BA 246 PROJECT MANAGEMENT

Project Management Process Groups

M&C

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P

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M&C

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Project Charter

Project Management Plan

Project Management Plan • Set of documents with processes, procedures, practices, standards, and metrics that you want the project stakeholders to follow to ensure consistent results

• A set of plans and baselines

Project Management Plan Contents • Processes that will be used on the project • Management Plans for: human resource, communication, risk, procurement, stakeholder management, etc.

• Scope, Schedule, and Cost Baselines • Change Management Plan

Project Management Plan: Performance Measurement Baseline • Scope baselines

• Project scope statement, work breakdown structure (WBS), WBS Dictionary

• Schedule baseline • Agreed-upon schedule, including the start and stop

dates for each activity • Cost baseline

•  Time-phased cost budget or spending plan indicating how much money is approved for the project and when the funds are required

Project Management Plan: Performance Measurement Baseline •  The Project Manager will look for deviations from the

baselines while the work is being done (Controlling and Monitoring)

• Baselines can be changed, but it should not be an easy thing to do. •  Should be formally requested •  Should be documented to show why and when changes are made

• Deviations from baselines are often due to incomplete

Risk identification and Risk Management

Project Management Plan: Change Management Plan • Your role is NOT to just facilitate the making of changes by others

•  Instead, you need to stand as a barrier to prevent unnecessary changes and plan the project in a way that minimizes the need for changes. Why?

• Changes are much more costly than if the work had been included in the beginning

Project Management Plan: Change Management Plan Contents

• Change control procedures (how and why) • The approval levels for authorizing changes • Creation of change control board to approve changes

Project Management Plan • Approved, Realistic, and Formal

• Requires formal approval (signatures) by management, the sponsor, the project team, and other key stakeholders

Kickoff Meeting • Before Project Execution •  Includes key parties Purpose • To announce the start of the project

• To ensure that everyone is familiar with details and people working on it

• Overall, to make sure that everyone is on the same page

Scope Management Answers the questions:

• What are our major deliverables? • What activities are needed to obtain those deliverables? • Did we leave out any important activity? • Did we include any unnecessary activity?

WBS is the tool that can help us manage the scope of the project

Work Breakdown Structure (WBS) • A deliverable-oriented hierarchical decomposition of the work to be executed by the project team

• To accomplish the project objectives and create the required deliverables

• Organizes and defines total scope of the project (PMBOK Guide)

WBS vs. List

Booth

Finalize size of standard booth based on venue layout Create layout of the booths

Company Talk

Invite Company speakers

WBS vs. List • WBS shows how the work packages are derived

• Hierarchy makes it easier to see how one deliverable is related to another

• List is usually created by one person, while WBS is created with input from the team and stakeholders

Four-digit Code •  Level 1: Project •  Level 2: Deliverables (i.e. major components of a project) •  Level 3: Task •  Level 4: Work Package (in ‘verb + noun’ format)

Example: •  1.2.4.3 refers to Project 1, Deliverable 2, Task 4, Work

Package 3

When do you know that you have reached a Work Package? When the Deliverables: • Can be realistically and confidently estimated • Can be completed quickly • Can be completed without the need for more information

• May be outsourced or contracted out

How do you define scope in your organizations?

• Multinational Enterprise? • SMEs?

Hong Kong International Airport •  12:15-minute Video

• What was the timeline? • What were the project drivers? • What were the major deliverables? • Who are the stakeholders? • What would you have done differently?

Mind Mapping • A diagram of ideas or notes to help generate, classify, or

record information •  Looks like several branches radiating out of a central core

word

Applying Mind Mapping in WBS • Step 1:

•  Start with a blank page •  Place the name of the Project in the center

Applying Mind Mapping in WBS • Step 2:

•  Work with partners to agree on the set of Deliverables that will represent the structure for your project. Remember that deliverables are Major components and do not represent detailed tasks

Applying Mind Mapping in WBS • Step 3

•  Add detail to Deliverables by writing in the Tasks and Work Packages

•  Use noun and verb at lowest level (work package) •  Check for duplication •  Balance level of detail •  Every few minutes, it is a good idea for the entire team to step back

and consider whether there are duplicate items, whether some areas have been developed in more details than others, and whether the general structure makes sense

Applying Mind Mapping in WBS

Team • Meet with your team and agree Deliverables • Use brainstorming to identify Tasks and Work Packages for each Deliverable

• Use Mind Mapping Software: Mindjet MindManager

• 20 minutes

Team • What are your Major Deliverables? • What are your Work Packages?

WBS Dictionary • Provides description of the work to be done for each WBS Work Package

• Prevents Scope Creep i.e. scope increasing or varying from what was planned on the project

Work Allocation • Who is interested in this job? • Who is capable of completing this work? • How to ensure that assigned person is accountable?

Work Assignment Matrix Task Work Package John Janet Josh

1.1.1 Booth 1.1.1.1 Finalize size of standard booth based on venue layout

✔

1.1.1.2 Create layout of the booths ✔

1.1.2 Career Talk

1.1.2.1 Invite Company speakers ✔

✔

Validate Scope •  Involves frequent, planned meetings with the customer or sponsor to gain formal acceptance of deliverables (Project Monitoring and Controlling)

• Done to help ensure the project is on track from the customer’s point of view, rather than just hoping to get the final acceptance in project closure

• Done multiple times in one project

Next Meeting: Wednesday • Team: Submit 1-page Project Proposal with executive summary, project driver, underlying causes, goal, stakeholders, deliverables (Email before class on Wednesday, 22 March)

• Bring 1 Laptop with Excel per team

End