Q: Got your stuff together

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• Q Got your stuff together?
• A Not quite!
• There are common sense
• ways to do better
• ? ?
• These proven disciplines put missions together,
  improve effectiveness. Thousands of industries,
  businesses service providers do it through,
  integrated project teams (IPTs)
  cross-functional teams that combine specialties.

Systems Engineering
Program Management
roject

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Situation Checklist!

• Everyone Is Doing Projects Programs!
• Few Have Taken Courses On Processes!
• On-Job Learning Is Slow Painful!
• Were Managed Until We Can Manage!
• There are ways to get ahead!
• Speed up advancement through short courses!
• Leapfrog Barriers by re-discovering common
• sense and PMSE ways to do things!
• Experience PM and/or SE while applying
• these ways to a project of your choice.

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Circle PMSE Lessons You Want Initial Bite - 2
Hours Medium - 1 or 2 Days Intense -
3 or 4 Days
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1.1. Guide to Project ManagementBody of
Knowledge (PMBOK)

• Introduction Basic Definitions
• Project Context
• (life cycles)
• PM Processes
• Code of Ethics
• Integration

• Scope/Time/Cost
• Quality
• Risk
• Human Resources
• Procurement
• Communications

Published by Project Management Institute,
http//www.pmi.org
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1.1. Guide to Project ManagementBody of
Knowledge (PMBOK)

• Published by PMI Stds Committee, Reps from
  Industry Interest Groups
• IEEE (adopted for 400K)
• ANSI (adopted for Std.)
• ISO - 9000 (adopted as global standard)
• More, ...

• Introduction Basic Definitions
• Project Context
• (life cycles)
• PM Processes
• Code of Ethics
• Integration
• Scope/Time/Cost
• Quality
• Risk
• Human Resources
• Procurement
• Communications

Published by Project Management Institute,
http//www.pmi.org
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1.2. Guide to PMBOK (PM Body of

Knowledge)

• Introduction to Profession - Defines the PM
  discipline and shows how to balance the multiple
  constraint issues of outcomes, work/scope, cost
  and time with other project imperatives such as,
  communications, human resources, risk, quality
  and stakeholder satisfaction. Participants will
  develop a scope statement, a portion of a work
  breakdown structure (WBS), a network logic
  diagram, and assign work packages. Short
  lectures will be followed by a hands-on exercises
  that is thoroughly debriefed. The outcome for
  each participant will be the ability to write an
  effective scope statement, construct a WBS,
  develop resource estimates, schedule both
  activities and resources, calculate critical
  path, measure progress accurately and manage
  project implementation. Also prepares candidates
  for the Project Management Professional
  certification examination based upon the Guide
  to PMBOK. PM processes are brought to life in
  dynamic fashion that relieves concern, educates
  and entertains. Participants will receive a copy
  of the Guide to PMBOK and a Sample Examination.
  (Covers All Chapters of PMBOK)

• Facilitating PMBOK for Teams - Intended for those
  recently promoted to project management positions
  and technical professionals who desire
  advancement to positions as project managers. You
  want a formula for consistently building highly
  committed project teams? You already know that a
  highly committed team will deliver amazing
  results and make your job easier and more fun!
  Attend this hands-on course to learn the formula
  for facilitating (not leading) your project team
  in creating their project plan. Designed to
  extend skills for experienced as well as new
  project managers, team leaders, and those wanting
  to expand their facilitation of people skills.
  Participants learn real-life skills through
  hands-on practice, in addition to lectures
  explaining each skill, knowledge area.
  Participants will be able to distinguish between
  management, leadership and facilitation define
  roles, responsibilities and typical behaviors of
  a facilitator structure a facilitated project
  planning session designed to build commitment
  set the stage for a project kick-off session
  deal with common problems and facilitator
  troubles.

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2.1. PM Scope/Time/Cost (Integrated)

• Written Statement of Work (SOW)
• Work Breakdown Structure (WBS)
• Work Packages Definition with Estimates Budgets
  Schedules
• Task Duration Estimates
• (Best, Likely, Worst)
• Activity Sequences Concurrency
• Critical Paths Chains
• Cost Estimates, Pricing Fees
• Inflation Escalation
• Commitments, Obligations Expenditures
• Baselines, Due Dates Thresholds
• Change Control

• It is academic to consider scope, time or cost
  individually. To really manage a project they
  must be integrated, they are the project triple
  constraint (scope, cost time). Course par-
  ticipants will be able to define and create
  measurable project requirements, definitions
  documents, comprehensive work breakdown
  structures (WBS), prepare integrated logic
  network with supporting bar charts and
  milestones. Status planning documents and
  analyses will be compared to actual conditions,
  meaningful trends and projected outcomes, and
  corrective action plans. Earned value concepts
  will be used to assure total integration.
  Appropriate for all technical disciplines, new
  product development, government, non-traditional
  projects, i.e. Work breakdown structures (WBS)
  and work packages will be defined and build upon,
  budgets, schedules, networks of activities
  trends proven essential as for patterns of
  success PM control systems will be studied.

