Professional Documents
Culture Documents
and Techniques
An Introductory Course in Project
management Foundations
Training to capstone faculty by Skill Right Sponsored
by Texas Instruments, Inc.
Minor modifications by Nayda Santiago
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Benefits of Project
Management
Enables completion of projects in the shortest
time possible while balancing cost and quality
Enhances staffing flexibility and can help
accomplish more work with fewer resources
Provides timely information to multiple levels
of the organization in consistent formats
Enhances decision making based on facts
and project information
Enhances ability to achieve business
objectives and goals
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What Is a Project?
A project is a
temporary endeavor
undertaken to create
a unique product or
service.
service
Source: PMI
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Project Characteristics
Has
a goal/meets a need
Is a set of related activities that are nonrecurring
Has a definite beginning and end
Has clearly defined goals and
deliverables
Consumes resources
Needs to be managed
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Project Manager
The person who is responsible for the
project and will be held accountable for
its success or failure.
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Within
Available
Resources
ty
ali
Qu
Co
st
Project Scope
Schedule
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Initiation
Planning
Execution
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Controls
Closeout
Purpose
Work
Breakdown
Structure
Responsibility
Matrix
R
Project Background
Gantt
Network
Resource
Plan
Budget
A
A
Project Deliverables
S
R
TIME
PROJE
CT
GS
Break Timer
Evaluate
Success
Perform
Tasks
LEADERSHIP
EN TS
T
LE
UT
AR
NED
RE
Track
Progress
PO
R
COMMUNICATION
N
SO
LES
EOS
CL
ME
IN
Conduct
Close-Out
Meeting
Share
Lessons
Learned
BOOK
E
T
ET
PLAN
E
L
IM P
Update
Plan
Resolve
Issues
Manage
Change
customer expectations.
Work within organizational constraints.
Continuously improve the process.
Control the cost of Change
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Project Phases
Project Stakeholders
What
If
is a project stakeholder?
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sponsor
Project manager
Project team
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Project Manager
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Team building
Planning
Directing
Problem solving
Coaching
Delegating
Supporting
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Attend scheduled
progress review
meetings
Raise issues important
to the projects success
Keep their functional
managers updated
Participate in the project
close-out
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Organizational Breakdown
Structure (OBS)
Project
Manager
Civil
Engineering
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Electrical
Engineering
HVAC
Design
Project
Administration
Responsibility
Matrix
Statement
of Work
Project Background
A
S
S
R
TIME
PROJE
CT
BOOK
E
T
ME
ET
Project Background
GS
LEADERSHIP
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Track
Progress
PO
R
COMMUNICATION
N
SO
LES
EOS
CL
Perform
Tasks
IN
Project Deliverables
Evaluate
Success
Budget
PLAN
Purpose
Share
Lessons
Learned
Resource
Plan
Project Deliverables
Conduct
Close-Out
Meeting
Gantt
Network
EN TS
T
Form
Project
Team
Work
Breakdown
Structure
LE
UT
AR
NED
RE
Statement
of Work
E
L
IM P
Update
Plan
Resolve
Issues
Manage
Change
Why Plan?
The nicest thing about not planning is
that failure comes as a complete
surprise and is not preceded by a period
of worry and depression.
John Preston, Boston College
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Statement of work
(SOW)
Work breakdown
structures (WBS)
Responsibility
assignment matrices
Project schedule
Resource
plans/histograms
Budget
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Project Notebook
Project Pre-plan
Project Implementation
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Background information
Customer data
Third-party data (vendors, suppliers,
etc.)
Meetings (agenda/minutes)
Team/management/customer/third
party progress reports
Customer change requests/decision
matrix issue resolution forms/reports
Project Close-out
Project Plan
Project Administration
Contractual documents
Invoices
Expenses
Correspondence
Contact log
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is the budget?
What is the final date for the
deliverables?
What are the measurable success
indicators (metrics)?
What kind of support is required from
the customer?
What contingency plans are in place?
