Ben Mkt 347 Week 4

Week four

MGT 347 Project Management

1Robert Harris, MS, PMPPhD Cohort 8 Organization Development

Agenda • Guest announcement• Explain TPM definition, characteristics, strengths, and weaknesses• The instructor will discuss the levels of project management• Discuss the project management life cycles• Discuss roles and responsibilities of team members• Groups will discuss Agile, Risk and Procurement management

issues in their corporation• Three Group activities and Discussion

Slide 1-2

Learning Teams

• Formation

• Logs

• Charter

3

• Expectations and General Discussions

• Introduce Yourself• (8 Messages ) One of the most important aspects of this course is the interaction between you and your fellow learners. This discussion provides a great

opportunity for you and your fellow learners to get to know each other. Write and post your self-introduction including mention of your educational and employment background related to the topics of this course. Also include a response to one of the following: Draft one or two specific goals you want to accomplish by the end of the course. Consi...more

• • Faculty Expectations• (0 Messages ) Welcome to MGT 347 Project Management MGT 347 represents one of the essential Business Management courses regarding Project

Management. This course will provide you theory and authentic examples used by practicing professionals in the field today. Project managers, Procurement officers and other stakeholders, spend about 80% of their time communicating about, financial, technology, time, cost and scope. You will find this course provides you valuable terms and new processes used in today’s bu...more

• MKT 347 slides, Updates, Handouts, etc.• (10 Messages ) Occasionally, I will post information from Journals, MKT 347 Class slides, Internet sites and news sources that relates to Project Management.

Let me encourage you to visit Project Management Institute's (PMI) web site: www.pmi.org Thank you, Robert

• Week 3 Discussion• Agile Considerations• (0 Messages ) Hello everyone: As you know we have technical challenges in our course room regarding high speed data lines. However, you can read about

Agile prior to our next class and watch the videos listed below in the link. Confessions of an Agile Project Manager The PMI Agile Community of Practice (CoP) invites you to share these experiences. http://agile-pm.pbworks.com/Confessions-of-an-Agile-Project-Manager Review as many videos as possible before class. Thank you for your consideration.

• Week 2 Discussion• How to scope a project• (19 Messages ) The client identifies a need, problem or an opportunity for a better way of doing something. Additionally, the client sees some benefit to

undertaking a project that will result in an improvement over the existing condition. Traditional project management (TPM) depends on being able to define client needs. Question: What would you do if it were not possible to get clear, concise definition of the client needs?

• Week 1 Discussion• How to make things happen• (26 Messages ) Consider a project or work assignment in which you are currently involved, or in which you have recently been involved. This can be any type of

project: professional, personal, community service, local government, or a school project. Describe the objectives and steps for properly defining a project’s scope, priorities, work breakdown structure, cost, and any assumptions made. Where are you in the project life cycle? Does this project have a baseline plan? If yes, describe it....more

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Project Management Applications Strategy Planning Process

5

40 years of Project

Management

Factors Constraining Project Success

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7

Project Life Cycle Effort

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Work Breakdown Structure

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FIGURE 1.4 Network Diagram

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The Project Life Cycle

General Form of a Project Life Cycle

Phase 1 Phase 2 Phase 3 Phase... Phase "n"

Project

Project Life Cycles Are Like Snowflakes!Sim ple Three-Phase Project Life Cycle

In itia tion Execution C lose-O ut

Project

Nine-Phase Project Life Cycle

Formulate Concept Evaluate Concept Verify Scope Design Construct Deploy M ainta in Close

Project

“Our” Project Life CyclePro ject L ife C ycle U sed in th is W orkshop

In itia tion D efin ition P lann ing Im plem entation C losure

Project

Phase PurposeInitiation Introduce project to attain approval and create project

charterDefinition Document project scope, deliverables, and methods for

containing scope.Planning Create plan documenting the activities required to

complete the project, along with sequence of activities, resources assigned to the activities, and resulting schedule and budgets.

