Project ManagementProject Management

April 28, 2008April 28, 2008

Eric VerzuhEric Verzuh

Project ManagementProject Management

April 28, 2008April 28, 2008

Eric VerzuhEric Verzuh

PROJECT LEADERSHIP

DEFINITION PLANNING CONTROL

Feedback, C hanges & C orrective Action

Project Manager clearly assigned Know the stakeholders

Communication Plan & RACI

Define the goals and constraints Statement of Work and Charter

Project Manager clearly assigned Know the stakeholders

Communication Plan & RACI

Define the goals and constraints Statement of Work and Charter

Proposals vs. Project MgtProposals vs. Project Mgt

Proposal – what will be accomplished. Full lifecycle

focus Final results Stakeholders are

widely defined

Project Plan – how it will be accomplished. Focus on the change

activities. Project ends before

results are achieved. Primary stakeholders

are actively involved in creating change.

Identify Stakeholders!Identify Stakeholders!

Project

M anagem ent ProjectM anager

ProjectTeam

Custom er

Sponsor

Polic iesResources

DefineP lan

Contro l

SkillsE ffort

AuthorityG uidancePriorities

ProductRequirem ents

Funding

Who cares?

What do theycare about?

How do I find them?

Identify Stakeholders!Identify Stakeholders!

Primary•Actively involved•Allies•Opponents

Secondary•Affected by the project•Could become a primary if requirements are not met

Stakeholder Analysis FormStakeholder Analysis Form

Worksheets provide a basis for consistency

Twenty downloadable forms Use and modify them www.versatilecompany.com/forms

Fast Foundation in Project Management

Project Workshop Project Workshop

Name your stakeholders

Be specific when possible

15 minutes

Responsibility Matrix Responsibility Matrix (RACI)(RACI)

E – Responsible for driving executionA – Final approval for decisionsC – Must be consulted I – Must be informed

Plan CommunicationPlan Communication

Who needs information?

What information do they need?

When do they need it?

How will you get it to them?

How will you know they received it?

Projects do not fail from over communication!Projects do not fail from over communication!

Statement of WorkStatement of Work

Purpose

Scope Statement

Deliverables

Objectives

Cost & Schedule Estimates

Organization Structure

Monitoring & Control Processes

Risks

Project Specific Issues

Minimum Content

Terminology Check: Charter or SOW or Scope Statement?

PROJECT LEADERSHIP

DEFINITION PLANNING CONTROL

Feedback, C hanges & C orrective Action

Create a detailed action planAssign responsibilities

Assess the overall resource requirements

Create a detailed action planAssign responsibilities

Assess the overall resource requirements

Benefits of PlanningBenefits of Planning

Planning is always valuable.

The time invested in planning represents an investment in better performance.

“In preparing for battle I have always found that plans are useless, but planning is indispensable.” Dwight D. Eisenhower

A Planning A Planning MethodMethod

From Project Definition

S TEP 2

S equence theTasks

S TEP 4

Calculate anIn itia l S chedule

Project Plan∙ All project tasks∙ Schedule∙ Responsibilities∙ Budget∙ Resource Forecast

S TEP 3

E stim ate theW ork P ackages

Netw orkD iagram

S TEP 5

A ss ign & LevelResources

Critica l Path,Float, M iles tones

DurationE stim ates

S TEP 6

Develop B udgetRealis tic S cheduleResource Forecast

Non-LaborCosts

M ateria ls Costfrom P roduct

S pec ifications

Resource Constra ints

PLANNING

E quipm entRequirem ents & Labor

& S kill E stim ates

S TEP 1Develop a W ork

B reakdow nS truc ture

A ll P rojec t Tasks

S cope &Deliverables

PublishPlan

A Planning A Planning MethodMethod

From Project Definition

S TEP 2

S equence theTasks

S TEP 4

Calculate anIn itia l S chedule

Project Plan∙ All project tasks∙ Schedule∙ Responsibilities∙ Budget∙ Resource Forecast

