60 Minutes to

Better Project Management

Daniel Kent, PMPNorthern California OAUG Training Day

March 7, 2005

About The Presenter

Oracle Applications Since 1988 Financials Focus

Technical, Functional Project Manager PMI Certified Member: NorCal OAUG, OAUG, PMI

Objective

To provide you with tools and techniques for managing projects of varying size without

adding unnecessary overhead.

Agenda Importance of Project Management Key Planning Documents Scope and Risk Management Communications Management Protecting Your PM Knowledge Base Toolkit Summary Questions and Answers

The Importance of Project Management

“Good fortune brings in some boats that are not steered. Only direction can bring in the fleet.” -- William Shakespeare

Why We Need Improvement Only 28% of Projects Succeed! Common Reasons for Failure

Unrealistic Time Frames Scope Creep Changing Deliverables Scope Hard to Define Poor Communication

Source: Rita Mulcahy, PMP, RMC Project Management

How Can We Prevent Failure?Failure Factor Threat Tools to Reduce

Threat

Unrealistic Time Frames

WBS, Network Diagram

Scope Creep Project Charter, WBS

Changing Deliverables

Project Charter, Triple Constraint Analysis

Scope Hard to Define Project Charter, WBS

Poor Communication Communication PlanSource: Rita Mulcahy, PMP, RMC Project Management

Project Management Processes

Source: PMBOK 2000, PMI

0

50

100

Level of Activity

Initiating Planning Executing Controlling Closing

Time

Project Management Processes

Key Planning Documents

“If You Fail to Plan, You Plan to Fail!”

Project Charter

Defines and Authorizes the Project Identifies the Project Manager States the Project Objectives Reinforces the Business Case Product Description/Deliverables One Page Maximum!

Sample Project Charter

Source: Rita Mulcahy, PMP, RMC Project Management

Work Breakdown Structure

Graphical Representation of Scope Useful Visual Tool for Stakeholders Easy to Create (Visio or Org Chart

SW) Excellent Planning and Scope Tool Start With Post-Its and a Whiteboard

Sample WBS

O rder Materia ls

Se lect App liances

Build ing Perm its

O bta in B lueprin ts

P lann ing

H aul Away D ebris

Tear D own

D isconnect U tilites

D em olition

C ity Inspection

Fram ing/W alls

P lum bing

W iring

R ough-In

App liances

C ounters

Flooring

C abinets

F in ish

K itchen R em odel

Reference: PMBOK 2000, PMI

Responsibility Assignment Matrix

Mapping of Roles and Responsibilities Excellent Resource Planning Tool Types of Roles

Responsible (R) Approve (A) Contribute/Consult (C) Informed (I)

Sample RAM

Architect

General Contractor

Client … Laborer

Planning R I A

Demolition

R I C

Rough In R I C

Finish R A

Reference: “Delivering Project Excellence with the Statement of Work” Michael G.Martin, PMP

Milestone Charts

Key Events with Dates Strong Visual Aid – Status Meetings Excellent Communication Tool

Management, Customers, Vendors, … Easily Developed Using Visio MS Project Visio Integration

Sample Milestone Chart

5/175/10/04 6/25/04

5/24 5/31 6/7 6/14 6/21

5/14CRP 1 Ends

5/24RICE Development

Complete

5/24InterfaceTesting

5/25CRP 2 Begins

5/19CRP 2

Pre-Test

6/21UpgradeComplete

6/8CRP 3 Ends

6/3CRP 3 Begins

6/2CRP 3

Pre-Test

6/2CRP 2 Ends

6/2Submit OODProductionAssessment

Package6/11

OOD ProductionAssessment Results

6/8Go/No Go

5/24AR Training

5/27CRP 3 Tech

UpgradeComplete

6/15System

DowntimeBegins

(6PM PDT)

6/21Go/No Go

6/21Go Live

5/12RICE Development

Begins

5/15AR

SolutionSign-Off

End User Participation RequiredOracle on Demand DependencyCritical Decision Point

Scope and Risk Management“How does a project get to be a year behind schedule?One day at a time!” -- Anonymous

The Triple Constraint

TimeCost

ScopeSource: “Delivering Project Excellence with the Statement of Work” Michael G.Martin, PMP

Scope Management

Most Challenging PM Aspect Changes in Scope Usually Increase

Risk! Establish a Change Control Process Require Change Request Forms Perform a Thorough Impact Analysis Maintain a Change Control Log

Sample Change Control Form

Source: “Delivering Project Excellence with the Statement of Work” Michael G.Martin, PMP

Risk Management

All Projects Encompass Risk Risk Response Planning

Avoid, Transfer, Mitigate, Accept Assign Risk Owners Determine Risk Response Before

Risk Trigger Occurs Most Important Weekly Agenda Item

Issues, Risks, and Key Decisions Maintain a Consolidated List (Excel) Each Item Uniquely Numbered (1..N) Ranked By Severity (Low, Med, High) Centrally Maintained by One Person! Distribute With Weekly Status Report Key Document for Project Archives

Sample I/R/KD Log

Communications Planning

“Project Managers Spend 90% of Their Time Communicating” -- PMI

Weekly Status Report

1- 2 Page Maximum Length Bullet Points - Make it Easy to Read! Accomplishments from Previous Week “Top 10 List” for the Coming Week E-Mail 24 Hours Prior to Status

Meeting Attach Issues/Risks/Key Decisions Log

Status Meetings

60 Minute Time Limit Publish Agenda 24 Hours Prior Phone Conference/Web Instructions

Maintain Same Conference ID if Possible Base Information on Status Report Keep it Visual and Interesting!

PowerPoint

Steering Committee Meetings Every Two Weeks or As Necessary Schedule in Advance Top Stakeholders / Key Decision

Makers Working Session – Not Status Document any Decisions in I/R/KD

Log

Protecting the Knowledge!

Help Strengthen Your Firm’s Project Management Skills!

Lessons Learned

Document Key Lessons from Project Involve the Entire Team The Good, The Bad, and The Ugly! Collect During Project Close-Out Include in Project Archives Useful for Future Projects

Project Archives

Central Repository - Project Deliverables Enhances Your PM Knowledge Base Online is Preferable to Paper

Scan paper documents if possible Intranet, Common Network Drive,

Document Mgt, Outlook Public Folder, … Central Location, Secure and Backed-Up!

Toolkit Summary

Keep These Tools Handy and Use Them When Appropriate

Tools for Every PM ProcessInitiate Plan Execute Control Close

Charter X

WBS X X

I/R/KD X X X X X

Detailed Plan

X X X

Milestone Plans

X X X

Tools for Every PM Process

Initiate Plan Execute Control Close

RAM X

Change Request

X X X

Status Report

X X X X X

Lessons Learned

X

Archives X X X X X

Resources

Project Management Institute (PMI) www.pmi.org

“Delivering Project Excellence with the Scope of Work,” Michael G. Martin, PMP

PMBOK 2000, PMI “PMP Exam Prep,” Rita Mulcahey, PMP RMC Project Management

www.rmcproject.com

Questions and Answers