project management 101 your cookbook for success

8/13/2019 Project Management 101 Your Cookbook for Success

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Project

Management 101

Your Cookbook forVictory


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What we will cover: Definition of a Project

Why have project controls

PM as a profession

Project reporting

Milestone management

Crystal ball - the foreseeable future

The Ultimate CYA Damage control.


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What we will cover in

Project Management 102: Cookbook approach to a project

Resources identification

Timeline constraints

Risk management

Management of managers and vendors MS Project vs. paper tracking

Contract negotiations


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What is a project?

A project is a temporaryendeavor

undertaken to create a unique product or

service. Temporary means that everyproject has a definite beginning and a

definite ending.Unique means that the

product or service is different in somedistinguishing wayfrom all other products

or services. PMBOK2000 edition


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Why Have Project Controls?

92% of all projects fail(Standish Research

Group)


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What Professional Project

Managers do and why Project Management Institute was established

to promote the professional management of

projects using proven methods and procedures. PMI maintains a library of information and

publishes the Guide to the Project Management

Body of Knowledge(PMBOK), the standardtext on project management.


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Great Britain PM Standard

Prince 2. Government required standard

http://www.ogc.gov.uk/prince2/index.html


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Project Triple Constraints


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Costs


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Costs Time


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Costs Time

Statement of Work (SCOPE)


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Costs Time


Quality


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Costs Time


Quality

Customer Satisfaction


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How to practically

approach a projectProjects can be

approached like bakinga cake.


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Chocolate CakeWhat it takes:

Clear objectives

Ingredients

Equipment

Manpower

A Plan

A manager of managers (PM)


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Chocolate Cake

Making a chocolate cake requires all the

elements of a project:

Processes(Whatto do)

Knowledge(Howto do)


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Process groups of a project:

(The Whatto do of a project) Initiation

Planning

Execution

Controlling

Closing

Called the Life Cycle of a project


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Knowledge areas:

(The How to do of a project)

Project ScopeManagement

Project TimeManagement

Project CostManagement

Project QualityManagement

Project HRManagement

Project CommunicationsManagement

Project RiskManagement

Project ProcurementManagement

Project IntegrationManagement


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Work Breakdown Structure

(Planning phase) Def. A deliverable-orientedhierarchical

decomposition of the work to be executed

by the project team to accomplish theproject objectives.It organizes and definesthe total scope of the project. Eachdescending level represents an increasingly

detached definition of the project work. Thedecomposition consists of work packages.(PMBOK2000)


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Chocolate CakeProject

Establishrequirements

Scope definition

How many toserve?

Date and time?

Place to beserved?

Who will pay forit?

Who hasauthority?Project Sponsor


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Scope definition

How many toserve?

Date and time?

Place to beserved?

Who will pay forit?


Available laborpool

Who will buymaterials

Who will cook?

Who will serve?

Who will cleanup?


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Scope definition

How many toserve?

Date and time?

Place to beserved?

Who will pay forit?


Available laborpool


Who will cook?

Who will serve?

Who will cleanup?

Procureequipment

Arrange for allmixing bowls,spoons, pans,

measuringdevices,decorating, etc

Schedule oven(s)


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Scope definition

How many toserve?

Date and time?

Place to beserved?

Who will pay forit?


Available laborpool


Who will cook?

Who will serve?

Who will cleanup?

Procureequipment



Schedule oven(s)

Serve and cleanup

Staff to serve

Assign servingplates

Cleanup team


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Scope definition

How many toserve?

Date and time?

Place to beserved?

Who will pay forit?


Available laborpool


Who will cook?

Who will serve?

Who will cleanup?

Procureequipment



Schedule oven(s)

Serve and cleanup

Staff to serve


Cleanup team

Purchase

ingredients


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Scope definition

How many toserve?

Date and time?

Place to beserved?

Who will pay forit?


Available laborpool


Who will cook?

Who will serve?

Who will cleanup?

Procureequipment



Schedule oven(s)

Serve and cleanup

Staff to serve


Cleanup team

Risk analysis

Plan B?

Purchase

ingredients


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Scope definition

How many toserve?

Date and time?

Place to beserved?

Who will pay forit?


Available laborpool


Who will cook?

Who will serve?

Who will cleanup?

Procureequipment



Schedule oven(s)

Serve and cleanup

Staff to serve


Cleanup team

Risk analysis

Plan B?

Purchase

ingredients WorkBreakdownStructure


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Scope definition

How many toserve?

Date and time?

Place to beserved?

Who will pay forit?


Available laborpool


Who will cook?

