Project Management Exam #1 (Rutgers - Spiegle)

Requirements Document - Project Scope

- Define logical parameters - Scope must be achievable within knowledgeable limits - Understanding a project *too ambitious*, lacking resources & bad timing is 'A Formula for Failure' - Determine *needs vs wants* - Remember everyone wants everything but may not need everything - Define project parameters - Define "what should be included" - Define "what should be excluded"

Providing a Foundation to Resolve "Key Issues"

- Definition of priorities at higher level - Direct boss for the PM when second level of authority is needed - Support master schedule and cost control to aid in communication - Clear roles and responsibilities - Functional managers are experts in their fields

Requirements Document - Agreed Results

- Deliverables must provide Agreed Results (what will be the project(s) deliverables) - Include: - Organizations to be affected - Project estimated effort, duration and key milestones - Must include measurability & verifiability - This allows everyone to understand and monitor performance - Measurability & *verifiability* is critics to identify agreed results at the projects completion

Requirements Parts Document - Overview Statement

- Describes what will be achieved and delivered - Must contain enough information to allow for an idea of what the project is all about and what the agreed result of the project will deliver to the customer - Describe the background and context for the project and why it is being undertaken - Speak to the value of the work being performed

Scheduling Gives Us

- Design Documentation - Test Plans - Prototypes - Signed schedule documentation - Detailed schedule - *Communication Plan* - Schedule with cost(s), baseline(s), and risks

Steps To Take When Scheduling

- Design specifications - 30, 60, 90 Day look ahead - Develop a resource allocation plan - Create a RACI chart - Develop measurability & verifiability - Develop prototypes &/ testing if required - Get formal approvals

Phase Characteristics

- Developed for uniqueness of an organization & project - Based on nature & complexity of each project - *Help Guide* everyone involved with a picture of what is planned - Have a title & an objective - Should have a deliverable *Agreed result* - Results should be measurable & verifiable - At the end of each phase conduct a phase review with the project's senior team

Solving Issues of Virtual Project Team

- Email and Voice Mail (most common) - Web-published communication - Conference calls (time difference) - Video conferencing - Travel to locations (budgeted costs added) - Sending a representative (also a cost)

PMI (Project Management Institute)

- Formed to discuss *common problems* and share information - Established in 1969 - Created the PMBOK and is used for prep to taking the PMP certification

The Project Management Guidelines

- How to Communicate - How to Negotiate - Change Management - Project Tracking - Project Leadership - Risk Management

The Five Governing Roles of the PMO

- Identifies 5 key roles of a PMO, but implementation varies based on organizational structure 1. Standard methodology 2. Resource evaluation 3. Project Planning 4. Project management 5. Project review and analysis

Important Words for PMs

- Involvement gets commitment - Agreed results - *Measurable and Verifiable* - Manage by performance not personality - Negotiate from situation not position

Final Points of the PMO Culture

- Maintain PM guidelines (PMG) - Maintain a database and documentation for all projects - Maintain web-based information - Act as a repository for best practices and lessons learned - Be communication hub to circulate project information - Maintain the risk assessment database - Administer the *change control* process - Set up and initiate resource requests - Monitor the projects

External EEFs

- Marketplace conditions - Social and cultural influences and issues - Legal restrictions - Commercial databases - Academic research - Government or industry standards - Financial considerations - Physical enviornmental elements

Points of the PMO Culture

- Mentor & coach the project management process, systems and tools - Act as a librarian and keep records of completed projects - Prescreen all project phase reviews - Identify & *rein in runaway* projects, set up warnings & start corrective processes - Establish start-up projects, create and use preliminary evaluation processes - Conduct project reviews with PMs

Requirements Document Parts - Title & Focus Statement

- Must be clear, complete and understood If Unclear: - Definition takes place during project, result too many changes, changes require adjustments to scope - Errors discovered throughout the life cycle - Will not know if project is on target - Lack of information to obtain *agreed results*

The Project Repository

- Occurs in organizations with weak central governance - The PMO simply serves as a *source of info* on project methodology and standards - The PM still reports to and is funded by their respective business area

Issues with Project Assignment

- Often in verbal form from senior manager to next level and finally to PM - No roles or responsibility are defined - Everyone wants everything - No inclusions or exclusions - No high-level time frames - Lack of commitment

