project management cbmi 2017 - sacubo

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Project Management CBMI 2017

An Equal Opportunity University


• Interactive session using Poll Everywhere

• What is Project Management ? What is a PM?

• Discuss situations & real projects at your institution

• Answer your questions

• Demonstrate a few tools that can help

Class Goals


Using Poll Everywhere & Google Apps Form

http://bit.ly/1gO6QW6

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• Touches all areas of a business– Technical, administrative, operational…– Transfers knowledge– Builds relationships

• Crosses all industries• Efficiency & Effectiveness translate everywhere• Communication & Integration skills are invaluable for

professional development• Offers logical career advancement in many business areas (area

/subject matter expert -> PM -> Program Mgr/Director)• Impact on personal goals (social events, home improvement,

vacations, budgeting, education, little “projects” a.k.a children)

Why Project Management ?


What is a Project ?

2 Polls


• Finite & usually elective

• Aimed at achieving clear objective(s)

• Different from operational activities

• Must have a sponsor & a PM

• Must have a charter & a breakdown of work (deliverables)

• Not just a schedule / timeline (needs scope, budget, resource plan, communication …)

• Typical Projects (research & development, upgrades, implementations, process improvements, reorgs, moves)

• Think “iteration” (charter to close)

What Makes up a Project?

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PMI® Project Process Groups

Initiating (start)

Planning (plan)

Executing (do)

Closing (end)

Monitoring

(chk/act)

Controlling

(chk/act)

PMI® A Guide to the Project Management Body of Knowledge, http://www.pmi.org/

Initiating Planning Executing Closing


Monitoring

Controlling

PMI® Project Process Groups

Phase 1• Research & Feasibility

Phase 2• Design

Phase 3• Development

Phase 4• Testing

Phase 5• Implementation

Typical Project Lifecycle

Process vs. Lifecycle



PMI® Project Constraints

Change Control

Cost

TimeScope

Change Control

Cost

Time

Scope

Quality

Risk

Resources


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What is a project manager ?

2 Polls


• Integrator & Communicator• Leader• Planner• Stage Director / Coordinator• Driver & Closer• Monitor• Controller• Escalator• Not typically the real boss • “Ultimately” accountable for EVERYTHING !!

Roles of an Effective PM


• Position / Hierarchy

• Seniority / Experience

• Expertise

• Consensus

• Collaboration & Escalation

• Mentor / Protégé Relationships• Video http://www.youtube.com/v/Kg5cdZ-Fnpc&rel=0

Video - Leadership Styles

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• Facilitator• Toastmaster• Mediator / peace-keeper• Agenda planner

– Keep topics in bounds (agenda)

• Timekeeper– Pace & control

• Action Items / Follow-ups

PM Roles in Project Meetings


• Set the right context / historical perspective• Start High Level / Top Down (30,000 feet)• Avoid getting “in the weeds”• Drill to the appropriate detail for the group,

context, timing that is appropriate.• End with Actionable Plan with task owners

– Follow-up from previous action items

Managing Perspective in Communication


PM Tools or

Case Study (time until break?)

Poll

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Tools of the PM Ninja• Mind Map (ex. Mindjet)

• Matrix (ex. * Spreadsheet)

• Process chart (ex. Visio)

• Collaboration tools (Basecamp, Office 365, *Google Drive, *Trello)

• Project management system

• Cloud-based tools

– *Evernote, *Dropbox vs *Drive, *Google Apps

• Applying the social layer

– Interactive & division of roles

• Demos– Action Tracking (Stadium), Google Forms (Learn Plan), Agile/Scrum burn down

(template), SmartSheet (IdM), Basecamp (EMPI-2), Roadmap (IdM or MPW/BI), MindMaps, Process Chart (Project lifecycle process), Web-Ex & GoToMeeting, Trello

• What is a workflow ?

* free products


Agile/Scrum Burn Down


Role of the organization ?

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• Vision => what does the org want to be?

