ILU Project Management Training

1
ILU Project Management Training

• Project Management II
• Project Execution, Control and Closure

2
Agenda - Day One

• Introductions
• Planning Initiation Phases Recap
• Break
• Critical Path of a Project
• Critical Path Exercise
• Project Execution Process
• Lunch
• Project Controlling Process
• Break
• Issues Form Exercise
• Day One 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

• Refresh concepts learned in PM - I
• Understand PMI Material...
• Critical Path
• Project Execution Phase
• How To Apply Project Control
• Risk Response
• Project Closing Process
• How To Apply ILICO Forms Processes to PMI
  Concepts
• Learn How to Manage Project

6
Recap - Course I Initiation Planning
7
Recap - 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.
• This involves balancing competing demands among
• Scope, time, cost and quality
• Stakeholders with differing needs and
  expectations
• Identified requirements (needs) and unidentified
  requirements (expectations)

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Recap - Project Management Skills

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

9
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Recap - 5 PMI PM Processes
11
Recap - 9 PMI PM Knowledge Areas

• Scope Management
• understanding what is to be accomplished, by who
  and when? Ensure everyone focused on the right
  activity at the right time
• Risk Management
• minimizing threats and weakness while optimizing
  opportunities and strengths
• Quality Management
• determining the quality policy of the project and
  then determining the practices to ensure project
  quality
• Human Resource Management
• determining the roles and responsibilities of the
  resources necessary to support the project as
  well as the skills and timing needs
• Communications Management
• determines what will be communicated, Frequency
  of communications and who will receive
  communications

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Recap - 9 PMI PM Knowledge Areas

• Contract / Procurement Management
• determines how suppliers will be selected and the
  contract types that will be administered
• Time Management
• determines how long each activities takes to
  complete to ensure timely completion of the
  project
• Cost Management
• determines the costs of resources and materials
  to ensure that the project is completed within
  the approved budget
• Integration Management
• Each BOK is integrated with each other at
  differing degrees of application depending on
  where and when you are in the life cycle phase

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Recap - Triple Constraint

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

Product
The Triple Constraint
Schedule
Budget
14
Recap - ILICos PM Processes
15
RecapCourse Example

• Re-Roofing the House

16
Recap - Work Breakdown Structures

• Work Breakdown Structure (WBS) - A deliverable
  oriented family tree which organizes, defines,
  and graphically displays the total work to be
  accomplished in order to achieve the ultimate
  deliverable of a project. Each descending level
  represents an increasingly detailed definition of
  the project deliverable. (PMBOK)

WBS SCHEMATIC
1.0 Reroof House
1.1 Materials Estimation
1.2 Materials Gathering
1.3 Roof Application
1.1.1 Measure Roof
1.1.2 Calculate Materials
1.2.1 Purchase Materials
1.2.2 Take Delivery
1.3.1 Roof Removal
1.3.2 Roof Application
1.3.1.1 Remove Shingles
1.3.1.2 Remove Nails
1.3.2.1 Apply Shingles
1.3.2.3 Apply Caps
1.3.2.2 Cut Caps
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Recap - Re-Roofing Project Activity List

• Activity
• 1.1.1 Measure Roof
• 1.1.2 Calculate Materials
• 1.2.1 Purchase Materials
• 1.2.2 Take Delivery
• 1.3.1.1 Remove Shingles
• 1.3.1.2 Remove Nails
• 1.3.2.1 Apply Shingles
• 1.3.2.2 Cut Caps
• 1.3.2.3 Apply Caps

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Recap - Project Network Diagram
1.1.1 Measure Roof
1.1.2 Calculate Materials
1.2.1 Purchase Materials
1.2.2 Take Delivery
1.3.1.1 Remove Shingles
1.3.2.1 Apply Shingles
1.3.1.2 Remove Nails
1.3.2.2 Cut Caps
1.3.2.3 Apply Caps
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Recap - Project Duration Estimates
20
Recap - Project Schedule
21
Recap - GANTT Chart
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Critical Path
24
Determine Critical Path of Project Plan

• Critical Path - The series of activities that
  determines the duration of a project. In a
  deterministic model, the critical path is usually
  defined as those activities with float less than
  or equal to a specified value, often zero. It is
  the longest path through the project. (PMBOK)