Internal EEFs

- Organizational culture, structure and governance - Geographic distribution of facilities and resources - Infrastructure - Information technology software - Resource availability - Employee capability

To Succeed, PMs Need Ability To:

- Organize - Plan - Direct Work - Negotiate - Lead a Team - Communicate - Transform Vision - Implement a Project - Deliver Agreed Results

PMBOK PMO

- PMBOK recognizes PMO as a vital component of project management - EEF are not controlled by the project team - OPA are plans, processes, policies and procedures used by the PMO

The Main Elements of PM

- Plan It - Schedule It - Control It

Reasons to Support & Implement a PMO

- Projects running over budget & taking longer - No other central point for long-term planning - No central repository for *best practices/lessons* learned - No database of old projects - PMs are often over worked in critical responsibilities - Lack of reliable statistical information - No standardization for project implementation & process - Lack of communication to senior management - No formal risk assessment and mitigation process

First Phase - Initiating (cont)

- Review and agree on the PMG - Consider a BPFA or feasibility study - Identify inclusions and exclusions - Develop preliminary *logic diagram* & schedule - Identify the project priority - Discuss needs vs. wants - Consider possible alternatives - Consider a site visit if needed - Identify the project priority - Conduct a WBS with Task Planning Work Sheet - Get a phase 'buy off and buy in"

Estimates

- Should be given first by functional managers then *validated by task* performer(s) - More accurate when provided by team member(s) preforming the task(s) - Start with summary (high) level tasks first then go to sub-level - All start with *involvement gets commitment* and requires *Measurability and Verifiability*

Requirements Doc - Agreed Results: SMART

- Specific - Measurable - Achievable - Realistic - Time-Based

The Virtual Project Team

- Teams spread over multiple offices, cities, & countries face key issues *must be solved* prior to the projects start

The Project Functional Matrix (cont)

- The PM roles are clearly defined - Communication between PM and functional clearly defined - PM report to *functional managers* reference staff performance - Functional managers have clear direction on project priorities - PM provide estimates in advance to functional managers for planning purposes - Functional managers provide staffing

The Hierarchical Team Structure

- The PM team members are direct reports - Staff members generally move to a common location (this builds communication) - The PM is *Their direct boss* - This is the most expensive structure - For physical layout, there is no corporate rule that restricts a PM from creating/designing his or her own hierarchical teams layout to improve communication and performance

A Project

- The PMBOK defines as, 'a "*temporary* endeavor to create a unique product, service, or result' - A series of tasks, arranged in a defined sequence (*logical/logistical relationship*) delivering a pre-defined outcome called "Agreed Results", the project objective

More Phase Characteristics

- The end of each phase is a *key decision* point - First to 'buy off' on the current phase, second to 'buy-in' to the next phase - This is the detect or correct time for each phase - The phase process is part of the PMG - Should consist of both summary & sub-level tasks - From phases, use the 'Task Planning Work Sheet' to develop a WBS - Process works best when adopted by an entire organization

Resource Evaluation

- The initial assessment of resources (people, money and time) and is critical - Based on the past the PMO validates business assumptions about the life cycle & costs - Feeds back information that can affect priorities

Standard Methodology

- The key to implementation, a *consistent set* of tools & processes for projects - Provides a basis for *measuring performance* and can act as a communication and training vehicle for developing project skills

PM History

- The late 19th century government projects pushed PM (transcontinental railroad example) - 20th century WWII with shrinking labor changed organizational structures - Matrix management was bron

Best Practice for Assignments

- Use *good protocol* - Ask permission to make notes - Use a ruled pad - Ask for dates, names, titles, highlights - Signed copies of docs. for attendees

Expand on the work created during planning

- Use a *task planning worksheet*. Concentrate on task logistics - Identify resources requirements - Define time requirements and allocations

When PM does not work

- When PM authority is lacking - Lack of support by senior management - Poorly defined, inaccurate objectives

Requirements Document Overview Statement: A clear statement must address

- is it part of a Mission, Vision & Values Statement - Summary level of projects objectives (agreed results) - Identify the stakeholder(s). there may be several

PM Performs Best When

- working through properly placed authority - a supply *chain matrix* concept Why: due to rising costs and need for responsibility and accountability

