professional project management - falcon training · pmp, pmi-acp, graddippm, bict. about you…...
TRANSCRIPT
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Introduction to
Professional Project Management
at Airways
Day One
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▪ Falcon Training
– Mike Roberts, PMP, PMI-ACP, GradDipPM, BICT.
▪ About you…
– Name
– Current Role
– Project Management experience
Introductions
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Course Objectives
▪ Understand why projects exist and their role in organisation success
▪ Build an awareness of how projects are started at Airways
▪ Develop an understanding of best practices in the following areas;– Scope Management
– Time Management
– Cost Management
– Change Management
– Risk Management
– Resource Management
– Stakeholder Management
▪ Understand Project Reporting at Airways
▪ Know how to successfully closeout projects
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Agenda – Day One
Time Topic
9:00am-10:30am Introduction to the profession of Project Management
Portfolio, Program and Project Management
10:30am–10:45am Break
10:45am–12:00pm Project Initiation
Scope Management
12:00pm-1:00pm Lunch
1:00pm-2:30pm Time Management
2:30pm-2:45pm Break
2:45pm-4:30pm MS Project
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Materials
▪ To aid your learning we have:
– Training slides
– A course workbook
• Complete exercises and take notes in this book as we go
– The Professional Project Manager book
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How to Learn
▪ Everyone learns differently, and effective
learning takes time
▪ So please visit www.vark-learn.com to find
out your particular mix of learning strengths
▪ Also, four weeks from now we will get you to
email back the personal development plan
at the rear of the workbook
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VARK and this workshop
• Text book
• Slide text
• Sharing stories
• Trainer talking
• Talking with others
• Diagrams
• Charts
• Pictures
Visual Aural
ReadingKinaesthetic
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Be Interactive
▪ Please feel free to ask questions, seek clarification
and share stories and experience throughout.
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The Profession of
Project Management
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Our Goal
▪ Provide an introduction to the growing profession
of project management
▪ Give an overview of foundational concepts.
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Real World
▪ The profession of project management is still
maturing;
– 1950: The start of formal processes and techniques
– 1996: First publication of the PMBOK Guide.
– 2010: NZ tertiary course offerings
▪ Most project managers in today’s world are
‘accidental’ project managers.
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Your Experience . . .
▪ What do you currently know about the profession of
project management?
▪ What formal and defined project management
practices do you have?
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Project Selection
Governance and Sponsorship
Defining a scope
Create a WBS
Estimate time and cost
Project budget
Project schedule
Risks
People
Procurement
Quality
Communication & Stakeholders
Ethics
ProfessionalProject
Management
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International Standards:
ISO21500: Guidance on Project Management
Frameworks:
PMI PMBOK® Guide,APM Body of Knowledge
Methodologies:
Method123, TenStep, Scrum, UPMM, PPMM, Prism, Prince2, Lean, XP, Crystal, Waterfall etc.
Making sense of it all
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The Project Management Institute (PMI)
▪ Established in 1969
▪ Global organisation advocating professionalism in
project management, offering;
– Standards
– Certifications
– Research
– Conferences
▪ Over 470,000 members, 203 countries
www.pmi.org
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What is the PMBOK® Guide
▪ Fundamentals of project management,
Best Practice
▪ Applicable to a wide range of projects,
across all industries.
▪ Internationally recognized standard and
aligns with ISO21500
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Foundational Terms
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What is a Project?
▪ “The accepted definition of a project is that it is a temporary work effort that
produces a unique result” (Rosenau and Githens, 2005)
▪ “A complex, non-routine, one-time effort limited by time, budget, resources, and performance specifications designed to meet customer needs.”
(Gray and Lawson, 2004)
▪ “A project is an interrelated set of activities that has a definite starting and ending
point and that results in a unique outcome for a specific allocation of resources”(Krajewski and Ritzman, 2005)
▪ “A temporary endeavour undertaken to create a unique product, service or result, subject to progressive elaboration”
(PMBOK® Guide)
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The Major Characteristics of a Project
▪ Has an established objective
▪ Has a defined life span with a beginning and an end
▪ Requires across-the-organisational participation
▪ Involves doing something never been done before
▪ Has specific time, cost, and performance
requirements
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The Project Life Cycle
Level of
Process
Interaction
Time
Start Finish
Initiating
Process
Group
Planning
Process
Group
Executing
Process
Group
Monitoring and
Controlling
Process Group
Closing
Process
Group
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Project Life Cycle at AirwaysLife Stages
Phases
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What is Project Management?
