Effective Project Management

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Effective Project Management

• Barbara Stone Jodie Mathies
• October 18, 2007

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Agenda

• Review Risk Assessment assignment
• Review Project schedule assignment
• Review Project Cost Baseline assignment
• Execution phase work the plan
• Time tracking / EVA / metrics
• Change Management
• Status communications
• Presentations
• Problem-solving techniques

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Risk Assessments

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Project Schedule exercise

• Your assignment required a schedule with
• WBS (hierarchy of activities and tasks)
• Project task dependencies
• Activity durations
• Resource assignments
• Fnctional milestones, and
• Critical path, plus
• Project Network diagram
• We also discussed formatting the schedule for
  readability and ability to use

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Cost Baseline assignment

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Execution Phase
Where the product of the project gets
built What is the team executing? The Project
Plan.
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Scope planninghigh-levelskills analysis
Charterbusiness casefeasibility studyproduct
description
Scope statement
Scope definitionassumptionsscope
in/outalternatives
WBS
Risk Mgmtplanning
ActivityDefinition
Costbudgeting
Resourceplanning
Costestimating
Cost baselineTime-phased budget
Risk Mgmtplan
Resourcerequests
Activitydurationestimating
Activitysequencing
CommunicationPlan
Schedule development
Networkdiagram
Project schedule
Project Plandevelopment
Project plan
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Another project management plan
Support
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Execution phase cont.

• Project Plan Execution
• Tracking
• Change request
• Quality Assurance
• Quality Improvement
• Team Building
• Resource Improvement

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Execution phase - continued

• Information Distribution
• Solicitation
• Proposal
• Source selection
• Contracts
• Contract Administration

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Controlling

• Quality control
• Quality improvement
• Performance reporting
• Scope/schedule/cost control
• Integrated change control
• Risk monitoring control
• Scope verification

• Project plan updates

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Tracking

• What work has been accomplished?
• What effort has been expended?
• What effort is projected to complete
  tasks/project
• What has been the cost to date?

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Tracking time on tasks

• Two methods
• of task complete
• of hours

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An example w/ MS Project

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How MS Project looks
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Cost Schedule 2 variables

• A project can be
• On time and on budget
• On time and under budget
• Late and on budget
• Etc

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3rd variable complete of Project

• Work accomplished, measured in budgeted
  amounts
• Ex
• total hours budgeted for project 100
• Half of estimated work accomplished in 30 hours
• complete 50

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EVA Earned Value Analysis

• combines Cost, Schedule and complete variables
  into performance metrics
• Good way to show project health, but only as
  good as your initial schedule and budget!

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EVA Calculations
Planned value amount of work you expected to
complete at this point in the project Earned
Value amount of work you expected what you
have accomplished to take Actual Cost
amount you have actually spent at this point in
the project Performance metrics Cost Performance
Index project ratio of expected to actual cost
(EV/AC) Schedule Performance Index project
ratio of accomplished to planned work (EV/PV)
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Example from Jodies thesis

• Work is
• 70 complete
• 5 months along (62.5 of duration)

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EVA Calculations
Planned value 24,000 (62.5 of
budget) Earned Value 26,880 (70 of budget)
Actual Cost 34,875 (91 of budget) CPI
.77 (bad) SPI 1.12 (good) What was the
priority on this project, cost or schedule?
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Change requests

• Is request in line with priorities?
• Why has it been made?
• Does it impact schedule, cost, quality?
• Teams assessment of change impact
• Whats the reality?
• How concrete were original objectives?

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metrics

• Controlling - Project
• On time?
• On budget?
• Impact to Environment?
• Customer/team satisfaction
• Scope
• For each objective, identify
• Success measure
• Answered yes or no
• Agreed by sponsors team
• Through risk change management, track
  likelihood of meeting metrics

• Executing - Deliverable
• Process
• User acceptance
• usability
• product
• Meets applicable standards
• Performance
• Reliability
• Scalability
• Traffic

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Types of metrics

• Comparative
• How many, how much, how fast, etc. today vs.
  after project delivers
• Benchmarks
• Specifications
• Industry standards
• ROI
• Delivered?
• How fast? (CBA)

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Metric process

• Identify metrics scope
• What do we want to measure ?
• For what purpose ?
• Who will use these metrics ?
• At which frequency ?
• Measurable metrics
• Check metrics relevancy
• Validate metrics with users

• Define tool metrics requirements
• Check technical feasibility
• Presentation
• Create templates for reports
• Create scorecards

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Metrics - continued

• Document process
• Create Reports
• Develop automated reporting tools
• Create distribution lists
• Implement mail notifications
• Present and publish data on secured Web pages
• Test validate

