p&p level 1 edit
TRANSCRIPT
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Project ManagementPrinciples and Practices
Level 1
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Agenda
Introductions
Course Objective
Unit 1: Introduction to Project Management Unit 2: Project Definition
Unit 3: Project Planning
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Introductions
What is your Project ManagementExperience?
What types of projects will you be
involved in?
What would you like to get out of the
course?
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Course Objectives
Learn what project management is and the qualities of an effective
project manager.
Understand the nine knowledge areas of project management and howthey can be applied to your project.
Discover the phases of a project and what deliverables are expectedwhen.
Identify a projects key stakeholders.
Understand the different types of business cases and how to create aStatement of Work.
Learn to be prepared for the unexpected by utilizing risk managementand change control.
Learn how to organize project activities by creating a Work BreakdownStructure.
Create a network diagram to track your projects progress.
Learn budgeting and estimating techniques.
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Reference Material
Project Management The Complete Idiots Guide
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Unit 1
Introduction to Project
Management
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Introduction to ProjectManagement
Project Failures
Project Successes
What is Project Management?
Key Functional Areas of Project
Management
Project Life Cycle
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Project Failure
Identify reasons that project fail
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Reasons for Project FailureChapter 3 Page 22
1. Poor project and program management discipline
2. Lack of executive-level support
3. No linkage to the business strategy
4. Wrong team members5. No measures for evaluating the success of the
project
6. No risk management
7. Inability to manage change
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Project Success CriteriaChapter 1 Page 6
On time
On budget
Meeting the goals that have beenagreed upon
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Iron Triangle
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Pick Any Two
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What is a Project?
Temporary with specific start and enddates
Unique
Progress elaboration
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What is a Project Manager?Chapter 2
Ultimately responsible for the ProjectsSuccess
Plan and Act
Focus on the projects end
Be a manager & leader
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Seven Traits of Good ProjectManagers
Trait 1Enthusiasm for the project
Trait 2
Ability to manage change effectively
Trait 3
A tolerant attitude toward ambiguity
Trait 4
Team building and negotiating skills
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Seven Traits of Good ProjectManagers
Trait 5A customer-first orientation
Trait 6
Adherence to the priorities of business
Trait 7
Knowledge of the industry or technology
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Project Success12 Golden Rules (Chapter 3)
Rule #1Thou shalt gain consensus on project
outcome.
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Project Success12 Golden Rules
Rule #2Thou shalt build the best team
possible.
S
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Project Success12 Golden Rules
Rule #3Thou shalt develop a comprehensive,
viable plan and keep it up-to-date.
P j S
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Project Success12 Golden Rules
Rule #4Thou shalt determine how much stuff
you really need to get things done.
P j t S
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Project Success12 Golden Rules
Rule #5Thou shalt have a realistic schedule.
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Project Success12 Golden Rules
Rule #6Thou wont try to do more than can be
done.
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Project Success12 Golden Rules
Rule #7Thou will remember that people count.
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Project Success12 Golden Rules
Rule #8Thou will gain the formal and ongoing
support of management and
stakeholders.
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Project Success12 Golden Rules
Rule 9Thou must be willing to change.
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Project Success12 Golden Rules
Rule 10Thou must keep others informed of
what youre up to.
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Project Success12 Golden Rules
Rule 11Thou must be willing to try new things.
P oje t S e
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Project Success12 Golden Rules
Rule 12Thou must become a leader
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Project ManagementChapter 4
Project Management The application of knowledge, skills, tools
and techniques to project activities to meet
project requirements.