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Contributors:
Person or organization
requesting the work
Immediate Customer:
Person or organization who will
Final End User: use the results of the project
PROJECT TITLE:
The project title should be a short, concise statement that defines the project.
PURPOSE:
The purpose of the project is the goal; why you are doing the project. This should be clearly stated.
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PROJECT BACKGROUND:
The project background should contain information pertaining to the history of the project.
It also includes a statement that justifies the project.
For a first draft, brief statements are acceptable. Formal statements of work
are usually in paragraph form.
Supply information that explains the philosophy behind the project. Also
describe what makes the project unique/special.
This information can be used later to:
Leverage resources
Accommodate management directives
Gain support from external
Accommodate changes
organizations/departments
Many of the statements made in the background section must be substantiated in the
measurable success indicators section of the statement of work.
The project background includes the following key elements:
History
Consequences
Justification
Uniqueness of project
Some examples on the type of information to include in the project background section
include:
Meet safety requirements
Support business plan
Meet quality requirements
Meet customer expectations
Improve performance/efficiency
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DELIVERABLES:
Deliverables are the outputs of the project. They are what is promised to the
customer.
Deliverables are written as nouns. They are things.
Quantities must be identified in this section.
Include the major elements of the deliverables.
It is important to be very clear in the deliverables section. Misinterpretation of
project deliverables can establish incorrect customer expectations.
The following are examples of deliverables:
Parts
Test results
Prototypes
Training
Procedures
Specifications
Equipment
Technical drawings
Installation of equipment
Plans
Written reports
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Sc
he
du
le
Quality
t
os
C
Two specific measurable success indicators which are most important in terms of seeing the
big picture of a project are:
Overall schedule
Budget
Its also important to note any key milestone dates that have been established.
SMART is an acronym used to help write good measurable success indicators for a project.
The words which comprise the acronym SMART are:
Specific
Realistic
Measurable
Time (cost) framed
Agreed upon
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CUSTOMER SUPPORT:
The customer support area provides a means to list the items and services that must be
provided by the customer/sponsor to ensure the success of the project. Examples include:
Drawings
Subject matter experts
Equipment
Computer time
Photocopying
Phone/secretarial support
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Exercise
Prepare a Statement of Work
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Responsibility
Matrix
Work
Breakdown
Structure
TIME
PLAN
ME
Perform
Tasks
IN
PROJE
CT
ET
BOOK
E
T
GS
LEADERSHIP
Track
Progress
PO
R
COMMUNICATION
N
SO
Evaluate
Success
S
R
LES
EOS
CL
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Share
Lessons
Learned
Budget
Project Deliverables
Conduct
Close-Out
Meeting
Resource
Plan
EN TS
T
Purpose
Project Background
Form
Project
Team
Gantt
Network
LE
UT
AR
NED
RE
Statement
of Work
E
L
IM P
Update
Plan
Resolve
Issues
Manage
Change
Representative Work
Breakdown Structure
TITLE
Level I
(Noun)
DELIVERABLE
PHASE
Level II
(Noun)
ACTIVITY
Level III
(Action Verbs)
Level IV
(Action Verbs)
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TASK
(WORK PACKAGE)
