Project Management Education

1
Project Management Education

• The Define Phase

2
Agenda

• Introductions
• Project Management Review
• The Concept Phase
• Project Initiation
• Stakeholders and Scope Definition
• How to Develop a Project Charter
• Wrap-up

3
Introductions

• Name
• Department
• Number of years at ILICO
• Number of projects you have managed
• Average size of project you have managed
• Course expectations
• Ice breaker

4
Ground Rules

• Level Playing Field (titles left at the door)
• One conversation at a time
• Respect opinions of others
• No beating a dead horse
• Come back from breaks ON TIME
• Have FUN

5
Course Objectives - to Understand

• What is the Concept Phase
• How to Initiate a project
• Project stakeholders
• How to define scope
• How to create a Charter

6
Student Objectives

• What are your objectives?

7
Project Management Review
8
Definitions

• A project is a temporary endeavor undertaken to
  create a unique product or service
• Project management is the application of
  knowledge, skills tools and techniques to project
  activities in order to meet or exceed stakeholder
  needs and expectations from a project

9
Characteristics of a Project Manager

• Communication skills
• Facilitation skills
• Leadership skills
• Organizational skills
• Negotiating skills
• Project Management Technical skills

10
Project Lifecycle
Project or phase is approved in order to proceed
As the execution is controlled, it may require
additional planning
Plan developed for execution
Develop
Plan is executed and Controlled
Feedback in both directions
Plan and execution has been controlled
Plan is successfully executed
11
9 PMI PM Knowledge Areas

• Scope
• Time
• Cost
• Risk
• Quality
• Human Resource
• Communications
• Procurement/Contract
• Project Integration

12
Triple Constraint

• As project managers, we are always trying to
  manage the constraints of product, schedule, and
  budget

Product
The Triple Constraint
Schedule
Budget
13
The Concept Phase - Review

• Identified the Scope and Objectives
• Initiated the Project
• Analyzed Project Stakeholders
• Prepared High Level Estimates
• Created the Project Charter
• Did Initial Resource Planning

14
The Define Phase - Review

• Created Specific Design Documents Needed to Guide
  the Project
• Identified the Project Activities
• Estimated Activity Durations
• Identified Activity Dependencies
• Developed the Project Schedule
• Identified the Critical Path and Created the
  Project Baseline

15
Develop Phase Interaction
Project or phase is approved in order to proceed
As the execution is controlled, it may require
additional planning
Plan developed for execution
Develop
Plan is executed and Controlled
Feedback in both directions
Plan and execution has been controlled
Plan is successfully executed
16
Executing Processes
17
The Develop Phase

• Project Control

18
Controlling Processes
19
Performance Reporting - Definition

• Involves collecting and disseminating performance
  information in order to provide stakeholders with
  information about how resources are being used to
  achieve project objectives. This includes Status
  Reporting, Progress Reporting Forecasting.

Inputs
Tools Techniques
Outputs
1. Project plan 2. Work results 3. Other project
records
1. Performance reviews 2. Variance analysis 3.
Trend analysis 4. Earned value analysis 5.
Information distribution tools and
techniques
1. Performance reports 2. Change requests
20
Performance Reporting - Includes

• Performance reporting should generally provide
  information on scope, schedule, cost and quality.
  
• Many projects also require information on risk
  and procurement. Reports may be prepared
  comprehensively or on an exception basis.

21
Performance Reporting - Tools Techniques

• Performance reviews - meetings held to assess
  project status or progress.
• Variance analysis - comparing actual project
  results to planned or expected results. Cost and
  schedule variances are the most frequently
  analyzed, but variances from plan in the areas of
  scope, quality and risk are often of equal or
  greater importance.
• Trend analysis - examining project results over
  time to determine if performance is improving or
  deteriorating.

22
Performance Reporting - Tools Techniques

• Earned value analysis - The most commonly used
  method of performance measurement. It integrates
  scope, cost and schedule measures to help the
  project management team assess project
  performance.
• Information distribution tools techniques

23
Performance Reporting - Outputs

• Performance reports - organize and summarize the
  information gathered and present the result of
  any analysis. Reports should provide the kinds of
  information and the level of detail required by
  various stakeholders as documented in the
  communications management plan.
• Change requests - analysis of project performance
  often generates a request for a change to some
  aspect of the project. These change request are
  handled as described in the various change
  control processes.

24
ILICO Project Status Report
25
Class Role Play - Status Meeting
26
Issues Management - Definition

• Involves recording, organizing and prioritizing
  project issues that affect cost or schedule and
  maintaining a current status on each issue
  through its resolution.

