Effective Project Management Barbara Stone & Jodie Mathies September 13, 2007.

Effective Project Management

Barbara Stone & Jodie MathiesSeptember 13, 2007

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Agenda

• Project success• PMI & PMBOK• Methodologies – traditional, adaptive,

extreme• Lifecycles• Initiation

• Business case• Stakeholder identification• charters

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Which is a project?

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A project is not a business process

• PROJECT• Temporary:

Has a definite beginning and end

• Produces a unique output or deliverable

• Has no predefined work assignments

• PROCESS• Ongoing:

Same process is repeated over & over

• Produces the same output each time

• Has predefined work assignments

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What makes a successful project?

From whose perspective?

• project sponsor/champion

• end user

• organization

• project team member

• project manager/leader

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Project success factors - PMI• User involvement• Executive

management support• Clear statement of

requirements• Proper planning

and objectives• Hard-working,

focused team

• Realistic expectations• Smaller project

milestones• Competent project

team• Ownership• Clear vision

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Success factors – the HP view

• Meets scope & metric objectives – at the end of project, you have delivered what you agreed to and you can prove it (Scope

statement and metrics)

• Project delivered within agreed upon timeframe (Milestones and critical path)

• Project delivered within agreed upon resource allocations (budget + labor)

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continued

• Consumer/Sponsor satisfied with quality and timeliness of deliverables (client satisfaction –

Communication Plan)

• Team members feel that they are included, communicated with and reasonably allocated to projects (team satisfaction – Communication Plan)

• Project deliverable conforms with company, industry, or other standards and guidelines (environmental impact – the operation was a success

but the patient died)

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continued

• Knowledge (lessons learned, best practices) documented and shared for ‘greater good’ (Retrospective)

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Methodology, phases & lifecycles

TraditionalAdaptiveExtreme

The Project Landscape

Copyright 2007 John Wiley & Sons, Inc. Chapter 1 11

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Five Project Management Approaches

• Traditional (Linear, Incremental)• Adaptive (Incremental, Adaptive)• Extreme


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Money talks

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Plan-to-goal comparison

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How to choose

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Phases & lifecycles

Wysocki uses the following ‘phases’ to demonstrate different Project Management approaches:

• Defining• Planning• Launching• Monitoring & controlling• Closing

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A linear / waterfall example from the PMBOK Guide

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Adaptive and Extreme aproaches loop through several (or all) phases

Sometimes the loops are overlapped

Initiation ExecutionPlanning

Execution

Execution

Planning

Planning Close out

First Release

Second Release

Third Release

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Adaptive and Extreme approaches loop through several (or all) phases

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Lifecycles have Phases Phases have activities & deliverables

Deliverables could be:• the product of the project (application,

research paper, home remodel, etc) • project management deliverables – at least

one for each phase. Examples:• Charter (end of initiation)• Requirements or design document• Project plan documents• Project retrospective

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P7Release Mgmt & QA

P8Implementation

P6 - Back-end Development

Integration Testing

CodingLook & Feel

validationCompatibility Test

DatabaseInterfacesUnit TestingFunctional Testing

P1Business Proposal

P2RequirementsClarification

P3Planning

P4Design/Prototype

Review & update docs:• Project Plan• Business Specifications• Systems design Specs • Operational SLA

Conduct TechnicalAssessment

P5Finalize

Documentation

P6 - Front-end Development

Initiation document

Project approval Process

Business Requirements document:• Project goals / functionality• Business Flow Process• Initial Content planning

Marketing Doc and Plan

Systems design:• Detailed Infrastructure• Data Elements• Data Schemas• Detailed Application Design

Build Prototypes

Finalize Content

Create QA Scripts

QA for Content&UI

Systems planning:• CASE Scenarios• Infrastructure & UI Conceptual Design• Operational Assessment / draft SLA

Project Planning• Project team• Issues list• Initial Project plan• Deliverables Matrix• Communication plan

Rollout Programs

Security Audit

Site Validation

Usability Tests

Performance Tests

Regression Tests

SLA

OperationalProcedures

Lifecycle SelectionProcess

What process is right for

this project?

OpenCall

A Business Case Approval

B Release Plan Approval

C Release Availability

D Discontinuance

HP IT

Consultancy

Project Scoping

Analysis

Design

Construct & Test

Implement

Close

M & A

Due Diligence

Pre-Close

Integration

Assessment

Exit

OpenView

0/1 Investigate

2 Design

3 Implement

4 System Test

5 Maturity

6 Obsolescence

Software Support

Investigate

Planning

Execute

Close

Plan

Do

Study

Act

•The Project Mgr and the Project Sponsor should discuss the options and benefits of each lifecycle and how it applies to the project they are managing.