▪ The application of knowledge, skills, tools, and techniques to project
activities to meet the project requirements.
Balancing
Scope
Quality
Time
Cost
Resources
Risk
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8 Principles of Professional Project Management
1. Choose the right projects - only select the right
projects to do for the right reasons
2. Plan what you are going to do - carry out an
appropriate amount of planning and develop
baselines to help guide you
3. Do what you planned - execute the plans!
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8 Principles of Professional Project Management
4. Check that what you are doing matches what you planned to do - use your plans and baselines to check forecast progress against actual progress
5. If what you planned to do doesn’t match what you are actually doing then do something about it -make sure at all times that what you are doing matches what you planned to do
6. Produce all of the project and product scope and deliverables
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8 Principles of Professional Project Management
7. Carry out project closure according to your closure
process
8. Set aside time to complete a post implementation
review and benefits realization process– Did the project deliver the intended outcomes?
– What went well?
– What didn’t go so well?
– What lessons can we learn to apply for future projects?
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What is a Project Manager?
▪ Leads the team
▪ Enables communication
▪ Plans and monitors all aspects of the project
– With emphasise on Scope, Time, and Costs
▪ Encourages team collaboration
▪ Remove obstacles
▪ Is responsible for the outcome of the project
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Roles at Airways
▪ Project Manager
– High level of responsibility and authority
▪ Project Coordinator
– Low level of responsibility and authority
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Exercise
▪ Who here wears two hats – Project Manager and ?
▪ Which one are you primarily?
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Discussion
▪ Do you think a project manager should have
technical skills in the area in which he or she is
working?
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Project Team Members
Carrying out the technical work Being part of the team
Project Manager
High levels of responsibility and authority Leads the team
Project Control Group
Project Sponsor
Other senior managers
Technician and SME
Provide oversight and governance
Approve large changes
Support the project manager
All Other Project
Stakeholders
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Project Control Group
▪ Oversee and ensure the delivery of specific projects
▪ Take responsibility for business issues associated with
projects
▪ Members provide guidance and support to those
directly responsible for running a project
▪ Make sure you have great communication with your
PCG members
▪ The don’t run the project, the project manager does!
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Project Sponsor
▪ The person ultimately accountable
▪ A senior manager who can remove road blocks
▪ The person backing the change
▪ The person approving the creation of the project
▪ Championing, providing inspiration and overall direction
▪ Providing resources – people and $
▪ Coaching, resolving high level issues
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Project Team
▪ Responsible for providing subjected matter expertise
and sharing that knowledge
▪ …and of course, carry out the work!
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DFA Model
1. Approve Business Plan
(Inc. Budget)
2.Approve Project/Business Investment Case
3. Approve Contracts
4. Approve Financial
Transactions
5. Approve Special Items
▪ Structured around a 5 step model
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DFA Limits
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Project Success & Failure
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Examining Success and Failure
▪ Objectives: At the end of this module you will have
an understanding and appreciation of what
organizations do to deliver successful projects, and
the main causes of project failure.
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Our Common Goal
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How we are going to get there
▪ By consistently applying appropriate and
professional project management practices.
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Organisations that are more successful in their
projects;1. Have high level project management capabilities with
the organization and also for individual practitioners
2. Have projects that are aligned with corporate strategy
3. Co-ordinate projects through an appropriate Project
Management Office
4. Provide for effective sponsorship which delivers clear
direction for the project and escalates problems when
necessary
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Organisations that are more successful in their
projects;5. Initiate projects with robust business cases
6. Actively manage risks throughout the entire project
lifecycle
7. Practice regular reporting, with accurate and up to date
information
8. Report variations and implement recovery actions
9. Ensure that their project managers use an appropriate
and tailored methodology
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Success or Failure?
