Project Management Methodology Training. 2 Kickoff Message Executive Perspective.
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Transcript of Project Management Methodology Training. 2 Kickoff Message Executive Perspective.
Project Management Methodology TrainingProject Management Methodology Training
2
Kickoff Message
Executive Perspective
3
Handouts
Charter Requirements
Specification Communications Plan Issue Log Risk Log Change Log
Phase Audit Review Gate Review Status Report Lessons Learned Meeting Agenda Meeting Minutes Portfolio Health Report
4
Course Objectives
Learn why a common methodology is important.
Learn common project management terminology.
Learn project management processes and phases (methodology).
Learn our audit and review processes.
Utilize practical exercises to further develop skill-sets.
5
Course Norms
Have fun.
Ask questions.
Get involved – this is our methodology!
6
Let’s Get Warmed Up!
Introduce yourself: – Name– Current Role
Share some examples of why projects you’ve worked on have failed.
7
Reasons Why Projects Fail
8
Benefits Of Having A Standard Methodology
What are some benefits of having a standard methodology?
9
Benefits Of Having A Standard Methodology
Establishes common practices, drives consistent implementation, and provides a foundation for achieving PM proficiency.
Develops Organizational Project Management Maturity
Improves Project Execution
Drives Uniformity Throughout An Organization
Standard processes offer a framework for consistent, repeatable delivery.
Provides common terms, processes, tools, templates and techniques.
Improves Customer Satisfaction
Quality & timeliness of project deliverables become more reliable and accurate.
Creates A Means Of Evaluating Project Performance
Project health can be measured consistently across an organization.
10
Project Management has a language of its own.
This section provides us with a common understanding of the terminology used in project management.
Section One: Terminology & Methodology
11
What is a Project?
A temporary endeavor undertaken to produce a unique product, service, or result, with a defined beginning and end.
Example: Building your new house.
12
What is Project Management?
““It is the application of It is the application of knowledgeknowledge, , skillsskills, , toolstools, and , and techniquestechniques to to project activities to meet project project activities to meet project requirements.”requirements.”
13
What is a Project Manager?
The person assigned by the The person assigned by the performing organization to performing organization to achieve the projects achieve the projects objectives.objectives.
Day 1
Year 2
14
The Triple Constraint of Project Management
Time Cost
Scope
Risks
&
Quality
The Project Manager must control at least one constraint, or its not project management; it’s a forced march.
15
What is a program?
• Multiple related projects are organized and managed in a manner that they can provide the greatest value to the organization, and are known as programsprograms.
Example: Building a new subdivision, with multiple houses.
16
What is a Stakeholder?
Individuals and organizations that are actively involved in the project, or whose interests may be positively or negatively affected as a result of project execution or project completion.
Who are some of your projects stakeholders?
17
What is a Project Team?
The team that manages and completes the project work. It includes the project team, the project manager and for some projects, the project sponsor.
18
What are Project Phases?
InitiateInitiate – authorizes work, defines initial scope – authorizes work, defines initial scope
PlanPlan – solidifies scope & requirements – solidifies scope & requirementsExecuteExecute – team performs the work, measures variance, corrects (controls) as needed – team performs the work, measures variance, corrects (controls) as needed
CloseClose – formally ends phase or project – formally ends phase or project
InitiateInitiate PlanPlan
ExecuteExecute
ControlControl
CloseClose
19
Project Management Phases
• Project selection (Portfolio Management)
• Initial Project Charter
• Goals & Objectives
• Deliverables
• Estimates (time, resources, costs)
• Critical risks
• Initial Requirements Specification (Success Criteria)
Initiating PhaseInitiating Phase
20
Project Management Phases
Planning PhasePlanning Phase
• Scope planning and definition
• Activity definition (WBS)
• Activity sequencing (Network)
• Activity duration estimating
• Resource planning
• Quality planning
• Communications planning
• Cost estimating
• Risk management planning
• Schedule development
• Cost budgeting
• Project plan development
• Initial baselines (Scope/Time/Cost/Quality – from Charter and Req. Spec.)
Common wisdom in project management is: “If you fail to plan, you are planning to fail.”
