NEES Project Management Workshop June 16, 2014 June 18, 2014 1 Segment 1.

1

NEES Project Management Workshop

June 16, 2014June 18, 2014

Segment 1

Project Management

• Project Management Institute (PMI)– Best Practices– Governing Body– Think Tank

• Project Management Body of Knowledge• Project Manager Professional Certifications

3

Getting started. Some definitions. What is a Project?

• A temporary endeavor undertaken to create a unique product, service, or result.

PMI Body of Knowledge, 2008, p434

• “Projects , rather than repetitive tasks, are now the basis for most value added in business”

Tom Peters

4

Getting started. Some definitions. What is a Project?

• They are:– Unique– With a beginning and an end– Of finite duration…………

Let’s get into some PM Basics

The BIG DIG

5

Project Management Institute

Project Integration ManagementProject Scope ManagementProject Time ManagementProject Cost Management

Project Quality ManagementProject Risk ManagementProject Human Resources ManagementProject Communications ManagementProject Procurement ManagementProject Stakeholder Management

6

Project Integration Management

Processes required to ensure that the various elements of the project are Properly coordinated.Making tradeoffs among competing Objectives and alternatives to meet or exceed stakeholder needs and expectations.

•Plan Development•Plan Execution•Integrated Change Control•Project Charter•Life Cycle and Milestones•Project Stakeholders

Needs vs. Expectation

7

Project Scope Management

Processes required to ensure that the project includes the work requires and only the work requires, to complete the project successfully.

•Initiation•Scope Planning, Definition and Verification•Scope Change Control•Requirements Definition•Work Breakdown Structure•Product Baseline Control•Project Baseline Control

8

Project Time Management

Processes required to ensure timely completion of the project.

•Activity Definition•Activity Sequencing•Activity Duration Estimating•Project Schedule Development•Schedule Control•Schedule Estimating•Critical Path Analysis•Schedule Tracking

9

Project Cost Management

Processes required to ensure that the project is completed within the approved budget.

•Resource Planning•Cost Estimating•Cost Budgeting•Cost Control•Cost and Schedule Control System•Cost Analysis

10

Project Quality Management

Processes required to ensure that the project will satisfy the needs for which it was undertaken. All activities of the overall management function that determine quality policy, objectives and implements them by means such as quality planning, quality assurance, quality control, and quality improvement, within the quality system.

•Quality Assurance Plan•Quality Management•Quality Metrics, Measurements and Controls•Continuous Quality Improvement

11

Project Human Resource Management

Processes required to make the most effective use of the people involved with the project. Includes all of the project stakeholders – sponsors, customers, and individual contributors.

•Organizational Planning•Staff Acquisition and Development•Project Leadership•Staffing Plan•Project Organization•Project Team Building

12

Project Communication Management

Processes required to ensure timely and appropriate generation, collection, dissemination, storage and ultimate disposition of project information. It provides the critical links among people, ideas, and information that are necessary for success.•Communications Planning•Information Distribution•Program Reviews, Design Reviews and Reporting•Project Documentation and Records

Project Risk Management

www.youtube.com/watch?v=J7O7NRV8MMM

http://www.youtube.com/watch?v=J7O7NRV8MMM

14

Project Risk ManagementThe systematic process of identifying, analyzing, and responding to project risk. It includes maximizing the probability and consequences of positive events and minimizing the probability and consequences of adverse events to project Objectives.

•Risk Management Plan•Risk Identification•Risk Element Analysis & Metrics•Risk Avoidance & Mitigation•Qualitative Risk Analysis•Quantitative Risk Analysis

15

Project Procurement Management

Processes required to acquire goods and services, to attain project scope, from outside the performing organization.

•Procurement Planning•Solicitation Planning•Solicitation•Source Selection•Contract Administration•Contract Closeout

Project Stakeholder Management (added in 2013)

Processes required to identify all individuals or organizations impacted by the project, analyzing stakeholder expectations and impact on the project, and developing the appropriate management strategies for effectively engaging stakeholders in project decisions and execution.• Identification of Stakeholders• Planning Stakeholder Management• Managing Stakeholder Engagement• Controlling Stakeholder Engagement

17

PROJECTS are composed of Processes

• A series of actions bringing about a result• Performed by people• Two major categories