▪ We aim for successful projects but research
consistently tells us that a large proportion of projects
fail
▪ The following are the main reasons for project
failure…
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Causes of Project Failure
▪ Poor planning and/or inadequate process
– Planning is central to the success of a project.
– Define what constitutes project success or failure at the
earliest stage of the process.
– Essential to drill down the big picture to smaller tasks.
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Causes of Project Failure
▪ Inefficient way to document and track progress
– This is an oversight on the part of the project manager.
– Tracking milestones is a crucial way to see if expectations
are being met.
– Documentation and tracking also lets the manager
identify which areas require more resources to be
completed on time.
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Causes of Project Failure
▪ Poor leadership at any level
– The “leader” is usually identified as the project manager.
– However, the management-level executive also has a
responsibility of ensuring the project’s success.
– He/she should work together with the manager to ensure
that the company’s exact requirements are understood.
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Causes of Project Failure
▪ Lack of a PMO
– A PMO of any sort represents a centre of project
management excellence and always contributes to
greater project success
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Causes of Project Failure
▪ Failure to set expectations and manage them
– In a team setting, it is critical that you’re able to manage
people.
– If and when expectations are not met, there should be
clearly-defined consequences.
– The task should then be prioritized and possibly reassigned
to a more competent individual.
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Causes of Project Failure
▪ Inadequately-trained project managers
– The project manager is taking on a heavy responsibility.
– It is important to assign management roles only to
individuals who have the capabilities to meet
requirements.
– In some cases, poorly-trained managers are assigned to
complex projects; this is a recipe for failure.
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Causes of Project Failure
▪ Inaccurate cost estimation
– There are instances when the cost of an undertaking is
grossly underestimated.
– When it runs out of resources, the project cannot be
completed.
– This can be mitigated when the lack of resources is
identified early by the project manager.
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Causes of Project Failure
▪ Lack of communication at any level
– Communication between the management executive
and the project manager, and between the latter and
the team members are always important.
– Everyone should feel free to come forward to state their
concern or give suggestions.
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Causes of Project Failure
▪ Culture or ethical misalignment
– The culture of the company must prize competence, pro-
activeness, and professionalism.
– If it doesn’t, the team members may not have the
motivation to do their best.
– In essence, everyone involved from the CEO down must
be concerned about the success of their undertaking.
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Causes of Project Failure
▪ Competing priorities
– When a company’s resources are stretched, there will be
competing priorities in terms of manpower and financing.
– Having good cost estimation at the start will eliminate this
problem.
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Causes of Project Failure
▪ Disregard of project warning signs
– When a project is on the verge of failing, there will always
be warning signs.
– Taking action immediately can save the project.
– Otherwise, the whole endeavour can just go down the
drain.
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Project Management Methodology
The Airways Way
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What is a methodology?
The PMBOK® Guide defines a methodology as:
“a system of practices, techniques, procedures and rules” (p. 546).
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What is a methodology?
▪ More specifically a project management
methodology is a defined, documented and
discoverable set of policies, practices, processes,
tools, techniques and templates that provide
guidance on how projects are run within an
organization.
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How many ready made project management
methodologies can you name?