21
Project Management Phases
Executing PhaseExecuting Phase
• Team development
• Risk management
• Issue management
• Resource management
• Performance management
• Executing the project plan
• Completing work packages
• Distributing information
• Quality assurance actions
• Status meetings
• Identifying and managing changes
22
Project Management Phases
Controlling ProcessesControlling Processes
• Performance reporting
• Integrated change control
• Cost control
• Scope verification
• Scope change control
• Quality control
• Schedule control
• Risk monitoring and control
23
Project Management Phases
Closing PhaseClosing Phase
• Contract closeout (if applies)
• Deliverables acceptance and signoff
• Lessons learned (best practice at end of every phase)
• Administrative closure (financial, records retention, etc.)
24
What is Progressive Elaboration?
Defining and refining the project as more information becomes available.
For our building the house example – this could be the salesperson interviewing you…
25
What is Scope?
The sum of the products and services to be provided by the project.
Scope is the way that you describe the boundaries of the project. It defines what the project will deliver and what it will not deliver.
The selection sheet provides scope to your new home.
What are some other examples of scope for building your new home?
26
What is a Milestone?
A significant point or event in the project lifecycle, which consumes no time or resources.
Examples:• Initial Project Charter Signed• Requirements Defined• Released To Printer• Released To Warehouse• Deliverables Accepted
What are some other examples for building our new home?
C
C
On Track
Date May Be Missed
Date Will Be / Was Missed
Completed On Time
Completed Late
27
What is a Requirement?
A requirement is a singular documented A requirement is a singular documented need of what a particular product or need of what a particular product or service should be or do.service should be or do.
Murad I think this needs to be reworded or given a
good example?
28
What is a Functional Requirement?
Describe system features or things the system must do.
What are some example requirements for what a house must do?
Answer: Provide Shelter
29
What is a Non-Functional Requirement?
Describe properties the system must have.
What are some examples of requirements a house must have?
30
What are Project Goals?
Goals are wide-ranging statements of the project’s target or direction. Goals describe what we want the product to do. Goals need not be stated in observable or quantifiable terms. Goals must be both reasonable and achievable. Project goals are further broken down into measurable objectives.
31
What are Project Objectives?
Project objectives are statements of preferred project outcome(s).
Objectives must be SMART: Specific Measurable Aligned / achievable Relevant / realistic Time bound
The projects objectives are defined by two types of requirements known as functional & non-functional requirements.
32
What is a Deliverable?
Any unique and verifiable product, result or capability to perform a service that must be produced to complete a process, phase, or project.
This term is often used more narrowly in reference to an external deliverable, which is subject to approval by the project sponsor or customer.
What is an example of a deliverable for your new house?
Answer: Ability to have a party.
33
What is a Work Package?
A deliverable at the lowest level of the work breakdown structure, where that specific piece of work can be assigned, estimated, sequenced, and tracked.
What is an example of a work package for your new house?
34
What a WBS Looks Like
Subdivision
Individual Houses
Foundation, Walls, etc.
35
What is a WBS?
A deliverable-oriented grouping of project elements that organize and define the total work scope of the project.
Each descending level represents an increasingly detailed definition of the project work.
36
Thank you for your time.
This concludes session 1.
Project Management Methodology TrainingProject Management Methodology Training
Session Two
38
Refresher: Project Phases
What are our project phases?
39
Refresher: Project Phases
InitiateInitiate PlanPlan
ExecuteExecute
ControlControl
CloseClose
40
REMINDER: What a WBS Looks Like
Subdivision
Individual Houses
Foundation, Walls, etc.
41
Exercise 1 – WBS Development
45 minutes total for this exercise.Divide into two teams.Select a Project Manager.Using the provided self-stick notes, create
a WBS for taking a vacation.Your PM will discuss how your team built
the WBS, and share your WBS with the class.
42
What is a Dependency?
A dependency is a logical relationship between two activities or projects. Some dependencies are mandatory, others are discretionary, others can be external. It is not that difficult to imagine if you keep in mind that the predecessor is the task that determines the scheduling for the successor.
