FIA Project Management Training September 15, 2010.
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Transcript of FIA Project Management Training September 15, 2010.
FIA Project Management Training
September 15, 2010
2
Agenda• Introductions
• Our Understanding
• Why PM
BREAK
• PM phases
– Initiate Phase
– Plan Phase
– Execute Phase
LUNCH
• Black-Out Bingo
• PM phases, Continued
– Monitor and Control
– Close Phase
BREAK
• Interactive exercise
• Training opportunities (AgLearn)
• Questions
• Close
3
Introductions
• Please introduce yourself – Name– Location– Band– First Car
4
Our Understanding – FIA Units and Bands
• FIA Units– Northern– Southern– Pacific NW
(Responsible for PSW states)
– RMRS
• Bands– Analysis– Data Acquisition– Information
Management– Techniques Research
5
Why Project Management?
• What is Project Management?
– Application of knowledge, skills, tools, and techniques to project activities to meet the project requirements
– Accomplish through application and integration of the 5 Process Groups: Initiate, Plan, Execute, Monitor and Control, Close (Project Management Body of Knowledge)
• Project requirements include
– Achieve project objectives
– Effective use of labor and non-labor resources
– Appropriate allocation and management of budget
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Executive Leadership
Executive Program Management Office
Program/Project Managers
Business Case
Project Charter
PMP & Level of
Effort
Budget &
Funding
Resource Allocation
Status Reporting
Project Management
Process
Project Lifecycle Project Opportunity Project Planning Project Execution Project Operate & Close
Monitoring & Control Project Performance Risk/Issue Management Change Management Resource Allocation Status Reporting
Program Management Project ManagementMonitor & ControlLeadAdvisory
Portfolio Management Support Monitor & ControlAssessExecutive ReportingFacilitate Investment Decisions
PortfolioManagement
Process
ASC HRM XPMO Operating Framework
7
Agenda• Introductions
• Our Understanding
• Why PM
BREAK
• PM phases
– Initiate Phase
– Plan Phase
– Execute Phase
LUNCH
• Black-Out Bingo
• PM phases, Continued
– Monitor and Control
– Close Phase
BREAK
• Interactive exercise
• Training opportunities (AgLearn)
• Questions
• Close
8
Initiate Phase
• First phase in the XPMO Project Management Process – Business Owner documents business need, gains approval to proceed
– Capture high level project details
• Project Management deliverables produced during the Initiate Phase include– Business Case
– Project Charter
– Initiate Phase Stage Gate Review
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Initiate Phase – Business Case
Contribution To Project
• Summarize new initiative– Potential scope– Office of primary responsibility– Risks– Benefits– Dependencies– Financial information
• Secure funding
• Receive approval for new initiative
Risks If Not Completed
• Lack of clarity – Customer vs. Stakeholder vs.
Interested Party• Maintain focus
• Power to facilitate change
– Project goals– Context within current environment
• Unable to prioritize portfolio
• Disorganized resources
• Unreliable/nonexistent funding
• Lack of Go/No Go consensus
10
Initiate Phase – Project Charter
Contribution To Project
• Document purpose and scope of approved project
– More detail than Business Case– Not a replacement for Project
Management Plan
• Fine-tune project info– Description– Approach– Start/End dates
• Schedule reliability• Schedule validity
Risks If Not Completed
• Undefined scope
• Power struggle between offices
– Customer vs. Stakeholder vs. Interested Party
– Authority to implement change– Roles and responsibilities at
project level
• Schedule slip – Reaccomplish data– Additional funding required
11
Transition Between Phases – Stage Gate Review
Contribution To Project
• Validate that deliverables have been completed and approved for each phase
• Establish continuity for following phases
• Confirm readiness to proceed with next phase of project
Risks If Not Completed
• Missing/Incomplete deliverables
• No forward movement
• Compromised project schedule
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Plan Phase
• Second phase in the XPMO Project Management Process
• Identify, develop, and execute actions in line with accomplishing project milestones – Identify and retain project resources
– Develop project budget
– Finalize project schedule
• Project Management deliverables produced during the Plan Phase include– Project Roles & Responsibilities
– Project Resources Register
– Project Cost Summary
– Project Management Plan
– Project Schedule
– Plan Phase Stage Gate Review
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Plan Phase – Project Roles and Responsibilities
Contribution To Project
• Identify type and number of resources required
– Subject Matter Experts (SMEs)– Complete list of functional areas
involved
• Protect resources– Dedicate required personnel– Document specific skills mix
required
• Executive level buy-in
Risks If Not Completed
• Lack of required resources– Dedicated personnel– Absence of specialized skills
• Compromised project schedule
– Source alternate SMEs– Re-evaluate portions of original
approach
• Reconvene Executive Leadership Team
– Explain shortfalls– Obtain approval on revised
approach
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Plan Phase – Project Resources Register
Contribution To Project
• Identify labor cost associated with each resource
• Identify non-labor cost associated with each resource
• Executive level buy-in
Risks If Not Completed
• Compromised project schedule
– Funding availability issues– Re-evaluate portions of original
approach
• Reconvene Executive Leadership Team
– Explain shortfalls– Obtain approval on revised
approach
15
Plan Phase – Project Cost Summary
Contribution To Project
• Draft project budget– Comprehensive list of potential