– Mission => purpose of the organization

– Values => culture and beliefs

– Strategic Goals Roadmap

–Project Portfolio

»Programs & Projects

–Quarterly goal progress update

Organizational Vision

Roadmaps


Poll - The Project Management Office or PMO


• Centralized

– PM resources report to PMO, assigned to projects by the office

– More project office influence on people, projects and priorities

• De-centralized

– PM resources are scattered through different functions in the organization

– The project office provides training, documentation, templates, and oversight / guidance / audit on process and organizational culture / politics

– More functional manager influence on people, projects and priorities

• Centralized & De-centralized (UK IT)

– Manage the portfolio of projects

– Provide metrics and analyze project performance

– Provide project oversight & communication to the organization

The Project Management Office or PMO

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• Oversight / audit of the project portfolio

• Communicating with administrative and academic stakeholders

• Developing processes and standards that drive quality and efficiency

• Educating project managers on best practices

• Delivering a metric-based project management system that enables highly successful projects and dynamic visibility to our stakeholders

• Manage or help drive key strategic projects

• Ensure project alignment with strategic plan

Example Roles of a PMO


• Culture

• Leadership

• History

• Existing systems

Enterprise Environmental Factors



• Processes & procedures

• Knowledge Base

• Captured learning / lessons learned / postmortem

• Tools & Templates

Organizational Process Assets


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Process Groups


PMI® Process Groups

Initiating

Planning

Executing

Monitoring & Controlling

Closing


Video http://www.youtube.com/v/o4jhHoHpFXc&rel=0


• PM assigned

• Review captured learning

• Charter development

• Rough order of magnitude estimates

• Stakeholder interviews

• Business case refinement

Poll - Initiating


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• Initiation stage overview

• Approval to allocate resources

• Baseline for all future project planning

• Maps to major components of project plan– Future iteration is breakdown/detail of charter

• Sponsor/executive layer

• No Charter => No Project

Project Charter



• Project team assigned

• Nail down requirements

• Start project plan iteration

• Only process group where sequence is emphasized– WBS, activity list, dependencies, resources, estimate time &

cost, critical path, schedule, budget, quality, team roles, communications, iterate plan => risk, procurement

• Kick-off meeting

Planning



• Work pieces of the project puzzle

• Key building block of project plan– Used for Budget, Schedule, Scope, Risk …

• Visual diagram (high level at least)

• Terminates at work package/deliverable– Tasks/Activities drive work packages

• No WBS => No Project

Work Breakdown Structure (WBS)


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Item

#Description

Program

Sub‐

project

Primary

Owner

Backup or

Partner

Owner

StatusCreate

Date

Due

DateHyper Links Team Comments

1

Complete

messaging proposal

with marketing

group (reviewed

against scope plan)

2011

Product

Marketing

Hendrix Johnson Open 1/18/2011 2/15/2011

https://sharepoint.myorg.co

m/myproject/MktgDocs/201

1messaging.doc

1‐20‐11) 1st draft of design passed

to PM & mktg mgmt

1‐25‐11) 1st draft passed back with

comments

1‐31‐11) 2nd pass passed to

sponsor and exec team for

review/comments

2

Software beta 1

reviews with core

team

2011

Software

(SmartPrin

Stevens Wright Open 1/20/2011 2/10/2011

https://sharepoint.myorg.co

m/myproject/SWDocs/2011

Plan.xls

1‐25‐11) 1st review completed ‐

feedback documented on Sharept

3

4

Matrixed Tracking


• Deliverable Map• Risk Management• Communication Matrix• Issue Tracking• Project Staffing / Resource Leveling• Scope Management / Vendor Integration• Cost Management / Bottoms Up• Quality Control / Assurance

Matrixed Project Plan


1. PMs spend over 90% of their time doing what ?Integration & communication (g)

Planning (p)

Guessing (o)

Estimating (y)

2. A project must have …A sponsor (g)

A timeline (p)

Status reports (o)