The four types of relationships are:
Finish-To-Start (FS)Finish-To-Finish (FF)Start-To-Start (SS)Start-To-Finish (SF)
43
Finish-To-Start Dependency
Finish-To-Start (FS)
Task A
Task B
This is the most common dependency you will see and use.
Example: Define project requirements; write the software code. (Something must finish before something else can start).
44
Finish-To-Finish Dependency
Finish-To-Finish (FF)
Task A
Task B
Example: Bake the turkey; cook the stuffing (both need to finish at the same time).
45
Start-To-Start Dependency
Start-To-Start (SS)
Task A
Task B
Example: Install wiring; install plumbing (both can start at the same time).
46
Start-To-Finish Dependency
Start-To-Finish (SF)
Task A
Task B
Example: I take my car to my mechanic and tell him there is a problem with the radio and it needs new brake pads, and that I have to have the car back by 5 pm. If the mechanic scheduled his work, he would estimate the time it would take to do the brake pads, say 30 min. He estimates the radio at 60 min. Then, he schedules backward from the 5pm deadline, and plans to start working on my car at 3:30 to complete by 5. In this situation, he is scheduling backward from 5. So the Start of my task, using the car, determines the finish of his task, replacing the pads. In turn, the startof fixing the pads determines the finish of fixing the radio. Ergo, each is a SF relationship. For this reason SF is of best use in determining when things like deliveries SHOULD be scheduled. The limitation is that if the delivery never happens then the predecessor will not move.
47
What is a Network Diagram?
A visual depiction of the major project activities and the sequence in which they should be completed.
48
What is a Predecessor?
An event (or events) that immediately precedes some other event without any other events intervening.
Predecessor for task d
49
What is a Successor?
An event (or events) that immediately follows some other event without any other events intervening.
Successor for task a
50
What is Lead Time?
The time by which a predecessor event must be completed in order to allow sufficient time for the activities that must elapse before a specific event is reached to be completed.
Lead Time for Task d Example: Awaiting delivery of carpet.
Lay Carpet
Order Carpet
51
What is a Lag Time?
The earliest time by which a successor event can follow a specific event.
Lag Time for Task a Example: Paint must dry before laying carpet.
Paint Room
Lay Carpet
52
What is a Network Path?
The sequence of activities leading from the starting point of the diagram to the finishing point of the diagram
PATH “A”
53
What is a Network Path?
The sequence of activities leading from the starting point of the diagram to the finishing point of the diagram
PATH “B”
54
What is a Network Path?
The sequence of activities leading from the starting point of the diagram to the finishing point of the diagram
PATH “C”
55
Exercise 2 – Network Diagram
45 minutes for this exercise.Using your same team.Select a new Project Manager.Using an existing WBS, create a
network diagram (including dependencies & estimated durations).
PM will discuss how your team built the network diagram, and share your network diagram with the class.
56
What is a Critical Path?
The series of activities that take the longest path through the network.
Caution:There may be multiple critical paths on a project.These paths must be managed to keep the schedule on
track.
Shown in red on tracking Gantt chart (ACEG)
57
What is Crashing?
Crashing moves resources from non-critical path activities to the critical path.
Crashing moves resources from non-critical path activities to the critical path.
Non-critical path
Critical path
A Schedule duration crash is the effort to reduce the overall duration of a schedule. Usually the following techniques are employed:
Adding or reallocating resources (human or otherwise) Increasing work hours (overtime, weekends)
Crashing is done as a trade-off between shorter task duration and higher task costs.
58
What is Fast Tracking?
Fast Tracking pulls tasks ahead of schedule (parallel) – which increases risk.
Fast Tracking pulls tasks ahead of schedule (parallel) – which increases risk.
Compressing the project schedule by overlapping activities normally performed in sequence (such as design and construction), or to perform schedule activities in parallel.
Non-critical path
Critical path
59
Use Crashing and Fast Tracking
Avoid the “sky is falling” moments by analyzing your critical path options.
Review your dependencies for accuracy and determine if they are mandatory or optional.
60
Schedule and Cost Estimating
Estimating techniques are utilized throughout the lifecycle of the project to determine schedule and costs for the project.
