leveraging project management strategies in k-12 dave henrich m.ed., itsc, mba, pmp cciu division of...
TRANSCRIPT
Leveraging Project Management Strategies in K-12
Dave HenrichM.Ed., ITSC, MBA, PMP
CCIU Division of Teaching and Learning
What is Project Management?
A job title?
A profession?
A better way of doing things?
A discipline?
A certification?
Our Plan for the Hour
1. Overview of the Project Management Knowledge Areas and Process Groups
2. Elements of a Project Charter
3. The importance of stakeholders
4. What goes into planning
5. What should we do while project work is occurring
6. The why, when, and how of closing a project or project phase
7. Tools of the Profession, Q&A / Wrap-up
Overview of the PMKnowledge Areas and Process Groups
The 9 Knowledge Areas Are:1. PM Integration
2. Project Scope Management
3. Project Time Management
4. Project Cost Management
5. Project Quality Management…
Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition
Overview of the PMKnowledge Areas and Process Groups
The 9 Knowledge Areas Are: …6. Project Human Resource Mgt
7. Project Communications Mgt
8. Project Risk Management
9. Project Procurement Mgt
Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition
Overview of the PMKnowledge Areas and Process Groups
The 5 Process Groups Are:1. Initiating
2. Planning
3. Executing
4. Monitoring & Controlling
5. Closing
Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition
Overview of the PMKnowledge Areas and Process Groups
The 5 Process Groups Are:
Heavily weighted toward GETTING READY to do work
Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition
2 20
Overview of the PMKnowledge Areas and Process Groups
The Timing of Process Groups Overlap
Source: Wikipedia
Overview of the PMKnowledge Areas and Process Groups
Closing
All Projects and Project Phases
Need to be Closed
1) Obtain acceptance
Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition
Overview of the PMKnowledge Areas and Process Groups
Closing
2) Update Organizational Process Assets
Update procedures
File documents and templates
File contracts and warranties
Document Lessons Learned
Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition
Overview of the PMKnowledge Areas and Process Groups
Closing
3) Close procurements
4) Release personnel
Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition
The Project Charter
Written by the Project Sponsor
May be refined
Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition
Interesting Reading - Gartner: 16 long-held IT business practices you need to kill
The Project Charter
Elements of the Project Charter–Statement of Work
»Describes PRODUCT scope.»Summarizes the business need»Links to the Strategic Plan
–The Business Case
Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition
The Importance of Stakeholders
Develop and MAINTAIN a Stakeholder Register1. Decision makers
2. Customers
3. Anyone impacted
4. Vendors
5. Neighbors / community
6. Internal departmentsSource: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition
The Importance of Stakeholders
Assess each Stakeholder1. Internal / external
2. Interest in the project
3. Requirements / expectations
4. Potential influence
5. Supporter / resistor / neutral
6. Strategies for managingSource: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition
The Importance of Stakeholders
Power / Interest Grid
KeepSatisfied
Monitor
(Minimum Effort)
ManageClosely
KeepInformed
I n t e r e s t
Power
The Importance of Stakeholders
“90 percent of a project manager's time is spent communicating”
Source: The Project Management Institute
Know When to Seek Help
A farmer died and left his herd of 17 camels to his three sons. In his will, he left half of the camels to his eldest son, one third of the camels to the second son and one ninth of the camels to his youngest son.
Source: The Project Management Institute
Know When to Seek HelpThe three brothers were having great difficulty working out a fair way of implementing their father's will and could not agree on who would have more and who would have less than the amount willed. Before their relationship became too stained, the brothers went to visit a wise old woman who lived in their village to seek advice.Source: The Project Management Institute
Know When to Seek HelpShe told them she could not solve their problem but would give them her only camel if it would help.
The brothers thanked her and took the camel back with them. With a herd of 18 the problem simply disappeared; the first brother took 9 camels, the second 6 and the youngest 2.
But, 9 + 6 + 2 = 17, so they gave the spare camel back to the wise old lady with their thanks.Source: The Project Management Institute
Planning – Collect RequirementsCollect Requirements
• Develop detailed project and product requirements– Reference Project Charter and
Stakeholder Register – Leverage techniques such as
brainstorming, Delphi Technique, interviews, focus groups, prototyping, etc
Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition
Planning – Collect RequirementsDocument the Requirements• List requirements by stakeholder
and priority– Functional requirements– Non-functional requirements (level of
service, security, supportability, etc)– Quality– Acceptance criteria– Assumptions– Constraints
Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition
Planning – Collect Requirements
Requirements Management Plan
• How requirements will be determined, tracked, prioritized, reported
• How changes to requirements will be initiated, analyzed, traced, tracked, reported, authorized
Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition
Planning – Collect RequirementsRequirements Traceability Matrix
1. Record attributes of each product requirement
2. Origin, rationale, owner of the requirement
3. Links to business needs, goals, etc
Source: Modern AnalystA Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition