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2.2. PM Scope (Range or Extent)

• Statement of Work (SOW)
• Work Breakdown Structure (WBS)
• Subdivide by Major Deliverables
• Smaller Manageable Tasks
• Work Packages Dictionary
• With Budgets Schedules
• Plans/Specifications Require-ments to be Verified
  for Formal Acceptance
• Baselines Change Control
• Roles Responsibilities
• Competencies Skills

• The Scope of an undertaking, commitment, or task
  lays the foundation for success or failure, if it
  is not comprehensive. A written statement of
  work will be developed for a project of the
  students choice. The nature and amount of effort
  must be sized to fit the expectations of buyer
  and seller. The concept of the work breakdown
  structure (WBS) will be extended to the
  definition and relationship of the effort to the
  deliverables. The understanding of the agreement
  can be enhanced through the development of work
  package dictionaries. Those in turn enhance the
  estimates of time and cost for the performance of
  the effort. Scope statements that extend to
  plans for specialty effort, resources, and
  specifications for deliverables become the
  baselines for the negotiation of change and the
  measurement progress and status. It is wise to
  include the description of unique skills and
  competencies needed to complete the project
  successfully. Commitment for the services of
  seasoned professions should be stated if
  important.

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WBS (Work Breakdown Structure)
Deliverables
Process
Facility
Operations Support Design
Design
Design
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WBS (Work Breakdown Structure)
Deliverables Specs, Drwgs Plans,
Sched/Seq /Benefits, Etc.
Process
Facility
Operations Support Des./Plan
Designs Plans
Design Plans
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2.2. PM Time - Schedules
Sequences

• Task Duration Estimates
• (Best, Most Likely, Worst)
• Activity Sequences Concurrency
• Critical Paths
• Critical Chains
• Baselines
• Thresholds
• Deliveries Completion
• Lead times Slack
• Visibility

• Project schedules as the conversion of tasks to
  activities on a Gantt Chart or Network Diagram
  facilitate planning and controlling. Definitions
  of activities though work breakdown structure and
  work packages will be explored through examples
  and exercises that address the students own
  projects. Activity sequencing concurrency will
  be dealt with in terms of lead time, slack, and
  re-planing to recover schedules that have
  slipped. Activity duration estimating will be
  treated in terms of the optimistic, most likely,
  and pessimistic estimating and planning.
  Suggestions will be explored for schedule
  development to minimize the problems of overly
  optimistic or pessimistic plans. The influence
  of scope and configuration changes will be dealt
  with in terms of timing and contingency activity
  that may be considered to minimize impact upon
  critical milestones, items, and deliverables.
  Work around, resource additions, and stretch-out
  alternatives will be explored. Constraints that
  can be defined in the bidding and planning stages
  will be considered. Constraints omitted in the
  planning, bid/proposal, and negotiation stages
  will be discussed as lessons to be accounted for
  in future projects. Prerequisite dependencies to
  the activities of suppliers and partners to
  success will be treated. The academic lesson of
  the term paper curve will be used to emphasize
  the importance of limited length work packages, 2
  to 5 weeks, is a common span.

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Master Schedule Flow Down in MS Project
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2.3. PM Costs Budgets -

• Estimate Costs Alloca- tion via Budgets
• Determine Sources
• Analyze Negotiate Costs, Prices Fees
• Handle Uses -
• Inflation/Escalation
• Commitments/Plans
• Obligations/Contracts
• Expenditures
• Payments
• Receipts