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Here are some . . .▪ Scrum
▪ Lean
▪ XP
▪ Kanban
▪ Prince2
▪ Agile
▪ UP
▪ RUP
▪ Method 123
▪ MPMM
▪ UPMM
▪ TenStep
▪ PRiSM
▪ SDLC
▪ CMMI
▪ Waterfall
▪ Lean Software Development
▪ Dynamic Systems Development
Method
▪ UWS Project Management
Methodology
▪ OnQ project management
methodology
▪ ITS Project Management
Methodology
▪ Six Sigma
▪ Lean Six Sigma
▪ Corbit
▪ PDCA
▪ Princeton Project Management
Methodology
▪ PSA Project Methodology
▪ CA-PMM
▪ CDC UP
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The Airways methodology
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The Airways methodology Life Stages
Phases
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Airways Software
▪ ProMapp – Process Tool– Description of processes
– Description of stage gates
▪ Tech1 – Finance System
▪ T64 – Asset Management (including E&M resources)
▪ Sentient – Portfolio and Project management Tool– Project Details
– Milestones
– Project Scope
– Finances
– Checklists– Approvals
– Issues/Risks
– Dependencies
– Status Report/Templates
– Meetings
– Actions
– Notes
– Resources Cost
– Benefits
– SharePoint
– History
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Check-List for Technical Projects
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Check-List for Non-Technical projects
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Project Assessment
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The Airways methodology
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Goal
▪ To launch a project that will bring value to your
organisation
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The Process
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Financial Criteria
▪ Benefit-Cost Ratio (BCR)
▪ Internal Rate of Return (IRR)
▪ Present Value (PV) and Net Present Value (NPV)
▪ Opportunity Cost
▪ Payback Period
▪ Return on Investment (ROI)
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Non-Financial Criteria
▪ Increase public profile or relations
▪ Reduce reliance on suppliers
▪ To prevent or enable government intervention and
regulation
▪ Provide for community development and/or support
▪ To improve environmental outcomes
▪ To improve health and safety outcomes
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Project Delivery: Initiate
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The Airways methodology
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Goal is to
▪ To adopt a new project and further qualify its
existence.
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We do this by
▪ Working with and adding to information already
collected as a result of the Assessment Life Stage.
▪ Reviewing and extending information within Sentient
▪ Gaining approval of the BIC (Business Investment
Case)
▪ Identifying and assessing your stakeholders
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Key Components
1. Creation of the Charter &
Business Investment Case
2. Identification of
key Stakeholders
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The Project Charter
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Project Charter
▪ The Project Charter is like the birth certificate of the
project. It is the foundation document of the
project.
▪ Built upon the information gathered as part of the
Assessment Life Stage.
▪ Only for projects with an expected cost >$50k
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Project Charter
Built up from information in
Sentient and outlines the
▪ Overview
▪ Business reasons
▪ Objectives
▪ Outcomes/Deliverables
▪ Scope
– In scope/Out of scope
▪ Strategic Fit
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The Business Investment Case
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Business Investment Case
▪ The BIC contains enough detail for senior
management to decide whether the organisation
should proceed with the project
▪ Must be approved before moving into the Execute
phase
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Project Charter vs BIC?
Project Charter
▪ Summarises the ‘conversation’ between Project Manager and Project
Sponsor.
▪ Contains details of Project Objectives
and Strategic Alignment
▪ High Level Scope and Milestones
▪ Identified resources required
Business Investment Case
▪ Provides succinct, explicit and qualified information which supports robust
decision making
▪ Aimed a justifying why the organisation
should invest money into this project– Includes costings to-date and future
forecasts
– Includes risks associated with those costs
– Details any alternative options (if available)
▪ Includes identified and allocated
resources
▪ Details Impacts to Stakeholders
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Approvals
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Discussion…
▪ What level of involvement would you have as
Project Manager in this process?
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Identifying Key Stakeholders
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What is a stakeholder?
▪ Lets discuss what a stakeholder is and why they
might be important to projects?
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Stakeholder
▪ A stakeholder is any person, or organisation, that
can affect, or be affected by your project
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Stakeholders
▪ Project wisdom says that active management of
stakeholders improves project outcomes.
▪ A structured process is important.
▪ Proactively influence them and mange their
expectations, to support your project or at least not
oppose them
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Stakeholders
▪ More of this on Day Two!
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Scope Management
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Our Goal
▪ Review, elaborate and confirm the project’s scope
as per the Project Charter and BIC
▪ Outcome is an accurate Activities plan to enable
better time, cost and resource estimating
– References: Chapter 4 of The Professional Project
Manager
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How we are going to get there
Review PC/BIC with your team
and SME
Iteratively Collect Requirements and Define the Scope
Create a Activities Plan
Check progress and control
change
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Real World
▪ A poorly defined, communicated, agreed and
controlled scope is one of the leading causes of
project failure.
▪ Take time to fully understand the work you are
expected to deliver, write it all down and get
agreement on it.
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Problems with Scope Definition . . .
With thanks to www.projectcartoon.com
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Your Experience . . .
