Using Project Management Techniques for Successful … · 2017. 2. 28. · Management • Triple...
Transcript of Using Project Management Techniques for Successful … · 2017. 2. 28. · Management • Triple...
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Using Project Management Techniques for Successful
Occupational Health Programs January 18th, 2017
SCAOHN Ken Goebel, BScE, MBA, PMP
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Participant’s Objectives: • Projects, Programs, Portfolio – what’s the difference?
& how they impact YOU.
• Key elements to successful Projects and Project Management • Triple Constraints • Schedule Development • Team Dynamics • Communications • Project Manager’s Deliverables
• Helpful tools and techniques for success. • Interactive session – Participate, Learn, Have Fun
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What is a Project, a Program, and a Portfolio? And the Management of them? PROJECT:
Ø Is a temporary endeavor with a beginning and an end. Ø Made up from independent & dependent tasks
Ø Creates a unique product, service or result.
PROGRAM:
§ Is a group of related projects – managed in a coordinated way, to obtain synergistic benefits and control that might not be possible if managed individually
PORTFOLIO:
ü Collection of Projects and/or Programs, grouped together to facilitate effective management, in order to meet Strategic Business Objectives
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Portfolio
Related Work Project 1
Program Project 2 Project 3
Project A Related Work Project C Project B
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• Strategy & Project Management Drivers:
• Market Demand • Strategic Opportunity / Business Need • Customer Request – Internal / External • Technological advancement • Regulatory / Legal requirements
• PMO and Senior Leaders
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• Strategy & Project Management Track Record:
• 31.1 % Cancelled ~ $81 billion
• 52.7 % - 189% of budget ~ Additional $59 billion
• 16.2 % On time & On budget
“Risks are always a factor when pushing the technology envelope, but many of these projects were as mundane as a driver's license database, a new accounting package, or an order entry system.”
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• Project Management (Manager) Success?
• Project Management Plan: • Shall be agreed to by all key stakeholders! Contract • Stretch goals, but realistic - negotiated • Upon which the PM should stake his/her reputation The constant battle for Quality-Time-Cost • Triple Constraints – (Good, Fast, Cheap) • (Quality/Good – Meets agreed upon requirements) • (Timeline/Fast – see tips for planning) • (Cost/Cheap – Estimating Labor, Capital,
Expenses)
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• Scheduling Techniques & Tools • Critical Chain – A Resource Relay Race • Task Estimating • Parkinson’s Law • Student’s Syndrome • Probability (vs) Time
Schedule Development & Human Nature
Deadlines and Convoluting Behaviors
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© 2012 Skip Reedy
Parkinson’s Law Work expands to fill the available time when there
isn’t enough to do.
Deadlines and Convoluting Behaviors
11
A
• Add Filler Time? • Gold Plate it? • Multi-tasking factor? • Future estimates will be shortened?
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© 2012 Skip Reedy
The Student Syndrome Due Date
Eff
ort
Time
12
Deadlines and Convoluting Behaviors
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© 2012 Skip Reedy
Occ
urre
nces
Duration Estimate
On-time Probability
Variation in Tasks Le
ave
Hom
e
0
13
Commute to Work
50% 90%
50 100 120 Minutes 25 75
60
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Project Planning, Strategic Activities (vs) Tactical and ongoing CVAs (Continuing Vital Activities) Try this exercise below:
M U L T I - T A S K 9 8 7 6 5 - 4 3 2 1
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Project Complexity, Timeline, Risks, Unknowns, Undefined Scope
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2
Management Reserve Build in Project Reserve (keep this for the team) Undefined Scope will lead to overruns
2
Some useful multipliers
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Visio – Project Plan Excel – Action Plans-estimating VPM – Visual Project Management - interactive MS Project – most features and most used by PM
Project Planning Tools
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Visual Project Management - VPM
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Project Manager’s Responsibilities
• Quality Plan • Human Resource Plan • Communications Plan • Risk Plan • Procurement Plan
Development of Plans and continuing management of:
PROJECT:
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Project Team Leader: (CEO of team) • Project Integration Management • Charter & Executive Sponsorship • Integrated PM Planning • Project Execution of plans • Monitor and Control Work plans • Perform Change Control • Close out Project
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Project Team Leader: (CEO of team) • Project Scope Management • User Requirement Specifications • Stakeholder Register • Defined Scope – SOW (Scope of Work) • Create WBS (Work Breakdown Structure) • Verify Scope • Control Scope – (Creep, Change Control,
Is there Undefined Scope?)
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Project Team Leader: (CEO of team) • Project Timeline Management • Define Activities – Team approach • Sequence & Dependent Activities • Estimate Resources • Estimate Duration • Develop Schedule • Review / Communicate Schedule and
Milestones • Control Schedule
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Project Team Leader: (CEO of team) • Project Cost Management • Estimating Cost • Budget Development – Finance • Control and Monitor
Regularly used Tools (RAAID) R = Risks - (Monthly) Risk Register & Risk Analysis Documents… (Likelihood)x(Impact) = Severity = RPN ~ Risk Priority Number A = Assumptions - (Monthly) Captured in Signed Contract A = Actions Log - (Daily to Weekly) ongoing until project closure I = Issues Log = Risks that have been triggered (Weekly to Monthly) D = Decisions Log (Weekly to Monthly) – Very Important Documentation Meeting Minutes – published on Share Point site for project. Send to: Sponsor, Team members, key stakeholders. Include attendance log, and all above (RAAID)
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Project/Portfolio Dashboard: “In 3 to 5 seconds, team members, stakeholders, senior leadership should be able to assess the health of any given project on the Project/Program/Portfolio board, (in the War Room), with a set of rules for rating all projects.”
Project Name
Overall Health
Risks Issues Schedule Quality Cost Resources
Project Alpha
Project Beta
Project Gamma
Project Delta
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7
Milestone 1 Milestone 2 Milestone 3 Milestone 4
Charter Approved
URS Approved
Schedule Published
Quality Plan approved
Core Team Formed
Kick-off meeting
Risk Register
URS approved
Schedule published
Budget published
Stakeholder Update #1
Form Core Team
URS approved
Charter approved
Schedule published
52 weeks
Today
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Project Planning & Tracking Tools • Visio – Project Plan • Excel – Action Plans • VPM – Visual interactive MS Project: • Interdependencies • Auto-updates • Resources • Calendars – Work schedules • And Much More
• MS Word - Templates • Excel – Estimating Template • MS – One Note
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Thank you for this opportunity!
Questions?
Using Project Management Techniques for Successful
Occupational Health Programs
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References and Websites: • PMI.org • projectmanagement.com
• http://www.pmi.org/learning/tools-templates/project-managers-book-of-forms
• Critical Chain by Eliyahu Goldratt • PMBOK – Project Management Book of Knowledge
• Ken Goebel contact information: • [email protected]
Using Project Management Techniques for Successful
Occupational Health Programs