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Determining Critical Path - Key Terms
Early Start (ES) - ...the earliest possible
point in time on which the uncompleted portions
of an activity (or project) can start, based on
the network logic and any schedule constraints.
Early start dates can change as the project
progresses and changes are made to the project
plan. (PMBOK) Early Finish (EF) - ...the
earliest possible point in time on which the
uncompleted portions of an activity (or project)
can finish, based on the network logic and any
schedule constraints. Early finish dates can
change as the project progresses and changes are
made to the project plan. (PMBOK)
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Determining Critical Path - Key Terms
Late Start (LS) - ...the latest possible point
in time that an activity may begin without
delaying a specified milestone (usually the
project finish date). (PMBOK) Late Finish (LF)
- ...the latest possible point in time that an
activity may be completed without delaying a
specified milestone (usually the project finish
date). (PMBOK) Total Float (TF) - The amount
of time that an activity may be delayed from its
early start without delaying the project finish
date. Float is a mathematical calculation, and
can change as the project progresses and changes
are made to the project plan. Also called slack,
total float, and path float. (PMBOK)
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ES-EF/LS-LF Calculations

• ES Previous ES Previous duration
• EF ES task duration - 1
• LF previous LF - previous task duration
  (working backwards through the NLD)
• LS LF - task duration 1
• Total Float (TF) ES - LS
• Critical Path path where TF 0

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Roofing Example
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Class Exercise - Determine Critical Path

• You have 20 minutes to complete the diagram
• We will take 10 minutes to discuss your answers

30
Baseline Project plan

• Baseline Project Plan - The original approved
  plan (for a project, a work package, or an
  activity), plus or minus approved scope changes.
  Usually used with a modifier (e.g., cost
  baseline, schedule baseline, performance
  measurement baseline). (PMBOK)
• Not etched in stone
• Living document
• Understand purpose of what MS project is showing
  you
• Different types of baseline (schedule, cost)

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S Curve Example
32
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Executing Processes
34
Project Plan Execution - Description

• The primary process for carrying out the project
  plan. In this process, the project manager and
  the project management team must coordinate and
  direct the various technical and organizational
  interfaces that exist in the project.

Inputs
Tools Techniques
Outputs
1. Project plan 2. Supporting detail 3.
Organizational policies 4. Corrective action
1. General management skills 2. Product
skills and knowledge 3. Work authorization
system 4. Status review meeting 5. Project
management information system 6. Org.
procedures
1. Work results 2. Change requests
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Project Plan Execution - Tools Techniques

• General management skills - such as leadership,
  communicating, and negotiating are essential.
• Product skills and knowledge - access to an
  appropriate set of skills and knowledge about the
  project product.
• Work authorization system - a formal procedure
  for sanctioning project work to ensure that work
  is done at the right time and in the proper
  sequence. The primary mechanism is typically a
  written authorization to begin work on a specific
  activity or work package. On many smaller
  projects, verbal authorization will be adequate.

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Project Plan Execution - Tools Techniques

• Status review meetings - regularly scheduled
  meetings held to exchange information about the
  project.
• Project management information system - tools and
  techniques used to gather, integrate, and
  disseminate the outputs of the other project
  management processes. It is used to support all
  aspects of the project from initiating through
  closing and generally includes both manual and
  automated systems.

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Project Plan Execution - Outputs

• Work results - the outcomes of the activities
  performed to accomplish the project. Information
  on work results - which deliverables have been
  completed and which have not, to what extent
  quality standards are being met, what costs have
  been incurred or committed, etc - is collected as
  part of the project plan execution and fed into
  the performance reporting process.
• Change requests - are often identified while the
  work of the project is being done.

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Scope Verification - Description

• The process of formalizing acceptance of the
  project scope and work results by the
  stakeholders. It is primarily concerned with
  acceptance of work results while quality control
  is primarily concerned with the correctness of
  the work results.

Inputs
Tools Techniques
Outputs
1. Work results 2. Product documentation
1. Inspection
1. Formal acceptance
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Scope Verification - Tools Techniques

• Inspection - includes activities such as
  measuring, examining, and testing undertaken to
  determine whether results conform to
  requirements. Inspections are variously called
  reviews, product reviews, audits, and
  walk-throughs.

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Scope Verification - Outputs

• Formal acceptance - Documentation that the client
  or sponsor has accepted the product of the
  project or phase must be prepared and
  distributed. Such acceptance may be conditional,
  especially at the end of a phase.

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Delivery Acceptance Form
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Quality Assurance - Description

• All the planned and systematic activities
  implemented within the quality system to provide
  confidence that the project will satisfy the
  relevant quality standards.

Inputs
Tools Techniques
Outputs
1. Quality management plan 2. Results of
quality control measurements 3. Operational
definitions
1. Quality planning tools and techniques 2.
Quality audits
1. Quality improvement
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Quality Assurance - Tools Techniques

• Quality planning tools techniques - include
  tools such as benefit/cost analysis,
  benchmarking, flowcharting and design of
  experiments.
• Quality audits - a structured review of other
  quality management activities. The objective is
  to identify lessons learned that can improve
  performance of this project.