• Project cost estimates and conversion to budget
  allocation for project activities will be
  emphasized as important factors to facilitate
  planning and controlling. Definitions of
  activities though work breakdown structure and
  work packages foundation for estimates will be
  explored through examples and exercises that
  address the students own projects. Source and
  use of funding and the schedules for degrees of
  commitment will be treated. Re-planing to
  reduce scope to stay within budget will be done.
  Earned value methods for estimating cost to
  complete will be treated in terms of the
  continual calculation and ways to supplement the
  target budget when financial shortfalls are
  predicted. Suggestions will be explored for
  schedule manipulation to minimize the impact of
  financial shortfalls. The development and use of
  management reserves will be explored. This
  method of holding back commitment of some money,
  often 10 - 15 to cover contingencies will be
  covered. Changes in scope, schedule, and
  deliverable product configurations will be dealt
  with in terms of formal change proposals and
  negotiations to scope, or trade-off deliverables,
  as ways to continue a project of different scope
  than the one initially planned. Work around,
  resource additions, and stretch-out alternatives
  are explored. Constraints omitted in the
  planning, bid/proposal, and negotiation stages
  will be discussed as lessons to be accounted for
  in future projects.

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Budget (Needs/Allocations)
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6. Quality for PM

• Policy - Overall Intentions Direction
• Product or Service Description Specification
• Planning
• Relevant Standards Choose
• How to Satisfy Them
• Assurance -
• Evaluate Performance Regularly
• Provide Proof Confidence
• Control -
• Monitor Specific Performance
• Take Action to Correct Shortfalls

• Designed for the practitioner and team
  leaders/supervisors to facilitate the
  understanding of quality concepts, principles and
  practices when operating in a continuos quality
  improvement environment. Covers the statistical
  basis for decision making and statistical tool
  use. Course is designed to give participants a
  comprehensive understanding of the tools.
  Teaches team work in a quality program and the
  benefits of separating maintenance and operations
  meetings. Philosophies of Total Quality
  Management, implementations, strategies
  shortfalls will be reviewed. Methods covered
  include emphasis on supplier capabilities,
  products and services, that fulfill customer
  needs and requirements SPC (Stistical Process
  Contro., the ISO - 9000 series, Seven Tools, Six
  Passwords to TQC, Kaizen Continuous Improvement,
  Quality Improvement Teams, .... European
  Malcolm Baldridge Quality Award criteria,
  Planning for Quality, .. Customer satisfaction,
  internal external, contract obligations,
  standards, regulations, tools techniques (such
  as failure mode and effect, fault tree,
  benefit/cost, cost effectiveness, cause and
  effect, correction of defects, and benchmarking
  will be treated.

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6. PM Risks Opportunities

• Risks - Chance Degree of Probability of Loss,
  Damage, Hazard or Injury
• Opportunities - Combination of Circumstances
  Favorable for Purpose Success
• Identify Analyze Likely, Character Effects
• Technical - State of Art, Innovative, Leading
  Edge
• Schedule - Most Likely, Pessimistic, Optimistic
• Cost - Unknowns, Stretch-Out, Work-Around
• Mitigation - Manage to Targets

• Risk management, manner for handling,
  controlling, directing, quantifying, evaluating
  that could effectiveness for achieving outcomes
  through control and response. Presented in a
  format that gives an opportunity to work through
  the challenges of risk management through the
  concepts outlined in A Guide to PMBOK on students
  own projects. Uses structured tools (including
  WBS) in ways, participants are able to understand
  the integrated nature of evaluating and
  mitigating risk in the turmoil of project
  planning, development and implementation. Blends
  lecture, facilitates in form of practicum.
  Designed for project managers and lead team
  members responsible for evaluating project risk
  and developing implementation strategies to deal
  with that risk. Types of risk will be defined
  and risk management cases will be experienced.
  Includes methods for gathering data, making
  decisions under uncertainty through checklists,
  brainstorming, Crawford Slip Method, Nominal
  Group Technique, multi-attribute utility
  analysis, decision trees, analytic hierarchy
  process, net present value, life cycle cost,
  precedence diagrams,

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7. Human Resources for PM

• Define Roles Responsibilities
• Acquire Skills Competencies
• Organize - Orient to Functions, Matrix, /or
  Cross-Functional
• Develop Team
• Train Continue Education
• Appraisal Performance
• Promotion and Reassign
• Influence
• To Vision Mission
• With/Without/Authority
• Lead/Facilitate