Key Observations of Paradigms

1. Common in all aspects of our life 2. Useful and important. There needs to be set rules to solve problems. 3. Your paradigm may become "The Paradigm". - The only way to do something. also called Paradigm paralysis (may block our vision for the future) 4. usually people who create new paradigms are outsiders - not invested in the old paradigm 5. Old practitioners who choose to change early on to the New Paradigm are Paradigm Pioneers. They must have faith, great courage, and trust in their own judgment 6. You can choose to change your rules and regulations

Two Types of Influences on Project Management

1. Enterprise *Environmental Factors* (EEF) 2. Organizational Process Assets (OPA)

Six Phases of a Project

1. Enthusiasm 2. Frustration 3. Panic 4. Search for the guilty 5. Punishment of the innocent 6. Rewards to the non-participant

Steps to Take When Planning

1. Establish an *accurate objective* definition 2. Identify how a project first into the company 3. Identify measurable and verifiable success factors (agreed results) 4. Have a clear picture of the project organization 5. Identify potential risk and assumptions 6. Understanding customer requirements & expectations 7. Get plan approval from appropriate parties

Five Process Groups Associated with PM

1. Initiating Process Group 2. Planning Process Group 3. Execution Process Group 4. Monitoring and Controlling Process Group 5. Closing Process Group

Ten Knowledge Areas to Manage a Project

1. Integration Management 2. Scope Management 3. Schedule Management 4. Cost Management 5. Quality Management 6. Resource Management 7. Communication Management 8. Risk Management 9. Procurement Management 10. Stakeholder Management

Start with Planning

1. Planning is understanding customer *needs vs wants* 2. Then move to agreed results with measurability & verifiability This first then identify the tasks required to complete a project

10 Steps in Task Assignments Start With

1. Start as a request not as a delegation or dictated assignment 2. Greet the staff member with "I need you help with _?" This is the first step in 'Involvement Gets Commitment' 3. This uses the other persons ego to commit to "owning" a task 4. Communication is key - ask the task owner 'tell me what you will need in order to get the job done and how I can help'? 5. Explain in "broad terms' what you perceive the task entails, the importance and an overview of time as you know it 6. Giving latitude (it is their task not yours) ask them to give you a basic outline you can review by a certain date 7. Suggest they define what task(s) must be completed by whom before they can start their (*predecessors*) 8. Equally identify what task(s) which follow their (*successors*) will benefit from completion of their task 9. Never *assume anything* always confirm your conversation 10. Now with measurable and verifiable points along the task path monitor the assignment to ensure performance and assist if needed

Task Planning Worksheet

1. Summary Level Task(s) 2. Preceding Task(s) 3. Succeeding Task(s) 4. State Quality Issues Related to These Tasks 5. Unit or Person(s) Responsible for Quality 6. Required Performance Skills 7. Perceived Task Risks 8. Solutions for Risks 9. Required Check List(s) 10. Required Task Form(s) 11. Key Milestone

Three Basic PMO Styles

1. The Project repository 2. The project coach model 3. The enterprise PMO

First Three Points about a PM

1. The job description for a project manager is exceptional *communication skills* with managerial and leadership ability coupled with exceptional Document control skills 2. A statement of fact - 'The more organized a project and project manager, the greater the chance for both to succeed' 3. The project manager needs to demonstrate an ability to understand and use 'involvement *gets commitment*' and Measurability and verifiability techniques

Organizational Process Assets (OPA)

Factors that are internal influences on the project. These typically refer to the policies and procedures of the organization that will provide the framework or structure to this project

The Project Assignment

Information provided at time of assignment may have been translated and modified several times before the PM receives it. Never assume the project objectives you have been given are the right ones.

Milestones

Key points in a task(s) performance identifying specific time &/or events relevant to a task(s) situation. Gives you measurability and Verifiability

Initiating Process Group

Made up by the processes that need to be performed in order to define a new project, or a new phase. This is done by getting the authorization to start the project, or phase.

