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Project Management 102

• The How To of Managing a Project

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What we will cover

• Cookbook approach to managing a project
• Resources identification
• Timeline constraints
• Management of managers and vendors
• MS. Project vs. paper tracking
• Risk management
• Contract negotiations

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Project Management 101 review. What is a project?

• A project is a temporary endeavor undertaken to
  create a unique product or service. Temporary
  means that every project has a definite beginning
  and a definite ending. Unique means that the
  product or service is different in some
  distinguishing way from all other products or
  services. PMBOK 2000 edition

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Why PM as a profession?

• 92 of all projects fail (Standish Research
  Group)
• PMI maintains a library of information and
  publishes the Guide to the Project Management
  Body of Knowledge (PMBOK), the standard text on
  project management.

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What is involved in managing a successful project?
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Project Triple Constraints
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Project Triple Constraints
Costs
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Project Triple Constraints
Costs
Time
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Project Triple Constraints
Costs
Time
Statement of Work (SCOPE)
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Project Triple Constraints
Costs
Time
Quality
Statement of Work (SCOPE)
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How to practically approach a project - Cookbook
Approach

• Projects can be approached like baking a cake.

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Chocolate CakeWhat it takes

• Clear Objectives
• Ingredients
• Equipment
• Manpower
• A Plan
• A manager of managers (Project Manager)

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Chocolate Cake

• Making a chocolate cake requires all the
  elements of a project
• Processes (What to do)
• Knowledge (How to do)

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Process groups of a project(The What to do of
a project)

• Initiation
• Planning
• Execution
• Controlling
• Closing
• Called the Life Cycle of a project

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Project Life Cycle
..\John Sheely\life cycle.JPG
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Knowledge areas (The How to do of a project)

• Project Scope Management
• Project Time Management
• Project Cost Management
• Project Quality Management
• Project HR Management
• Project Communications Management
• Project Risk Management
• Project Procurement Management
• Project Integration Management

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Work Breakdown Structure

• Def. A deliverable-oriented hierarchical
  decomposition of the work to be executed by the
  project team to accomplish the project
  objectives. It organizes and defines the total
  scope of the project. Each descending level
  represents an increasingly detached definition of
  the project work. The decomposition consists of
  work packages. (PMBOK 2000)

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Work Packages
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Work breakdown structure.

• DefDeliverable oriented grouping of project
  components that organizes and defines the total
  scope of the project.
• Find historical data, dont reinvent the wheel.
• Locate managers and ask them to estimate their
  labor requirements, constraints and risks.
• Dont you make these decisions let them.

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Event sequencing

• Placing work packages in logical sequential
  order.
• Create a critical path.

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Risk Management The Great What If ?

• Take advantage of historical data. History
  repeats itself.
• Have vendors/managers establish worse case
  scenarios.
• Have them grade each scenario by a common scale.
• Have a plan B for each scenario.
• Establish a trigger point for when plan B is
  initiated.
• In large complex projects, have consultants do
  this.

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Risk grading matrix
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Keeping track of project activity

• Paper system
• 90 Templates (EPO templates ww.tenstepstore.com)
• Software
• MS Project

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Paper forms from EPO

• ww.tenstepstore.com

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Business Case
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Project Charter
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Work Packages WBS
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Activity Estimating
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Project Document Distribution Plan
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Change Request

• Procedure to approve modifying scope, budget or
  schedule is essential.

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Stakeholder Identification
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Human Resources Plan
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Risk Assessment Plan
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Project Status Reporting
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Project Tracking Software

• Microsoft Project.
• Uses Project Management Institutes PMBOK as its
  standard.
• Excellent tool IF used properly.
• Warning! It is a tool, not an end in itself.

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Gantt Chart
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Pert Chart
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Resources
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Managing Managers

• Project managers must actively manage other
  managers in order to have a successful project.
• This is largely done by
• Locating stakeholders
• Developing an effective communications plan
• Tracking/documenting all project activity
• Understanding ALL contracts
• Managing changes

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Contracts and RFPs
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Generating Request for Proposals (RFP)

• Involve all potential stakeholders in writing
  RFP.
• No hidden agendas.
• RFP Must align with companys policy/objectives.
• Evaluate RFP using objective and subjective
  grading system
• ObjectiveDollar amount for work. Look for cost
  of additions or out of scope work.
• Subjective scale of 10 to 10 on each contract
  provision as to if provision is in favor of the
  company or vendor.
• Present summary to project stakeholders for
  review.
• Present to sponsor for signing. Never sign
  anything. Document everything.

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Contract negotiations

• Project Managers must understand ALL contracts
  dealing with the project.
• Look for in-place vendor agreements.
• Do not count on the Legal Department to have your
  best interest at heart. Read all contracts
  Yourself!!!
• Get clarification from Legal on all issues.
• There is safety in a multitude of counselors.
• Aim highland high
• Document everything. Sign nothing!!!!

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Contract additions

• Items to include in any contract, if possible
• Permission to interview rank and file workers
• Third party inspectors/auditors
• Insurance (risk mitigation)
• Penalties for project overages
• Rewards for project performance
• Plan for the best, but prepare for the worst.

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If a project is going badly

• Like with cancer, early treatment is the key.
• People cause problems people fix problems.
• Involve as many stakeholders and front line
  workers as you can in the solution.
• Initiate a brain storming approach to the
  problems.
• Hide nothing report everything.
• Cut losses short quickly.
• Initiate plan B in risk analysis.
• Consider hiring a certified PM to consult.

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If you are being set up as the scapegoat for a
failed project.

• In some companies, failed projects require a
  blood sacrifice.
• Meet with the highest executive you can.
• Prepare report of project failure and reasons why
  in a single page document.
• Give them a verbal debriefing.
• Ask if your job is at risk.
• Ask HR to include this report in your personnel
  file.
• Start looking for another job.

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Summary

• Project Management is Proactive.
• Project Managers create the plan and then work
  the plan.
• Project Managers solve problems before they
  occur.
• Initiating and tracking tools are essential.
• Managing change is critical.
• If all else fails, hire me to fix it! ?
• J. Barry Vanek, PMP 281 481 6996