Implementation Execute and manage the plan, using artifacts created in the planning phase.

Closure Formally review the project, including lessons learned and turnover of project documentation.

Continuous Improvement

In itia tion D efin ition P lanning Im plem entation C losure

Project

Lessons Learned

Your Turn: Party Exercise

Project Stakeholders

• “Individuals and organizations that are actively involved in the project, or whose interest may be positively or negatively affected as a result of project execution or project completion.” 2000 PMBOK Guide

• Short list– Project benefactor– Project requestor– Project manager and team– Those affected by the project

Project Stakeholders: Partial List of Candidates for Stakeholder Roles

• Project benefactor and upper management– Project sponsor– Project office/project advisory boards– Executive management

• Project requestor• Project manager and team

– If a team member has a line manager, he or she is a key stakeholder as well. (They hold the strings for your team member.)

• Internal Consultants– Legal– Audit– Telecommunications– IT infrastructure – Quality assurance– Human Resources Department

• External entities affected by the project– Customers– Vendors– Governmental agencies– Other regulatory bodies

Your Turn: Identifying Project Stakeholders

Stakeholders Outside the Organization

Potential StakeholdersStakeholders Inside the Team

Stakeholders Within the Organization

PMI’s Nine Project Management Knowledge Areas

1. Integration Management2. Scope Management3. Time Management4. Cost Management5. Quality Management6. Human Resource Management7. Communications Management8. Risk Management9. Procurement Management

#1—Project Integration Management

• Bringing it All Together:– Building the Project Plan– Project Execution– Integrated Change Control

• Project Management “Nerve Center”

#2—Project Scope Management

• Staying Vigilant in Defining and Containing Scope throughout the Project– Project Initiation– Scope Planning– Scope Definition– Scope Verification– Scope Change Control

#3—Project Time Management

• Determining What Gets Done and When through:– Activity Definition– Activity Sequencing– Activity Duration Estimating– Schedule Development– Schedule Control

#4—Project Cost Management

• Planning for Resources• Estimating Costs• Creating the Budget• Managing/Controlling

the Budget

#5—Project Quality Management

• Quality Planning• Quality Assurance• Quality Control

#6—Project Human Resource Management

• Organizational Planning• Staff Acquisition• Team Development

#7—Project Communications Management

• Keeping Stakeholders Informed (and Involved!)– Communications Planning– Dissemination of Information– Progress Reporting– Administrative Closure

#8—Project Risk Management

• Expect the Unexpected!– Risk Management Planning– Risk Identification– Qualitative Risk Analysis– Quantitative Risk Analysis– Risk Response Planning– Risk Management and Control

Risk Identification Worksheet• Enter risk scenario (how an event could

jeopardize project outcome).• Rate probability, impact, and degree of

control using rating scale of:1 = Low2 = Medium3 = High

• Compute risk index using formula:

• If possible, enter financial impact.• Determine actions to take:

– Ignore (do nothing)– Eliminate (sidestep)– Manage

• For managed risks, indicate mitigations and contingencies and assign risk manager.

• Log actions taken as they occur.

Scenario:

Probability Impact Control Index

Financial Impact:

Action to be Taken: Ignore Eliminate Manage

Mitigations:

Contingencies:

Manager of This Risk:

Date:

Risk Identification Worksheet

Actions TakenAction:

Probability * ImpactControlRisk Index =

Giving Risks PrioritiesMaintain inventory of all risks identified—updating probabilities, impacts, and controls if

changes occur.

Focus attention on the risks with the highest Indices!!!

* How would this change if you learned that a team member has announced that she is a finalist for a new position at the home office 1,500 miles away?

Your Turn: Project Risk Scenarios

1. Individually identify and jot down four possible risk

scenarios this project might face.

2. Share these within your group and create a Risk

Priority Worksheet of your pooled risks.

3. Score the risks. 4. For the top two,

brainstorm at least one mitigation and one

contingency.5. Use the Risk Identification

Worksheet as a guide, but you do not need to

complete one for this exercise.