▪ What do you do well with scope definition and
management?
▪ What problems do you face with scope definition
and management?
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Scope Management
▪ Project manager always in control
▪ Scope changes handled in a controlled manner
▪ Defining and controlling what is included
▪ Cross-Project dependencies (incl opportunities)
▪ Preventing undocumented extra work or ‘gold-
plating’
▪ Difference between PROJECT and PRODUCT!
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Project and Product Scope
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How Scope Matures
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Airways Scope - Sentient
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Airways Scope – Project Charter
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Collecting Requirements
▪ Defining and documenting stakeholder needs to
meet the project objectives
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Ways to gather requirements
▪ Interviews
▪ Informal conversations
▪ Focus groups
▪ Facilitated workshops
▪ Group creativity techniques
▪ Questionnaires and surveys
▪ Observations
▪ Prototypes
▪ Benchmarking
▪ Context diagrams
▪ Document analysis
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Collecting Requirements
▪ Just because you have asked people for their
requirements doesn’t necessarily mean you will
deliver them – that’s part of the process of
negotiating and agreeing the project scope.
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Defining the Scope
▪ Detailed description of project AND product
▪ Builds on the Requirements that have been
collected.
▪ Add into Sentient
▪ Will be further clarified/defined over time
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Define Scope
Product Analysis
Alternatives Generation
Expert Judgement
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Key terms
▪ Scope Creep
– The scope slowly changing
over time. The direction of the
project changing.
▪ Gold Plating
– Going the extra mile,
delivering more for less
Change WILL occur - It is inevitable.
At ALL times you must ensure that
what you deliver is what you have documented.
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Recapping . . .
▪ Gather project and product requirements from
stakeholders
▪ Document and get agreement on the scope to be
delivered
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Applying what we have covered . . .
▪ Take some time now to develop your own scope
statement for either a project you are working on or
build a house !
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Activities List
▪ Is the backbone of the project
▪ Based on project deliverables
▪ Built from the top down
▪ Constructed using decomposition
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Major Deliverable
Deliverable
Sub-Deliverable
Work Package and Activities
Breaking a project down
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Where it ends up . . .
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Activities List
▪ The team doing the work helps define
▪ Work not part of the Activities List is not part of the
project
▪ Time and Costs estimates rely on the Activities List
and are mapped back to it
110
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Exercise
▪ In the next 15 minutes use the blank Activities List in
the workbook to put together your own, for a project
you are currently involved.
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Baselines – Scope, Time & Cost
▪ Our baselines represent what we plan, or think, is going
to happen.
▪ Once the project is underway we measure what is
actually happening against our baselines.
▪ The what is actually happening is different from what we
planned to happen then we act by changing either
what we planned to do, or what we are actually doing.
▪ At all times in a project, what we are delivering must
match what we planned to deliver.
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Validating the Scope
▪ Does our work conform to the requirements?
▪ Have our deliverables been completed correctly?
▪ Should be performed even if project is cancelled before
completion, to find out how far the product had progressed.
113
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Controlling the Scope
▪ Maintaining control by preventing scope change
requests from overwhelming the project
▪ Stopping ‘scope creep’!
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Controlling the Scope
▪ Begins as soon as the scope baseline is created
▪ Each change request must be controlled and
managed
▪ Whenever work results differ (i.e. a variance is
detected) from documented scope, this process
should be performed
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Controlling the Scope
▪ Remember that approved changes to the scope
baseline create a new baseline
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Recapping . . .
▪ Gather project and product requirements from
stakeholders
▪ Document and get agreement on the scope to be
delivered
▪ Develop an Activities List
▪ Control scope changes
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Time Management
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Time Management
• Preparing a project time estimate
• Using project management software i.e. MS Project or
Excel
• Managing changes to time
– References: Chapter 5 & 6 of The Professional Project Manager
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Our Goal
▪ An accurate, realistic, transparent project schedule
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How we are going to get there
Put the activities in the sequence they
will occur
Estimate the resources available
and required
Estimate activity durations
Produce a project schedule
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Real World
▪ Time estimating and schedule development is rarely
done well.