•Listed below each lifecycle are the phases for that lifecycle. With the exception of the PDSA and M & A, each phase requires a checkpoint.

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What happens during initiation?

Activities: Business Case development, Determine scope, resources, project priority

Deliverables:• Approved charter document (including

business need, product description, constraints and assumptions)

• Selected Project Manager (and possibly some of the project team)

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Business Case Documentation of analysis prior to project approval

and charter. Includes:

• Business issue(s) this project will help

• Financial Analysis: ROI or other financial justification

• Stakeholder commitment

• Strategic alignment

• Technology or Operational issues

• Risk issues

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Business Case 2

• How will the business benefit of the project be measured / demonstrated?

• Is there something the project team can build into the project that will help the company understand if the business case is met?

• But, should the project team be accountable for its product meeting the business case?

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Constraints

• Three?

• Five?• Scope• Quality• Cost• Time• Resources

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Traditional ‘triple constraint’

• Scope• Cost• Schedule

Need to know: • relative importance.• Are any absolutes?• Are there other constraints? (‘Quality’)

The Scope Triangle


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Using the Scope Triangle

• Problem Escalation • First, project manager tries to solve problems

within time, budget, or resources constraints• Second, project manager appeals to resources

manager for help• Third, project manager appeals to customer for

more time, more money, or change in scope• Project Impact Statement

• Scope Triangle is used to decide impact of requested change on project within context of the five constraints


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Charter Definition

USES

• Produces commitment

• Defines roles & responsibilities • Provides a formal agreement

• Lays out timeframe

• Specifies deliverables (high level)

• Establishes boundaries

• Delineates responsibilities

• Ensures understanding of why & how

ADDRESSES

• Roles, responsibilities, activities

• Management framework • Executive commitments

• Stakeholders & partners

• Customer success criteria

BOTTOM LINE - The charter establishes scope, objectives, timeframe, approach, and deliverables

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Charter structure

• SCOPE• Project name• Business case• Objectives• Deliverables• Customer• Requirements• Needs• Stakeholders

• RESOURCES• Team assignments• Deadlines• Staff limits• Spending caps• Organizational

limits• Project priorities

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Another structure• Name• Purpose• Scope• Objectives• Roles• Approach• Deliverables

• Constraints• References• Terminology• Risks• Requirements• Performance goals• Approvals

Corporate specific examples removed

Charter

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Stakeholder identification

Look at Dumbo again – you are designing a fleet of Dumbo robot’s for your company to lease out; primarily for parties –

Identify your stakeholders

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• Rental/sales agents• Legal/insurance• Finance – costing/pricing• Operations • Real estate• ????

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1st difficult conversation• Preparation

• Purpose

Identify gapsFrame questionsBe ready to listen

Identification of decision-makers

Identification of ‘buyers’Elaboration of ambiguityEstablish cordial relationship

Have a learning conversation

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Written assignment

• Evaluate charters• Use the bullets on the next slide as

evaluation points

• Write a brief, professional assessment of which charters you would be willing to accept and manage the projects. Why? Why not?

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Evaluate reading assignments

• Project goals clear? • Purpose compelling• Limits established• Roles delineated• Approach sound• Deliverables

concrete• Risks addressed

• Are plan objectives? • S pecific • M easurable • A greed • R ealistic • T ime constrained

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Reading assignmentBackground and how-to:1.

http://www.stsc.hill.af.mil/resources/tech_docs/gsam4/chap4.pdf

2. http://www.stsc.hill.af.mil/crosstalk/2002/04/young.html

Commentary: 3 Requirements in general:http://www.sitepoint.com/article/requirements-gathering 4. Web sites in specific:http://www.philosophe.com/design/requirements.html

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• Back up slides

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Linear Project Management Approaches


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Incremental ProjectManagement Approaches


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Iterative Project Management Approach


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Adaptive ProjectManagement Approach


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Extreme ProjectManagement Approach


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Variations with TPM


Rapid Development Approach Staged Delivery Approach

Effective Project Management Barbara Stone & Jodie Mathies September 13, 2007.

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Transcript of Effective Project Management Barbara Stone & Jodie Mathies September 13, 2007.