ACTIVITY
TASK
(WORK PACKAGE)
FUNCTION
"CHUNK" OF
WORK
PROJECT
MANAGEMENT
Automotive WBS
Level 1
Building a Car
Chassis
Body
Powertrain
Engine
Block
Pistons
Design
Work Packages
Build
Test
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Electrical
Transmission
Oil Pan
Level 2
Level 3
Level 4
Level 5
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3-4-10
Level 1
Level 2
Level 3
Level 4
Level 3
Level 2
Level 3
The outline
approach is
used by
Microsoft
Project
Exercise
Create a WBS
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Responsibility
Matrix
Responsibility
Matrix
Project Background
TIME
BOOK
E
T
ME
GS
LEADERSHIP
N
SO
LES
EOS
CL
COMMUNICATION
Share
Lessons
Learned
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Evaluate
Success
Track
Progress
PO
R
Conduct
Close-Out
Meeting
Perform
Tasks
IN
PROJE
CT
ET
Budget
PLAN
A
A
Resource
Plan
Project Deliverables
Gantt
Network
EN TS
T
Form
Project
Team
Work
Breakdown
Structure
LE
UT
AR
NED
RE
Statement
of Work
E
L
IM P
Update
Plan
Resolve
Issues
Manage
Change
Responsibility Assignment
Matrix (RAM) Purpose
Ensure
people
Show levels of involvement of people to
work
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SUPPORT
STAFF
SENIOR
MANAGEMENT
TEAM
MEMBER
MARKETING STUDY
CUSTOMER
RASIC Method
PROJECT
MANAGER
Responsibility Assignment
Matrix
FINALIZE SURVEY
CONDUCT SURVEY
COLLECT SURVEY
DEVELOP SURVEY
LEGEND
R - RESPONSIBLE
A - APPROVE
S - SUPPORT (DOES THE WORK)
I - INFORM
C - CONSULT
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R/S
ANALYZE DATA
R
R = Responsible
A = Approve
C = Consult
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I = Inform
S = Support
Purpose
Project Background
Project Deliverables
Work
Breakdown
Structure
Responsibility
Matrix
Network
Resource
Plan
Budget
Gantt
A
A
S
Gantt
Network
TIME
PROJE
CT
GS
Break Timer
Evaluate
Success
Perform
Tasks
LEADERSHIP
EN TS
T
LE
UT
AR
NED
RE
Track
Progress
PO
R
COMMUNICATION
N
SO
LES
EOS
CL
ME
IN
Conduct
Close-Out
Meeting
Share
Lessons
Learned
BOOK
E
T
ET
PLAN
E
L
IM P
Update
Plan
Resolve
Issues
Manage
Change
Scheduling
Step 1: Estimate Activity Durations
Step 2: Determine Activity Sequence By Creating a
Network Diagram
Step 3: Calculate the Schedule Using Critical Path
Method (CPM) Procedures
Step 4: Show the Schedule by Drawing Gantt and/or
Milestone Charts
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Expert judgment
Analogous estimating
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WBS/Network Diagram
Linkage
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c
f
J
D
H
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Precedence Diagram
Method
C
A
Logic Connection
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Activity
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B
1
1
2
Break Timer
A
0
2
2 0
F
1
3
3
C
0
3
2
Activity Name
Float
Duration
ES EF LS LF
D
5
1
3 7
G
0
2
7 5
H
3
8
1
6
I
0
2
9 7
J
0
1
9
9 10
10
Feb
Mar
April
May
June
Task A
Task B
Task C
Task D
Task E
Task F
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- Critical
- Non-Critical
- Slack/Float
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Duration
- Critical
- Non-Critical
- Slack/Float
10
Exercise
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Prepare a project
schedule for your
project.
Purpose
Work
Breakdown
Structure
Responsibility
Matrix
R
Project Background
A
S
Resource
Plan
Resource
Plan
A
Project Deliverables
Gantt
Network
Budget
TIME
PROJE
CT
GS
Break Timer
Evaluate
Success
Perform
Tasks
LEADERSHIP
EN TS
T
LE
UT
AR
NED
RE
Track
Progress
PO
R
COMMUNICATION
N
SO
LES
EOS
CL
ME
IN
Conduct
Close-Out
Meeting
Share
Lessons
Learned
BOOK
E
T
ET
PLAN
E
L
IM P
Update
Plan
Resolve
Issues
Manage
Change
Assigning Resources
A schedule is not complete until all the
resources necessary to complete the
project have been committed or assigned.