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Team meetings - tips
Have a freakin agenda, already Culture is
important need to KNOW if there are variances
to plan people have to be comfortable enough to
discuss it. Just as team is integral in creation
of plan, they need to be involved in discussions
and decision around issues and changes Revisit
scope project goals still relevant?
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Project status reporting/meetings

• Project progress tracking (PMBOK status)
• spent
• Milestone progress
• etc
• Performance analysis
• variance to plan
• EVA CPI, SPI, etc
• Trend analysis forecast
• Risk Reporting
• Issues reporting
• Decisions needed

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Sample status report - 2
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Project reporting Tips

• We believe in parsimony in all reporting
• Wysocki, Effective Project Management
• Traffic lights
• Good quick visual for management
• Needs very clear understanding of colors
• If you need Management decision or assistance, do
  the prep. work
• Document exactly what actions you need
• Recommend decision

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Project reporting Tips
A picture is worth a thousand words
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Q3 FY03 POR status
NOTE Date represented is deployment target
Concept
Investigation
Design
Build
Deploy
Maintain
Test
Proposal
Lifecycle 2.0
Customer Engagement
Project Delivery
Support
Opportunity Development
Deploy
App Production Support
Analysis
Design
Construction
Testing
Project Scoping
Lifecycle 3.0
Cust Loyalty phase 1 (2) May 03
Celtic (5) Feb/May/June 03
DRC Downloads (16) May 03
DRC User experience (17) Q4 03
Cust Loyalty (2) Sept 03
Faciitated Self Solve) TBD 03
Hawkeye (6) Sept 03
NSP Board of Dir portal Oct 03
Enterprise Board of Dir portal Jun 03
Knowledge Mgmt phase 1 FAQ (11) Jun 03
Knowledge Mgmt (11) SW Web Search Sept 03
Go to Market eBusiness
CMS DynPage phase 2 (4) TBD 03
Knowledge Mgmt (11) ERs Nov 03
eUpdate (2.5) June 03
License History (7) Aug 03
REF (3) Aug 03
Knowledge Mgmt (11) EASY 3.0 Nov 03
KM (11) eManuals Aug 03
Knowledge Mgmt (11) Quality Docs Aug 03
DRC Forums 2 (8) Aug 03
CMS publishing (4) Sept 03
Always On Operations TBD
Infrastructure - Odyssey TBD
Always On CPE
Showcase TBD
Component Patch June 03
SNF3 phase 2 (1) Sept 03
Content Services Operations
Internal eBusiness
Password Security Q4 03
CASE Mgmt May 03
Perf Mgmt TBD
Content Services CPE
ISA migration Oct 03
Team Track integration Aug 03
Always On eCRM
33
KB Info architecture release commit
Search module release commit
KB Info architecture release commit
Search module deployment checkpoint
STC Deployment commit
Partner Web launch
Fall launch
Data model business commit
Data model release commit
Needs assessment wizard release commit
Partner LocatorDeployed
Partner Locator Design Checkpoint
Reception Desk2.0 Release
Reception DeskGo Live
sept 3 sept 5 sept 15 sept 20
sept 25 sept 30 oct 5 oct 10
oct 15 oct 20 oct 25 oct 30 nov
5 nov 9
Needs assessment wizard deployment commit
Publishing investigation checkpoint
PET Web Launch
Publishing deployment checkpoint
Authoring Tool Enhanced and Frozen
E-catalog SVI,PET, Pweb release commit
E-catalog Muffin Top fall release commit
Publishing design checkpoint
Data model deployment checkpoint
SVI Web Launch
Muffin Top SVI,PET, Pweb release commit
Bluestone repository incorporation
Muffin Top fall release commit
E-catalog MT - SVI, PET, Pweb deployment commit
E-catalog fall launch release commit
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Communications Calendar
October October October October October October October
S M T W T F S
1 2 3 4 5 6
7 8 9 10 11 12 13
14 15 16 17 18 19 20
21 22 23 24 25 26 27
28 29 30 31

November November November November November November November
S M T W T F S
1 2 3
4 5 6 7 8 9 10
11 12 13 14 15 16 17
18 19 20 21 22 23 24
25 26 27 28 29 30

September September September September September September September
S M T W T F S
1
2 3 4 5 6 7 8
9 10 11 12 13 14 15
16 17 18 19 20 21 22
23 24 25 26 27 28 29
30
December December December December December December December
S M T W T F S
1
2 3 4 5 6 7 8
9 10 11 12 13 14 15
16 17 18 19 20 21 22
23 24 25 26 27 28 29
30 31
January January January January January January January
S M T W T F S
1 2 3 4 5
6 7 8 9 10 11 12
13 14 15 16 17 18 19
20 21 22 23 24 25 26
27 28 29 30 31

Newsletter Submittals Due
Newsletter Draft Review
Newsletter Publish
Marketing EWG Meeting Prep
Marketing EWG Meeting Date
Support EWG Meeting Date
BCO Meeting Prep
BCO Meeting Date
Proposal Review Meeting Date
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Current Process Flow
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Proposed Process Flow
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Presentations some tips tricks

