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Transcript of 1 Fundamentals of Project Management: Part 1a APEGGA Annual Conference April 24 & 25, 2003 Dr....
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Fundamentals of Project Management: Part 1a
APEGGA Annual Conference April 24 & 25, 2003
Dr. George F. Jergeas PEng.University of Calgary
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Schedule
Day 1a Introduction 5-Step PM Planning and Definition
Day 1b Estimating cost and time Organize project team Selecting PM and team Effective teams
Day 2 c Project procurement Bidding process Building & sustaining project team Contract administration
Day 2 d Schedule control Cost control Project Close-out Claims and disputes
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References
This section is based on: The 5-Phased Project Management- A Practical
Planning and Implementation Guide by Joseph Weiss and Robert K. Wysocki
Project Management Institute: PMBOK Guide, http://www.pmi.org
Instructors’ notes
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Introduction
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What is a project?
A specific, finite task to be accomplished Can be of a long or short term
duration Can be large or small task
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Projects Vary in Size and Scope
NASA shuttle launchBuilding a boatBuilding a hospitalBuilding renovation and & space modificationPlanning a party or weddingOrganizing the Olympic gamesDeveloping a new software programGetting a university degreeCompany mergers
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Project Characteristics
Constant communication across organizational boundaries
Many people involved, across several functional areas
Sequenced eventsGoal orientedHas an end product or
service
Multiple prioritiesComplex and
numerous activitiesUnique, one-time set
of eventsDeadlinesStart and end datesIdentifiable
stakeholdersLimited resources and
budget
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When is a Project a Project?
A task or set of work assignments may be done by one or more persons using a simple “to do” list.
A task become a project when the characteristics of a project begin to dominate and overwhelm individuals Unable to meet deadlines, budgets and
corporate expectations
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Project Management
Project management is a method and/or set of techniques based on the accepted principles of management used for planning, estimating and controlling work activities to reach a desired result on time, within budget, and according to the project specifications.
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What is Project Management?
Tools/techniques Processes and methodology
More than time, cost and scope Hard and soft skills
A discipline evolving towards a profession
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Project Management
Projects and project management are about people and teamwork Who does what? Who takes what risk? Who else is involved or
interested/affected?
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Subprojects
Projects are frequently divided into more manageable components or subprojects
Subprojects are typically referred as projects and managed as such
Subprojects may be contracted to an external enterprise
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Program(me)
A program is a group of projects managed in a coordinated way to obtain benefits not available from managing them individually
Program management: Management of a coherent group of projects to deliver additional benefits
(PMBOK p.10, Turner p.345)
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Value of Project Management (Why are we doing this?)
Improve project/program/firm performance as measured by efficiency, effectiveness Add competitive advantage Be more “Successful”
Proactive vs. Reactive
Root out ill-conceived, directionless projects
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Major Causes of Project Success
A constructive goal-oriented cultureTechnically competent teamEffective (and committed) teamExcellent communicationTrust
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Major Causes of Project Success
Stakeholders are identifiedStakeholders expectations are
known and metSenior Management supportThere is a clearly stated purpose and
a sound plan Goal and objectives are understood and
communicated
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Major Causes of Project Failure
Projects fail for the following reasons: The project is a solution in search of a
problem Only the project team is interested in the
result No one is in charge There is no project structure The plan lacks detail
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Major Causes of Project Failure
Projects fail for the following reasons: The project has insufficient budget
and/or resources Lack of team communication Straying from original goal The project is not tracked against the
plan
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Project Lifecycle
Project management phases link the project to the firm’s operations
A project is a subset of the product lifecycle
The product lifecycle includes operation or production, decommissioning or closedown
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Sample Lifecycle (Conceive, Develop, Execute, Finish – C, D, E, F)http://www.maxwideman.com/papers/framework/lifecycle.htm
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5-Step Project Management
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5-Step Project ManagementPLANNING IMPLEMENTATION
DEFINE
Identifyproject activities
Estimate time and cost
Quality and Communication management
Write Project Proposal
ORGANIZE CONTROL PLAN CLOSE
State the Problem
Identify ProjectGoal
List theObjectives
