1 TenStep Project Management Process ™ PM00.0 PM00.0 Project Management Preparation for Success *...

1TenStep Project Management Process™

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PM00.0PM00.0Project Management Preparation for SuccessProject Management Preparation for Success

* Introduction ** Introduction *


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Pre-Class AssessmentPre-Class Assessment


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IntroductionsIntroductions

• Who am I?

• Who are you?

– Name

– Organization

– Project management experience

– Favorite movie and why?

• Why are you here?


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LogisticsLogistics

• Sign-in Sheet

• Facilities

• Breaks

• Phones

• Snacks

• Bathrooms

• Lunch


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AgendaAgenda

Day 1

• Review the fundamentals

• Define the work

• Build the workplan (start)


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AgendaAgenda

Day 2 (could go into day 3)

• Build the workplan

• Manage the workplan

• Manage issues


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AgendaAgenda

Day 3 (could go into day 4)

• Manage scope

• Manage communication

• Manage risk


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AgendaAgenda

Day 4

• Manage documents

• Manage quality

• Manage metrics


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RequestRequest

Don’t look ahead


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Learning ObjectivesLearning Objectives

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

• Understand the value of project management processes

• Define the various aspects of a project

• Build and maintain an appropriate project workplan

• Identify and manage issues, scope and communication

• Identify and manage project risks

• Determine methods to manage project documentation

• Identify and manage to the appropriate level of quality

• Identify metrics to improve processes and declare success


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Define the Work - ExerciseDefine the Work - Exercise

Discuss your definition of:• Project• Project manager• Project team• Project sponsor


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What is a Project?What is a 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


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Exercise – Start and End DatesExercise – Start and End Dates

Projects have a start and end, but ….

• When does a project start

– Options

– Best choice

– Your company

• When does a project end

– Options

– Best choice

– Your company


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

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


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Process responsibilities:

• Managing the overall workplan to ensure work is assigned and completed on time and within budget

• Identifying, tracking, managing and resolving project issues

• Proactively communicating project information to all stakeholders

• Identifying, responding to and managing project risk


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Process responsibilities:

• Ensuring that the solution is of acceptable quality

• Proactively managing scope to ensure that only what was agreed to is delivered, unless changes are approved through scope management

• Defining and collecting metrics to give a sense for how the project is progressing and whether the deliverables produced are acceptable


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People responsibilities:

• General management skills needed to establish processes and make sure that people follow them

• Leadership skills to get the team to willingly follow your direction

• Sets reasonable, challenging and clear expectations of people

• Holds team members accountable for meeting the expectations


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Other people responsibilities:

• Team-building skills

• Motivating skills

• Proactive verbal and written communication skills

• Active listening skills

• Performance feedback to team members


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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


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What is an Executive Sponsor?What is an Executive 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


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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


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Team ExerciseTeam Exercise

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

• What do you see as the benefits?

• What are your concerns?


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Typical Project Management EnvironmentTypical Project Management 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


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Where You Want To BeWhere You Want To Be

Company / organization• Common processes for project management

• High overall chance of success on all projects

• Common roles and responsibilities

• Consistent communication and reporting throughout the organization


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Where You Want To BeWhere You Want To Be

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

issues• Knowledgeable in best practices and overall project

management techniques

Project team members• Reduced time for acclimation on new projects• Common understanding with project manager on how

project is managed


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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


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Why Use a Methodology?Why Use a Methodology?

• Adds more time?

• Adds more cost?

• Adds unneeded documentation?

• Adds extra work?

• Adds more overhead?


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• Adds more time? NO!

• Adds more cost? NO!

• Adds unneeded documentation?NO!

• Adds extra work? NO!

• Adds more overhead? NO!


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Better, faster, cheaper project execution through:

• Repeatable processes YES!

• Fewer errors and less rework YES!

• Pre-built templates YES!

• Standard workplan activities YES!

• Less start-up time for new projects YES!

• Easier knowledge transfer YES!

• Appropriate approvals and controls YES!


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Capability Maturity ModelCapability Maturity Model

11

22

33

44

55

Crisis Mode / Firefighting

Standard Project ManagementEstablish a Baseline Foundation

Standard TechniquesCommon Work Products

Project Feedback

Standardized Project Planning and Management

Methods & TechniquesStandard Project Deliverables

Project HistoriesHistorical Estimates

Promotion

Project Review & AssessmentMetrics Feedback

Chaos adapted from:Software Engineering Institute

Capability Maturity Model


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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


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ProgramsPrograms

• Group of related projects

• All work accomplished through underlying projects– Sequentially

– Parallel

• Entire effort coordinated through program structure– Program manager

– Program Definition (charter)

– Program management procedures

• Program is over when all objectives are accomplished


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Exercise – Case Study #1Exercise – Case Study #1

• Read the case study

• Identify how you would structure the work into one or more projects

• List advantages and disadvantages to your approach


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The PMBOKThe PMBOK®®

Section I, The Project Management Framework• Chapter 1, Introduction - key terms and overview

• Chapter 2, The Project Management Context - project management environments

• Chapter 3, Project Management Processes - generalized view of how the various project management processes commonly interact


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Section II, The Project Management Knowledge Areas• Chapter 4, Project Integration Management

• Chapter 5, Project Scope Management

• Chapter 6, Project Time Management

• Chapter 7, Project Cost Management

• Chapter 8, Project Quality Management

• Chapter 9, Project Human Resource Management,

• Chapter 10, Project Communications Management

• Chapter 11, Project Risk Management

• Chapter 12, Project Procurement Management

The PMBOK®The PMBOK®


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• PMBOK® Framework• TenStep Project Management Process™

– Templates

– Processes, procedures, best practices

– Supplemental papers

– Training content

TenStep PB (PMBOKTenStep PB (PMBOK®® Framework) Framework)™™


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Learning ObjectivesLearning Objectives

By the end of class, each participant should be able to:Understand the value of project management processes• Define the various aspects of a project• Build and maintain an appropriate project workplan • Identify and manage issues, scope and communication• Identify and manage project risks• Determine methods to manage project documentation• Identify and manage to the appropriate level of quality• Identify metrics to improve processes and declare success


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Questions??Questions??

1 TenStep Project Management Process ™ PM00.0 PM00.0 Project Management Preparation for Success *...

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