9 Knowledge areas
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Integration Management
Fitting everything together
Planning
Project Changes
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Project Scope Management
Clear scope statement
Prevent scope creep
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Project Time Management
Time and Schedule Planning
Managing
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Project Cost Management
Manage costs Out of your control
Competing projects
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Project Quality Management
Planning quality
Enforcing quality
Checking quality control
Project Human Resource
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Project Human ResourceManagement
Organizational planning
Staff acquisition
Making a team
Project Communications
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Project CommunicationsManagement
Communication plan
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Project Risk Management
Risk management plan
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Project Procurement Management
Acquisition and contract management
P j t Lif C l
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Project Life CycleChapter 5
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Project Definition Phase
Initiate the project
Identify the Project Manager
Develop the Project Charter
Conduct a Feasibility Study
Define Planning Phase
Sign off on the Project Charter
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Project Planning Phase
Organize and staff the project
Develop a Project Plan
Sign off on the Project Plan
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Project Execution Phase
Execute the Project Plan
Manage the Project Plan
Implement the projects results
Sign off on projects completion
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Project Close-out Phase
Document the lessons learned duringthe project
After-implementation review
Provide performance feedback
Close-out contracts
Complete administrative close-out
Deliver project completion report
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Project Life Cycle Flow
Know
Problem
SpacePartial
Answer
Partial
AnswerSolution
Space
Dont Know
Dont Know
Know
HOW
WHAT
Project Definition
Execution
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Unit 1 Review
What is Project Management?Key Functional Areas
Project life cycle
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Unit 2
Project Definition
f
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Project Definition
Stakeholder IdentificationBusiness Case
RiskConstraints
Stakeholder Identification
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Stakeholder IdentificationChapter 6
Stakeholder definition
Key stakeholders to identify Project sponsor
Customer Project team
Functional managers
Communicate with everyone
Manage conflicts in priorities
Th C t
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The Customer
Uses the product or servicesMay be internal or external
Provides requirementsMay have multiple categories
P j t S
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Project Sponsor
Also shares responsibility for projectsuccess
Has authority to make decisions and
may provide funding
Overcome political and organizational
obstacles
St i C itt
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Steering Committee
Group of stakeholders who approve andagree on:
Project scope
Schedule
Budgets
Plans
Changes
W ki C itt
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Working Committee
Line managers who are responsible fordelivering business results once the
project is completed
F ti l M
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Functional Managers
May manage or supply people that workon the team
Need to be communicated with
Need their commitment to the project
A ti it
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Activity
Read case study Identify stakeholders
Project sponsor
Customer(s)
Functional Managers
Steering committee
Working committee
Business Case
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Business CaseChapter 7
Reasons why the project is undertakenOptions that were considered
Benefits that are hoped to be realizedHigh-level risks
High-level costs & scheduleCost/benefit analysis
F ibilit St d
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Feasibility Study
A general estimate used to determinewhether a particular project should be
pursued.
B siness Goals & Objecti es
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Business Goals & Objectives
Need to understand: Goals (the need for the project and the
measurable benefits)
Scope
Time to complete
Estimates of timeline, resource
requirements and costs
SMART goals
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SMART goals
S SpecificM Measurable
A Agreed uponR Realistic
T Time related
Statement of Work (SOW)
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Statement of Work (SOW)
Purpose statement
Scope statement
Project deliverables
Goals & objectives
Cost and schedule estimates
Stakeholders
Chain of command
Benefits and risks
Assumptions and constraints
Communication plan
Activity
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Activity
Create a SOW for the case study Purpose
Scope
Project deliverables
Goals and objectives
Cost and schedule estimates
Risk management
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Risk managementChapter 8
Identify Sources of risk
Funding
Time
Staffing
Customer relations
Project size and/or complexity
Overall structure
Organizational resistance
External factors
Risk Analysis
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Risk Analysis
Probability Impact
Overall exposure = probability X impact
Risk Plan
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Risk Plan
AcceptAvoid
MitigationContingency with trigger
Transfer
Risk Track and Control
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Risk Track and Control
Risk log Review and update regularly
Assign ownership to risk
Constraints
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Constraints
Real-world limitsTypical constraints:
Budget
Schedule
People
Real world
Facilities and equipment
Activity
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Activity
Identify the risks and constraints in thecase study
Unit 2 Review
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Unit 2 Review
Project Definition Stakeholder identification
Business Case
Risk
Constraints
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Unit 3
Project planning
Project Planning
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Project Planning
Work Breakdown StructureNetwork diagramming
SchedulingBudgeting
Work Breakdown Structure (WBS)
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o ea do St uctu e ( S)Chapter 9