Determine PreliminaryResources
Identify Risks and stakeholders
Success criteria
Determine Personnel Needs
Recruit Project Manger
RecruitProject Team
Organize Project Team
Bidding
Assign Work Packages
Define Management Style
Establish Control Tools
Prepare Status Reports
Review ProjectSchedule, cost,team reports
Issue Change Orders
Obtain ClientAcceptance
Install Deliverables andCommissioning
Document theProject
Issue Final Report
Conduct Post-ImplementationAudit
Project charter WBS Recruit Criteria Variance Reports Final Report Project network Define Work Packages Status Reports Audit Reports Project proposal Assign Work Packages
Decision
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Step 1- Define the Project
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Agenda
State the problem/need/opportunityDevelop project goalDevelop project objectivesDetermine preliminary resourcesIdentify assumptions and risksIdentify stakeholdersIdentify criteria for project successIssue Project Charter
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State the Problem/Need/ Opportunity
A need that must be addressed or opportunity to be explored
New product, service, process, facility, system or technology
It may involve opening a new market
Identify and define in detail the investment opportunity, need or problem
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State the Problem/Need/ Opportunity
Define client requirements and needs from the client’s original input
Review and enhance the client’s statement of needs: Identify appropriate policies, standards,
and jurisdictional requirements Identify and assess feasible
alternatives of satisfying the client’s statements
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State the Problem/Need/ Opportunity
Advise the client of potential technology-related constraints in areas such as ...
Establish consensus on the requirements of the client
Assemble information including any relevant designs, charts, or diagrams ...
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State the Problem/Need/ Opportunity
Short, crisp and to the point
Descriptor for those who although not directly involved on the project team are indirectly involved in supporting the project
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State the Problem / Need / Opportunity: Training Example
“Membership in PM Association has declined in the past four years and attendance at conference has declined in the past three years. The viability and financial stability of the Association depends on maintaining membership and successful annual conference.”
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State Project Goal
A statement of purpose and direction Initiates the project Serves as a point of reference for settling
misunderstandings Clarifies expectations Helps in justifying requests for resources
Action orientedShort and simpleUnderstandable
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Goal Statements
Prepare and launch the International Space Station on April 21, 2000, from Cape Canaveral, Florida
Connect France and England via a covered tunnel and railway under the English Channel, facility to be opened to traffic no later than September, 1996
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Goal Statement: Examples
Design and complete pilot testing by March 2002, a product accounting software package that performs basic financial analyses for the company
Obtain a BSc degree in engineering from U of C by spring, 2004
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Goal Statement: Training Example
Reverse the downward trend in membership and annual conference attendance by organizing a highly successful conference
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Develop Project Objectives
Objectives represent major scope components or milestones Objectives are sub-goals
Roadmap to aid decision makers understand the purpose of the project
Basis for determining project time line and resource requirements
To achieve the goal all objectives must be realized
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Objectives: Training Example
Develop the Program
Set the Conference Site and Date
Design and Implement the Marketing Plan
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Resourcing Strategy
For each objective:Determine which internal resources
are availableDetermine which external resources
will be required Take any preliminary steps required
to engage external resources Expression of interest
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RACI Chart
2
1
Informed
ConsultedAccountable
Responsible
Task
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Identify Criteria for Evaluating Project Success
Project expectations:Project on timeWithin budgetAccording to specificationsHappy client
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Success Criteria: Training Example
At least 200 of 450 PM Association membership will register to attend
At least 50 of previous years conferences attendees will attend
At least 1.5% of the non-members receiving conference brochure will attend
At least 5% of the non-member attendees will join PM Association
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Identify Assumptions and Risks
Each objective will have its own risks and assumptions
Helps think through the project process and issues associated with execution
Identifies resource needs and issues involving resource availability
Identifies potential delays and the impact of these delays
Potential cost overruns can be predicted and resolved
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Risk Management
Identify risks What could go wrong (harm, loss,
opportunities and threats) Consider ALL knowledge areas
Internal and external risksSources of risk: product technology, people
(misunderstandings, skills), project management etc.