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Factors to Consider
Availability
of other resources
Depletion of available float time
Impact on critical path
Impact on budget
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Non-Labor Resources
Lab
time
Facilities
Prototype parts/systems
Equipment
Materials
Roadmap to Project Management Success
Statement
of Work
Form
Project
Team
Purpose
Work
Breakdown
Structure
Responsibility
Matrix
R
Project Background
Resource
Plan
Resource
Plan
Gantt
Network
A
A
Project Deliverables
R
Budget
TIME
PROJE
CT
Perform
Tasks
Track
Progress
E
OS
CL
COMMUNICATION
O EARNE
D
UT
Evaluate
Success
ME
LEADERSHIP
N
SO
LES
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OOK
EB
M ORTS
EN
T
Conduct
Close-Out
Meeting
Share
Lessons
Learned
OT
S
NG
TI
E
PLAN
RE
IMP
LE
Update
Plan
Resolve
Issues
Manage
Change
Purpose
Work
Breakdown
Structure
Responsibility
Matrix
R
Project Background
Resource
Plan
Gantt
Network
Budget
A
A
Project Deliverables
Budget
TIME
PROJE
CT
GS
Break Timer
Evaluate
Success
Perform
Tasks
LE
UT
AR
NED
RE
Track
Progress
TIME
PO
R
COMMUNICATION
EN TS
T
LEADERSHIP
N
SO
LES
EOS
CL
ME
IN
Conduct
Close-Out
Meeting
Share
Lessons
Learned
BOOK
E
T
ET
PLAN
E
L
IM P
Update
Plan
Resolve
Issues
Manage
Change
Estimating costs
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Labor
Equipmentremember S/H
Supplies remember S/H
Materialsremember S/H
Travel
Training
Overhead
Contingency plan
Source: PMI
Purpose
Work
Breakdown
Structure
Responsibility
Matrix
R
Project Background
Gantt
Network
Resource
Plan
Budget
A
A
Project Deliverables
S
R
TIME
PROJE
CT
GS
Break Timer
Evaluate
Success
Perform
Tasks
LEADERSHIP
EN TS
T
LE
UT
AR
NED
RE
Track
Progress
PO
R
COMMUNICATION
N
SO
LES
EOS
CL
ME
IN
Conduct
Close-Out
Meeting
Share
Lessons
Learned
BOOK
E
T
ET
PLAN
E
L
IM P
Update
Plan
Resolve
Issues
Manage
Change
What Is Risk?
Risk can be defined as:
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Within
Available
Resources
ty
ali
Qu
Co
st
Project Scope
Schedule
Project Risk
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Risk Management
Risk Management is the art and
science of identifying, analyzing and
responding to risk factors throughout
the life of the project and in the best
interests of its objectives.
Source: PMI
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Risk
Monitoring
Response
Development
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100%
PRIORITY 2 RISKS
(High Probability)
(Low Impact)
Reactive Measures
PRIORITY 1 RISKS
(High Probability)
(High Impact)
Proactive and Reactive
Measures
PRIORITY 3 RISKS
(Low Probability)
(Low Impact)
Monitor Only
PRIORITY 2 RISKS
(Low Probability)
(High Impact)
Reactive Measures
50%
0%
Low
Medium
High
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Initiation
Planning
Execution
Controls
Closeout
Project Implementation
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Purpose
Work
Breakdown
Structure
Responsibility
Matrix
R
Project Background
Gantt
Network
Resource
Plan
Budget
A
A
Project Deliverables
S
R
TIME
PROJE
CT
GS
Break Timer
Evaluate
Success
Perform
Tasks
