ProjectManagement:Creatinga RoadmapforSuccess

Dr.VijayKanabar,PMP DirectorofProjectManagementPrograms BostonUniversity (kanabar@bu.edu)

Introduction
SPEAKER:
Dr.VijayKanabar,DirectorofProjectManagementPrograms, MetropolitanCollege,BostonUniversity.

LearningObjectives
Projectmanagementterminology. Butbeforestartingaproject,creatingaroadmapwillbeoneof themostimportantaspectsforprojectdevelopment. Thissessionwillprovideanoverviewofwhatisinvolvedinthe planningphaseofaproject. Youllbeabletorealisticallycreateobjectives/goals,definethe scopecreateascheduleandthecriticalpathsoftheproject techniquesforgatheringinformation,setuptomanageyour team,planforcontingenciesandmonitorprojectprogress.

PlanningRoadMap
1. Identifyprojectlifecyclestobeusedinyour project. 2. Writeaprojectcharter 3. Writeascopestatement 4. CreateaWorkBreakdownStructure(WBS) 5. Estimatedurationforactivities 6. Developascheduleandtuneschedule 7. Developatimephasedbudget 8. Developacommunicationsplan 9. Identifyprojectrisks 10. DevelopPlan

Project
Uniqueandcleardeliverable TemporaryStructure Unfamiliartechnology Uselimitedresourceswhileaddressing strategicbusinessandcorporateneeds. Finitemustknowwhenyouachievedthe goalandquit.

Operationvs.Program
Operation
Anongoingandrepetitiveeffort
PMBOK Guide

Program

Agroupofprojectsmanagedina coordinatedwaytoobtainbenefitsnot availablefrommanagingthemindividually

PMBOK Guide

Project Management
The application of knowledge, skills, tools, and techniques to project activities to meet project requirements.
PMBOK Guide

Project Management = [Planning + Scheduling + Organizing ]+ [Directing + Controlling]

Job1:VPProjectManager
Boston Globe

ReportingtotheChiefOperatingOfficer. Mustshowasuccessfultrackrecordoffiscal responsibilityandtheabilitytomeetaggressive projecttimelines. ThisseniorleaderwilldirecttheEngineering, Maintenance,aswellastheSupportServices Departmentsandallrelatedfunctionsforthe medicalcenter. Minimumsevenyearsofexperiencedirectingand managingplantmaintenance,construction, engineeringandsupportservicesdepartments.
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Job2:SeniorProjectManager
Boston Globe

Energetic,experiencedseniorprojectmanager wantedforsmallrealestateassetManagement Company,specializinginrailroad/transitproperty Thesuccessfulcandidatewilldemonstrateexcellent communicationsskills,bothwrittenandverbal, strongbusinessacumenwithentrepreneurial interests,strongorganizationalability,flexibilityin dealingwithchangingandmultiplepriorities,and proficiencyinMicrosoftOfficeinaPCenvironment. ExcellentSalaryandbenefits.

Job3:ProjectManager
Boston Globe

Develops and maintains project plans with input from management. Plans, schedules, monitors and communicates status and issues with management. Works cross-functionally to achieve milestone dates. Facilitates meetings necessary to provide status and updates.

Recap:SkillSets
Good communication (verbal and written), organization, planning, execution and team leadership skills are required. Stakeholder relationship management, influencing skills are required. Competence with project management tools and techniques required. Accounting & Finance PV, ROI, Budget. Tracking issues/risks written and oral communication skills facilitating project meetings motivating project teams.
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Definition:Stakeholder
Individualsandorganizationsthatareactively involvedintheproject,orwhoseinterestsmay bepositivelyornegativelyaffectedasaresult ofprojectexecutionorprojectcompletion;they mayalsoexertinfluenceovertheprojectand itsresults.
PMBOK Guide

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Definition: ProjectLifeCycle
Acollectionofgenerallysequentialproject phaseswhosenameandnumberare determinedbythecontrolneedsofthe organizationororganizationsinvolvedinthe project.
PMBOK Guide

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ProjectLifeCycle
Concept, Development, Implementation, Termination Conceive (C), Develop (D), Execute (E), Finish (F)