• Project Management Processes describe, organize and complete the work of the Project• Product Oriented Processes specify and create

the project’s product

18

FIVE PROJECT MANAGEMENT PROCESSES• Initiating –authorizing the project or phase• Planning – defining and refining objectives

and selecting the best courses of action• Executing – coordinating people and other

resources to carry out the plan• Controlling – regularly monitoring and

measuring to identify variances; so that corrective action may be taken

• Closing – formal acceptance; orderly end to the project

19

INITIATING

PLANNING

EXECUTING

CONTROLLING

CLOSING

Project Management Processes

LEVEL OF ACTIVITY

TIME

20

Why do Projects? Projects are the instruments/vehicle of change

Today’s State

ANeeds

RequirementsExpectationsConstraints

PROJECT

-Scope-Schedule-Cost-Quality-Procurement-Human Resources-Risk-Communications-Integration

Future State

B

21

Process & Project WorkPROCESS

1. Repeat process or product2. Several objectives3. Ongoing4. People are homogeneous5. Performance, cost, & time

known6. Part of the line organization7. Bastions of established

practice8. Supports status quo

PROJECT1. New process or product2. One objective3. One shot – limited life4. More heterogeneous5. Performance, cost & time

less certain6. Outside of line organization7. Violates established

practice8. Upsets status quo

22

What then is Project Management?

• A set of principles, practices, and techniques applied to LEAD project teams and CONTROL project schedule, cost and performance risks to result in delighted customers.

Project Management is a discipline. A Behavior!

23

What Project Management is not!

• A collection of elaborate, sophisticated rules, principles and the like, whose goal is to drive up your overhead or to require mountains of paperwork.

• NOTE: Software packages do not manage projects! People manage Projects!

24

Why are projects (and Project Management) more important today,

than ever?• Shortened product life cycles• Narrow product launch windows• Increasingly complex and technical products• Emergence of global markets• Economic period marked by low inflation• Resource Constraints

PROJECTS NEED TO BE MANAGED WELL!!!

What is value of Project Management? Why should we practice effective Project Management

Reasons why organizations practice effective Project Management…The Value Proposition:

• Completing projects more quickly and at less cost.– A benefit of using a common methodology is the

value of reuse.– Reduced startup time– Shorter learning curve for project team members– Time savings…no need to reinvent processes and

templates …


• Being more predictable.– Better planning results in a better understanding

of the work and associated estimates.– Predictability is crucial when making decisions

about which projects to execute. • Saving effort and cost with Proactive Scope

Management.– Having better (tested, repeatable) processes will

result in being able to manage scope changes more effectively...


• Better Solution “fit” the first time…through better planning.– Using a repeatable, proven methodology provides

the project team and the sponsor an opportunity to make sure they are in agreement on the major deliverables to be produced by the project.

• Opportunity to resolve problems more quickly.– The PM methodology will facilitate a proactive

issues management process to help ensure that problems are recorder, tracked and resolved as quickly as possible…


• Addressing and resolving future risks before they impact the project.– Sound risk management processes will result in

potential problems being identified and managed before the problem actually occurs.

• Communicating and managing expectations with clients, team members and stakeholders more effectively.– Having proactive, multifaceted communications …

no surprises…


• Building a higher quality product the first time.– Via implementation of quality control and quality

assurance techniques to meet the expectation of the customer.

• Improved financial management.– The result of better project definition, better

estimating, and better tracking of actual costs against the budget results in improved financial predictability and control…


• Stopping “bad” projects more quickly. – Using the milestones, gates, performance metrics,

etc. of effective Project Management allows you to see these “bad” situations earlier and more clearly so that you can make better decisions to re-scope or cancel the project.

• More focus on metrics and fact based decision making.– Metrics provide information on how effectively

and efficiently the project team is performing and the level of quality of deliverables…


• Improved work environment. – Successful projects yield intangible benefits with

your project team:• Customers become more involved• Project team takes on more ownership• Better morale… people on successful projects feel better

about themselves, their jobs, greater sense of professionalism and self-confidence……

What is going to be our Approach for the Project?

• The first decision made on any project is what methodology/approach is best suited for that type of project

• One size/type Project Management approach does not fit all projects…comfortably

What are some choices?

Taxonomy of Project Management Approaches

• Traditional/Waterfall Approach– In play for 50 years….Origin in engineering / construction– Projects will follow a very detailed plan that is built before any

work is done on the project…plan is linear– “Best Practices”…… PMI doctrine

• Traditional Approach works well when:– The project goal and solution are clearly defined– You do not expect many scope change requests– The projects are often routine, repetitive and linear

• NOTE: The completed project can be deployed incrementally:– To start harvesting business value– To deal with the likelihood of some change requests

Linear and Incremental

Plan

Define

Execute

Close

MonitorControl

Define

Plan

Execute

MonitorControl

MonitorControl

Partition the Solution

Close

.....