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Quality Assurance - Outputs

• Quality Improvement - includes taking action to
  increase the effectiveness and efficiency of the
  project to provide added benefits to the project
  stakeholders.

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Team Development - Description

• Includes both enhancing the ability of
  stakeholders to contribute as individuals as well
  as enhancing the ability of the team to function
  as a team. Individual development is the
  foundation necessary to develop the team, and is
  critical to the project.

Inputs
Tools Techniques
Outputs
1. Project staff 2. Project plan 3. Staffing
management plan 4. Performance reports 5.
External feedback
1. Team-building activities 2. General
management skills 3. Reward recognition
systems 4. Collocation 5. Training
1. Performance improvements 2. Input to
performance appraisals
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Team Development - Tools Techniques

• Team-building activities - management and
  individual actions taken specifically and
  primarily to improve team performance. Many
  actions, such as involving non-management level
  team members in the planning process, or
  establishing ground rules for surfacing and
  dealing with conflict, may enhance team
  performance as a secondary effect. Team-building
  activities can vary from a five minute agenda
  item in a regular status review meeting to an
  extended, off-site, professionally facilitated
  experience designed to improve interpersonal
  relationships among key stakeholders.

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Team Development - Tools Techniques

• General management skills
• Reward and recognition systems - formal
  management actions which promote or reinforce
  desired behavior. To be effective, such systems
  must make the link between performance and reward
  clear, explicit, and achievable. Projects must
  often have their own reward and recognition
  systems since the systems of the performing
  organization may not be appropriate. Reward and
  recognition systems much also consider cultural
  differences.

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Team Development - Tools Techniques

• Collocation - involves placing all, or almost
  all, of the most active project team members in
  the same physical location to enhance their
  ability to perform as a team.
• Training - all activities designed to enhance the
  skills, knowledge and capabilities of the project
  team.

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Team Development - Outputs

• Performance improvements - the primary output of
  team development.
• Input to performance appraisals - project staff
  should generally provide input to the performance
  appraisals of any project staff members that they
  interact with in a significant way.

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Information Distribution - Description

• Involves making needed information available to
  project stakeholders in a timely manner. It
  includes implementing the communications
  management plan as well as responding to
  unexpected requests for information.

Inputs
Tools Techniques
Outputs
1. Work results 2. Communications management
plan 3. Project plan
1. Communications skills 2. Information
retrieval systems 3. Information
distribution systems
1. Project records
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Information Distribution - Tools Techniques

• Communications skills - used to exchange
  information. The sender is responsible for making
  the information clear, unambiguous, and complete
  so the receiver can receive it correctly and for
  confirming that it is properly understood.
  Includes
• Written and oral, listening and speaking
• Internal (within the project) and external (the
  customer, media, public..)
• Formal (reports, briefings) and informal (memos,
  ad hoc )
• Vertical (up and down the organization) and
  horizontal (with peers)

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Information Distribution - Tools Techniques

• Information retrieval systems - Information can
  be shared by team members through a variety of
  methods including manual filing systems,
  electronic text databases, project management
  software, and systems which allow access to
  technical documentation.
• Information distribution systems - using a
  variety of methods including project meetings,
  hard copy document distribution, shared access to
  networked electronic databases, fax, electronic
  mail, voice mail and video conferencing.

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Information Distribution - Outputs

• Project records - may include correspondence,
  memos, reports and documents describing the
  project. This information should, to the extent
  possible and appropriate, be maintained in an
  organized fashion. Project team members may often
  maintain personal records in a project notebook.

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Solicitation - Description

• Involves obtaining information (bids and
  proposals) from prospective sellers on how
  project needs can be met.

Inputs
Tools Techniques
Outputs
1. Procurement documents 2. Qualified seller
lists
1. Bidders conferences 2. Advertising
1. Proposals
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Solicitation - Tools Techniques

• Bidder conferences - are meetings with
  prospective sellers prior to preparation of a
  proposal. They are used to ensure that all
  prospective sellers have a clear, common
  understanding of the procurement (technical
  requirements, contract requirements, etc.).
• Advertising - Existing lists of potential sellers
  can often be expanded by placing advertisements
  in general circulation publications.

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Solicitation - Outputs

• Proposals - are seller-prepared documents that
  describe the sellers ability and willingness to
  provide the requested product.

57
Source Selection - Description

• Involves the receipt of bids and the application
  of the evaluation criteria to select a provider.
  The process is not straightforward
• Price may be the primary determinant for an
  off-the-shelf item, but the lowest proposed price
  may not be the lowest cost if the seller proves
  unable to deliver.
• Proposals are often separated into technical
  (approach) and commercial (price).

