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60 Minutes to
Better Project Management
Mohammed Osman, eMBA, P.Eng, PMPAfrina Company Qatar Doha Training
DayAugust 01, 2006
About The Presenter
Civil Engineer Project Management Focus
Technical, Construction Project Manager PMI Certified Member: APEG, PMI
Objective
To provide you with tools and techniques for managing projects of varying size without
adding unnecessary overhead.
Agenda Importance of Project Management Key Planning Documents Scope and Risk Management Communications Management Protecting Your PM Knowledge Base Toolkit Summary Questions and Answers
Project Manager
The conductor of an orchestra
Definitions
Project – a temporary endeavor undertaken to create a unique product or service with a defined start and end point and specific objectives that, when attained, signify completion. Project Management – The application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project
PM = organized common sense!!
The Importance of Project Management
“Good fortune brings in some boats that are not steered. Only direction can bring in the fleet.” -- William Shakespeare
Why We Need Improvement Only 28% of Projects Succeed! Common Reasons for Failure
Unrealistic Time Frames Scope Creep Changing Deliverables Scope Hard to Define Poor Communication
Source: Rita Mulcahy, PMP, RMC Project Management
How Can We Prevent Failure?Failure Factor Threat Tools to Reduce
Threat
Unrealistic Time Frames
WBS, Network Diagram
Scope Creep Project Charter, WBS
Changing Deliverables
Project Charter, Triple Constraint Analysis
Scope Hard to Define Project Charter, WBS
Poor Communication Communication PlanSource: Rita Mulcahy, PMP, RMC Project Management
Project Management Processes
Source: PMBOK 2000, PMI
0
50
100
Level of Activity
Initiating Planning Executing Controlling Closing
Time
Project Management Processes
Key Planning Documents
“If You Fail to Plan, You Plan to Fail!”
Project Charter
Defines and Authorizes the Project Identifies the Project Manager States the Project Objectives Reinforces the Business Case Product Description/Deliverables One Page Maximum!
Sample Project Charter
Source: Rita Mulcahy, PMP, RMC Project Management
Work Breakdown Structure
Graphical Representation of Scope Useful Visual Tool for Stakeholders Easy to Create (Visio or Org Chart
SW) Excellent Planning and Scope Tool Start With Post-Its and a Whiteboard
Sample WBS
O rder Materia ls
Se lect App liances
Build ing Perm its
O bta in B lueprin ts
P lann ing
H aul Away D ebris
Tear D own
D isconnect U tilites
D em olition
C ity Inspection
Fram ing/W alls
P lum bing
W iring
R ough-In
App liances
C ounters
Flooring
C abinets
F in ish
K itchen R em odel
Reference: PMBOK 2000, PMI
AMTC
E&M SystemsInstallationContracts
E&M SystemsSupply
Contracts
TrackworkSub-Contracts
ConstructionPreparation
Sub-Contracts
GuidewayConstruction
Sub-Contracts
Control CentreConstruction
Contract
Uhud DepotConstruction
Contract
DesignSub-Contracts
StationConstruction
Sub-Contracts
Stations
Guideway
El. Alignment
Severalsub-contracts
SubstructureSection 2
SubstructureSection 3
Substructure Section 1
Superstructure
ConstructionAdministration
Division
Trackwork design,supply & installation
Transformer/rectifiers
Switch panelTraction power networkSCADACommunicationsSignaling systemFare collection system
Rolling stock
Wheel milling latheVehicle washing systemSpecial equipment
Communications
Signaling systemPower supplyFare collectionEquipment supervisionE&M installationsupervision (10)
1 contract 1 contract
ALMADINAH MONORAIL PROJECTEPC Contract for Proposed Tender Plan
Uhud Stations
SabaqBaqiQuba
Station 5,6
Civil WorksEPC Contract
DesignContracts
Communications
Signaling
Train operations
PS&D
Control Centre
Fare collection
Design supervision
North Depot
Design management
Geotechnical& Survey (2 contracts)
E&M IntegrationManagement
Advisory Services
1 sub-contract
45 Contracts for Elevated Section
Figure 8.1-1b Tender Plan for EPC Contract for Civil Works
Responsibility Assignment Matrix
Mapping of Roles and Responsibilities Excellent Resource Planning Tool Types of Roles
Responsible (R) Approve (A) Contribute/Consult (C) Informed (I)
Sample RAM
Architect
General Contractor
Client … Laborer
Planning R I A
Demolition
R I C
Rough In R I C
Finish R A
Reference: “Delivering Project Excellence with the Statement of Work” Michael G.Martin, PMP
Milestone Charts
Key Events with Dates Strong Visual Aid – Status Meetings Excellent Communication Tool
Management, Customers, Vendors, … Easily Developed Using Visio MS Project Visio Integration
Sample Milestone Chart
5/175/10/04 6/25/04
5/24 5/31 6/7 6/14 6/21
5/14CRP 1 Ends
5/24RICE Development
Complete
5/24InterfaceTesting
5/25CRP 2 Begins
5/19CRP 2
Pre-Test
6/21UpgradeComplete
6/8CRP 3 Ends
6/3CRP 3 Begins
6/2CRP 3
Pre-Test
6/2CRP 2 Ends
6/2Submit OODProductionAssessment
Package6/11
OOD ProductionAssessment Results
6/8Go/No Go
5/24AR Training
5/27CRP 3 Tech
UpgradeComplete
6/15System
DowntimeBegins
(6PM PDT)
6/21Go/No Go
6/21Go Live
5/12RICE Development
Begins
5/15AR
SolutionSign-Off
End User Participation RequiredOracle on Demand DependencyCritical Decision Point
Scope and Risk Management“How does a project get to be a year behind schedule?One day at a time!” -- Anonymous
