Conducting risk management planning, identification, analysis, response planning, and controlling risk on a project • Objectives are to increase the likelihood and impact of positive events, and decrease the likelihood and impact of negative events in the project

  29. Project Risk Management Processes • Plan risk management • Identify risks • Perform qualitative risk analysis • Perform quantitative risk analysis • Plan risk responses • Control risks Planning Phase Monitor and Control Phase

  30. What is Project Risk? A future uncertain event or condition that, if it occurs, has an effect on at least one project objective (time, cost, scope, quality). Time Cost Quality Scope Risk Management Risk

  31. Risk(How Risky Are You?)

  32. Determining which risks might affect the project and documenting their characteristics Identifying risks is an iterative process because new risks may evolve or become known as the project progresses through its life cycle Identify Risks

  33. Risk Identification May reveal common root causes: • Sources of risk • Area or deliverable(s) affected • Examples: • Technical (Requirements, Technology, Complexity, Interfaces, Performance, Reliability, Quality) • External (Suppliers, Competitors, Regulatory, Market, Customer, Acts of God) • Organizational (Dependencies, Resources, Funding, Priority) • Project Management (Estimating, Planning, Controlling, Communication, Change Management)

  34. Identify and categorize risk Cost Schedule Scope Quality Risk Categorization Low Impact Moderate Impact High Impact 10-40% Cost Increase >40% Cost Increase < 10% Cost Increase < 10% Time Increase 10-40% Time Increase > 40% Sched Slippage Minor Areas Affected Major Areas Affected Reduction Unacceptable Demanding Appls affected Requires Client Approval Reduction Unacceptable

  35. Risk Assessment High Risk D Risk A Probability Risk C Risk E Risk B Low Low Impact High

  36. Risk Identification & Risk Assessment Exercise

  37. Project Time Management • The processes required to manage the timely completion of the project

  38. Project Time Management Processes • Plan Schedule Management • Define Activities • Sequence Activities • Estimate Activity Resources • Estimate Activity Durations • Develop Schedule • Control Schedule Planning Phase Monitor and Control Phase

  39. Activity Sequencing Logical sequencing of activities shows the relationships among the activities and the dependencies. A B C Start Finish D E F PM Fundamentals ver 4.062009

  40. Activity Sequencing PM Fundamentals ver 4.062009

  41. Develop Schedule • Process of analyzing activity sequences, durations, resource requirements and schedule constraints to create the project schedule • Developing an approved schedule (baseline) is often an iterative process since it determines the planned start and finish dates for activities and milestones • Revising and maintaining a realistic schedule continues throughout the project

  42. Activity Sequencing Exercise

  43. Project Time Management Charts • Milestone Charts (HG Report out Template) • Show only start or end date of major deliverables • Bar Charts (MS Project – show graph from LG group report out) • Activity start and end dates • Durations • Project schedule network diagrams (PERT) • Diagrams network logic • Activity dates • Critical path activities

  44. Bar Chart • Shows activity start and finish dates • Shows expected durations • May show dependencies • Relatively easy to read and frequently used in managementpresentations

  45. Bar Chart

  46. Milestone Chart Event Jan Feb Mar Apr May Jun Aug Subcontracts Signed Specifications finalized Design Reviewed Subsystem Tested First Unit Delivered Production Plan Completed Planned Actual

  47. Milestone vs. Bar Chart • Bar Chart: A graphical display of project elements, dates and durations (Project Team) • Milestone Chart: A graphical display of significant events in the project, usually completion of major deliverables (Executive Management)

  48. Create a Milestone Chart for Team Project

  49. Critical Path Methodology (CPM) • A schedule network analysis technique used to determine the amount of schedule flexibility (amount of float) on various logical network paths in the project schedule network • Critical path determines the duration of longest path through the project