• Adaptive (Agile) Approach– What if the goal is clear but the solution is not clear?– Project will follow a very detailed plan (not built at the beginning of

the project)…the plan is built in stages at the completion of each project cycle/phase… it is iterative.

– The budget and time line is specified at the outset of the project• Adaptive Approach works well:

– If you feel the requirements are apt to change– If you feel you will learn about remaining requirements during the

course of doing the project– If the project is oriented to new product development or process

improvement– If the development schedule is tight and you can’t afford rework or

planning– Requires that empowered individuals are readily available for input.

Adaptive Approach (Iterative)

Define

Customer Feedback

High end Planning

Closing

Monitor & Control

Incorp. Feedback

Detailed Planning

Launching


• Extreme Approach– The goal is not clear…solution is not clear– Projects do not follow a plan in the manner deployed

with the traditional or adaptive approaches– The project proceeds based on informed, non-specific

“guesses” of what the final goal (or solution) will be– At the conclusion of each cycle, what was learned or

discovered is factored into a newly specified goal– Uses an open, elastic, undeterministic approach. Best

fitted for R&D Projects

Measuring and Reporting – Metrics (Can build trust, communicate progress, expose problems and illustrate

effectiveness of the Process)

Traditional/Waterfall Adaptive/Agile• Focus is on tracking efforts

on each activity• GANTT Chart• Percent complete• Time per team member per

task• Actual time versus

estimated time

• Focus on tracking what has been incrementally delivered

• Velocity• Burn Down – what features have

been completed• Burn Up – what features have been

promised• Running tested features• Defect density• Cycle time• Code quality• Earned Business Value

Who/what are Project Stakeholders?

42

Who are the Project Stakeholders?

• Stakeholders are those individuals or organizations who are impacted by (or have an impact on) the project, their perspectives need to be taken into account in order for a project to be successful

• Stakeholders can have positive or negative views regarding a given project….they can gain or lose from the success or failure of the project

They have Skin in the Game!

Stakeholders• Performing Stakeholder Analysis and Mapping• Different approaches to grouping stakeholders:

– Ex:• Influence• Interest• Resistance• Support• Commitment• Engagement

• Incorporate stakeholder perspectives into the project and deliverables

After all, we are talking about change!

Denial

Resistance

Resistance

Exploration

Support

TIME

The Change ProcessSu

ppor

t for

Cha

nge

Projects are the instruments/vehicle of change.Change need not always be painful!

The Road to Stakeholder Commitment

Degree of support for the

project

Unaware Confusion

NegativePerception

Decision to not get involved

Involvementaborted

AWARENESS

UNDERSTANDING

BUY-IN

COMMITMENT

Time

Stakeholder Analysis can measure the degree the Stakeholder embraces change in terms of:• Influence – Power the stakeholders have that can

affect project outcomes as measured by:– Formal Influence – Administrative authority conferred

by the organization– Informal Influence – Unofficial leadership conferred by

peers or other affected parties• Support – Approve or agree with the change as

measures by:– Commitment – Degree to which stakeholders are

available to participate during the project– Engagement – Willingness stakeholders have to

participate in the change

You heard it here:

Pay a great deal or attention to your Stakeholders.

Regardless of the size/scope of the project, often the biggest obstacle to an IT Project’s success may not be the technology, but one, project teams have to make an extra effort to control: The Human element.

48

There are Project Requirements, and then there are EXPECTATIONS!

• Different stakeholders may have different expectations -- they may compete:• Sales• Marketing • Production• Finance

• To be successful, the PM must be able to manage all expectations

Project Requirements vs. Project expectations

• Requirements* usually more tangible, traceable, measurable, less open to interpretation. Examples

• Expectations less tangible, more open to interpretation, less measurable. Examples

• The project Manager is responsible for managing both.

• Instructor Example

* - Beware of opposing requirements

EXPECTATIONS ModelSet, Monitor, Influence

• SET– How are Expectation Set?– Sample Dialogue• Customer: “Will it take much effort to change

the sequence and content of the Income Statement produced by the End of Month Process?”• Consultant: “Not a problem!”• Customers expectation takeaway??????

• MONITOR• Monitoring Captured Expectations– Actively search for expectations– Testing– Listen to your clients (and stakeholders), hear

them, understand them…talking to you….talking to someone else (don’t eavesdrop) • What did they say?…What didn’t they say?• What are their favorite topics?• What do they do…action speaks louder than words..