Inputs
Tools Techniques
Outputs
1. Project plan 2. Project Issues 3. Decision
Approval authority structure
1. Issue logging system 2. Status meetings 3.
Issue routing approval matrix 4. Issue
resolution procedures
1. Up-to-date issue log 2. Resolved issues
27
Issues Management - Tools Techniques

• Issues Logging System - Can be an MS Word table
  or a powerful database. The key is to assign
  ownership and follow-up on aging and links to
  tasks.
• Status Meetings - Issues and issue status should
  be a part of routine status discussions.
• Issue Approval Routing Matrix - The team should
  be clearly aware of which stakeholders and
  project team members need to provide input and
  approval.
• Issue Resolution Procedures - These procedures
  should clearly document how the logging system,
  status meetings and approval process work
  together.

28
Issues Management - Outputs

• Up-to-date Issue Log - issues can lead to scope
  changes or risk responses. An up-to-date issues
  log provides for effective communication,
  documentation and progress management.
• Resolved Issues - timeliness in resolving project
  issues will keep the project on track and help
  contain time delays and cost increases.

29
Issues Management - ILICO Issues Form
30
Class Exercise - Issues Management

• You have 15 minutes to use the ILICO issue
  template to document two issues related to your
  project
• We will take 10 minutes to discuss your answers

31
Overall Change Control - Definition

• Concerned with influencing the factors which
  create changes to ensure that changes are
  beneficial determining that a change has
  occurred and managing the actual changes as they
  occur

Inputs
Tools Techniques
Outputs
1. Project plan 2. Performance reports 3. Change
requests
1. Change control system 2. Configuration
mgmt 3. Performance measurement 4. Additional
planning 5. Project management information
system
1. Project plan updates 2. Corrective action 3.
Lessons learned
32
Overall Change Control - Requires

• Maintaining the integrity of the performance
  measurement baselines
• All approved changes should be reflected in the
  project plan, but only project scope changes will
  affect the performance measurement baselines.
• Ensuring that changes are reflected in the
  definition of the project scope.
• Coordinating changes across knowledge areas.
• For example, a proposed schedule change will
  often affect cost, risk, quality and staffing.

33
Overall Change Control - Tools Techniques

• Configuration management - is any documented
  procedure used to apply technical and
  administrative direction and surveillance to
• Identify and document the functional and physical
  characteristics of an item or system.
• Control any changes to such characteristics
• Record and report the change and its
  implementation status
• Audit the items and system to verify conformation
  to requirements
• A subset of the change control system used to
  ensure that the description of the project
  product is correct complete.

34
Overall Change Control - Tools Techniques

• Performance measurement - such as earned value
  help to assess whether variances from the plan
  require corrective action.
• Additional planning - Projects seldom run exactly
  according to plan. Prospective changes may
  require new or revised cost estimates, modified
  activity sequences, analysis of risk response
  alternatives, or other adjustments to the project
  plan.
• Project management information system

35
Overall Change Control - Outputs

• Project plan updates - any modification to the
  contents of the project plan or the supporting
  detail. Appropriate stakeholders must be notified
  as needed.
• Corrective action - anything done to bring
  expected future project performance into line
  with the project plan.
• Lessons learned - the causes of variances, the
  reasoning behind the corrective action chosen,
  and other types of lessons learned should be
  documented so that they become part of the
  historical database for both this project and
  other projects of the performing organization.

36
Scope Change Control - Definition

• Concerned with
• Influencing the factors that create scope changes
  to ensure changes are beneficial
• Determining that a scope change has occurred
• Managing the actual changes when and if they occur

Inputs
Tools Techniques
Outputs
1. Work breakdown structure 2. Performance
reports 3. Change requests 4. Scope management
plan
1. Scope change control system 2.
Performance measurement 3. Additional planning
1. Scope changes 2. Corrective action 3. Lessons
learned
37
Scope Change Control - Tools Techniques

• Scope change control system - defines the
  procedures by which the project scope may be
  changed. It includes the paperwork, tracking
  systems, and approval levels necessary for
  authorizing changes.
• Performance measurement - help to assess the
  magnitude of any variations which do occur. An
  important part of scope change control is to
  determine what is causing the variance and to
  decide if the variance requires corrective
  action.
• Additional planning - scope changes may require
  modifications to the WBS or analysis of
  alternatives.

38
Scope Change Control - Outputs

• Scope changes - any modification to the agreed
  upon project scope as defined by the approved
  WBS. Scope changes often require adjustments to
  cost, time, quality or other project objectives.
• Corrective action - anything done to bring
  expected future project performance into line
  with the project plan.
• Lessons learned - The causes of variances, the
  reasoning behind the corrective action chosen,
  and other types of lessons learned from scope
  change control should be documented.

