project management real tools for real people. “a project is a temporary endeavor which creates a...
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Project Management
Real Tools for Real People
Real Tools for Real People
“A project is a temporary endeavor which creates a unique service, product or result.”
- PMBOK Guide, 4th Edition
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Real Tools for Real People
“A program is a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually.”
- PMBOK Guide, 4th Edition
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Real Tools for Real People
The Project Management Process includes initiating, high level project planning, detail project planning, executing and controlling, and closing process groups.
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Progressive elaboration is a term used in project management which means you learn more about the project’s characteristics as you progress through the project. Rolling wave planning uses progressive elaboration.
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Real Tools for Real People
Chavat’s Matrix
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Real Tools for Real People
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Real Tools
http://ist.uwaterloo.ca/is/Methodologies/Methodology_webChart.html
Why:• Formally recognizes/establishes the existence of the
program or project• Authorizes program or project to spend money and
commit resources • Provides objectives and high-level requirements• Identifies constraints and high-level risks• Uncovers assumptions• Links the projects or programs in the program to the
ongoing work of the organization
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Program Charter
Project Charter
• When: Program Initiation• Who: Key Stakeholders,
Sponsor, Program Manager
• What: Problem statement, description, goals/ objectives, scope, critical success factors, assumptions, risks/issues, organization (including governance), funding, milestones, points of contact
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Program Charter
• When: Project Initiation• Who: Key Stakeholders,
Sponsor, Project Manager
• What: High-level objectives, scope, constraints, assumptions, risks, dependencies, budget, timeline, strategy, roles & responsibilities, approval
Project Charter
1. The critical patch update testing is done every year, lead by the same people.
2. Waterloo needs to review a business process involving several departments.
3. Waterloo needs to incorporate enterprise architecture to help align business strategy with IT.
4. Major functional and technical changes are coming in the next release of the software.
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Program Charter?
Project Charter?
Feasibility Study
• That’s a really amazing idea. Is it really possible?
• That seems like a great idea for a service. I don’t know what is involved. Do you?
• Does it make sense to do this project?• Should we outsource this service?
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Business Case
Sr. Management asks: • Why should we do this project? • What are the benefits? • What are the costs?
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High LevelProject Timeline
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Jan 2012 Jan 2013
Feb 2012 Mar 2012 Apr 2012 May 2012 Jun 2012 Jul 2012 Aug 2012 Sep 2012 Oct 2012 Nov 2012 Dec 2012
1/5/2012 - 3/2/2012
List Activities for this duration here List Activities for this duration
here
List Activities for this duration here
8/28/2012 - 10/24/2012
Include Notes Here:· These notes may be in separate text boxes for different categories· Notes may contain lists such as: what is categorized as mission critical, what is major impact and what is a general efficiency on the to do list and on the wish list· Notes may contain what is currently in progress· Notes may contain a list of issues pertaining to the plan itself· Notes may contain activities on a wish list, if time permits
The time frame brackets and milestones on the timeline can be configured specifically for your project . Right click timeline to adjust the dates, configure the date format, or adjust the duration periods (currently the template is set to months). You can drag the current bracket intervals and diamond milestone, and/or create new ones.
Project XXX From XXX to XXX
2/26/2012 - 4/23/2012
List Activities for this duration here
4/23/2012Milestone Description 5/6/2012 - 8/27/2012
Why:• serves as an integration function• records how the project is defined,
planned, managed, and controlled
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Project Management Plan
• When: High Level Project Planning (++)• Who: Key Stakeholders, Sponsor, Project
Manager• What: Project management approach, scope,
constraints, assumptions, milestones, schedule baseline, change control process, issues/request logging, plans for: deployment, communications, cost, procurement, scope, schedule, quality, risk, stakeholders, staffing, revision history
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Project Management Plan
Project Management Plan
1. Implementing a complex ERP solution involving most of the campus community, and involving significant cultural change.