WBS Level Estimate Name Range & Precision When to Use
Top Level Order of Magnitude75% Over run to
25% Under run
Only basic information is available
Middle Level Preliminary25% Over run to
10% Under run
Objectives defined and resource information is
available
Work Package Definitive / Finalized10% Over run to
5% Under run
Detailed information is available,
requirements stable
61
Estimating Recommendations
Involve the team doing the work to develop the estimates.
Base estimates on past history if possible.
Secure agreement on the level of precision and communicate that level of precision.
Account for expected conditions and situations.
Base your estimates on assumptions of staff availability.
Remember that different resourceswill drive significantly different outcomes. (Expert vs. novice).
62
Performance ReportingOur method of reporting percent complete is:
For OBJECTIVE measurements – use actual (IE: 14.9% complete)
For SUBJECTIVE measurements – use 0% / 25% / 50% / 75% / 100% complete.
0% - means the task has not started
100% - means the task has completed
63
PERT in MS Project
PERT:
History
Purpose
1 Duration Estimate
64
PERT in MS Project
3 Duration Estimates + Weighting (next page)
Example: Paul Gustafson says that task “1” can be done in 5 days. If he can focus on just that task, he can get it done in 2 days. Based on his current workload, it could take up to 15 days to get this work done.
65
What is PERT?
Expected TimeExpected Time = [ = [OO + ( + (4M4M) + ) + PP] ] // 66OO = Optimistic Effort or Duration Information = Optimistic Effort or Duration Information
MM = Most Likely Effort or Duration Information = Most Likely Effort or Duration Information
PP = Pessimistic Effort or Duration Information = Pessimistic Effort or Duration Information
Expected TimeExpected Time = [ = [22 + ( + (4x54x5) + ) + 1515] ] // 66
Expected Time = 6.16 Days (Expected Time = 6.16 Days (Improves Improves EstimatingEstimating))
Example: Paul Gustafson says that task “1” can be done in 5 days. If he can focus on just that task, he can get it done in 2 days. Based on his current workload, it could take up to 15 days to get this work done.
66
What is a Risk?
A risk is an uncertain A risk is an uncertain FUTUREFUTURE event that may event that may have either a positive or negative affect have either a positive or negative affect on the project objectives.on the project objectives.
Examples:Examples: • Requirements Requirements maymay not be captured not be captured
appropriately. appropriately. • Team members Team members mightmight not be available when not be available when
needed.needed.
Risks are documented in a risk log throughout the project lifecycle. Risks are documented in a risk log throughout the project lifecycle.
Risk Management is a Risk Management is a PRO-ACTIVEPRO-ACTIVE process. process.
67
Elements of Risk Management
The Event or Trigger that might occur
The Probability that the event may occur or the condition may change
The Impact on the project if the event occurs or the condition changes
The Severity of the risk is a combination of the probability and the impact which determines your risk response plan
68
Risk Management Processes
Risk Risk IdentificationIdentification
Risk Risk Analysis & Analysis & EvaluationEvaluation
Risk Response Risk Response Planning & Planning &
ImplementationImplementation
Risk Risk Monitoring & Monitoring &
ControlControl
Risk PlanningProcess
69
Done once at the start of a project.
Structures risk management activities including: Roles and Responsibilities Escalation and Review Processes Reporting structure (risk logs, status reports, etc.)
Risk Planning Process
70
Risks can be identified by a number of methods: Brainstorming Crawford Blue Slip Fishbone Diagrams Historical Issues Etc.
Risk Identification Process
Risk Identification occurs at the start of the project and is periodically revisited as the project progresses.
71
Governance
72
Portfolio Mgmt Vs. Governance
Portfolio Management is the process of determining and prioritizing future work efforts to meet longer term goals.
Governance is the process of ensuring accountability for active work efforts. It provides alignment between:
Executives (strategies) Managers (operations) Value opportunities (results)
It helps us assess current state & adjust if necessary.
73
Where Governance Occurs
74
Governance Roles & Responsibilities
Ensure alignment with business strategy
Provide prioritization of new work vs. existing
Rebalance resource commitments across the organization as needed
Deliver decisions for escalated change requests for strategic efforts (scope / time / cost)
Removal of bottlenecks
75
Governance Proposal
Implement bi-weekly governance board reviews, until such a time that monthly reviews are deemed adequate.