labor and non-labor costs
• Verify all cost types taken into consideration
• Reconcile project cost and project budget
Risks If Not Completed
• Inaccurate or nonexistent funding forecast
• Unstable funding
• Inability to complete portions of project due to funding gaps
• Increased total cost due to stop and start
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Plan Phase – Project Management Plan
Contribution To Project
• Establish roles and responsibilities for specific components of schedule
• Master document for project execution
– Defined way ahead– Integrate components of
execution
• Identify relevant stakeholders and required involvement
Risks If Not Completed
• Confusion over responsibility for deliverables
• Lack of top-level documentation of synthesized approach
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Plan Phase – Project Schedule
Contribution To Project
• Master layout of integration of tasks and resources
• Organized, consolidated approach
– Clear-cut expectations for resource availability
– Identify duration for each step needed to achieve project goal
– Task dependencies– Insight into impact of Issues
and/or Risks
Risks If Not Completed
• Lack of synthesized approach– Due dates for deliverables– When to engage resources
• Role confusion – Who is responsible for action– Which actions directly impact
milestones
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Execute Phase
• Third phase in the XPMO Project Management Process– Project work is executed utilizing the tasks and activities outlined in the
Project Schedule
• Execute Phase Stage Gate Review is the only Project Management deliverable produced during the Execute Phase
• Utilize Monitor and Control deliverables throughout project life cycle
• Practice Project Management soft skills to maintain control of project
– Maintain open communication and document discussions
– Regular updates
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Agenda• Introductions
• Our Understanding
• Why PM
BREAK
• PM phases
– Initiate Phase
– Plan Phase
– Execute Phase
LUNCH
• Black-Out Bingo
• PM phases, Continued
– Monitor and Control
– Close Phase
BREAK
• Interactive exercise
• Training opportunities (AgLearn)
• Questions
• Close
20
1. Open the envelope given to you at the beginning of the exercise and read the note inside.
2. Write your name on the bingo square that correlates to your question and answer. This is your “free” space.
3. Obtain the other answers by visiting other people.
4. Write their answers in the appropriate squares.
5. When all squares are covered, yell “Bingo”!
Instructions for Project Management Blackout Bingo
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Project Management Blackout Bingo
What does XPMO stand for?
Which document kicks off the Initiate
Phase?
What are the 5 Process Groups?
Which deliverable identifies the type & number of resources
required?
What is one risk mitigated by the
Project Cost Summary?
How many deliverables fall
within the Execute Phase?
Why is it important to obtain buy-in from
Executive Leadership?
When are Monitor & Control deliverables
utilized?
Which deliverable establishes
continuity for subsequent phases?
What are some examples of labor
and non-labor costs?
Which deliverable is the master
document for project execution?
What are the three basic project
requirements?
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Monitor and Control
• Occurs throughout project life cycle
• Used to actively manage and communicate progress
• Project Management deliverables produced during Monitor and Control include– Status Reporting
– Project Change Request Management
– Risk and Issue Management
– Cost Management
– Project Deliverables
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Monitor and Control – Status Reporting
Contribution To Project
• Ensure Executive Leadership visibility into portfolio of projects
• Document actions within assigned roles and responsibilities
• Provide ongoing opportunity for corrective action
– Prevent Issue from becoming Risk– Ensure alignment with top-level
initiatives
Risks If Not Completed
• Risk losing top-level buy-in
• Role confusion
• Lack of foresight into issues and risks
• Lack of consensus over organization’s priorities
24
Monitor and Control – Project Change Request Mgmt
Contribution To Project
• Standardize process for creating, submitting, and approving constructive changes to project
– Budget– Schedule– Scope– Resources
• Document Change– Nature of change– Justification– Risk of not implementing change
Risks If Not Completed
• Lack of formalized approach– Duplication of effort– Confusion over authority to
approve change– Missed opportunity to realign
resources• Reassign nonessential SMEs
• Find alternate use for excess funds
• Scope Creep
• Increased potential for miscommunication
– Cause, effect, and office responsible for change
– Scope of risk assessment
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Monitor and Control – Risk and Issue Management
Contribution To Project
• Identify, track, and manage all issues, risks, and change requests
– Severity– Probability– Impact to project– Mitigation strategies
Risks If Not Completed
• Issues escalate to Risks
• Lack of insight into project obstacles
• Missed opportunities to mitigate or resolve issues
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Monitor and Control – Cost Management
Contribution To Project
• Document and manage labor and non-labor costs throughout project life cycle
• Monitor overall cost performance
• Anticipate funding shortfall or surplus with insight gained from burn rate
– Allows earlier communication of changes in funding needs
Risks If Not Completed
• Lack of foresight into rate at which funds are consumed
• No government oversight of contractor use of funds
• Inability to proactively manage funding issues