Planning – Define Scope
1. Document characteristics
2. Document acceptance criteria
3. List project exclusions
4. Identify constraints and assumptions
Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition
Planning – Create WBS
1. Analyze and break down product descriptions into manageable deliverables
2. Keep breaking down until cost and activity durations can be RELIABLY estimated and managed.
Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition
Planning – WBS DictionaryFor each Work Package
– Description of work– Who performs the work– Account code to be charged– Schedule milestones– Resources– Cost estimate– Acceptance criteria– Technical references– Contract information
Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition
Planning – Scope Baseline
Scope Baseline
– Contains copies of the Project Scope Statement, WBS, WBS
– Is a snapshot of these documents preserved now
– Capture a new snapshot each time work described in the scope
Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition
PLAN for Risk
Risk Process Group
“…we didn’t see it coming because
we weren’t looking.”
Source: Flash Foresight, Daniel Burrus, pp37
Plan for Risk
What is more risky?a) Buying 100 shares of a stock that is
expected to decrease in value by 5 to 10% in the next 30 days
b) Buying 100 shares of a stock that is expected to increase in value by
20 to 40% in the next 30 days?
Plan for Risk
When do we look to see if risks have changed or if new risks have emerged?
Photo Source: U.S. Chemical Safety and Hazard Investigation Board
Planning – Risk Management Plan
1. Match the Risk Management strategy to the risk
2. Allocate appropriate resources to Risk Management
3. Document risks, probabilities, risk tolerances
Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition
Risk Planning Processes1. Plan Risk Management
2. Identify Risks
3. Qualitative Risk Analysis
4. Quantitative Risk Analysis
5. Plan Risk Responses
Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition
Executing Processes
After Initiating and Planning…
Executing and Monitoring & Controlling
Source: Cohuman.com TechRepublic.comA Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition
Monitoring & Controlling ProcessesHandling requests for changes…
Document and analyze COMPLETE impact of change request
Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition
Monitoring & Controlling ProcessesHandling requests for changes…
Influence factors that might circumvent integrated change control to assure that only changes approved by the Change Review Board are implemented
Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition
Monitoring & Controlling ProcessesHandling requests for changes…
Handle change requests promptly
Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition
Monitoring & Controlling ProcessesHandling requests for changes…
Disseminate approved change requests
Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition
Executing ProcessesGet the people the project needs when the project needs them.
Get the stuff the project needs.
Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition
Executing Processes
Manage Stakeholder Expectations
Distribute Information
Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition
Monitoring & Controlling Processes
Control Scope
Control Schedule
Control Costs
Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition
Variance Analysis
Monitoring & Controlling Processes
The drastic difference between
Quality Assurance
and
Quality Control
Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition
Monitoring & Controlling Processes
QA = Improve Processes through Quality Audits and Process Analysis
Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition
Monitoring & Controlling Processes
Quality Audits:Identify best practices
Identify gaps
Share good practices
Proactively raise productivity
Enhance the lessons learned repository
Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition
Monitoring & Controlling Processes
Process Analysis:
Examines identified problems, constraints,
non-value-added activities.
Uses root cause analysis.
Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition
Monitoring & Controlling Processes
QC = Checklists and inspections to assess correctness and identify cause of defects
Source: Testing DM-2 solid rocket motor - nasa.govA Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition
Monitoring & Controlling ProcessesQuality Control
Source: Run Chart - nasa.gov, Pareto Chart – nasa,gov, Scatter Plot – nasa.gov, A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition
Monitoring & Controlling Processes
Verify Scope – Completeness, Inspections, Acceptance
Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition
Monitoring & Controlling Processes
Monitor and Control Risks
Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition
Closing Processes
Close Procurements – When a seller’s work has ended
Close Project or Phase – When work on a phase or all phases has ended
Source: A Guide to the Project Management Body of Knowledge (PMBOK®) – Fourth Edition
Bibliography
Project Management Institute www.pmi.org
Wikipedia www.wikipedia.org
PM Tools and Resources
Project Management Institute www.pmi.org
Cohuman www.cohuman.com
Oregon Department of Human Services Templates www.oregon.gov
StarWright Project Management Tools Directory www.startwright.com
See also: PM_Tools_and_Resources.docx on the session Ning