CDEF

IPECC

PMI: Initiation (I), Planning (P), Execution (E), Control/Monitoring (C) Closing (C)

PMIProcesses
Initiating Processes Planning Processes

Controlling Processes

Executing Processes

Closing Processes

Deliverables

Status & Change Mgmt. Scope Statement Effort Charter Duration Project Plans Quality Mgmt. Close Contracts

Communication

Your Team Structure: Ensure it is not pure functional

Projectized Structure
Project ProjectManager Manager

HDTV Project 1 R&D Staff Engg. Staff

LCD Project 2 R&D Staff Engg. Staff

Project etc

Advantage: Highly receptive to new projects, greater control of resources. Easier planning Disadvantage: Layoffs, No career path, poor stability, redundancy

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Matrix
Head

R & D Manager R&D Staff Staff

Production Eng Staff

Manager PM Staff PM

Ad: Better use of resources, dual flow or information, project objectives are clear & visible, high morale, development of project managers, Non-traumatic project shut-down. Disadvantage: Two bosses, complexity, slow reaction time, conflict over priorities.
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Recap:
Successrequiresthatallfunctionalboundaries betweendesign,engineering,manufacturing, operations,purchasing,sales,marketing,and distributionbeseamless.

10-Step Plan

Charter
Adocumentissuedbyseniormanagementthat formallyauthorizestheexistenceofaproject. Anditprovidestheprojectmanagerwiththe authoritytoapplyorganizationalresourcesto projectactivities.
PMBOK Guide

The business need that the project was undertaken to address The product description

10-Step Plan

ScopePlanning&Statement
ScopePlanning:Theprocessofprogressively elaboratingtheworkoftheproject,which includesdevelopingawrittenscope statementthatincludestheproject justification,themajordeliverables,andthe projectobjectives. Thescopestatementprovidesadocumented basisformakingfutureprojectdecisionsand forconfirmingordevelopingcommon understandingofprojectscopeamongthe stakeholders.[PMBOK]

ScopeStatement
1. 2. 3. 4. Projectjustification(why?) Resultingproductofproject(what?) Projectdeliverables(how?) Projectobjectives(quantifiablecriteria)
Howdoesthemanagerknowtheproject succeeded?

5. Updateofconstraintsandassumptions (what?)
Identifyanyrisksandattachseparately

10-Step Plan

WBS
WorkBreakDownStructure: Adeliverableorientedgroupingofproject elementsthatorganizesanddefinesthetotal workscopeoftheproject.Eachdescending levelrepresentsanincreasinglydetailed definitionoftheprojectwork.[PMBOK]

WBSbyDeliverable
Project

1. Deliverable 1

2. Deliverable 2

3. Deliverable 3

1.1 Component 1

1.2 Component 2

3.1 Component 1

3.2 Component 2

3.1.1 Subcomponent 1

3.1.2 Subcomponent 2

WBSbyProcess
Product

1. Design

2. Prototype 2.1 Build1 2.2 Build2 2.3 Integrate 2.4 Write Doc.

3. Build 3.1 Test B1 3.2 Test B2 3.3 Test

4. Release etc

1.1 System 1.2 Build 1 1.3 Build 2 1.4 Doc.

3.4 Test Doc.

OutlineView
Software Release
1. 1.1 1.2 1.3 1.4 1.4.1 1.4.2 2. 3. 3.1 3.2

Software Build 1 Build 2 Integration Testing Functional User Documentation Training User Technical Support

Howtodecompose?
Ruleof40.
40hoursorlessperWBSactivity.

Lowestlevelismadeofpackagesand deliverables.

10-Step Plan

Estimating
TopDown Parametricestimating ThreePointMethod Othermethods
Delphitechnique PreviousExperience/Databases

BottomUp
WBS

PERTMethod
Threepointmethod
Mean=[P+4L+O]/6

AddStandardDeviation
StandardDeviation:[O P]/6 Addmoreforuncertainty.

10-Step Plan

Sequence the WBS

A A B

FF
B
When A finishes B may finish.