27
Monitor and Control – Project Deliverables Review
Contribution To Project
• Outline steps to review, approve, signoff, and store project deliverables
• Ensure alignment with approved project schedule
• Foresight into necessary next steps
Risks If Not Completed
• Lack of organized approach to distributing, completing, and approving project deliverables
• Disrupt approved project schedule
• Reactive project management
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Close Phase
• Fourth and final phase in the XPMO Project Management Process – Business Owner and Project Stakeholders formally acknowledge closure
of project
– Business Owner assumes responsibility for newly established process and/or system
– Conduct administrative closeout activities
– Resources return to regular duties and/or uses
• Project Management deliverables produced during the Close Phase include– Project Lessons Learned
– Close Phase Stage Gate Review
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Close Phase – Project Lessons Learned
Contribution To Project
• Ongoing documentation– Observe and record obstacles to
success– Identify potential solutions to
improve process– Annotate successful actions for
use in future projects
• Outline process for completing, approving, and distributing lessons learned throughout project life cycle
Risks If Not Completed
• Repetition of mistakes– Missed opportunities for improving
processes– Misuse of dedicated resources
• Other project managers are unable to learn from or adopt successful actions
30
Agenda• Introductions
• Our Understanding
• Why PM
BREAK
• PM phases
– Initiate Phase
– Plan Phase
– Execute Phase
LUNCH
• Black-Out Bingo
• PM phases, Continued
– Monitor and Control
– Close Phase
BREAK
• Interactive exercise
• Training opportunities (AgLearn)
• Questions
• Close
31
Exercise: New Field House Floor Plan
• Objective: The Customer, FIA SRS, wants to build a new Field House
• Project Team Breakdown– An SRS supervisor will manage the team
– The Define/Analyze team
– The Build/Deploy team
• The project has four phases, along with Monitor and Control tasks
– Initiate
– Plan
– Execute
– Close
• There are six deliverables
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Exercise: New Field House Floor Plan
Lessons Learned • Which tool helped everyone on the team understand the
objective and expected outcome?
• How did the project manager help the team understand and remember their assigned tasks?
• What happened when the Business Owner (Customer) denied approving the objectives of the project?
• Did you complete the project on time? Why/Why Not?
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Team 1 Templates
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Project Management Training OpportunitiesSkillSoft
Course IDTitle and Description Duration
(Hours)PROJO511 An Introduction to Project Management. Imagine trying to control the unexpected and unpredictable through
processes in such a way that you meet the cost, quality, and time expectations of all invested parties in order to accomplish a temporary endeavor. This is the mission of project management. Challenging? Yes. Impossible? No.
2.5
PROJO512 Project Life Cycles and Stakeholders. Every project has a beginning and an end, but what happens in between is less predictable. The project life cycle will most likely involve uncertainties, and it's how these uncertainties are handled that determines the outcomes of the project. The more familiar one is with project phases and stakeholders, the more easily one can keep the project on tack and on budget.
2
PROJO513 Introduction to Project Process Groups and Initiating a Project. In a relay race, the baton handoff from one runner to the next has a dual purpose. For the first runner, the handoff represents the end of his phase of the race. For the second runner, the handoff represents the beginning. The baton handoff is both a result and an input. In any project, there are many baton "handoffs" that must happen, making the whole project highly interactive. During this interactive experience--called a project --there are interrelated processes that must occur. These processes can be grouped into five Process Groups.
2.5
PROJO514 Project Planning. In the early planning phases, project managers and team members have the most potential influence on the outcomes of a project. Yet, lots of planning does not guarantee successful planning. Just as project success can be planned, project disasters can be predestined if team members are not careful about the assumptions they make. A project management team that can balance the need for predictability with the inevitability of change will be the most prepared.
2.5
PROJO515 Executing, Monitoring & Controlling, and Closing a Project . After initiating and planning for a project, it's time to get down to the actual nitty gritty of carrying out the project. The Executing and Monitoring and Controlling Process Groups might be likened to the act of juggling--keeping multiple activities going simultaneously, while responding to unforeseen changes in the project environment. While executing processes focus more on accomplishing project objectives, the monitoring and controlling processes are focused on anticipating problems and recommending actions. The Closing Process Group involves bringing the project to closure; the decision to finalize the project and its phases or cancel the project will depend upon the situation.
1.5
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XPMO POCs
Teresa Rodriguez• eMail: [email protected]
• Phone: 505-563-9446
Armando De Hoyos• eMail: [email protected]
• Phone: 505-563-9510
Samantha Weinhold • eMail: [email protected]
• Phone: 505-563-9520
Kelly Tillman (SCEP)• eMail: [email protected]
• Phone: 505-563-9095
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Q&A