LEADERSHIP
EN TS
T
LE
UT
AR
NED
RE
Track
Progress
PO
R
COMMUNICATION
N
SO
LES
EOS
CL
ME
IN
Conduct
Close-Out
Meeting
Share
Lessons
Learned
BOOK
E
T
ET
PLAN
E
L
IM P
Update
Plan
Resolve
Issues
Manage
Change
Implementation Model
Step 1
Perform Tasks
Step 4
Update the Plan
Resolve
Issues
Step 3
Manage Change
Break Timer
Step 2
Track Progress
Purpose
Work
Breakdown
Structure
Responsibility
Matrix
R
Project Background
Gantt
Network
Perform
Tasks
A
A
Project Deliverables
Resource
Plan
Budget
TIME
PROJE
CT
GS
Break Timer
Evaluate
Success
Perform
Tasks
LEADERSHIP
EN TS
T
LE
UT
AR
NED
RE
Track
Progress
PO
R
COMMUNICATION
N
SO
LES
EOS
CL
ME
IN
Conduct
Close-Out
Meeting
Share
Lessons
Learned
BOOK
E
T
ET
PLAN
E
L
IM P
Update
Plan
Resolve
Issues
Manage
Change
review meeting
Project reports
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Break Timer
Purpose
Work
Breakdown
Structure
Responsibility
Matrix
R
Project Background
Gantt
Network
Resource
Plan
A
A
Project Deliverables
S
R
TIME
PROJE
CT
Perform
Tasks
GS
Evaluate
Success
ME
LEADERSHIP
EN TS
T
LE
UT
AR
NED
RE
Track
Progress
PO
R
COMMUNICATION
N
SO
LES
EOS
CL
Track
Progress
IN
Conduct
Close-Out
Meeting
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OT
OK
EB O
ET
PLAN
Share
Lessons
Learned
Budget
E
L
IM P
Update
Plan
Resolve
Issues
Manage
Change
Step 4
Update the Plan
Resolve
Issues
Step 3
Manage Change
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Step 2
Track Progress
reviews
Gantt schedule performance charts
Cost performance charts
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Cost Performance
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Week
Planned Value
Actual Costs
$3,000
$8,000
$6,000
$16,000
$18,000
$30,000
$30,000
$48,000
$44,000
$66,000
$54,000
$64,000
$80,000
$83,000
10
$89,000
$90
$80
$70
$60
$50
$40
$30
$20
$10
$0
10
PV
18
30
44
54
64
80
83
89
AC
16
30
48
66
Weeks
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Purpose
Work
Breakdown
Structure
Responsibility
Matrix
R
Project Background
Resource
Plan
Gantt
Network
Budget
A
A
Project Deliverables
S
R
TIME
PROJE
CT
GS
Break Timer
Evaluate
Success
Perform
Tasks
Manage
Change
LE
UT
AR
NED
RE
Track
Progress
PO
R
COMMUNICATION
EN TS
T
LEADERSHIP
N
SO
LES
EOS
CL
ME
IN
Conduct
Close-Out
Meeting
Share
Lessons
Learned
BOOK
E
T
ET
PLAN
E
L
IM P
Update
Plan
Resolve
Issues
Manage
Change
Step 4
Update the Plan
Resolve
Issues
Step 3
Manage Change
Break Timer
Step 2
Track Progress
Categories of Change
Customer
Typically
All
requested
the largest source of change
others
Internal
company requests
Government regulation
Team members
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Changes
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Purpose
Work
Breakdown
Structure
Responsibility
Matrix
R
Project Background
Gantt
Network
Resource
Plan
Budget
4-5-1
A
A
Project Deliverables
S
R
TIME
Break Timer
PROJE
CT
Evaluate
Success
Perform
Tasks
GS
Resolve
Issues
LE
UT
AR
NED
RE
Track
Progress
PO
R
COMMUNICATION
EN TS
T
LEADERSHIP
N
SO
LES
EOS
CL
ME
IN
Conduct
Close-Out
Meeting
Share
Lessons
Learned
BOOK
E
T
ET
PLAN
E
L
IM P
Update
Plan
