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The University of California Berkeley Extension

     

X470 Project ManagementLisa Bausell

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X470 Project Management

1 Project Management

Introduction

Project Initiation

2 Project Planning

Scope

Workflow

3 Project Planning

Resources

Finalization

4 Project

Baseline

Monitor & Control

5 Project

Reporting & Communication

Closure

6 Project Management

Review

Presentations

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Review

Critical path shows you the

forward pass

backwards pass

difference is ________

RACI = R, A, C, I,

You can only have 1 person as ___

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Review Risks

Basic project risk management requires:• Identifying risks• Prioritizing risks through qualitative analysis

• Probability, Impact = risk register

• Responding to significant risks

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Example Project RisksSchedule risks:

• Critical path activities with long durations• Interfaces with other projects...

Resource risks:• Loss of contributors with unique skills• Work requiring remote (or unknown) resources...

Scope risks:• Activities requiring new, untried processes • Technical and performance challenges...

General risks:• Communications problems• Reorganizations, loss of sponsorship...

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Risk ProbabilityRisks are associated with uncertain, future events.

• Estimates of probability (likelihood) are between 0% and 100%.

• Probabilities may be assessed as percentages or percentage ranges.

Qualitative probability ranges (such as H/M/L) are generally sufficient for rank-ordering risks.

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Risk ImpactImpact estimates the consequences for your project, should the risk occur.

• Impact may be assessed as ranges or categories of impact to one or more project objective parameters, or as estimates of time lost, money spent, extra effort, or other impact.

• Impact measures may have no upper bound.

Qualitative assessment based on defined categories is generally sufficient for rank-ordering risks, such as:

• High: Threatening the project objective• Medium: Requiring significant replanning• Low: A nuisance

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Example Risk Register

RisksProbability (H/M/L)

Impact (H/M/L)

Software expert unavailable

Contractor Incompetent

Purchased component late

Software development too slow

Test gear not available

M H

M M

HL

L M

L L

HM

M

M

ML

L

OverallRisk

“Overall Risk” combines the estimates for probability and impact, and is used to rank order the risk register’s list.

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Risk ResponsesBrainstorm responses to risks, considering:

• Avoidance (Replan project to remove the risk)• Mitigation (Revise plans to lower risk probability

and/or impact)• Transfer (Shift all or part of risk impact to others)• Acceptance (Leave plans unchanged, but

monitor the risk, and where appropriate, establish contingency plans for recovery.)

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• Identify specifics, not just general risks.

• List the “Top 10”—Keep risks visible.

• Document contingency plans.

• Assign triggers and owners.

• Plan responses to all big risks and document all risks.

• Assess project size (effort months).

• Establish project contingency reserves, based on risk (time and/or budget).

Project Risk Responses

Risks:

1. Key staff

leaves

2. Earthquake

3. Test Failure

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Team ProjectOpening a new restaurant in San Francisco

1.Do a basic WBS (4 by 3 at least)

2.Determine top risks

3.Complete Risk Register

4.Share with the class

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Project Baseline and Execution

• Negotiate Project Changes

• Develop Schedule

• Set the Project Baseline

• Direct and Manage Project Execution

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Negotiate Project ChangesIf you have a plan that is consistent with the project objective, commit to the project and use it.

If your plans fail to meet the project objective, propose several project options, with a recommendation, to your sponsor. For example:

• Adjust the deadline• Increase the budget• Reduce the scope or deliver it in phases• Improve (or train) resources• Make other project changes

Negotiate agreement on a realistic, plan-based project with your sponsor and key stakeholders.

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Adjust Project PlansUse project information:

• High-level charter and summary of objectives• High-level WBS and summary project schedule• Assessment of resource requirements and capacities• Major assumptions and risks

Knowledge is power. Use project information to clearly show what is and is not feasible, and use fact-based, principled negotiation to avoid “the impossible project.”

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Develop Schedule “Analyze activity sequences, durations, resource requirements, and schedule constraints to create the project schedule.” (PMBOK 6.5)

“Develop Schedule” is a process that permeates project planning, using progressive elaboration.

When finalizing your planning efforts, collect your results to produce a credible, workflow-based schedule for your project.