39
ILICO Scope Change Form
40
Class Exercise - Scope Change

• Each team will have 15 minutes to document two
  scope changes as it relates to there project
  using the ILICO scope change template
• We will take 5 minutes to discuss your answers

41
Schedule Control - Definition

• Concerned with
• Influencing the factors that create schedule
  changes to ensure they are beneficial
• Determining that the schedule has changed
• Managing the actual changes when and as they occur

Inputs
Tools Techniques
Outputs
1. Project schedule 2. Performance reports 3.
Change requests 4. Schedule management plan
1. Schedule change control system 2.
Performance measurement 3. Additional
planning 4. Project management software
1. Schedule updates 2. Corrective action 3.
Lessons learned
42
Schedule Control - Tools Techniques

• Schedule change control system - defines the
  procedures by which the project schedule may be
  changed. It includes the paperwork, tracking
  systems, and approval levels necessary for
  authorizing changes.
• Performance measurement - help to assess the
  magnitude of any variations which do occur. An
  important part of schedule change control is to
  decide if the schedule variation requires
  corrective action.
• Additional planning - scope changes may require
  new or revised activity duration estimates,
  modified activity sequences, or analysis of
  alternative schedules.

43
Schedule Control - Tools Techniques

• Project management software - MS Project
• Crashing - Taking action to decrease the total
  project duration after analyzing a number of
  alternatives to determine how to get the maximum
  duration compression for the least cost (PMBOK).
• Fast-Tracking - Compressing the project schedule
  by overlapping activities that would normally be
  done in sequence, such as design and
  construction. (PMBOK)

44
Schedule Control - Outputs

• Schedule updates - any modification to the
  schedule information which is used to manage the
  project. Appropriate stakeholders must be
  notified as needed.
• Corrective action - anything done to bring
  expected future schedule performance into line
  with the plan.
• Lessons learned - The causes of variances, the
  reasoning behind the corrective action chosen,
  and other types of lessons learned from schedule
  control should be documented.

45
Re-roofing Schedule Change Example
46
Class Exercise - Schedule Change

• Each team will have 15 minutes to evaluate two
  task duration changes. Recalculate the
  ES-EF/LF-SL and total float parameters
• We will take 10 minutes to discuss your answers

47
Cost Control - Definition

• Concerned with
• Influencing the factors that create changes to
  ensure changes are beneficial
• Determining that the cost baseline has changed
• Managing the actual changes when and if they occur

Inputs
Tools Techniques
Outputs
1. Cost baseline 2. Performance reports 3. Change
requests 4. Cost management plan
1. Cost change control system 2. Performance
measurement 3. Additional planning 4.
Computerized tools
1. Revised cost estimates 2. Budget
updates 3. Corrective action 4. Estimate at
completion 5. Lessons learned
48
Cost Control - Definition

• Includes
• Monitoring cost performance to detect variances
  from plan
• Ensuring that all appropriate changes are
  recorded accurately in the cost baseline
• Preventing incorrect, inappropriate, or
  unauthorized changes from being included in the
  cost baseline
• Informing appropriate stakeholders of authorized
  changes
• Cost control searches out the whys of both
  positive and negative variances.

49
Cost Control - Tools Techniques

• Cost change control system
• Defines the procedures by which the cost baseline
  may be changed
• Includes the paperwork, tracking systems, and
  approval levels necessary for authorizing
  changes.
• Performance measurement
• Helps to assess the magnitude of any variations
• Determine root cause and to decide if corrective
  action is required
• Additional planning
• Scope changes may require revised cost estimates
  or analysis of alternatives.
• Computerized tools
• PM software
• Spreadsheets

50
Cost Control - Outputs

• Revised cost estimates - modifications to the
  cost information used to manage the project.
  Appropriate stakeholders must be notified as
  needed.
• Budget updates - changes to an approved cost
  baseline. Generally revised only in response to
  scope changes.
• Corrective action - anything done to bring
  expected future project performance into line
  with the project plan.
• Estimate at completion - forecast of total
  project costs.
• Lessons learned - The causes of variances, the
  reasoning behind the corrective action chosen,
  and other types of lessons learned from cost
  control should be documented.

51
ILICo Cost Management Worksheet

• The ILICo Cost Management Worksheet is used for
  larger projects that have their own cost center
• For smaller projects the Project Manager must
  manage and report on costs, but may have to pull
  the information from specific cost center reports

52
Re-roofing Cost Control Example
53
Project Quality Control
54
Project Quality Recap

• Quality Planning - Identifying which quality
  standards are relevant to the project, and
  determining how to satisfy them.
• Quality Assurance - The process of evaluating
  overall project performance on a regular basis to
  provide confidence that the project will satisfy
  the relevant standards.
• Quality Control -The process of monitoring
  specific project results to determine if they
  comply with relevant quality standards and
  identifying ways to eliminate causes of
  unsatisfactory performance.