Human Resources Departments and specialists
usually will not have a regular member on project
teams or Cross-Functional Project Teams (CFPTs)
unless the undertaking is a very large program of
projects with many people. PMs will usually
need to solicit HR assistance in staffing,
training, education, ratings, promotions and
reassignment matters. If a rapport is
established with HR, they can be persuaded to be
on call to arrange for the kinds of skills,
competencies, training that are judged essential
to project operations and mission achievement.
The PMs, or their designated representative, as
the leaders of project teams, will be expected to
need a broad range of HR help to prepare new
people for the integrative roles of project
service. Participation on project teams usually
brings participants to much broader appreciatioin
for the concepts of operations and supports than
are found in functional departments were most
begin their careers. Those newly converted to PM
duties, from specialist status, need mentors and
team collaboration to sharpen their competenies
to breadth of project team demands. Functional
departments or HR will need to arrange for, or
provide training for the integrating of their
discipline with the other contributing
disciplines. Cross-functional and
program/project operations involve the
integration of all the disciplines. This
contrasts to the discipline unique training
historically provided to people in functional
departments that do not have project type
responsibilities. Those departments normally
planned and arranged for discipline unique skills
training without much thought toward project
needs.
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8. PM Procurement
Contracting

• Solicitation - RFP, RFQ, Requirements Sources
• Proposals, Bids, Quotes, Offers
• Standards, Criteria Evaluation
• Negotiation, Selection Award
• Contract -
• Letter
• Definitive
• Administration
• Changes Close-Out
• Deficiencies Disputes
• Warranties Retrofits

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9. PM Communications

• Many project managers begin as technical experts.
  Transition from technical expert to project
  manager requires the evolution from doer to
  coordinator of certain project tasks to ensure
  project profitability growth and development of
  project team members, and the appropriate project
  solution for the client. Will focuses on the
  vital skills involved in the transition to PM.
• For any project manager interested in acquiring
  new skills around keeping tasks where they
  rightfully belong and getting work done through
  others on the project team over whom the project
  manager may not have direct control.
• will teach the arts of influencing project
  contributors and clients even without directive
  authority over their efforts. Recommended for
  all students of the profession who must rely upon
  the good will contributions of those whose
  livelihood does not depend upon the chains of
  command and the authority to lines of control.
  These perspectives will be added to the various
  skill sets that PMs must possess to succeed.
  Proven procedures for planning, conducting and
  those activities will be shared and facilitated.
  Action learning exercises will involve
  participants in the practice and observation of
  powerful of techniques for immediate use.
• Assess selves as delegator, increase awareness of
  key delegation communication skills, learn
  important ingredients in the delegation process,
  practice delegation skills, and integrate
  awareness of how easy it is to pick that dont
  rightfully belong to you.

• Planning - Who Needs What, When How
• Distribution - Right Content Timing
• Reporting Performance -
• Progress Measurement Variance Observation
• Viewing Status Replanning for Performance
• Baselines References, Audit Contract Records
• Phases, Gates, Completion, Closure

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10. Systems Engineering (SE)

• Project Management (PM) and Systems Engineering
  (SE) are highly synergistic. Experienced PMs
  have learned that success or failure of
  technically complex development, production and
  support programs is directly related to the
  quality of the systems engineering performed.
  This seminar emphasizes the communication of
  roles, benefits, methods and purposes of SE and
  the intrinsic commonality it has with project
  management. Project managers involved in the
  development of technically complex systems or
  products from aerospace, auto- motive,
  construction, defense, electronics, information
  systems, utility, petrochemical .... industries.
  Learning outcomes include recognizing needs,
  converting to requirements, and planning design,
  development and production/construction efforts
  to achieve technical objectives. Assures
  defining scope of technically complex development
  more precisely, creation of proper product
  oriented work breakdown structures (WBS),
  achievable development schedule and realistic
  cost estimates, more accurate technical risk
  assessment, progress and control changes to the
  scope of customer requirements, validation of
  product design and performance through testing
  and customer acceptance, ... Critical success
  factors covered providing a proper foundation
  of preparation, defining and reaching the right
  technical solutions, controlling the growth of
  requirements, and understanding the real status
  of projects and their progress. Methods that
  encompass all technical and scientific
  disciplines that unify perspective to make hybrid
  systems of today possible (integrate mechanical,
  electrical, computer, logistical, manufacturing
  and human factor).
• .

Internationl Council of Systems Engineering,
http//www.incose.org
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11. SE Conceive Operations
Support

• Identifying and keeping track of the
  interdependencies among industries, systems, and
  contributing specialties is one of the major
  challenges of SE. The following visual shows the
  Top Down perspective essential to effective
  intregration within classes of Industry
  Families, Facilities, Functions Processes, and
  Products.