FS
When A finishes B may start.

SS
B
When A starts B may start.
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SF
When A starts B may finish.

TypicalActivityNode
Early Start (ES) Early Finish (EF)

ID

Duration

Late Start (LS)

Late Finish (LF)

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ForwardandBackwardPass Calculations
1 4 5 (1) 8

B
2 0 1

3
5

C
5

3 5
8 8 11

A
0

1
1 1 5 5 7

F
8

3
11

D
1

1 4
5

E
6

2
8

(1)

What is the critical Path for the Project?

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10-Step Plan

TimePhasedBudget
Use tools to generate the budget. Master Earned Value Concepts

10-Step Plan

CommunicationPlan
Upto90%ofaprojectmanager'stimeisspent incommunications. CommunicationModel
Filters,BarriersandChannels Linesofcommunication=N(N1)/2

CommunicationPlan(1of2)
1 Introduction 2 Liststeeringcommitteeandallstakeholder groupswithadescriptionofthepurposeof thegroupandalistofallmembersforeach group. 3 FormalCommunicationSchedule/Plan Communication Content Objective Owner Audience Method Frequency/Date

CommunicationPlan(2of2)
4 Communication:
Recipients,Method,Timing

(What)(Whom)(How)(When) 5 CommunicationRules
Listanyrules,eithercompanyorregulatory,that existsatyourcompany,theclientcompany,or thevendorscompanyonwhatandhowthings canbecommunicated.

10-Step Plan

Definition
Projectriskmanagement istheartandscienceof identifying,quantifyingandrespondingtoproject riskthroughoutthelifeofaproject.
Identify allrisks. Quantifytheminterms oftheirprobabilityandimpact. high,medium,low,noimpact. Respond prevent mitigate transfer

Control

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RiskManagement CaseStudy
RiskIdentification:Turnover
Basedonpasthistoryturnoverisestimatedtobeat0.75. Thisisgoingtoincreaseprojectdurationandprojectcost.

RiskQuantification:
High Probability,High Consequence.

RiskResponse:
Meetwithcurrentstaff&determinereasons. Resolvethesefactorsbeforeprojectstarts. Defineabackupstaffmemberforeverykeytechnologist. Definehigherdocumentationstandards. Disperseprojectinformationwidely.

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PreventionisBetter thantheCure!
Asinmedicalpracticeriskpreventionis morecosteffective(andpotentiallylife saving)thanriskdetection. Projectrisksmustbetackledactivelyand prevented. Agoodprojectmanagermustknowhowto recognizesuchrisks,evaluatetheirimpact andtakestepstocounterthemproactively.
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Kanabar Template T1
RISK SEVERITY CONTOURS

100%
(Unacceptable)

High Risk

Medium Risk

Low Risk Probability

(Acceptable)

0%

Units of relative loss

100%
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Risk Management: Prevention Template [T2]

What can go wrong with my project?

Where is the greatest impact of the risk?

How might I prevent it from going wrong? How can I contain it?
P re v e n tio n / C o n ta in m e n t S te p s

R is k E ve nt

Im p a ct o f R is k

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Risk Management: Contingency Template [T3]

What will I do when the risk materializes?

How and when will I What can go wrong with know that it went wrong? my project?

R is k E ve nt

R is k T r ig g e r

C o n tin g e n c y P la n

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10-Step Plan

DevelopthePlan
Dont forget the other Plans Quality HR Procurement Add more templates as required by your organization.

Summary:PlanningRoadMap
1. Identifyprojectlifecyclestobeusedinyour project. 2. Writeaprojectcharter 3. Writeascopestatement 4. CreateaWorkBreakdownStructure(WBS) 5. Estimatedurationforactivities 6. Developascheduleandtuneschedule 7. Developatimephasedbudget 8. Developacommunicationsplan 9. Identifyprojectrisks 10. DevelopPlan

TheFinalWord It is all about Communication!

Reference
ProjectManagementBodyofKnowledge,PMBOK, 3rd Edition.2005 Kanabar &Warburton,MBAFundamentals ProjectManagement,KaplanBusinessPublishing, 2008.

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