• INFLUENCE• Influencing Expectations– Shaping• Process:– Determine the expectation– Determine the source– Go to work..communicate


53

Expectations beyond the Product or Deliverables

1. To be taken seriously2. Competent, efficient service3. Anticipation of my needs4. Explanation in my terms5. Basic Courtesies6. To be informed of the options7. Not to be passed around8. To be listened to and heard9. Dedicated attention

54

Expectations beyond the Product or Deliverables

10. Knowledgeable help11. Friendliness12. To be kept informed13. Follow-through14. Honesty15. Feedback16. Professional Service17. Empathy18. Respect

55

What are some sources for Project Failure?

• Trying to put 10 pounds of project through a 5 pound pipeline

• Expecting Perfection• Mistaking 1 + 1 for 2• Forgetting Something• Micromanaging trees while the forest burns

56

What are some sources for Project Failure?

• Creating a Parkinson’s Law environment… “Work expands to fill the time available for its completion.”

• Not using “good enough” resources• Overusing great resources……..….generating

hidden costs (ERP example)• Working on the wrong project• Multi-tasking, multi-tasking, multi-tasking, etc.

57

A few words about the Project Environment?

• Spectrum of Project Organizations– Strong / weak– Maturity level– Logical form vs. Physical form– Roles, Responsibilities, Authority, Accountability– Global/Virtual teams & organizations

• Company Culture

58

Functional Organization

59

Projects - Functional Organization• A team member can work on several projects within his/her

area• The functional area is a “home” after the project is

completed• Critical mass of specialized knowledge • Efficient use of collaborative experience and facilities• Institutional framework for Planning and Control• All activities receive the benefit from the most advanced

technology. Technical expertise is maintained within the functional area

• Allocates resources in anticipation of future business• Career opportunity and growth for personnel• Well suited for mass production of items

Advantages

60

Projects - Functional Organization• Aspects of the project that are not directly related to the

functional area not done well enough• Motivation of team members is often weak• Needs of the client are secondary and are responded to

slowly…..Weak interface with the customer• Often project planning and reporting suffers• Tendency for decisions to favor the functional group…act

on their own best interests• Decisions can take more time if they need to go through

levels within the organization

Disadvantages

61

Matrix Organization

President

Research andDevelopment Engineering Manufacturing Marketing

ManagerProject A

ManagerProject B

ManagerProject C

62

Matrix Organization• Enhanced inter functional communications• Pinpointed responsibility• Effective use of company resources….. Duplication

of resources is minimized• Functional “home” for team members• Policies of the parent organization are followed• Effective accumulation of know how• Career continuity and professional growth• Perpetuates technology

Advantages

President


ManagerProject A

ManagerProject B

ManagerProject C

63

Matrix Organization

• Too many bosses. Dual accountability of personnel• Conflicts arise between project and functional managers

Depends on project manager’s negotiating skills• Potential for sub optimization • Profit and loss accountability difficult

Disadvantages

President


ManagerProject A

ManagerProject B

ManagerProject C

64

Projectized Organization

65

Projectized Organization• The project manager has full authority over the project

Means strong control. Clear authority and responsibility• Team members report to one boss. Loyalty to one activity• Shortened/improved communication lines• Team pride, motivation, and commitment are high• Strong interface with the customer• Encourages performance, cost and schedule tradeoffs• High level of integration

Advantages

66

Projectized Organization• Inefficient and Duplication of resources• Organizational goals and policies are ignored….. Can be

isolated on what is going on in the rest of the organization

• Often does not develop technology with an eye on the future

• Lack of technology transfer• Team members have no functional area "home" • Minimal career continuity for project personnel• Difficulty in balancing workloads as projects phase in

and phase out

Disadvantages

67

Heavyweight Project Organizations

• Project manager authority expanded• Functional alignment abandoned in favor of market

opportunism• Focus on external customer• A Mature Organization• Project Management Office (PMO)

Project Management Offices (PMO)

• Centralized units that oversee or improve the management of projects

• Resource centers for:– Technical details– Expertise– Repository– Center for excellence

Forms of PMOs

• Weather station – monitoring and tracking• Control tower – project management is a skill

to be protected and supported• Resource pool – maintain and provide a cadre

of skilled project professionals

Factors/Tips in Selecting a Structure

• The number of projects and their relative importance….low-> functional…high-> matrix