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Risk Management
Quantify risks High, Medium, Low (HML) - qualitative Expected Monetary Value (EMV) -
quantitative
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Risk Quantification Technique: High, Medium, Low (HML)
Probability of occurrence and impactHigh, Medium, Low gridFocus on HHs and less on LLsKeep it simple
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Risk Quantification Technique: High, Medium, Low (HML)
H HHM Impact
L L M H Probability
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Risk Management
Develop risk response plan Opportunities and threats to respond to and
opportunities and threats to acceptAvoid – eliminate causeMitigate – reduce risk occurrenceAccept – contingency plans, accept losses
Its OK to do any of these Insurance, contingency plans, procurement,
alternative strategies, contracts Risk management template
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Risk Management Template
Monitoring Schedule
Response Plan
Ownerof risk
ImpactProbabilityRisk
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Assumption and Risks: Training Example
Interest in PM Association can be renewed through the annual conference
A quality professional program will attract members and non-members
Key speaker(s) fail to show up or submit written paper
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Identify StakeholdersIndividual or organisations actively involved
in the project or directly or indirectly affected by its execution or results. They can influence your success or decision makers. Roles must be identified at the start of the
project Needs and expectations must be communicated
and influenced in a positive and constructive manner so that the project will be success for all
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Identify Stakeholders
How to find them? Ask who will decide on the success
of your project
How to involve them? Ask for (appropriate) advice Get their buy-in to project plans
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Identify Stakeholders
How to work with them? Active listening Understand their interests and needs Keep everyone informed
How to keep them on side? Respond to concerns Manage expectations and make
adjustments
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STAKEHOLDER
Objective
How They Operate
Where they gain Support
Potential Impact
How to Manage them and plan for
mitigation
Stakeholder Analysis
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Stakeholders: Training Example
AttendeesSpeakersHotelPM AssociationOrganizing team
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Charter Document
The “define” phase focuses on producing a Project Charter document which is used as: Formally recognize the existence of the
project An early statement of the project goal
and direction A statement of the problems and
opportunities to be addressed by the project
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Charter Document
Include the business need and product description, constraints and assumptions
A tool in the initial “go/no go” decision by management
Approval to proceed Funding, authority, sponsor
A general information document for other managers
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Charter Document
Once the project is approved for go ahead, the Project Charter becomes the foundation for the detailed planning activities which follow and: Provides a control point for reporting
project progress and an audit point Reference base for addressing
questions and conflicts Tool for building the team
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Project Charter Project Name - PM Conference Project Manager:
Problem/OpportunityMembership in PM Association has declined in the past four years and attendance at conference has declined in past three years. The viability and financial stability of
the organization depends on maintaining membership and successful annual conference.
Goal Reverse the downward trend in membership and annual conference attendance
Objectives1. Develop the Program2. Set the Conference Site and Date3. Design and Implement the Marketing Plan
Success Criteria1. At least 50 of previous years conferences attendees will attend2. At least 150 of 450 members will attend3. At least 1.5% of the non-members receiving conference brochure will attend4. At least 5% of the non-member attendees will join PM
Assumptions and Risks1. Interest in PM can be renewed through the annual conference2. A quality professional program will attract members and non-members3. Key speaker(s) fail to show up or submit written paper.