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Assemble Project DocumentsProject definition documents

• Project Charter• Requirements, constraints, assumptions, and priorities• Staffing roster

Project planning documents• WBS, schedule, resource plans, and risk register• Quality, communications, procurement and other

ancillary plans

Project status documents:• Status reports• Change logs, issue reports, and project reviews

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Set the Project Baseline• Get sponsor and stakeholder approval

• Freeze project specifications

• Initiate change control

• Set the baseline in computer scheduling tool

• Publish and distribute approved plans

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Sponsor and Stakeholder Approval

Validate your project plans.

PlanProject

Plan

Sponsor(Customers/Stakeholders)

Objectives

Project Manager/Team

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Freeze Project Specifications

Project deadlines, resource commitments, and scope are linked.

For your baseline plan, (or at a minimum for the upcoming phase of work), clearly document the specific scope requirements that are “In Plan” and define the project Statement of Work (SOW).

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Initiate Change ControlGain agreement on a sufficiently formal change control process:

• Log and publicly document all change requests.• Identify who will be responsible for change management

decisions.• Determine how to analyze all proposed changes.• Establish criteria for accepting, rejecting or deferring a

change; reject most of them.• Communicate and document status of all requested

changes.

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Scheduling Tool Baseline

If using a computer scheduling tool, lock the baseline schedule in the tool’s database.

Begin tracking all activities and using the tool to highlight all variances.

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Publish and Distribute Plans

Inform all stakeholders of the details of the project baseline decisions.

Store all project baseline documents in a public “Project Management Information System” (PMIS) that is easily assessed by all project team members and stakeholders.

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Project Executing

(PMBOK)

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Direct and Manage Project Execution“Perform the work defined in the project management plan to achieve the project’s objectives.” (PMBOK 4.3)

Execution prerequisites:– Baseline validated– Communications ready– Tools on-line– Committed staffing and funding– PMIS available to all stakeholders

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Project Execution Decisions

Finalize and document:• Frequency and methods for collecting status• Frequency and types of reporting• Frequency of meetings • Practices for storing project information• Tools and systems to be used• Other significant project processes

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Project CheckpointsFor each defined project checkpoint (life cycle phase transition, cycle or iteration completion, interim scope delivery, or stage-gate), verify:

• Timing• Required data and other input deliverables• Stakeholder involvement• Decisions to be made• Decision criteria• Checkpoint output deliverables

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Project MetricsChose metrics that:

• Support overall project objectives• Positively influence team behavior • Assist good decision-making • Focus on process performance, not punishment

Some typical metrics:• Critical path activity slippage• Issues opened and closed• Number of approved scope changes• Excess consumption of effort or funds• Missed milestones

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KPIKey Performance Indicators

• Scope• Budget• Schedule

Define Project StatusCritical path activity slippage

• Green = all 3 on target• Yellow = There is an issue that might affect 1 of the

3• Red = 1 of the three is off or there is an issue that

is affecting 1

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Project Dashboard

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Project Dashboard

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Project Dashboard

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Develop a Project Dashboard

• What are your KPI’s

• Develop content

• How do you want to present the information

• Mock up a dashboard for your project

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Project Monitoring and Control

• Monitor And Control Project Work

• Define and Perform Integrated Change Control

• Control Scope

• Control Schedule and Control Costs

• Collect Status

• Analyze Variances

• Manage Issues and Escalate Problems

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Monitor And Control Project Work“Track, review, and regulate the progress to meet the performance objectives defined in the project management plan.” (PMBOK 4.4)

Benefits:• Real-time progress recognition• Early identification of problems while small;

avoidance of later big problems• Timely communication• Reduced uncertainty and stress• Better future projects

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Define and Perform Integrated Change Control

“Perform integrated change control: Review all change requests, approve changes, and manage changes to the deliverables, organizational process assets, project documents, and project management plan.” (PMBOK 4.5)

Even for “Agile” projects, success depends on understanding and limiting change based on business value.

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Control Scope“Monitor the status of the project and product scope and manage changes to the scope baseline.” (PMBOK 5.5)

Scope change management process includes:• Proposal• Analysis• Decision• Follow-up

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Scope Change Management ProcessNo

Yes

Document Proposed

Change

Proposal Complete?

Log theChange

Analyze theProposed

ChangeApproved?

Approved withModifications?