▪ Often when it is done, it is forgotten about.
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Your Experience . . .
▪ What do you do well with time estimating?
▪ What problems do you face with time estimating,
schedule development and reporting on progress?
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A Typical Gantt Chart
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Time Management
▪ Scope, time and cost are tightly linked
▪ Do you want it faster? It may cost more or you may
have to do less!
▪ A project manager must take responsibility for letting
the decision makers know the consequences of
these trade offs
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Sequencing the Activities
▪ Arrange activity list in the order they will be
performed
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Types of Dependencies
▪ Mandatory:
– Can’t build the second floor before you build the first
▪ Discretionary:
– Shouldn’t install the carpet until you’ve painted the walls
▪ External:
– Need resource consent to start remodel
▪ Internal:
– Waiting on others in your organization
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Types of Precedence Relationships
▪ Finish to Start
▪ Finish to Finish
▪ Start to Start
128
A
A
B
B
A
B
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Critical Path
▪ The path in the Activities List where any slippage will
delay project completion
▪ You should pay most attention to these activities –
highest risk to the project
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Leads and Lags
▪ Lead:
– The amount of time by which the start of an activity may
precede the completion of another activity on which it
depends
▪ Lags:
– The amount of time that must be added to the
completion of an activity before a dependent activity
can begin
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Float or Slack
▪ How much an activity can slip before affecting the
finish date
▪ Activities on the critical path have no float or slack
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Estimating Activity Resources and Durations
▪ Analysing project activities to determine their
resource requirements
▪ Resources are machinery, materials, and human
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Estimating Tools & Techniques
▪ The Ballpark Figure
▪ Quotes
▪ Expert Judgment
▪ Lessons Learned
▪ Three-Point Estimates
▪ Analogous Estimates
▪ Parametric Estimates
▪ Alternative analysis
▪ Bottom-up estimating
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Three-Point Estimates
𝑃 + (𝑀 × 4) + 𝑂
6
P= Pessimistic
M= Most Likely
O = Optimistic
A weighted average calculation
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Speed Calculate…
Activity Pessimistic Most Likely Optimistic
A 14 10 8
B 8 7 4
C 10 9 7
D 6 4 3
▪ What is the Three-Point Estimate for Activity A, B, C, & D?
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Developing the Schedule
▪ Developing the project schedule based on all the
work done to date…
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Gantt Chart
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Milestone Chart - Sentient
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Speeding Up the Schedule
▪ Need to go faster?:
– Crashing: Adding more resources to the project –
therefore it generally costs money
– Fast-tracking: Performing activities simultaneously
– Do less: Reduce the scope or quality
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Controlling the Schedule
▪ It is important to proactivity monitor your Schedule as
the project progress
▪ Check for variations between how your are
progressing vs your approved schedule.
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Recapping . . .
▪ Time Management and schedule development can
be quite technical to complete but the work
provides your time baseline (schedule) that allows
you to measure what is actually going on against
what you thought would go on.
▪ You are going to want to be good with using
software to fully utilise time management.
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Applying what we have covered . . .
▪ What software do you currently use and what
software would be useful to you?
▪ Lets take a look at using MS Project to create our
Schedule!
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Wrap Up
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What have covered
Basics
• The Profession of Project Management
•Foundational Terms
•Project Success and Failures
Methodology
•What is a Methodology
•The Airways Way
•Project Assessment
•Project Initiation
Scope
•Gathering Requirements
•DocumentingScope
•Controlling Scope
Time
• Estimating Techniques
•SequencingTechniques
•Developing a Schedule
•MS Project
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Tomorrow
Time Topic
9:00am-10:30am Cost Management
10:30am–10:45am Break
10:45am–12:00pm Change Management
12:00pm-1:00pm Lunch
1:00pm-2:30pm Risk Management
Resource Management
2:30pm-2:45pm Break
2:45pm-4:30pm Stakeholder and Communications Management
Project Reporting
Project Closure
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Feedback
▪ What has worked well for you today?
▪ What hasn’t worked so well?
▪ Topics
– Further discussion?
– Add to the agenda?
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Any Questions?