Who will serve?

Who will cleanup?

Procureequipment



Schedule oven(s)

Serve and cleanup

Staff to serve


Cleanup team

Risk analysis

Plan B?

Purchase

ingredients

Work

Packages

WorkBreakdownStructure


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Work breakdown structure.

Def:Deliverable oriented grouping of project

components that organizes and defines the total

scope of the project.

Locate managers and ask them to estimate their

labor requirements, constraints and risks.

Give them the project scope with budget, schedule

and milestone requirements.

Dont youmake these decisions; let them.

Ch l t C k


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Chocolate Cake

Project

Establish

requirements

Scope definition

How many to

serve?

Date and time?

Place to be

served?

Who will pay for

it?

Who has

authority?

Project Sponsor

Available labor

pool

Who will buy

materials

Who will cook?

Who will serve?

Who will clean

up?

Procure

equipment

Arrange for all

mixing bowls

Schedule oven(s)

Serve and clean

up

Staff to serve

Assign serving

plates

Cleanup team

Risk analysis

Plan B?

Work Breakdown

Structure

Purchase

ingredents

Work Packages


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Event sequencing

Placing work packages in

logical sequential order. Create a critical path


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Project Tracking Software

Microsoft Project

Uses Project Management Institutes

PMBOKas its standard

Excellent tool IFused properly


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Gantt Chart with resources

ID Task Name

1 Chocolate Cake Project2 Est abl is h s cope of work and att ain funding

3 Locate v arious managers

4 Establish requirements

5 Order ingredients

6 Receiv e and store materials

7 Mix, bake and decorate cake

8 Serve and cleanup

9 Project closeout

10 Risk analysis

11 Train staff

customer,Management,project manager

project manager

manager,chief

Purchasing Mgr

Wearhousing

chief,cook 1,cook 2,cook 3,cook 4,cook

200 servers,20 coordi natiors,matre d

project manager

Purchasing Mgr

20 coordinatiors

T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F

Mar 5, '06 Mar 12, '06 Mar 19, '06 Mar 26, '06 Apr 2, '06I D Task Nam e

1 Chocolate Cake Project2 Establish scope of work and attain funding

3 Milestone

4 Locate various managers

5 Establish requirements

6 Order ingredients

7 Receive and store materials

8 milest one

9 Mix, bake and decorate cake

10 Serve and cleanup

11 Project closeout

12 Risk analysis

13 Trai n s taf f

customer,Management,project manager

3/8

project manager

manager,chief

Purchasing Mgr

Warehousing

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chief,cook 1,cook 2,cook 3,cook 4,cook 5,cook 7,co

200 servers,20 coordi natiors,matre d '

project manager

Purchasing Mgr

20 coordinatiors

M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M

5, '06 Mar 12, '06 Mar 19, '06 Mar 26, '06 Apr 2, '06 Apr 9, '


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Pert Chart

Establishscope of workandattain funding

2 5 day s

Fri 3/3/06 Thu 3/9/06

Locate variousmanagers

3 5 day s

Fri 3/10/06 Wed 3/15/06


4 3 day s

Thu 3/16/06 Mon 3/20/06

Order ingredients

5 1 day

Tue 3/21/06 Tue 3/21/06

Project closeout

9 1 day

Mon 3/27/06 Tue 3/28/06

Trainstaff

11 1 day

Sun 3/26/06 Sun 3/26/06

Riskanalysis

10 2 day s

Thu 3/16/06 Fri 3/17/06

ChocolateCakeProject

1 0 day s

Thu 2/9/06 Thu 2/9/06

Mix,bakeand decoratecake

7 2 day s

Fri 3/24/06 Sun 3/26/06

Receiveand storematerials

6 2 days

Wed 3/22/06Thu 3/23/06

Serveand cleanup

8 0.33 days

Mon 3/27/06 Mon 3/27/06


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ResourcesID Resource Name Initials Group Max. Units Std. Rate Ov t. Rate Cost/Use Accrue At Base Calendar Code

1 Management M MGT 100% $0.00/hr $0.00/hr $0.00 Prorated Standard

2 customer JM MGT 100% $0.00/hr $0.00/hr $0.00 Prorated Standard

3 project manager JBV MGT 100% $300.00/hr $0.00/hr $0.00 Prorated Standard

4

5 Kitchen staff K Kitchen 100% $0.00/hr $0.00/hr $0.00 Prorated Standard

6 manager m Kitchen 100% $50.00/hr $0.00/hr $0.00 Prorated Standard

7 chief CF Kitchen 100% $40.00/hr $0.00/hr $0.00 Prorated Standard

8 cook 1 c1 Kitchen 100% $20.00/hr $0.00/hr $0.00 Prorated Standard








16

17 Serv ers S servers 100% $0.00/hr $0.00/hr $0.00 Prorated Standard

18 matre d' Matradee servers 100% $40.00/hr $0.00/hr $0.00 Prorated Standard

19 20 coordinatiors coordinators servers 100% $300.00/hr $0.00/hr $0.00 Prorated Standard