Scenario:

Probability Impact Control Index

Financial Impact:

Action to be Taken: Ignore Eliminate Manage

Mitigations:

Contingencies:

Manager of This Risk:

Date:

Risk Identification Worksheet

Actions TakenAction:

#9—Project Procurement Management

For Projects Using Outside Resources:– Procurement Planning– Solicitation Planning– Solicitation– Source Selection– Contract Administration– Contract Closeout

RFP’sR

Us!!

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A Word About Tools

• Many people assume that project management is all

about management software. • That’s like saying that

residential construction is all about hammers!

• Such tools will often make your work simpler and handle

complex calculations with ease.

• However, without a solid understanding of PM concepts,

the tools often provide an illusion of project control that

does not exist.• Learn the concepts, then the

tool.

Module 12: Project Communications

Communication Made SimpleThe Two-Floor Rule

– Every stakeholder should receive information at just the right level of detail for them.

– High-level managers won’t want to see all the gory details of the project.

– Your team members need to see a great deal more.– If your level of reporting is appropriate, and one of your

stakeholders steps into the elevator and asks about the status of the project, you should be able to brief him or her by the time the elevator stops two floors away.

Communication PlanCommunication Format Frequency Distribution

Team Briefing Restricted Intranet Daily at 9:00 Team and stakeholders with access to secure

project info areaWeekly Web Bulletin Internal Intranet Weekly Team, sponsor, senior

managementTechnical Incident Report

Email Immediately after Incident

Webmaster, IT Department

Budget and Schedule Detail

Spreadsheets and Detailed Gantt Chart

Bi-Weekly Sponsor, Senior Management

Accomplishments and Setbacks

Email and Intranet Weekly All internal stakeholders

Schedule Milestones Email and Intranet Weekly All internal stakeholders

Cost-to-Date Milestones

Email and Intranet Weekly All internal stakeholders

Current Top 5 Risks Email and Intranet Weekly All internal stakeholders

Some Simple Tools

Some Simple Tools (continued)

Schedule Milestones as of 2/15/2004

ID Milestone Scheduled Completion

Actual Completion

Variance in Days

Some Simple Tools (continued)


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Example

Where to Begin?

Look back over your previous project experiences.

Chances are, you’ve used a little of each of these nine areas already.

The PMBOK merely codifies them and attempts to give us a framework for understanding and applying project management knowledge productively.

Your Turn: What We Know Already

• Look back over your previous experience in project management

• How many of the nine knowledge areas did you use? (Probably all nine!)

• Take a quick inventory and point to your most successful application use of that knowledge area.

• Pick up at least one new tip from others right now!

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Discussion Questions

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• Consider Quality, Communication, HR, Risk and Procurement

Companies: Premium Pizza Delivery, DSL/T1 installation, Publisher (Hi-tech) selection, and Fashion Video shoot at Neiman-Marcus.

Directions: Select a Project manager, Sponsor and team spokesperson. Take 20 minutes and present preliminary case.

After 30 days the Board of Directors has requested a status meeting. Will you use a RACI, Milestone chart and/or Gantt chart? Why?