Focus initially on larger scale efforts with greatest risk for failure.
Over time, roll all efforts into the process, focusing on those areas with need for assistance / guidance.
76
Recommended Implementation
Meeting attendees: Sr. Mgmt, PMO, P.O., Project Leads
Duration of Mtg: 2 Hours
Process will be lead and scheduled by PMO.
Agendas developed and published by PMO.
Materials developed and provided by PMO.
Meeting minutes / action items captured and distributed by PMO.
77
Quality Standards Discussion
“Profit in business comes from repeat customers, customers that boast about your project or service, and customers that bring friends with
them.”- Dr. W. Edwards Deming
78
Thank you for your time.
This concludes session 2.
Project Management Methodology TrainingProject Management Methodology Training
Session Three
80
Exercise 3 – Risk Identification
Instructor lead risk identification. Everyone needs 10 self stick
notes. Activities are:
Crawford Blue Slip & Affinity Diagramming
81
Each risk condition is analyzed to assess:
The Probability that the condition will occur.
The Impact this risk will have on the project.
The combination of probability and impact determines the Severity of the risk. (Shown on next page.)
The severity of the risk determines the response.
Risk Analysis & Evaluation Process
82
Risk Severity Table
LH MH HH
LM MM HM
LL ML HL
Low Medium High
Low
Med
ium
Hig
hImpact
Pro
bab
ilit
y
83
Two risk response methods:
Mitigation Planning – What can you do to prevent it from occurring?
Contingency Planning – If it does come true, what can you do to contain it?
Risk Response Planning & Implementation
84
Mitigation & Contingency Plans
Both mitigation & contingency plans are required when your risks are in the circled classifications below.
85
Exercise 4 – Risk Mitigation
Instructor lead risk mitigation. Using 5 of our risks, identify ways
of mitigating those risks (prevention).
86
Exercise 5 – Risk Contingency
Instructor lead risk contingency. Using 5 of our risks, identify
contingency actions for those risks (containment).
87
Risk Monitoring & Control Process
Throughout the course of the project, risks must be constantly monitored.
Have project conditions changed?
Have any triggers occurred?
Did the impact of a risk change?
Did the probability of occurrence change?
What new risks have been identified during the project?
Are mitigation plans & contingency actions being executed appropriately and effectively?
88
What is an Issue?
An issue is something that is preventing the project team from An issue is something that is preventing the project team from delivering its objective.delivering its objective.
Issues are always present tense. Issues are always present tense.
They are happening They are happening NOWNOW..
Examples: Examples: An employee quits. An employee quits. Funds Funds areare depleted. depleted.
Issues are documented in an issue log as they arise Issues are documented in an issue log as they arise
– – it’s a it’s a REACTIVEREACTIVE process. process.
An abundance of issues is a clear indication that risk management processes were not implemented.
89
REMINDER:
ISSUES ARE HAPPENING NOW.
RISKS MAY HAPPEN IN THE FUTURE.
Is it an Issue or Risk?
90
The project deadline may be missed by 2 weeks.
A team member has taken on a new role with XYZ company.
The repair manual is 200 pages over specification.
Is it an Issue or Risk?
The quality may not meet customer expectations. RISK
ISSUE
ISSUE
RISK
91
What is a Constraint?
Examples:
• Resources not available until xx date.
• Scheduled power outage on xx date.
• Delivery must occur on xx date.
A restriction that affects when an activity can be scheduled, worked on, or completed by.
92
What is Effort?
The amount of human The amount of human resource time required resource time required to complete work to complete work expressed as hours, expressed as hours, days or weeks.days or weeks.
93
What is Duration?
Length of time expressed as workdays or Length of time expressed as workdays or workweeks.workweeks.
94
Project Leadership
““Great leaders are not afraid of telling their bosses the Great leaders are not afraid of telling their bosses the truth; they are reliable; hold themselves accountable; truth; they are reliable; hold themselves accountable; and drive their goals to completion.” and drive their goals to completion.” – Information Systems– Information Systems
95
What is a Baseline?