20 200 serv ers Servers servers 100% $2,000.00/hr $0.00/hr $0.00 Prorated Standard21 Cleanup Cleanup servers 100% $300.00/hr $0.00/hr $0.00 Prorated Standard

22 Purchasing Mgr P Purchasing 100% $40.00/hr $0.00/hr $0.00 Prorated Standard

23 earhousing Purchasing 100% $200.00/hr $0.00/hr $0.00 Prorated Standard


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Crystal Ball - Looking into the

foreseeable future Earned Valueis a method of forecasting the

projects cost and scheduling outcomes early in

the project

It uses various budgeted amounts (time and

costs) currently spent early in the project and

weighs them against planned amounts for the

same period. Outcomes project budget or schedule variances at

projects end.


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http://www.goldpractices.com/practices/tev/index.php


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Project stakeholders

Definition: Anyone who is positively ornegatively affected by the project.

Could be:A person(s)

A company (vendors)

A department

A social order

A government


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Communications Planning - Your

Ultimate CYA People operate with the information they

are given.

Clear directives produce clear results.

Clear objectives produce desired results.

Every stakeholder needs to know the status

of the project.

PM is thesingle person who sees it all.


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Email

Subject line:

Cake project status: All critical paths are Green

Text:All critical paths are reporting green.

For details: www.vanek.ws/project/cake

For audio: www.vanek.ws/project/cake/audio

Or dial (713)555-1234

For MS Project plan:

www.vanek.ws/project/cake/msproject


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Email

Subject line:

Cake project status: Red. All stakeholders/conference call 3:00PM Today

Text:

Major issue with procurement. Conference calltoday at 3:30PM (800) 555 1234 password

2323. Roll call will be taken. Attendancerequired. Prepare by having risk response foryour area.

For details: www.vanek.ws/project/cake


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Damage control

People cause problems, people fix

problems.

Effective communications is the key.

POP management (point of the problem)


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Summary

Projects are managed Pro-actively

Project Managers have a cookbook which is

the recipe for a successful project.

Planning and Communicating are the most

critical elements.

Questions?


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FAILURE RECORD


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FAILURE RECORD

In the United States, we spend more than $250 billion each year on IT applicationdevelopment of approximately 175,000 projects. The average cost of a development project for alarge company is $2,322,000; for a medium company, $1,331,000; and for a small company,$434,000. A great many of these projects will fail. Software development projects are in chaos,and we can no longer imitate the three monkeys -- hear no failures, see no failures, speak nofailures.

The Standish Group research shows a staggering 31.1% of projects will be canceled beforethey ever get completed. Further results indicate 52.7% of projects will cost 189% of theiroriginal estimates. The cost of these failures and overruns are just the tip of the proverbialiceberg. The lost opportunity costs are not measurable, but could easily be in the trillions ofdollars. One just has to look to the City of Denver to realize the extent of this problem. Thefailure to produce reliable software to handle baggage at the new Denver airport is costing thecity $1.1 million per day.

Based on this research, The Standish Group estimates that in 1995 American companies andgovernment agencies will spend $81 billion for canceled software projects. These sameorganizations will pay an additional $59 billion for software projects that will be completed, butwill exceed their original time estimates. Risk is always a factor when pushing the technologyenvelope, but many of these projects were as mundane as a drivers license database, a newaccounting package, or an order entry system.

On the success side, the average is only 16.2% for software projects that are completed on-time and on-budget. In the larger companies, the news is even worse: only 9% of their projectscome in on-time and on-budget. And, even when these projects are completed, many are no

more than a mere shadow of their original specification requirements. Projects completed by thelargest American companies have only approximately 42% of the originally-proposed features andfunctions. Smaller companies do much better. A total of 78.4% of their software projects will getdeployed with at least 74.2% of their original features and functions.

This data may seem disheartening, and in fact, 48% of the IT executives in our researchsample feel that there are more failures currently than just five years ago. The good news is thatover 50% feel there are fewer or the same number of failures today than there were five and tenyears ago.


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project management 101 your cookbook for success

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