Subject matter experts (y)

3. Which of the below doesn’t happen during planning?Sequence tasks (g)

Work breakdown structure (p)

Estimates (o)

Project charter (y)

Review 2 Poll - Feedback Questions

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• Execute the project plan

• Integration of project components

• Communication w/ stakeholders

• Engagement w/ project team

• Engagement w/ partners

• Reward the team

Executing



Lean Analysis• Production vs. transactional environment

• Current vs. future state

• What is waste – Toyota’s definition– Movement, inventory, motion, waiting,

overproduction, over processing, defects

• Value stream analysis

• Chopping vs. tuning/QC (six sigma)


• Measure performance against baselines

• Process change requests

• Project updates w/ the stakeholders

• Evaluate and report on staff performance

• Quality management

• Scrum meetings

• Video http://www.youtube.com/v/Kg5cdZ-Fnpc&rel=0

Monitoring & Controlling


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Monitoring Project Health / Risk


• Final acceptance of the outputs

• Update knowledge base– Lessons learned / captured learning / AAR

• Finalize contract work w/ partners

• Final project reporting and communication

Closing



Knowledge Areas

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PMI® Knowledge Areas

Time Communications

Cost Human resources

Scope Integration

Quality Procurement

Risk



• Charter at Initiation (high level scope)

• Requirements vs. Scope Statement (gaps)

• What’s in / What’s Out

• Roles (ex. internal vs. partners)

• Layered Approach / black boxes– Beach vs. Theme Park -> Disney vs. Universal -> In-park pkg vs. ad-hoc

• Gold plating (good? or bad?)

• Highly iterative / Verification in stages

Scope Management


• Inputs / Outputs

• Dependencies

• Tasks & Deliverables

• Milestones

• Critical Path

• Compression– Parallel Paths & Crashing

Time/Schedule Planning


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1. Which of the following is characteristic of project management processes ?Each process only occurs once (g)

Iterative (p)

Unique to industries (o)

Useless if project is less than 1000 hours (y)

2. The project schedule comes after the …PM says so (g)

Executing phase (p)

Risk plan (o)

Work breakdown structure (y)

3. When should you verify scope during the project ?Never (g)

Very end (p)

After each phase / stage (o)

Only if customer complains (y)

Review 3 Poll - Feedback Questions



• M=Major Events during the project

• D=Products or Outputs of the project– server installation, new process map, design

document, prototype, customer survey

• Deliverables as milestones

• Communication triggers

• Performance (actual vs. target)

Milestones (M) & Deliverables (D)


• Accuracy – initiation through execution

– Should-cost (concept) through procurement

– ROM, budget, and definitive estimates

• Top-down vs. bottom-up estimating

• PERT estimating

– Exp=(P+4M+O)/6, SD=(P-O)/6, Var=((P-O)/6)2

• Contingency Reserves = Sum(Prob*Cost Impact)

• Baseline measurements / cost bridging

• Financial metrics (NPV, ROI, TCO)

Cost Management

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• Cross-functional / core team reviews (SMEs)

• Quality assurance vs. quality control– QA in execution/audit, QC throughout project

– Ex. QA = following plan/processes/policies , QC = measuring impacts/metrics, validating deliverables

• Measurement Examples– Baselines / Target metrics

• Ex. 10% decrease in processing time w/ customer

– Six sigma – standard deviation analysis

Quality Management


• Poll

• Planning / structuring

• Internal vs. external

• Phased, go/no-go meeting approach• Business case iteration

• charter => concept, commit => planned/estimated, produce => readiness

• Common Modes• meetings, emails, publications, social networks, phone

Project Communication


Sponsors& Executive

Team

Functional Managers & BPOs

Project Team

Core Team

Communication Layers

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Sponsors& Executive

Team

Functional Managers & Process

Owners

Project Team

Core Team

Example Communication Layers in the Project World- Senior Management- Executive Sponsor(s)