The original approved plan plus or minus approved scope changes.
Cost Baseline
Cost Baseline 2 – Reduced Scope – costs less to implement
96
What is an Assumption?
An assumption is something you believe to be true.
Assumptions should be documented in the charter.
97
What is Scope Creep?
Growth of the project scope resulting from
uncontrolled changes to requirements.
This occurs when the scope of a project is not properly defined, documented, or
controlled.
98
What is a Resource?
People, equipment, or materials required to accomplish an activity.
99
Note About Resource Utilization
When people are utilized to their full potential to achieve organizational goals, everyone wins.
When people are not utilized to their full potential, or are sitting idle, we all loose.
That idle resource could be removed and the monies reallocated as raises, training dollars, etc…
Thought for the day
If it were your money, would you pay that idle resource who isn’t producing?
100
What are Lessons Learned?
Documented information, usually collected throughout the life of a project to show how both successful and unsuccessful project events were addressed.
101
This section provides us with a review of the methodology templates we are
implementing.
Section Two: Templates
102
Charter
Charter Contents:
Vision and Scope
Goals and Objectives
Deliverables
Timing
Milestones
Risks
Roles and Responsibilities
Initial Team Members
Approvals
103
How Our Competition Manages Requirements
104
Requirements Specification
Requirements Specification Contents:
Functional Requirements (do)
Musts
Wants
Measurements
Non-Functional Requirements (have)
Musts
Wants
Measurements
Approvals
See Handout
105
Risk Log
Reminder:
Risk management is not a one time event.
It is a continuous process throughout the lifecycle of the project.
If risks cannot be managed at the project level, flag them for escalation to the PMO for assistance.
Produced by the project manager.
Reviewed weekly with process manager.
See Handout
106
Issue Log
Reminder:
This is a comprehensive listing of project issues (Content & IT).
If issues cannot be managed at the project level, flag them for escalation to the PMO for assistance.
Produced by the project manager.
Reviewed weekly with process manager.
See Handout
107
Change Request Log
See Handout
Produced by the project manager. (See the trend?)
Reminder:
Change will occur during the project.
Changes must be logged, reviewed, approved / implemented, or disapproved.
Minor changes can be managed within the team, major changes must be reviewed by the CCB (Change Control Board).
108
Communications Plan
Produced by the project manager.
Reviewed and approved by the PMO.
Items to consider:
Team Status Meetings
Status Report Submittals
Process Manager Status Reviews
Sponsor / Customer Status Reviews
Team Members to submit status daily
See Handout
109
Weekly Status Report
20
Project Milestone Status as of Report Date:
Total Project Milestones
10 9 1 10%
Project Health
100%
Scope
Finance
G
Risks
Timing Y
R
G
Status (G / Y / R)
75%
Project Health Status Explanation
Comments required for yellow or red statuses below.
G = Green Status (Healthy / On Track); Y = Yellow Status (Concern / Hav e Plan For Correction);
R = Red (Cannot Correct / Escalating For Assistance)
G
YR
Y
YR
G
G
R
25%50%75%
Total Due0%25%
100%0%
Y
Total Complete Total Late Current % Late
Quality
Phase Health
R
G
Y25%50%75%
GResources R
GIssues
(0/25/50/75/100)MM/DD/YY
Current Phase DeliverablesBaseline
MM/DD/YY
RevisedCompleteMM/DD/YY
50%
RevisedComplete
% Complete
YR
Complete
Baseline StartRevised Start
Reporting Period Ending:
Current Phase:
Project Number:
Project Start Date:
Process Manager:
Project Description:
Project Manager:
Project Phase Timing
Project Sponsor:
MM/DD/YY
Current Phase Milestones
MM/DD/YYMM/DD/YY MM/DD/YY MM/DD/YY
Complete
0%
Project Name:
Baseline
PlanInitiate Execute Close
See Handout
Produced by the project manager.
Reviewed weekly with process manager.
Submitted to the PMO weekly for rollup to portfolio.