Publicize, Document, and

Implement Change

Reject or Defer the Change; Communicate

Resolution

Yes Yes

No No

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Change ProposalsDocument proposed changes, including:

• Description of the change• Business justification for the change,

including credible estimates• Known consequences of making the

change• Stakeholder support for the change

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Assessment of Scope Changes• Log changes requested• Verify proposal information• Characterize the change

• Mandatory (Analysis gap, Dependency, Problem)• Discretionary, Scope Creep

• Analyze the proposed change• Benefits• Costs• Other impact

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Disposition of Changes

Evaluate all changes promptly• Reject (default)• Accept• Accept with modification• Defer

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Change Follow-up

Communicate decisions:• If rejected, document the reason.

If accepted, take action:• Update planning documents• Implement accepted changes • For major changes, review and update the

project baseline.

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Status Tracking and ReportingFollow a complete tracking process each cycle:

• Collect status.• Analyze variance.• Manage issues and escalate problems • Report project status.

Commit to a tracking frequency (generally weekly).• Track activities from WBS.• Monitor status every cycle.• Intensify collection when needed.• Focus on schedule, cost, and other significant metrics.

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Control Schedule

“Monitor the status of the project to update project progress and manage changes to the schedule baseline.” (PMBOK 6.6)

Track schedule metrics every status cycle, and respond promptly to variances from the planned baseline.

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Control Costs“Monitor the status of the project to update the project budget and manage changes to the cost baseline.” (PMBOK 7.3)

Track cost and other resource metrics every status cycle, and respond promptly to variances from the planned baseline.

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Collect Status What has happened? (Hard data, facts and figures)

• Activities, Milestones• Resources• Issues

Why did it happen? (Soft data, stories) • Environment• People

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Status Strategies

Too little status information:

• No information• Low effort• Creates confusion

Too much status information :

• Information overload• Lots of work• Creates confusion

So:• Keep your process simple• Collect important data you will use• Be consistent

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Status Collection Methods• Electronic Mail

• One-on-One Discussions

• Online Collection Systems

• Reports and Forms

• Project Office

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Status Collection Pitfalls

• Lack of Discipline / Frequency

• Not Using Collected Data

• Killing the Messenger

• Poor Data Quality

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Analyze Variances

• Compare actual status data with the expectations of the baseline plan.

• Calculate differences and identify significant variances.

• Identify any trends in the project that may impact later work.

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Variance TrendsIdentify:

• All slippage on the critical path.• Excess consumption of money or effort.• Slippage on non-critical tasks that are

similar to critical tasks later in the project.• Staff performance problems.• Other significant problems.

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Assess Variance ImpactFor each significant variance:• Focus on root causes, not on “who to blame.”• Use soft data to detect the source of project

problems• Determine whether impact is short-term, long-

term, or repeating.• Be proactive; begin to address small problems

while they are small.

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Manage IssuesCreate an issue log as part of your PMIS and ensure that your project team and appropriate stakeholders have access. A sample log:

Confirm issue ownership, and secure commitments for resolution timing. Track status of open items with other project status.

ID Description Opened Due date Priority Owner Status Comments

41 Part shipped late

03 Jan 20xx

31 Jan 20xx

High Frodo Open Expediting from alternate source

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Plan ResponsesBrainstorm as a team.

Work to address problems, not just symptoms.

Possible strategies:• Responses that worked on earlier problems• Documented contingency plans• Revisions to schedule logic• Small resource shifts• Revisions to scope

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Implement Responses• Analyze change proposals.• Apply your change

management process • Select the best option.• If the change affects

your project objective, revalidate the project.

• Implement the change.

Changes Validation

Sponsor(Customers/Stakeholders)

Issues

Project Manager/Team

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Evaluate and Follow Up

• Verify that the response was effective.

• Test for unintended consequences, on this and other projects.

• If problems persist, try again (or escalate).

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Escalate Persistent Problems Escalate issues and other project problems only as a last resort, following unsuccessful attempts at resolution through issue management and other efforts. Process:

• Promptly recognize problems that are beyond your control.• Outline options and recommendations for resolution.• Document status and consequences of failure to resolve

the problem.• Involve your project sponsor and appropriate stakeholders

in taking corrective action.• Track activities and ensure resolution.

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Review Homework

• Reading

• Individual Homework

• Teamwork

• Team Homework