Breaks large project into manageableunits
Total project
Subprojects
Milestones (completion of an important set
of work packages)
Major activities (summary tasks)
Work packages (tasks, activities, work
elements)
WBS
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WBS
Helps to: Identify all work needing to be done
Logically organize work so that is can be
scheduled
Assign work to team members
Identify resources needed
Communicate what has to be done
Organize work using milestones
WBS
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WBS
1. Break work into independent work packages that
can be sequenced, assigned, scheduled andmonitored
2. Define the work package at the appropriate level ofdetail
3. Integrate the work packages into a total system
4. Present in a format easily communicated to people.Each work package must have a deliverable and atime for completing that deliverable
5. Verify the work packages will meet the goals andobjectives of the project
Work Packages
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Work Packages
Way of managing the project bybreaking it down
Help determine skills required andamount of resources needed
Communicate work that needs to bedone
Work sequences are identified andunderstood
WBS tips
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WBS tips
Deliverables should be clearly stated
All work in the same package should
occur at the same time
A work package should only include
related work elements
Activity
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Activity
List all work packages required for the
case study
Network Diagrams
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gChapter 10
Logical representations of scheduled
project activities
Define the sequence of work in a project
Drawn from left to right
Reflect the chronological order of the
activities
WBS and Network Diagram
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WBS and Network Diagram
WBS: what needs to be done
Network Diagram: shows the workflow,
not just the work
Precedence
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Precedence
Precedence defines the sequencing
order
How work elements are related to one
another in the plan
Concurrent (Parallel) activities
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Concurrent (Parallel) activities
Many activities can be done at the same
time as long as resources are available
Network Diagram rules
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Network Diagram rules
Boxes hold description of each task
Lines connect activities to one another
Activities are laid out horizontal from left toright
Parallel activities are in the same column
Precedence is shown by drawing lines from
activity to activity One activity may depend on the completion of
multiple other activities
Lead and Lag
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Lead and Lag
Lead amount of time that precedes
the start of work on another activity
Lag amount of time after one activity
is started or finished before the nextactivity can be started or finished
Other network diagrams
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Other network diagrams
PERT Performance Evaluation and
Review Technique
Better for software-oriented projects
Uses 3 time estimates to determine most
probable
CPM Critical Path Method
Better for construction type projects One time estimate
Activity
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Activity
Create a network diagram from the
WBS for the case study
SchedulingCh t 11
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Chapter 11
1. Establish scheduling assumptions
2. Estimate the resources, effort and duration
Effort time that it takes to work on the activity
Duration the time to complete the activity
3. Determine calendar dates for activities
4. Adjust individual resource assignments
5. Chart final schedule
Estimating Time
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Estimating Time
Have people who are doing the workprovide the estimates
Get an experts estimate
Find a similar task
Look for relationship between activityand time (parametric estimate)
Educated guess
PERT Estimating
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PERT Estimating
Optimistic estimate (OD)
Most likely (MLD)
Pessimistic estimate (PD)
Expected = [OD + 4(MLD) +PD] / 6
Contingency
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Contingency
Dont pad estimates
Will never get good estimates
Adds expense and time
Add contingency as an activity Typically 10-15%
Critical Path & FloatCh t 12
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Chapter 12
Critical Path
Sequence of tasks that forms the longest
duration of the project
FloatAmount of time that an activity may be
delayed from its earliest possible start date
without delaying the project finish date
Latest possible finish date earliest
possible start duration = total float
Normalizing the Schedule
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g
Assign people to the schedule
Start with the critical path first, non-
critical tasks second
Loading and Leveling
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g g
Resource Load the amount of work
that is assigned to a resource
Resource Leveling redistribution to
even out the distribution of work acrossall resources
Scheduling Tips
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g p
Ensure that learning time is identified
Ensure that administration time is
included
Be aware that resources seldom work
100% of the time on one project
Activity
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y
Create a schedule for the case study
BudgetingChapter 13
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Chapter 13
Budget = People + Resources + Time
Budgeting Levels
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g g
Ballpark Estimate
Rough Order of Magnitude
Detailed Estimate
Direct & Indirect Costs
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Direct costs
Directly attributed to the project
Indirect costs Shared amongst other projects
Types of Budgeting
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yp g g
Bottom-up
Top-Down
Phased
Contingency Reserve
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g y
10-15% of budget is normal
Dont pad but manage the contingency
Activity
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y
Build a budget for the case study
Unit 3 Review
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Project Planning
WBS
Network Diagrams
Scheduling
Budgeting
Wrap-up
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Evaluations
Next Course Principles and Practices part 2
Leadership
Operating guidelines
Project teams Communication plan
Procurement management
Quality management
Monitoring and controlling
Close-out activities Common project problems