The Triple Constraint
TimeCost
ScopeSource: “Delivering Project Excellence with the Statement of Work” Michael G.Martin, PMP
Scope Management
Most Challenging PM Aspect Changes in Scope Usually Increase
Risk! Establish a Change Control Process Require Change Request Forms Perform a Thorough Impact Analysis Maintain a Change Control Log
Sample Change Control Form
Source: “Delivering Project Excellence with the Statement of Work” Michael G.Martin, PMP
Risk Management
All Projects Encompass Risk Risk Response Planning
Avoid, Transfer, Mitigate, Accept Assign Risk Owners Determine Risk Response Before
Risk Trigger Occurs Most Important Weekly Agenda Item
Issues, Risks, and Key Decisions Maintain a Consolidated List (Excel) Each Item Uniquely Numbered (1..N) Ranked By Severity (Low, Med, High) Centrally Maintained by One Person! Distribute With Weekly Status Report Key Document for Project Archives
Sample I/R/KD Log
Communications Planning
“Project Managers Spend 90% of Their Time Communicating” -- PMI
Weekly Status Report
1- 2 Page Maximum Length Bullet Points - Make it Easy to Read! Accomplishments from Previous Week “Top 10 List” for the Coming Week E-Mail 24 Hours Prior to Status
Meeting Attach Issues/Risks/Key Decisions Log
Status Meetings
60 Minute Time Limit Publish Agenda 24 Hours Prior Phone Conference/Web Instructions
Maintain Same Conference ID if Possible Base Information on Status Report Keep it Visual and Interesting!
PowerPoint
Steering Committee Meetings Every Two Weeks or As Necessary Schedule in Advance Top Stakeholders / Key Decision
Makers Working Session – Not Status Document any Decisions in I/R/KD
Log
Protecting the Knowledge!
Help Strengthen Your Firm’s Project Management Skills!
Lessons Learned
Document Key Lessons from Project Involve the Entire Team The Good, The Bad, and The Ugly! Collect During Project Close-Out Include in Project Archives Useful for Future Projects
Project Archives
Central Repository - Project Deliverables Enhances Your PM Knowledge Base Online is Preferable to Paper
Scan paper documents if possible Intranet, Common Network Drive,
Document Mgt, Outlook Public Folder, … Central Location, Secure and Backed-Up!
Toolkit Summary
Keep These Tools Handy and Use Them When Appropriate
Tools for Every PM ProcessInitiate Plan Execute Control Close
Charter X
WBS X X
I/R/KD X X X X X
Detailed Plan
X X X
Milestone Plans
X X X
Tools for Every PM Process
Initiate Plan Execute Control Close
RAM X
Change Request
X X X
Status Report
X X X X X
Lessons Learned
X
Archives X X X X X
PM Processes
Planning
ExecutingControlling
Initiating
Closing
Scope Schedule
Cost
The Project Management Plan is:
An established PM best practice
the project roadmap for performing the job correctly, on time, and within budget
designed to plan, manage and control project execution
first drafted before kick off and completed early in the Business Requirements Phase
updated throughout the project life cycle to reflect changes
ensures that all stakeholders are aligned on scope, delivery strategy, roles, responsibilities, deadlines, and acceptance criteria
prepared and maintained by the Project Manager through input from and dialogue with the project team
the baseline to measure project performance
What is a Project Management Plan ?
to clarify the mandate obtained by the Project Manager from the Sponsor
to clearly confirm the boundaries (scope) of the project and the product
to clearly establish the delivery strategies, key milestones and management dimensions
to communicate effectively with all stakeholders including all project team members
It is the primary communication source
Why a Project Management Plan ?
It’s an evolving strategic plan – prepare it and communicate it at the kick off meeting
It’s a mandate - a statement of work (it’s not intended to be a repository of project data and status)
It’s the what and how the project team will deliver the product
It is the presentation vehicle for Phase Approvals
Must be signed-off by the project Sponsor
Key Purpose of Project Management Plan
The contents of a Project Management Plan
1. EXECUTIVE SUMMARY 1.1 What and Why 1.2 When 1.3 How Much
1.3.1 Development Cost1.3.2 Maintenance Support Costs
1.4 Key Risks 1.5 Key Players2. PROJECT DRIVERS2.1. Purpose and Objectives
2.2. Scope2.2.1 Product/Service Scope2.2.2 Project Scope
2.3. Dependencies2.4. Assumptions2.5. Constraints2.6. Benefits2.7. Impacts on the business2.8. Strategies & Tactics2.9. Success Criteria
3. DELIVERY STRATEGY & APPROACH3.1. Strategy3.2. Approach
4. MANAGEMENT DIMENSIONS4.1. Governance4.2. Change management4.3. Risk Management4.4. Time/Schedule Management4.5. Cost Management
4.6 Quality Management and V&V4.7. Resource Management4.8. Communication Management4.9. Vendor Management
4.10. IS/IT Impacts 4.10.1 On the IS/IT Infrastructure 4.10.2 On Maintenance/Support Operation 4.11. Architecture
4.11.1 Present Mode of Business:4.11.2 Future Mode of Business:
A. REFERENCESB. GLOSSARY
Resources
Project Management Institute (PMI) www.pmi.org
“Delivering Project Excellence with the Scope of Work,” Michael G. Martin, PMP
PMBOK 2000, PMI “PMP Exam Prep,” Rita Mulcahey, PMP RMC Project Management
www.rmcproject.com
Questions and Answers