• Start Your SE Project Right
• One of the more illusive aspects of systems
  engineering is the need to begin from the
  perspective of general systems theory rather than
  from the specialty we studied in college or of
  thedepartment we now serve. Structured analysis
  techniques enable multiple contributing
  disciplines to converge to the essential tasks,
  controls, means, inputs and outputs. The highly
  effective IDEF (ICAM Definition) modeling method
  will be used to properly identify, define and
  handle the activities and resources for complex
  projects. The IDEF0 method brings the
  essentials into clear focus a fundamental and
  practical way. Participants will receive copies
  of broadly shared teaching notes and work through
  exercises for their own projects. Specific
  references include Structured Analysis and
  Systems Specification by Tom DeMarco and US Air
  Force Integrated Computer Aided Manufacturing
  (ICAM) publications. These and other proven
  methods for defining and accomplishing project
  work are put in crisp, logical form as the
  planning foundation for controlled and proper
  implementation.

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12. SE Allocate Requirements

• Preliminary Design
• The continental divide between conceptual
  thinking and built to design thinking is the
  allocation of requirements identified in
  conceptual design as operating and support
  concepts and the functions/performance essential
  to the fulfilling of system needs. The overall
  requirements of the system are the top level for
  top down progression. Those requirements must be
  identified and packaged, where similar and
  logically connected, selectively to the next
  lower level of decomposition/assembly. This
  allocation brings the overall requirements to the
  level that may be addressed with the specific
  tools of detailed design. Those will later be
  proven through demonstartion and test before
  committing to production and operational support.
  It may be necessary to retrace similar thinking
  as systems age but still have usefulness that can
  be enhanced by upgrades. Such modernizations and
  re-engineering must have the bounds of needs that
  dictate requirements, that dictate detailed
  design, verification, and commitment to
  production and support.

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13. SE Design of Products

• Design Products Concurrency
• Many products involve the selection and build up
  of off- the- shelf bits and pieces with newly
  designed or modified segments. The focused
  design tool kits have sections or drawers for
  mechanical, electrical, boards/chassis/frames,
  enclosures, software, interfaces for test and
  integration.
• The time to market constraints of global
  competition dictates that various degrees of
  concurrent designs at the detailed level
  (materials, dimensioned tolerances, signals,
  logic, environments (natural and induced),
  finishes, etc. That means that the ancient
  practice of using decision gates between major
  phases of design have come under attack. Long
  ago conceptual design, preliminary design, were
  completed before beginning detailed design. The
  horizon for complex products extended the
  delivery of production capability to the point
  that may became non-competitive for schedules
  even if they hard competitive designs. The way
  to compete in terms of design features and
  schedule became do the detail designs in parallel
  with a high degree of coordination. This became
  and is a compounding factor of difficulty that
  must be handled. Cases are used to illustrate
  and think through.

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14. SE Design Develop Processes

• Design and Development of Processes
• The thinking through and optimization of the
  operational processes that make products, service
  customers and products, deliver transportation
  and communications services are usually being
  updated or modernized. These systems in
  manufacturing, information, healthcare, and
  service industries have the feel of trial and
  error. The totally automated factory is a rare
  thing. The vast majority of service facilities
  evolve over times. In manufacturing and
  healthcare, new devices for steps of service are
  installed in series with older devices. The
  theory of constraints became a major criteria for
  the designer to account for. The real pacing
  steps in processes are often hidden and have to
  be found an dealt with as they interact with
  other system elements. Recognizing those
  attributes of process design are vital to the
  selection of optimization tools and wise use of
  capital. The precision of natural science and
  the ambiguity of organizational and economic
  systems make these challenges interesting.
  Cases, real and hypothetical, are used to
  facilitate the thinking through and learning of
  advanced process design techniques.

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Engineering Delivers Precision
System Segment
Components
Manufacturing
Equipment Power
Operating Concept
Material Handling
Space Layout
Support Concept
Info Control
Info Control
Function
Ergonomics
Materials Forming
Inputs Outputs
Logistics
Human Factors
Performance
Interfaces
Interfaces "-ilities"
Intergration
Big - - - - - - - - - - - - - - - - - - - - -
Simple
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Help Is available Contact Elvin Isgrig

isgrig_at_plains.nodak.edu
701-231-7284
IS - Integrated Systems Services Support
- Teaches facilitates PM SE for immediate use
in your work and service commitments. These
integrative disciplines bring structure to all
specialties (formal or informal) for every
industry, business, service provider. Desired
results are put in the spotlight with fine tuned
plans work, resources, schedules,
communications to make them happen.