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60 Minutes

toBetter Project Management

Mohammed Osman, eMBA, P.Eng, PMP Afrina Company Qatar Doha Training Day

August 01, 2006



About The Presenter

Civil Engineer Project Management Focus

Technical, Construction

Project Manager

PMI Certified

Member: APEG, PMI



Objective

To provide you with toolsand techniques for

managing projects of varying size without

adding unnecessaryoverhead.



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, signifycompletion.

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 ProjectManagement

“Good fortune brings in someboats that are not steered. Onlydirection 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 AnalysisScope Hard to Define Project Charter, WBS

Poor Communication Communication Plan




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!”



Sample Project Charter




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

Order Materials

Select Appliances

Building Permits

Obtain Blueprints

Planning

Haul Away Debris

Tear Down

Disconnect Utilites

Demolition

City Inspection

Framing/Walls

Plumbing

Wiring

Rough-In

Appliances

Counters

Flooring

Cabinets

Finish

Kitchen Remodel

Reference: PMBOK 2000, PMI



AMTC

E&M Systems

Installation

Contracts

E&M Systems

Supply

Contracts

Trackwork

Sub-Contracts

Construction

Preparation

Sub-Contracts

Guideway

ConstructionSub-Contracts

Control Centre

Construction

Contract

Uhud Depot

Construction

Contract

Design

Sub-Contracts

Station

Construction

Sub-Contracts

Stations

Guideway

El. Alignment

Severalsub-contracts

SubstructureSection 2



Superstructure

Construction

Administration

Division

Trackwork design,

supply & installation

Transformer/rectifiers

Switch panel

Traction power network

SCADA

CommunicationsSignaling system

Fare collection system

Rolling stock

Wheel milling lathe

Vehicle washing system

Special equipment

Communications

Signaling system

Power supply

Fare collection

Equipment supervision

E&M installationsupervision (10)

1 contract 1 contract

ALMADINAH MONORAIL PROJECT

EPC Contract for Proposed Tender Plan

Uhud Stations

Sabaq

Baqi

Quba

Station 5,6

Civil Works

EPC ContractDesign

Contracts

Communications

Signaling

Train operations

PS&D

Control Centre

Fare collection

Design supervision

North Depot

Design management

Geotechnical&

Survey (2 contracts)

E&M Integration

ManagementAdvisory 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



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

Scope

Source: “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 TimeCommunicating”

-- 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 ManagementSkills!



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!



Tools for Every PM Process

Initiate Plan Execute Control Close

Charter X

WBS X X

I/R/KD X X X X X

DetailedPlan

X X X

Milestone

PlansX X X



Tools for Every PM Process

Initiate Plan Execute Control Close

RAM XChange

RequestX X X

Status

Report X X X X X

Lessons

LearnedX

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, andwithin budget

designed to plan, manage and control project execution

first drafted before kick off and completed early in the BusinessRequirements 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 fromand 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 theproduct

to clearly establish the delivery strategies, key milestones andmanagement 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 arepository 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 Why1.2 When1.3 How Much

1.3.1 Development Cost1.3.2 Maintenance Support Costs

1.4 Key Risks1.5 Key Players

2. PROJECT DRIVERS2.1. Purpose and Objectives

2.2. Scope 2.2.1 Product/Service Scope 2.2.2 Project Scope

2.3. Dependencies2.4. Assumptions2.5. Constraints2.6. Benefits2.7. Impacts on the business2.8. Strategies & Tactics

2.9. Success Criteria3. DELIVERY STRATEGY & APPROACH

3.1. Strategy3.2. Approach

4. MANAGEMENT DIMENSIONS

4.1. Governance4.2. Change management4.3. Risk Management4.4. Time/Schedule Management4.5. Cost Management4.6 Quality Management and V&V

4.7. Resource Management4.8. Communication Management4.9. Vendor Management4.10. IS/IT Impacts

4.10.1 On the IS/IT Infrastructure4.10.2 On Maintenance/Support Operation

4.11. Architecture

4.11.1 Present Mode of Business: 4.11.2 Future Mode of Business:

A. REFERENCES

B. 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

http://www.pmi.org/

http://www.rmcproject.com/

http://www.rmcproject.com/

http://www.pmi.org/



Questions and Answers