55
ILICo Project Quality

• ILICo does not have universal project quality
  standards or advanced tools and templates
• We have successfully used test plans for software
  projects as the basis for quality control
• Successful project teams will identify relevant
  standards and test for quality in the
  deliverables of the project and experience only
  small amounts of re-work resulting from quality
  problems

56
Quality Control - Definition

• Monitoring specific project results to determine
  if they comply with relevant quality standards
  and identifying ways to eliminate causes of
  unsatisfactory results.

Inputs
Tools Techniques
Outputs
1. Work results 2. Quality management plan 3.
Operational definitions 4. Checklists
1. Inspection 2. Control charts 3. Pareto
diagrams 4. Statistical sampling 5.
Flowcharting 6. Trend analysis
1. Quality improvement 2. Acceptance decisions 3.
Rework 4. Completed checklists 5. Process
adjustments
57
Quality Control - Definition

• The project management team should have a working
  knowledge of statistical quality control,
  especially sampling and probability, to help them
  evaluate quality control outputs. Among other
  subjects, they should know the differences
  between
• Prevention (keeping errors out of the process)
  and inspection (keeping errors out of the hands
  of the customer)
• Attribute sampling (the result conforms or it
  does not) and variables sampling (the result is
  rated on a continuous scale that measures degree
  of conformity)
• Special causes (unusual events) and random causes
  (normal process variation)
• Tolerances (the result is acceptable if it falls
  within the range specified by the tolerance) and
  control limits (the process is in control if the
  result falls within the control limits)

58
Quality Control - Tools Techniques

• Inspections - activities such as measuring,
  examining, and testing undertaken to determine
  whether results conform to requirements.
• Control charts - a graphic display of the
  results, over time, of a process. They are used
  to determine if the process is in control.
• Pareto diagrams - a histogram, ordered by
  frequency of occurrence, that shows how many
  results were generated by type or category of
  identified cause.

59
Quality Control - Tools Techniques

• Statistical sampling - involves choosing part of
  a population of interest for inspection.
  Appropriate sampling can often reduce the cost of
  quality control.
• Flowcharting - Used in quality control to help
  analyze how problems occur.
• Trend analysis - using mathematical techniques to
  forecast future outcomes based on historical
  results. Trend analysis is often used to monitor
• Technical performance - how many errors or
  defects have been identified, how many remain
  uncorrected
• Cost and schedule performance - how many
  activities per period were completed with
  significant variances

60
Quality Control - Outputs

• Quality improvement - action to increase the
  effectiveness and efficiency of the project to
  provide added benefit to the project
  stakeholders.
• Acceptance decisions - either accepted or
  rejected
• Rework - action taken to bring a defective or
  non-conforming item into compliance with
  requirements or specifications. Rework,
  especially unanticipated rework, is a frequent
  cause of project overruns.
• Completed checklists - part of the projects
  records
• Process adjustments - involve immediate
  corrective or preventative action as a result of
  quality control.

61
Risk Response Control - Definition

• Involves executing the risk management plan in
  order to respond to risk events over the course
  of the project. When changes occur, the basic
  cycle of identify, quantify, and respond is
  repeated.

Inputs
Tools Techniques
Outputs
1. Risk management plan 2. Actual risk
events 3. Additional risk identification
1. Workarounds 2. Additional risk response
development
1. Corrective action 2. Updates to risk
management plan
62
Risk Response Control - Tools Techniques

• Workarounds - unplanned responses to negative
  risk events. Workarounds are unplanned only in
  the sense that the response was not defined in
  advance of the risk occurring.
• Additional risk response development - If the
  risk event was not anticipated, or the effect is
  greater than expected, the planned response may
  not be adequate, and it will be necessary to
  repeat the response development process and
  perhaps the risk quantification process as well.

63
Risk Response Control - Outputs

• Corrective action - consists primarily of
  performing the planned risk response.
• Updates to the risk management plan - as
  anticipated risk events occur or fail to occur,
  and as actual risk event effects are evaluated,
  estimates of probabilities and value, as well as
  other aspects of the risk management plan should
  be updated.

64
Re-roofing Risk Response Example
65
Class Exercise - Risk Response

• You have 20 minutes to evaluate a series of risks
  associated to your project
• Complete the risk-response matrix
• We will take 10 minutes to discuss your answers

66
Status Report Form
67
Class Exercise - Project Status Report

• You have 60 minutes to write a status report for
  your project including the issues, scope change,
  and risk-response matrices
• Each team should also conduct a project status
  tracking meeting according to ILICo standard
  agenda

68
Class Wrap-Up
69
Course Objectives - Review

• What is the Concept Phase
• How to Initiate a project
• Project stakeholders
• How to define scope
• How to create a Charter

70
Wrap Up Student Objectives

• Did we meet your objectives?

71
?/? Chart

• What was good about the class?
• What could be improved?
• What could be changed to make the class better?

72
Thank You!

• Please fill out the class evaluation and give it
  to the instructor before you leave!