S TEP 3

E stim ate theW ork P ackages

Netw orkD iagram

S TEP 5

A ss ign & LevelResources

Critica l Path,Float, M iles tones

DurationE stim ates

S TEP 6

Develop B udgetRealis tic S cheduleResource Forecast

Non-LaborCosts

M ateria ls Costfrom P roduct

S pec ifications

Resource Constra ints

PLANNING

E quipm entRequirem ents & Labor

& S kill E stim ates

S TEP 1Develop a W ork

B reakdow nS truc ture

A ll P rojec t Tasks

S cope &Deliverables

PublishPlan

Work Breakdown StructureWork Breakdown Structure

Project

Tier 1

Tier 2

Tier n

Work Breakdown StructureWork Breakdown Structure

Detailed tasks are the basis for planningDetailed tasks are the basis for planning

Tier 1

Tier 2

Project

Tier n

WBS Landscape ProjectWBS Landscape Project

WBS GuidelinesWBS Guidelines

Completion criteria – what it means to be ‘done’.Completion criteria – what it means to be ‘done’.

Summary tasksWork packages Project

1. Top-down decomposition

2. Work packages add up to their summary task

3. Task name = An activity that produces a product

4. Size guidelines:1. 8/802. Reporting period3. If it is useful for managing

WBS GuidelinesWBS GuidelinesSummary task

Work package

Completion criteria – what it means to be ‘done’

WBS ExerciseWBS Exercise

What are the major products or activities?

Use strong task names!

Sequence does not matter on the WBS.

Project Workshop Project Workshop

Make a WBS

Focus on Tier 1 – get approval from Eric

20 minutes

Use ‘WBS Pads’ on flip charts

Review QuestionsReview Questions

Teams of 3: Write 3 “quiz” questions about risk management

Pick key topics – something that struck you as particularly valuable

5 minutes

Risk ManagementRisk Management

RISKS

NEW

RISKS

NEW

CONTROL

Implement the risk strategy. Continue to monitor the project for

new risks.

RESPONSE DEVELOPMENT

Define the risk, including thepotential negative impact.

Assign a probability to the risk. Develop a strategy to reduce the

possible damage.

RiskManagement

Plan

RISK IDENTIFICATION

Analyze the project to identify sources of risk

Known Risks

Risk ManagementRisk Management

RISKS

NEW

RISKS

NEW

CONTROL

Implement the risk strategy. Continue to monitor the project for

new risks.

RESPONSE DEVELOPMENT

Define the risk, including thepotential negative impact.

Assign a probability to the risk. Develop a strategy to reduce the

possible damage.

RiskManagement

Plan

RISK IDENTIFICATION

Analyze the project to identify sources of risk

Known Risks

Risk Log

Contingency & Reserve

Risk Management

Plan

More questions…More questions…

What’s wrong with this risk description: “The project has physical security risks.”

What sources of probability do we have?

What is the difference between a risk profile and a risk log?

Give an example of a “trigger point”

Class Project: Risk LogClass Project: Risk Log

Use the risk log found in FFMBA

Top seven risks

Sit as a team for the rest of today’s class

Risk Identification - ThreatsRisk Identification - Threats

What could cause your project to fail? They aren’t a problem yet – but they could

be… Be specific – the more specific the better Threats can come from outside the project

Risk Identification - Risk Risk Identification - Risk ProfileProfile What surprises

have hurt you in the past?

How will you know about them before they hurt you again?

Project team?

Customer environment?

Technical challenges?

Prioritize Risks Prioritize Risks Page 98

Impact

Probability

Risk Analysis Risk Analysis

Condition (Describe the threat)

Consequence (Impact)

Probability

Response Strategy

Page 94

Project WorkshopProject Workshop

Workshop projects: A project you understand well 3-6 months long 3-10 person team

Project Name Your Name

Brief Description

Risk ManagementRisk Management

RISKS

NEW

RISKS

NEW

CONTROL

Implement the risk strategy. Continue to monitor the project for

new risks.

RESPONSE DEVELOPMENT

Define the risk, including thepotential negative impact.

Assign a probability to the risk. Develop a strategy to reduce the

possible damage.

RiskManagement

Plan

RISK IDENTIFICATION

Analyze the project to identify sources of risk

Known Risks