Ex. Business Areas / Centers

- Finance / Budget Dept.- Physical plant- Technical areas (ex. IT)

- Key Management Areas- Vested Areas - External Stakeholders

Team Representation- Knowledge Areas / Subject Matter Experts (SME)- Areas Impacted

- Project Manager-Technical Lead / Architect / Designer- Key Area SMEs- Finance / Business representation- External Assigned Members


Communication Using RACI Matrix


• Change control board– Cross functional

– Core team escalation

– Bounding box

• Change request process / update to plan of record (POR)

• Impacts to project constraints

• Changes measured against baseline plan

Integrated Change Control

∆ ∆∆

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• Advanced technology integration• Diverse group / project team integration• Large scope / scale• Various sub-projects• Program manager with project manager title• Long duration project• Elusive stakeholders• Geographical separation of project areas• Organizational culture(s)

Integration – why ?


• RACI matrix to establish clear roles and responsibilities– Responsible, Accountable, Consulted, Informed

• Definition of key integration milestones

• High level schedule that shows target dates for these key milestones– Lower-level details down below

• Scope document that shows areas of ownership

Integration – how ?


– Review these key project docs with sponsor and other critical stakeholders during the initiation stage (before planning begins)

– Review them with the project team as soon as it has been assigned (ideally at beginning of planning stage).

– Review the refined version and the project plan (completed during planning phase) with the sponsor, critical stakeholders and the project team at the kick-off meeting (starts Execution phase)

– These are living documents that will be revised during monitoring and controlling through integrated change control. (charter is exception – it remains the original request document for future reference)

Integration – when ?

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• Vendor history/scoring reviewed for best performers• Request for proposals / quotes (RFP / RFQ) preparation• RFP / RFQ to vendors• Vendor meetings / Q & A• Receive & review proposals / quotes• Comparison for apples-to-apples, requirements included• Vendor Award• Legal / Contract work (often includes legal / purchasing

departments)• Work is done & reviewed for quality / completeness• Payment is rendered per contractual agreements• Final contract paperwork is signed / closed

Procurement / Relationship Mgmt.


• Risk mitigation– Avoid, Mitigate, Transfer, Accept

– Contingency plans

– Cross functional collaboration

• Risk register (matrix) & Decision tree

• Quantitative vs. qualitative assessment

• Ex. Insurance, backup resources, warranties, contracts

Poll - Risk Management



• Customer centric / line of sight

• Checkpoints throughout planning and execution

• Quantitative & qualitative feedback

• Final customer review before project is closed• Video http://www.youtube.com/v/o4jhHoHpFXc&rel=0

Customer Satisfaction

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Project Plan Examples


Layered Project Plan


Layered Project Plan

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Wedding Plan Example


Portfolio Analysis


Portfolio Management

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Effort Distribution Across Project Types (How)


Project Categories (What)


Project Categories – Top Projects (What)

ITIL

IPHONE

DRP

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• Energy & attitude

• Initiate & follow-up

• Track & close

• Anticipate challenges & opportunities

• Credit the staff / team

• Small rewards / fun

• Leverage bonus skills

• Going to the next level

Beyond the Tool Kit


Backup Slides


• Project Management Institute (www.pmi.org)

– Governing Body / Industry Standards

– Local PMI Chapters / Networking

– http://www.rmcproject.com/

• Agile / Scrum

– http://www.scrumalliance.org/

• University of Kentucky IT Project Office

– [email protected]

– [email protected]

Learn More

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Works CitedAll images obtained from http://creativecommons.org/


Works Cited

Project Management Institute (PMI)®

A Guide to the Project Management Body of Knowledgehttp://www.pmi.org/14 Campus Boulevard Newtown Square, PA 19073-3299 USA E-mail: [email protected] (preferred method) Toll number: +1-610-356-4600 Toll free number: 1-855-746-4849 Fax: +1-610-482-9971Facebook: http://www.facebook.com/PMInstituteTwitter: http://www.twitter.com/PMInstitute

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