Stakeholders Attendees, Speakers, Hotel, PM Association, Organizing team
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Step 2 - Plan the Project
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Agenda
Work Breakdown Structures (WBS)
Estimate Time and Cost
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5-Step Project ManagementPLANNING IMPLEMENTATION
DEFINE
Identifyproject activities
Estimate time and cost
Quality and Communication management
Write Project Proposal
ORGANIZE CONTROL PLAN CLOSE
State the Problem
Identify ProjectGoal
List theObjectives
Determine PreliminaryResources
Identify Risks and stakeholders
Success criteria
Determine Personnel Needs
Recruit Project Manger
RecruitProject Team
Organize Project Team
Bidding
Assign Work Packages
Define Management Style
Establish Control Tools
Prepare Status Reports
Review ProjectSchedule, cost,team report
Issue Change Orders
Obtain ClientAcceptance
Install Deliverables andCommissioning
Document theProject
Issue Final Report
Conduct Post-ImplementationAudit
Project charter WBS Recruit Criteria Variance Reports Final Report Project network Define Work packages Status Reports Audit Reports Project proposal Assign Work Packages
Decision
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Work Breakdown Structure (WBS)
Reduces complex projects to a series of tasks that can be planned
WBS represents the project in the form of a hierarchy of goal, objectives and activities Identifies activities to be done from
beginning to completion of the project
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Work Breakdown Structure
A c tivit ies an d D e live rab les
O b jec tive
A c tivites an d D e live rab les
O b jec tive
A c tivit ies an d D e live rab les
O b jec tive
G oa l
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Work Breakdown Structure
Activities in the WBS are broken-down until the entire project is displayed as separately identified activities
The breakdown of activities continues until there are no overlapping activities
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Work Breakdown StructureEach activity:
Status and completion are easily measured Of a specific time duration with defined
beginning and end Easy to derive time and cost estimates Of a single purpose and have clearly
understood deliverables Responsibility for completion clearly
assigned
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WBS Procedure: Training Example
1. Partition the project into its major objectives1.1 Develop the Program1.2 Set the Conference Site and Date1.3 Design and Implement the
Marketing Plan
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WBS Procedure: Training Example
2. Partition the objectives into activities 1.1 Develop the Program
1.1.1 Establish Theme and Topics1.1.2 Obtain Speakers1.1.3 Prepare Handout Materials
1.2 Set the Conference Site and Date1.2.1 Set Conference Date1.2.2 Select and Commit Conference Site1.2.3 Confirm Arrangements
1.3 Design and Implement the Marketing Plan1.3.1 Develop and Print Conference Brochure1.3.2 Obtain Label Sets for Direct Mail1.3.3 Mail Conference Brochures1.3.4 Receive and Acknowledge Registrations
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WBS Procedure: Training Example
3. Check each activity for compliance with activity characteristics and further partition any that do not comply 1.1.3 Prepare Handouts
•1.1.3.1 Obtain Handout Materials from Speakers
•1.1.3.2 Prepare and Print Conference Notebook
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WBS Worksheet -PM ConferenceWBS WORKSHEET Project Name
PPM Annual ConferenceProject Manager
Activity No. Activity Description Characteristics1 2 3 4
1.1. Develop Program Y N N N1.2 Set Conference Date Y Y Y N1.3 Design and Implement Marketing Plan Y N N N1.1.1 Establish Theme and Topics Y Y Y Y1.1.2 Obtain Speakers Y Y Y Y1.1.3 Prepare Handout Materials Y Y Y N1.1.3.1 Obtain Handout Materials from Speakers Y Y Y Y1.1.3.2 Prepare and Print Conference Notebook Y Y Y Y1.2.1 Set Conference Date Y Y Y Y1.2.2 Select and Commit Conference Site/Date Y Y Y Y1.2.3 Confirm Arrangements Y Y Y Y1.3.1 Develop and Print Conference Brochure Y Y Y Y1.3.2 Obtain Label Sets for Direct Mail Y Y Y Y1.3.3 Mail Conference Brochures Y Y Y Y1.3.4 Receive and Acknowledge Registrations Y Y Y Y
Prepared by Date
Approved by Date
Sheet 1 of 1
Activity Characteristics Legend
1 Status/completion measurable2 Clearly defined start/end events3 Time/cost easily estimated4 Single purpose and responsibilty for
completion clearly assigned
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Hierarchical RepresentationCONFERENCE PLANNING
SITE MARKETINGPROGRAM
DATE PLACETHEME MATERIALS SPEAKERS LISTS BROCHURE REGISTER
OBTAIN MATERIALS
PREPARE KITS
DESIGN BROCHURE
MAIL BROCHURE