Resolve
Issues
Manage
Change
Issue Resolution
Disagreements
Documented
Assigned
Scheduled
Tracked
Escalated
Resolved
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that should be
Purpose
Work
Breakdown
Structure
Responsibility
Matrix
R
Project Background
Gantt
Network
Resource
Plan
Budget
4-6-1
A
A
Project Deliverables
S
R
TIME
PROJE
CT
Update
Plan
GS
Break Timer
Evaluate
Success
Perform
Tasks
LE
UT
AR
NED
RE
Track
Progress
PO
R
COMMUNICATION
EN TS
T
LEADERSHIP
N
SO
LES
EOS
CL
ME
IN
Conduct
Close-Out
Meeting
Share
Lessons
Learned
BOOK
E
T
ET
PLAN
E
L
IM P
Update
Plan
Manage
Change
Plan Updates
Step 1
Perform Tasks
Step 4
Update the Plan
Resolve
Issues
Step 3
Manage Change
Break Timer
Step 2
Track Progress
Initiation
Planning
Execution
Controls
Closeout
Closeout
Break Timer
Purpose
Work
Breakdown
Structure
Responsibility
Matrix
R
Project Background
Gantt
Network
Resource
Plan
Budget
A
A
Project Deliverables
S
R
TIME
PROJE
CT
GS
Break Timer
Evaluate
Success
Perform
Tasks
LEADERSHIP
EN TS
T
LE
UT
AR
NED
RE
Track
Progress
PO
R
COMMUNICATION
N
SO
LES
EOS
CL
ME
IN
Conduct
Close-Out
Meeting
Share
Lessons
Learned
BOOK
E
T
ET
PLAN
E
L
IM P
Update
Plan
Resolve
Issues
Manage
Change
Break Timer
Purpose
Work
Breakdown
Structure
Responsibility
Matrix
R
Project Background
Gantt
Network
Resource
Plan
Budget
A
A
Project Deliverables
S
R
TIME
PROJE
CT
GS
Break Timer
Evaluate
Success
EN TS
T
LE
UT
AR
NED
RE
Track
Progress
PO
R
COMMUNICATION
N
SO
LES
EOS
CL
Share
Lessons
Learned
Perform
Tasks
LEADERSHIP
Meeting
ME
IN
Evaluate
Conduct
Success
Close-Out
BOOK
E
T
ET
PLAN
E
L
IM P
Update
Plan
Resolve
Issues
Manage
Change
purpose
Deliverables
Measurable success indicators
Quality
Schedule
Cost
Break Timer
Conduct
Close-Out
Meeting
Project Background
S
R
TIME
PLAN
ME
Perform
Tasks
IN
PROJE
CT
ET
BOOK
E
T
GS
LEADERSHIP
Track
Progress
PO
R
COMMUNICATION
N
SO
LES
EOS
CL
Break Timer
Evaluate
Success
Budget
Share
Lessons
Learned
Resource
Plan
Project Deliverables
Conduct
Close-Out
Meeting
Gantt
Network
EN TS
T
Purpose
Responsibility
Matrix
Form
Project
Team
Work
Breakdown
Structure
LE
UT
AR
NED
RE
Statement
of Work
E
L
IM P
Update
Plan
Resolve
Issues
Manage
Change
Break Timer
Break Timer
List
Purpose
Work
Breakdown
Structure
Responsibility
Matrix
R
Project Background
Gantt
Network
Resource
Plan
Budget
A
A
Project Deliverables
S
R
TIME
PROJE
CT
Perform
Tasks
IN
GS
Break Timer
Evaluate
Success
ME
LEADERSHIP
EN TS
T
LE
UT
AR
NED
RE
Track
Progress
PO
R
COMMUNICATION
N
SO
LES
EOS
CL
Share
Lessons
Learned
BOOK
E
T
ET
Conduct
Close-Out
Meeting
Share
Lessons
Learned
PLAN
E
L
IM P
Update
Plan
Resolve
Issues
Manage
Change
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Purpose
Work
Breakdown
Structure
Responsibility
Matrix
R
Project Background
Gantt
Network
Resource
Plan
Budget
A
A
Project Deliverables
S
R
TIME
PROJE
CT
GS
Break Timer
Evaluate
Success
Perform
Tasks
LEADERSHIP
EN TS
T
LE
UT
AR
NED
RE
Track
Progress
PO
R
COMMUNICATION
N
SO
LES
EOS
CL
ME
IN
Conduct
Close-Out
Meeting
Share
Lessons
Learned
BOOK
E
T
ET
PLAN
E
L
IM P
Update
Plan
Resolve
Issues
Manage
Change
Thank You!!!!
Break Timer