110
Meeting Agenda
Your Meeting Name for Month, Day, 2007 10:00 AM to 12:00 AM Conference Room: Woodward
Invitees:
Attended? Name Attended? Name
Yes No Lastname, Firstname Yes No
Yes No Yes No
Yes No Yes No
Yes No Yes No
Time Agenda Lead
X Min Opening Remarks
X Min Meeting Topics:
Topic 1 o Subtopic 1
o Subtopic 2
Topic 2
o Subtopic 1 o Subtopic 2
Topic 3
o Subtopic 1
o Subtopic 2
Topic 4 o Subtopic 1
o Subtopic 2
X Min Walk In Topics / Closing Remarks All
111
Meeting Minutes
Your Meeting Name for Month, Day, 2007 10:00 AM to 12:00 AM Conference Room: Woodward
Invitees:
Attended? Name Attended? Name
Yes No Lastname, Firstname Yes No
Yes No Yes No
Yes No Yes No
Yes No Yes No
Topic 1 Discussion
Conclusions
Action Items Person Responsible Date Due
Topic 2 Discussion
Conclusions
Action Items Person Responsible Date Due
Topic 3 Discussion
Conclusions
Action Items Person Responsible Date Due
112
Phase Audit Review (PAR):Phase Audit Review (PAR):
• Conducted by the PMO. Conducted by the PMO.
• Scheduled by the Project ManagerScheduled by the Project Manager..
• Reviews compliance to PM Reviews compliance to PM Methodology.Methodology.
• Conducted at the end of every phase.Conducted at the end of every phase.
• Deliverables are: 1) a completed PAR Deliverables are: 1) a completed PAR checklist, checklist, and 2) a completed PAR report.and 2) a completed PAR report.
Phase Audits
113
Gate Reviews Scheduled and conducted by the Scheduled and conducted by the
Project ManagerProject Manager. .
Attendees include the following: project Attendees include the following: project owner, process manager, project owner, process manager, project manager, PMO and others as required. manager, PMO and others as required.
Reviews input from weekly status report Reviews input from weekly status report and PAR.and PAR.
Conducted at the end of every phase Conducted at the end of every phase using a Gate review checklist.using a Gate review checklist.
Deliverables are: 1) a decision to Deliverables are: 1) a decision to continuecontinue on, on, reworkrework, or , or stopstop the project, the project, and 2) a completed Gate review and 2) a completed Gate review checklistchecklist..
114
Signature Requirements
The following project artifacts must be approved by authorizing signatures:
Initial Project Charter
Initial Project Requirements Specification
Initial Marketing Request Form - Authorization
PAR Report
Gate Review Report
Project Charter
Project Requirements Specification
Marketing Request Form - Acceptance
Deliverables Acceptance Report
Lessons Learned Report
115
Lessons Learned Report
Lessons Learned Report for XYZ Project Month, Day, 2007
10:00 AM to 12:00 AM Conference Room: Woodward
Invitees:
Attended? Name Attended? Name
Yes No Lastname, Firstname Yes No
Yes No Yes No
Yes No Yes No
Yes No Yes No
What Worked Well During Our Project
Strength What supported this outcome?
What Can Be Improved In A Future Project
Shortcoming How we can improve in the future?
Lessons Learned Reviewers
Role Signature Date
Project Manager
Process Manager
Project Owner
See Handout
116
Methodology Governance
Methodologies are not set in stone.
They are meant to provide value to the organization.
They will change as business needs change.
117
Learned why a common methodology is important.
Learned common project management terms.
Learned project management processes and phases (methodology).
Learned our audit and review processes.
Utilized practical exercises to further develop skill-sets.
What You’ve Learned
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Outside Resources in PM
• http://www.pmi.org
• http://prince2.com
• http://allpm.com
• http://gantthead.com
• http://pmboulevard.com
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Contact the Project Management Office (PMO)
With your questions…
When you need help with a template…
When you think something should be changed…
When you are unsure if you should perform a process…
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What Are You Expected To Do Now?
New Projects:Begin using all processes and artifacts.
Projects In Flight:PMO will schedule sessions to analyze what
phase your project is in and provide guidance on artifacts to incorporate.
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This concludes our introductory training program.
Feel free to provide feedback on what to improve or include in the future.
Thank you for your time and attention.