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GOAL

SOLUTION

Clear

Not Clear

Not ClearClear

Contemporary Project Landscape

Ch08: Project Management Landscape

Figure08-01

GOAL

SOLUTION

Clear

Not Clear

Not ClearClear

TPM

TPM – Traditional Project Management


Figure08-01

GOAL

SOLUTION

Clear

Not Clear

Not ClearClear

xPM

TPM

xPM – Extreme Project Management


Figure08-01

GOAL

SOLUTION

Clear

Not Clear

Not ClearClear

APM

xPM

TPM

APM – Agile Project Management


Figure08-01

GOAL

SOLUTION

Clear

Not Clear

Not ClearClear

APM

xPM

TPM

Emertxe Project Management


MPx

Figure08-01

TPM Install an intranet network in field office

APF Put a man on the moon by the end of the decade decade and return him safely

xPM Cure the common cold

MPx Give an example

APM

xPM

TPM

GOAL

SOLUTION

Clear

Not Clear

Not ClearClear

Examples of Each Project Type

Project Management Landscape

MPx

Goal

Solution

ClearClear Not

Clear

NotClear

Q1 Q2

Q3Q4

Uncerta

inty

Complexity

The Complexity/Uncertainty Domain

Requirements Flexibility

Adaptability Change


Risk

Goal

Solution

ClearClear Not

Clear

NotClear

Q1 Q2

Q3Q4

Risk


Cohesiv

enes

s

Goal

Solution

ClearClear Not

Clear

NotClear

Q1 Q2

Q3Q4

Team

Team Cohesiveness


Communica

tions

Goal

Solution

ClearClear Not

Clear

NotClear

Q1 Q2

Q3Q4

Communications


Involve

ment

Goal

Solution

ClearClear Not

Clear

NotClear

Q1 Q2

Q3Q4

Client

Client Involvement


Specific

ation

Goal

Solution

ClearClear Not

Clear

NotClear

Q1 Q2

Q3Q4

Specification


The Requirements Breakdown Structure


Project goaland solution

Requirement 1

Function1.1

Feature1.2.1.1

Featuren.3.1

Sub-function1.2.3

Requirement n

Function1.2

Function1.3

Functionn.1

Functionn.2

Functionn.3

Sub-function1.2.2

Sub-function1.2.1

Featuren.3.2

Featuren.3.3

Featuren.3.4

Feature1.2.1.2

Feature1.2.1.3

Feature1.2.1.4

ChangeGoal

Solution

ClearClear Not

Clear

NotClear

Q1 Q2

Q3Q4

Change


Busines

s Valu

e

Goal

Solution

ClearClear Not

Clear

NotClear

Q1 Q2

Q3Q4

Business Value


Factors Affecting the Choice of Best-Fit PMLC model


CostDuration

Market StabilityTechnology UsedBusiness Climate

# Departments AffectedOrganizational Environment

Team Skills & Competencies

CostDuration

Market StabilityTechnology UsedBusiness Climate

# Departments AffectedOrganizational Environment

Team Skills & Competencies

Let me help you get on top of this

situation.This is harder than I ever imagined.


Project Management Life Cycle Approaches


Linear Project Management Life Cycle Model


Incremental Project Management Life Cycle Model


Iterative Project Management Life Cycle Model


Adaptive Project Management Life Cycle Model


Extreme Project Management Life Cycle Model


The 5 PMLC Models

Similarities All 5 Process Groups are used in each PMLC Model Each PMLC Model begins with a Scope Process Group Each PMLC Model ends with a Close Process Group

Differences The models form a natural ordering (Linear, Incremental, Iterative,

Adaptive, Extreme) by degree of solution uncertainty The processes that form repetitive groups recognize the effect of

increasing uncertainty as you traverse the natural ordering Complete project planning is replaced by just-in-time project

planning as the degree of uncertainty increases Risk management becomes more significant as degree of solution

uncertainty increases The need for meaningful client involvement increases as degree of

solution uncertainty increases

Recap of the PMLC Models


Linear Clearly defined solution and requirements Not many scope change requests Routine and repetitive projects Uses established templates

Incremental Same as linear but delivers business value early and often Some likelihood of scope change requests

Iterative Unstable or or incomplete requirements and functionality Learn by doing and by discovery

When to Use (1 of 2)


AdaptiveGoal known but solution not knownSolution highly influenced by expected changesNew product development and process

improvement projects

ExtremeGoal and solution not knownThrough iteration converge on goal and solutionTypically for R&D projects

When to Use (2 of 2)


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Thank you,

R.H

75

References: http://

milestonepmp.blogspot.com/http://agile-pm.pbworks.com/

www.pmi.org

Ben Mkt 347 Week 4

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