• The level of uncertainty in projects….the more uncertainty (cost, schedule, scope) ,strong PM can react quicker, exercise tighter control therefore a Project Oriented structure is preferred

• Type of technology used. – With several/changing technologies Matrix– New product, high uncertainty -> Project Oriented


• The Project Complexity….low complexity-> functional…high- complexity-> Project oriented structure

• Duration of projects….short projects -> matrix…Long projects -> project oriented

• Resources used by the Projects. – If common resources are shared by 2 or more projects ->

Matrix with a functional bias– If number of common resources being shared are low ->

Project oriented structure


Remember: Organizational structure can have a major impact on project performance

73

What about the Organizational Culture?

The unwritten rules of behavior, or norms that are used to shape and guide behavior, is shared by some subset of organization members and is “taught” to all new members of the company

74

Organizational Culture

• A system of shared norms, beliefs, values and assumptions which bind people together, thereby creating shared meanings

• The “personality” of the organization that sets it apart from other organizations- provides a sense of identity to its members- Helps legitimize the management system of the organization- Clarifies and reinforces standards of behavior

75

Organizational CultureKey factors that affect and or influence (shaping) culture development:– Technology (leading, bleeding, laggards, “early

adopters”, etc.)– Environment– Geographical location– Reward systems– Rules, regulations and procedures– Key organizational members– Critical incidents / Reaction to crises (i.e. McNeil

Labs with Tylenol)– Ownership (private, public, government, etc.)

76

Culture Affects Project Management

• Departmental interaction• Employee commitment to goals• Project planning• Performance evaluation• Acceptance & Support of Change• Bottom Line:

Organizational Culture can have a major impact on project performance

Project Management

• Project Management Institute (PMI)– Best Practices– Governing Body– Think Tank

• Project Management Body of Knowledge• Project Manager Professional Certifications

78

Project Manager Professional Certifications

• Certified Associate in Project Management (CAPM)

• Project Management Professional (PMP)• Program Management Professional (PgMP)• PMI Agile Certified Practitioner (PMI-ACP)• PMI Risk Management Professional (PMI-RMP)• PMI Scheduling Professional (PMI-SP)

79


• To apply for the Certified Associate in Project Management (CAPM):A secondary degree (high school diploma or the global equivalent)

ANDAt least 1500 hours of project experienceOR23 hours of Project Management education by the time you sit for the exam

80


• To apply for the Project Management Professional (PMP):A secondary degree (high school diploma, associates degree or the global equivalent) with at least five years of project management experience, with 7500 hours leading and directing projects and 35 hours of project management educationORA four-year degree (bachelor’s degree or the global equivalent) and at least three years of Project Management experience, with 4500 hours leading and directing projects and 35 hours of project management education.

81


• To apply for the Program Management Professional (PgMP):A secondary degree (high school diploma, associates degree or the global equivalent) with at least four years (6000 hours) of project management experience and seven years (10,500 hours) of program management experienceORA four-year degree (bachelor’s degree or the global equivalent) and at least four years (6000 hours) of Project Management experience and four years (6000 hours) of program management experience.

82


• To apply for the PMI Agile Certified Practitioner (PMI-ACP):– General Project experience

• 2000 hours working on project teams• These hours must be earned within the last 5 years• Active PMP or PgMP will satisfy this requirement

– Agile Project experience• 1500 hours working on agile project teams or with agile

methodologies• These hours are in addition to the 2000 hours required in “General

Project experience”• These hours must be earned within the last three years

– Training in Agile Practices• 21 contact hours• Hours must be earned in agile practices

83


• To apply for the PMI Risk Management Professional (PMI-RMP):A secondary degree (high school diploma, associates degree or the global equivalent) with at least 4500 hours of Project Risk Management experience and 40 hours of project risk management educationORA four-year degree (bachelor’s degree or the global equivalent) and at least 3000 hours of Project Risk Management experience and 30 hours of project risk management education.

84


• To apply for the PMI Scheduling Professional (PMI-SP):A secondary degree (high school diploma, associates degree or the global equivalent) with at least 5000 hours of Project Scheduling experience and 40 hours of project scheduling educationORA four-year degree (bachelor’s degree or the global equivalent) and at least 3500 hours of Project Scheduling experience and 30 hours of project scheduling education

NEES Project Management Workshop June 16, 2014 June 18, 2014 1 Segment 1.

Documents

Transcript of NEES Project Management Workshop June 16, 2014 June 18, 2014 1 Segment 1.