Point 3 - The Most Critical Point

Meaning work (tasks) is a prime concern of the PM. How it is managed is paramount to leadership. The following speaks to concepts which support identifying, obtaining commitment, monitoring, and validating accurate performance and agreed results of project tasks

Phase Titles

One Set: - Initiating - Planning - Execution - Closure Another Version: - Phase 0 - Initiation - Phase 1 - Feasibility and Analysis - Phase 2 - Organization and Development - Phase 3 - Implementation and Execution - Phase 4 - Close Out and Audit

Duration

Over what period will it take the effort estimate to perform the task(s) (it will take 3 weeks to complete the 5 days of effort task)

Phased Approach

Should be considered to accurately develop and manage a project (large or small). If a phase is extremely large breaking a phase into stages is acceptable.

Project Management Process Groups/Knowledge Area

Table that shows the relationship between the process's groups and the knowledge areas. Each on of the 49 processes can be found on the table. Should know which process group does each process fall under. This gives you an idea of how the project gets integrated

Sucessors

Task(s) which are dependent on another task(s) before they can start

Predecessors

Task(s) which support &/or happen before another task(s) can start

Effort

The actual number of hours required to perform a task (it will take 5 days of effort to perform the task)term-46

Enterprise Environmental Factors (EEF)

The factors external to the project and organization that could positively or negatively influence, impact or effect the project

Typical PM Roles in the PMO

- Assemble and communicate interproject information - Implement changes resulting from other projects - Execute the project according to the PMO's guidelines - Provide *timely communication* regarding possible changes and risks - Accurately report progress according to PMO guidelines - Coordinate with other PMs in problem detection & resolution

The Enterprise PMO

- Assumes a governance process involving the PMO in all projects, regardless of size - Allows assessing scope, allocated resources, and verify time, budget, risks and impact assumptions before the project is undertaken - Funding is a combination of direct and fee-for-service charges

The Project Coach Model

- Assumes a willingness to share some PM practices across business functions using the PMO to coordinate and communicate best practices and ensures documentation - This model is a *permanent structure* with staff and has some supervisory responsibility for all projects

Requirements Doc - Project Approach

- At the beginning of the project the question has to be asked 'How will we *conduct business* during the project?' - the answer is to produce: A "Project Management Guidelines"

Task Success Requires

- Communication - See the total picture - Commitment - Teamwork - Measurability and Verifiability - Agreed Results

Control Gives Us

- Concentration on project execution & implementation, achieve agreed results, both task and project - PM proves his/her managerial abilities - PM removes barriers, conflicts, monitors tasks & solves problems resolves issues

Second Phase - Planning

- Conduct a phase 'kick off' meeting - Revise plan as needed - Confirm priorities - Conduct progressive detailed WBS - Finalize project estimates and budget requirements - Prepare a RACI (responsibility, accountability, consulting and informed) chart - Identify any vendor issues - Develop a *logic diagram* and ID critical path - Identify any quality testing and training - Develop prototypes - Schedule regular team review meetings - Commence project task tracking - Conduct 'buy off' and 'buy in' meeting

Control Helps With

- Conduct regular meetings - Regular reporting (standard formats) - Manage risks (use risk management) - Control of changes - Ensure project quality - Resolve conflicts - Phase reviews & recommendations - Ensure customer goals are met - Regular *reporting & communication* - Maintain the change control process - Quality of project agreed results - Provides risks & contingency plans

Project Management

- Consistent practices, frequent reviews and governing responsibility are the baseline roles for management within the PMO - In most initial implementations the PM is not *staffed directly* from the PMO - In some organizations, the PMO is also the source for PMs deployed as consultants

First Phase - Initiating

- Conduct phase 'Kick-off' meeting - Customer/stakeholder initiate a preliminary project request (also called a project charter) - Develop a *requirements* document - Define the initial project objective statement (agreed results). It may change before the project is over - Release Project announcement - Appoint PM with *proper authority*, send out the announcement - Does the project(s) fit in the long range and strategic plan - Establish a senior level review team - Define functional resources

Third Phase - Execution

- Conduct phase kick off meeting - Carry out scheduled project tasks - Monitor tasks against M and V - Determine project conflicts - Observe for 'risks and issues' - Maintain reporting procedures - Maintain management expectations reporting - Conduct buy off and buy in meeting