• leave time for discussion presentation as 50
  of time allotted
• Q A at end or during? Pros and cons. TELL
  PEOPLE which one please feel free to ask
  questions during the presentation
• Keep Slides high level.
• Detailed slides at end of slide deck links
  forward and back
• Agenda slide generally a good idea
• Sets expectations. Valuable repetition.
• If you expect (or want) a lot of discussion,
  have a scribe
• Follow cultural conventions

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Presentations tips tricks

• Higher the level of management the fewer
  details
• Give audience something to look at
• Check for understanding at important points in
  presentation
• End with what you need from audience or want them
  to remember
• Capture questions and promises send out in
  meeting notes

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Status presentation due Oct 25

• Audience program managers, who want to know
• Triple constraint status budget, schedule,
  scope
• Project Goals should they be reconsidered?
• Is there anything you need from upper management
  in order to be successful?
• Assignment will be graded on
• Presentation clarity completeness
• Demonstrated understanding of project management
  as it applies to your project
• Cohesiveness of updated project plan both
  internally and as it relates to status
  presentation
• Professionalism

10 minutes maximum bring laptop or thumbdrive
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Content of status presentation

• Give an updated elevator speech for your project
• Cover status of schedule, scope budget
• Are you meeting with your team regularly? Are you
  holding them accountable?
• Have you identified skills that are missing from
  your team?

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Content of status presentation

• Review your risk triggers have your risks
  changed?
• What is the most important thing to do next to
  make your project successful?

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Project NAME

• Your name goes here 0)
• October 25, 2007

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Update agenda

• POR quadrant slide
• Status red, green, yellow
• issues
• accomplishments
• next steps
• Project worksheet
• Budget
• resources
• Milestones
• Risk review
• QA

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Project name
Program Status red, yellow, green Sponsor
Project Manager
Key Issues Due Date







Progress to plan Status Due Date
important green Complete
milestones yellow
listed red date
here
Next Steps
Accomplishments
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Budget/resource review
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Milestone review
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Risk review
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• Are you asking management for something as a
  result of this update?
• Be specific about what you need an application,
  test server, two more Java developers, etc.

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• Back-up slides

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Globalization Workflow
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Technique review

• Affinity Diagram
• Cause and effect/Ishikawa/fishbone
• Six Hats

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Affinity diagrams
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Cause and Effect Diagram

• what is it ?
• A Cause and Effect Diagram is an analysis tool to
  display possible causes of a specific problem or
  condition.

• what is it used for ?
• Identifying potential causes of a problem or
  issue in an orderly way (example Why has
  membership in the band decreased? why isn't the
  phone being answered on time? why is the
  production process suddenly producing so many
  defects?)
• Summarizing major causes under four categories
  (e.g., People, Machines, Methods, and Materials
  or Policies, Procedures, People, and Plant)

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Cause and Effect Diagrambenefits

• Cause and Effect Diagrams provide a visual format
  which allows people to catalog all of the ideas
  about factors that may contribute to an effect.
• Can also be used as a communication tool to
  describe causal factors

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Cause and Effect Diagramexample
Reasons Why the Phone is Not Answered
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Cause and Effect Diagramhow to construct a
fishbone

1. Write the issue (problem or process condition) on
   the right side.

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Cause and Effect Diagramhow to construct a
fishbone

• Identify the major cause categories and write
  them in the four boxes on the Cause and Effect
  Diagram.
• Brainstorm potential causes of the problem. As
  possible causes are provided, decide as a group
  where to place them on the Cause and Effect
  Diagram. It is acceptable to list a possible
  cause under more than one major cause category.
• Review each major cause category. Circle the most
  likely causes on the diagram.
• Review the causes that are circled and ask "Why
  is this a cause?" Asking "why" will help get to
  the root cause of the problem. Ask why five
  times.
• Reach an agreement on the most probable cause(s).
  

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Lets try it
Lack of communication between faculty, staff And
students
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Six thinking hats

• White -
• Red -
• Black -
• Yellow -
• Green -
• Blue -

• Neutral facts figures
• Emotional view
• Devils advocate pessimist
• Optimist
• Creativity new ideas
• Organization

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Formulas to know

• PV (BCWS)
• EV (BCWP)
• AC (ACWP)
• CV EV-AC
• CPI EV/AC
• SV EV-PV
• SPI EV/PV
• EAC BAC/CPI or AC/BAC
• ETC EAC-AC
• VAC BAC-EAC

• complete BAC
• PERT (P4MO)
• 6
• Standard deviation
• (P-O)
• 6
• Task Variance
• (P-O) squared
• 6
• Present value FV
• (1r)n