2. Implementing a new parking system.
3. Minor technology upgrade to an ERP solution.
4. Major functional changes to an ERP solution.
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Procurement
RF(x), where x=(I,P)(i.e., RFI or RFP)
Project Schedule: WBS
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Project Name
1 Initiation
1.1 Business Case
1.2 Evaluation & recommendations
1.3 Project Charter
1.4 Project Management
Planning
1.5 Project Schedule
2 Requirement & Analysis
2.1 Gather Inssue/ Concern
2.1.1 Survey Results
2.1.2 Analyze the RT queue
2.1.3 analyze help emails
2.1.4 Presentation
2.1.5 Investigate the other systems
2.2 Focus Group
2.2.1 Selection of focus group
2.2.2 Kick off
2.2.3 Prototype review
2.2.4 Final review
2.3 Determine and document the
reuirements
3 Design
3.1 Alternative graphical design
3.2 Prototype
3.3 Finalize functional design
4 Development
4.1 Technical Specification
Document
4.2 Development & unit testing
5 Test
5.1 Functional Unit Testing
5.2 Quality check/ verification
5.3 Integration Testing/ UAT
6 Implementation
6.1 Communication to
the users
6.2 User training & documentation
6.3 Initiate support &
maintenance plan
6.4 System implementation/
Go-live
7 Post Implementation
7.1 Conduct survey of new
system
7.1 Update file/ documents
7.3 Close project
Project Schedule
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• WBS, Network diagram• Activities; include project management activities• Resources• Dependencies• Milestones (i.e. go/no go decisions)• Baseline• Who: Business Analyst(s), Project Lead(s),
Developers, SMEs, Sponsor, Project Manager
ImplementationPlan
1. Payroll moving from Finance to Human Resources
2. Business process change involving IT changes
3. Patch or tax updates
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RiskRegister
1. Rate the likelihood & seriousness
2. Grade the likelihood & seriousness
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Rating for Likelihood and Seriousness for each risk
L Rated as Low E Rated as Extreme (Used for Seriousness only)
M Rated as Medium NA Not Assessed
H Rated as High
Grade: Combined effect of Likelihood/Seriousness Seriousness
Likelihood
low medium high EXTREMElow N D C Amedium D C B Ahigh C B A A
RiskRegister
3. Recommended actions
4. Changes
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Recommended actions for grades of risk based on Likelihood/Seriousness
Grade Risk mitigation actions
A Mitigation actions, to reduce the likelihood and seriousness, to be identified and implemented as soon as the project commences as a priority.
B Mitigation actions, to reduce the likelihood and seriousness, to be identified and appropriate actions implemented during project execution.
C Mitigation actions, to reduce the likelihood and seriousness, to be identified and costed for possible action if funds permit.
D To be noted – no action is needed unless grading increases over time
N To be noted - no action is needed unless grading increases over time.
Change to Grade since last assessment
NEW New risk Grading decreased
— No change to Grade Grading increased
RiskRegister
Risk Register:
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Id # Description of Risk(including any identified ‘triggers’)
Impact on Project (Identify consequences )
Assessment ofLikelihood
Assessment ofSeriousness
Grade (combined Likelihood and Seriousness)
Change Date of Review
Mitigation Actions(Preventative or Contingency)
Responsibility for mitigation action(s)
Cost Timeline for mitigation action(s)
<n> <describe the risk and any relevant triggers that may cause the risk to be realised.>
<Describe the nature of the risk and the impact on the project if the risk is not mitigated or managed>
<Change in Grade since last review>
<Date of last review>
<Specify planned mitigation strategies: Preventative
(implement immediately)
Contingency (implement if/when risk occurs).>
<Specify who is responsible for undertaking each mitigation action(s)>
<Specify timeframe for mitigation action(s) to be completed by>
Project Execution and Control
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Project Closure
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A comment about the process group…• Do you know of projects that never finish?• When is a project complete?• Oh, the project is done? Really?• What lessons can the project share so we
can build on the good and not repeat the bad?
• Why did the project get cancelled?
Project Closure
• Why: • confirms that all the requirements in the project
have been met• closes off any legal requirements (e.g.,
procurement, support model transitions, signoffs, etc.)
• creates records for similar future projects• transition resources• celebrate and communicate success
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Project Closure
• When: Closure/Project Review• Who: Project Manager, Business Analyst(s),
SME(s), Sponsor, Project Lead(s), Developer• What: comparison of objectives in
charter/project management plan to final outcome, budget vs. actual costs, schedule vs. actual timeline, lessons learned, outstanding issues/tasks, transition to operations, recommendations for future projects, etc.
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MaintenancePlan
• Why: • transitions development resources to
maintenance/support resources• closes off any legal requirements
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MaintenancePlan
• When: Project Closure• Who: Project Manager, Business Analyst(s),
SME(s), Sponsor?, Project Lead(s), Developer(s)
• What: objectives, scope, infrastructure, roles & responsibilities, development & migration, standards, performance monitoring, issues tracking, system evolution
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Satisfaction Assessment
• Is client satisfaction important for the project?• The project delivered exactly what was asked
for. Why is the product, service or result not being used?
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Real Tools for Real People
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Green and
Growing or
Ripe and
Rotting?
- Kristin D. Russell , Secretary of Technology & CIO, State of Colorado
Real Tools for Real People
Questions?
http://ist.uwaterloo.ca/is/Methodologies/
Methodology_webChart.html
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