Fourth Phase - Close Out and Audit

- Conduct phase kick-off meeting - Review total project plan using 'plan versus actual' and document variances - Conduct final sign-offs, get customer acceptance - Establish and track ROI - Complete all documentation for record - Conduct post audit questionnaire with team & stakeholders - Thank the team (in writing)

Project Review and Analysis

- A PMO is a shared competency to integrate PM within the organization - The PMO is the key in project analysis design, management, and review - It can improve *communication*, establish organizational standards for PM and help reduce disastrous effects of failed projects & productivity

Paradigm

- A pattern or model - A set of rules or regulations that establishes boundaries - Can act as filters that screen data coming into our mind. In a paradigm shift, everyone goes back to zero. Our past success means nothing for our future success

Planning Gives Us

- A requirements document (signed) - Project Management Guidelines (PMG) - A feasibility study (if needed) - A Phase approach and chart - A work breakdown structure - Project estimated budget - Project schedule (baseline) - Resource requirement

Benefits of PM

- Accurate control of time, costs, and changes - Faster time to completion - *Stronger Administration* - Uniform Reporting - Aids in Communication

When is PM most successful?

- Accurately defined/agreed results - On schedule - Within approved budget - It works - The customer wants you back

The Pure PM Structure

- Add the PM function to the matrix - Provides PM a *second level* authority (when needed) - Supports a master scheduling & cost control center with multiple projects - Helps define priorities at higher level

The Project Functional Matrix

- Adding a functional area-entitled PM can eliminate quite a few problems - There can still be issues of having several bosses being confronted with priority issues

The Organizational Matrix Structure

- All structures have good and bad characteristics - Ask: "Which structure is the best for my situation?" - Most organizations exist in some form of matrix structure - People don't like change

All Projects Require

- An objective - A *Budget* - Resources - A Schedule - A Closure

The PM Office (PMO)

- An organizational based PM structure model has the key roles of assembling and validating *project deliverables* & estimates, as well as performing the staffing role for the project function - A group or department within a business that defines and maintains standard for PM within the organization - Primary goal is to achieve benefits from *standardizing* polices and processes - Bases its principles, practices, and methods around standards such as the PMBOK, PRINCE2 and ISO9000

PMBOK's PMO defintion

- An organizational structure that standardizes the project-related governance processes and facilities the sharing of resources, methodologies, tools and techniques Three types of PMO: - Supportive - Controlling - Directive

Typical Program Office Responsibilities

- Approve changes affecting time, cost and resources - Approve changes crossing project boundaries - Authorizes release of budget work authorizations - Establish *reporting requirements* for PM & team - Determine performance measures and evaluations of performance and compliance - Communicate program-level changes to PM and functional managers - Communicate with senior management - Determine project priorities

Requirements Doc - Project Assumptions

- Are events that need to occur and conditions that need to exist for the project to be successful, however may be outside of total control of the project team - Assumptions provide a perspective when evaluating performance and decisions

Project Planning

A cooperative effort coordinated by the PMO office - *best of practices* - serves as a competency center and library for previous project plans

PMBOK Project Integration Management

A group of processes controlled the PM - this will determine the flow of work throughout this project. This pulls together all plan components, then integrates and consolidated them into what becomes the project management plan. This defines the scope management plan and project scope. The inputs are the *Project Charter*, Project Management Plan, EEF and OPA.

Develop Project Charter

A key component to project management. The project manager will use this process as a means to justify the decision he/she makes as well as the authority to execute the project.

Project Process Flow

A project starts -(with a stakeholder)-> Project Prelim Document -> PM Holds Kick-Off Meeting -(Functional Managers)-> Establish Senior Project Team -> Agreed Requirements Document -(PM & Functional Managers)-> Develop Project Phases -> ID High Level Tasks -(Task Planning Work Sheet)-> Resources Assigned -> Detail Planning with TPW -(Develop First Schedule)-> Baseline Schedule Approval -> Perform Project Tasks -(30,60 Day look ahead)-> Utilized M&V Agreed Results ->

A Project Plan (Agreed Results)

A project's objectives decomposed into a list of tasks placed in a logistical relationship then accurately performed on an agreed upon & timely schedule

Collect Requirements

This is used to document what requirements will be needed to meet the project objectives and define project scope.

Define Scope

This is where the detailed description of the project and products are developed. Defines acceptance criteria and boundaries of results.