Inputs
Tools Techniques
Outputs
1. Proposals 2. Evaluation criteria 3.
Organizational policies
1. Contract negotiation 2. Weighting system 3.
Screening system 4. Independent estimates
1. Contract
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Source Selection - Tools Techniques

• Contract negotiation - involves clarification and
  mutual agreement on the structure and
  requirements of the contract prior to the signing
  of the contract. To the extent possible, final
  contract language should reflect all agreements
  reached.
• Weighting system - a method for quantifying
  qualitative data in order to minimize the effect
  of personal prejudice on source selection.
• Screening system - establishing minimum
  requirements of performance for one or more of
  the evaluation criteria.
• Independent estimates - the procuring
  organization may prepare its own estimates as a
  check on proposed pricing.

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Source Selection - Outputs

• Contract - a contract is a mutually binding
  agreement which obligates the seller to provide
  the specified product and obligates the buyer to
  pay for it. A contract is a legal relationship
  subject to remedy in the courts.
• Although all project documents are subject to
  some form of review and approval, the legally
  binding nature of a contract usually means that
  it will be subjected to a more extensive approval
  process.

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Contract Administration - Description

• The process of ensuring that the sellers
  performance meets contractual requirements. On
  larger projects with multiple product and service
  providers, a key aspect of contract
  administration is managing the interfaces among
  providers.

Inputs
Tools Techniques
Outputs
1. Contract 2. Work results 3. Change requests 4.
Seller invoices
1. Contract change control system 2.
Performance reporting 3. Payment system
1. Correspondence 2. Contract changes 3. Payment
requests
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Contract Administration - Tools Techniques

• Contract change control system - defines the
  process by which the contract may be modified. It
  includes the paperwork, tracking systems, dispute
  resolution procedures and approval levels
  necessary for authorizing changes.
• Performance reporting - provides management with
  information about how effectively the seller is
  achieving the contractual objectives.
• Payment system - Usually handled by accounts
  payable.

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Contract Administration - Outputs

• Correspondence - Contract terms and conditions
  often require written documentation of certain
  aspects of buyer/seller communications, such as
  warnings of unsatisfactory performance and
  contract changes or clarifications.
• Contract Changes - changes (approved and
  unapproved) are fed back through the appropriate
  project planning and project procurement
  processes, and the project plan or other relevant
  documentation is updated as appropriate.
• Payment requests - sent to accounts payable.

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Day One Wrap Up

• Wrap Up
• /? Chart

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Agenda - Day Two

• Change Control Exercise
• Break
• Schedule, Cost, Quality Control, Exercise
• Lunch
• Risk Response Control
• Exercise Risk Response
• ILICO Status Report
• Exercise Project Status Tracking Meeting Role
  Play
• Break
• Closing Process
• Full Project Life-Cycle Exercise
• Course Wrap-up

66
Controlling Processes
67
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
68
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.

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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.

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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

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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.

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ILICO Project Status Report
73
Class Role Play - Status Meeting
74
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
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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.

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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.

77
Issues Management - ILICO Issues Form
78
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

79
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
80
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.

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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.

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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

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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.

84
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
85
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.

86
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.

87
ILICO Scope Change Form
88
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

89
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
90
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.

91
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)

92
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.

93
Re-roofing Schedule Change Example
94
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

95
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
96
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.

97
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

98
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.

99
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

100
Re-roofing Cost Control Example
101
Project Quality Control
102
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.

103
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

104
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
105
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)

106
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.

107
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

108
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.

109
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
110
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.

111
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.

112
Re-roofing Risk Response Example
113
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

114
Status Report Form
115
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

116
Closing Processes
117
Administrative Closure - Definition

• Consists of verifying and documenting project
  results to formalize acceptance of the product of
  the project by the sponsor, client, or customer.
  It includes collection of project records,
  ensuring that they reflect final specifications.

Inputs
Tools Techniques
Outputs
1. Performance measurement
documentation 2. Documentation of the product
of the project 3. Other project records
1. Performance reporting tools and
techniques 2. Work release plan 3. Interviews
with Project Stakeholders
1. Project archives 2. Formal acceptance 3.
Lessons learned
118
Administrative Closure - Tools Techniques

• Uses Performance reporting tools techniques
• Performance reviews
• Variance analysis
• Trend analysis
• Earned value analysis
• Work release plan
• Exit interviews with Project Stakeholders

119
Administrative Closure - Outputs

• Project archives - a complete set of indexed
  project records should be prepared for archiving
  by the appropriate parties.
• Formal acceptance - Documentation that the client
  or sponsor has accepted the product of the
  project (or phase) should be prepared and
  distributed.
• 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.

120
Class Exercise - Full Project Life Cycle

• Each team has 90 minutes to plan a dinner party
  using the package provided
• We will take 30 minutes for feedback from each
  team and wrap-up the course

121
Day Two Course Wrap Up

• Wrap Up
• /? Chart