PM 101 training - 01_13_2014

2014 Flowserve Corporation CONFIDENTIAL

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FLOWSERVE | RESEARCH & DEVELOPMENT PROJECT MANAGEMENT PRINCIPALS PM 101

2014


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Project Management Training Roadmap

The project management training roadmap strategy is aligned with the Project Management Body Of Knowledge (PMBOK).

TopicsPM 101(Yellow)

PM 201(Green)

PM 301 (Black)

Duration 1.5 days 2 days 4 daysParticipants ~ 200 ~ 100 ~50Introduction Project management Comprehens ive Review Comprehens ive Project constra ints Comprehens ive Review Comprehens ive Role of project manager Comprehens ive Review Comprehens ive Relationship between project, program, and portfol io management Comprehens ive Review Comprehens iveProject Life Cycle Project l i fe cycle and relationship to PDP process Introduction Comprehens ive Comprehens iveInitiating Process Group Develop project charter Introduction Comprehens ive Comprehens ive Stakeholders roles & respons ibi l i ties Introduction Comprehens ive Comprehens ivePlanning Process Group Project Plan (scope, WBS, schedule, and resources) Introduction Comprehens ive Comprehens ive Es timate budget Introduction Comprehens ive Comprehens ive Plan communication Introduction Comprehens ive Comprehens ive Identi fy Risks Introduction Comprehens ive Comprehens iveExecuting Process Group Manage project execution Introduction Comprehens ive Comprehens ive Manage project teams Introduction Comprehens ive Comprehens ive Perform qual i ty assurance Not Covered Introduction Comprehens ive Conduct Procurement Not Covered Introduction Comprehens iveMonitoring & Controlling Process Group Monitor and control project work Introduction Comprehens ive Comprehens ive Perform qual i ty control Not Covered Introduction Comprehens ive Adminis ter procurement Not Covered Introduction Comprehens ive Earned Value Management (EVM) Not Covered Not Covered Comprehens ive Variance analys is Introduction Comprehens ive Comprehens iveClosing Process Group Project closure and gate review Introduction Comprehens ive Comprehens ive

Project Management Handbook


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Future R&D Training Courses # Training Description Duration Who should attend Location Date

PM-201 Intermediate Project Management Training

2 days (classroom)

TBD TBD

PM-201-1 Intermediate Project Management and the Project Lifecycle

1 hour LMS Course (future)

PM-201-2 Intermediate Project Management - Initiating Process Group

2 hours LMS Course (future)

PM-201-3 Intermediate Project Management - Planning Process Group


PM-201-4 Intermediate Project Management - Executing Process Group


PM-201-5 Intermediate Project Management - Monitoring and Controlling Process Group


PM-201-6 Intermediate Project Management - Closing Process Group

1 hour LMS Course (future)

PM-301 Advanced Project Management Training

4 days (classroom)

TBD TBD


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Content Overview

Introduction

Product & Project Life Cycle

Initiating Process Group

Planning Process Group

Executing Process Group

Monitoring & Controlling Process Group

Closing Process Group


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What is a Project? A Project is a temporary group of activities designed to produce a unique

product, service, or result

A project is temporary in that it has a defined beginning and end in time, and therefore defined scope and resources

The temporary nature of projects stands in contrast with business as usual (or operations) which are repetitive, permanent, or semi-permanent functional activities to produce products or services

The end is reached when the projects objectives have been achieved, or when the project is canceled, or when the need for the project no longer exists


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Relationships between Project, Program, and Portfolio (1 of 2) A project is a temporary endeavour undertaken to create a unique result

A program is a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually.

The key linkage between a Program and a Project is the Program Plan

A portfolio is a collection of programs and/or projects that align with an organizations investment strategy

The key linkage between a portfolio and its programs and projects is the Portfolio Budget


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Relationships between Project, Program, and Portfolio (2 of 2) The relationship between these three entities can be visualized by the

picture below:

In Flowserve, we primarily use Portfolios & Projects. Future opportunities for utilizing Programs


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Portfolio Management Portfolio management is the management of one or more portfolios

Portfolio management focuses on making sure that programs and projects

are prioritized for resources to serve the organizations strategy

Just as a program is managed by a program manager, a portfolio is managed by a portfolio director or manager.

A portfolio manager worries about the success of the whole strategy put forth by the organization rather than solely of the success of a single project (like what project managers do)

In Flowserve, the R&D Portfolio is segmented and managed by Product/Sector Directors and AT Directors


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What is Project Management?

Project management is about getting things done!

Project Management is the disciple of planning, executing, managing resources, and controlling & monitoring of the scope, budget and time to achieve specific goals

Project management is built upon the fundamentals of the Triple Constraint:

A project has a specific objective that is meant to be completed referencing certain specifications (scope)

A project utilizes specific resources, both human and monetary (cost) A project has a defined timeframe, with definitive start and end dates (time)


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Triple Constraint (1 of 3)

The challenge of every project is to be successful within the Triple Constraint; the Triple Constraint being scope (quality), cost (resources) and time (schedule). These three elements of a project must work in tandem with one another

Where one of these elements is restricted or extended, the other two elements will then also need to be either extended/increased in some way or restricted/reduced in some way

There is a balancing of the three elements that only when fully understood allows for the successful planning, resourcing and execution of a project


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Triple Constraint (2 of 3) Scope/Quality:

The scope of a project (often called the Statement of Work (SOW)) is a clear, specific statement as to what has been agreed to be performed/achieved in a particular project.

Quality metrics/KPIs are used to measure performance against defined scope

Cost/Resources: This second element of the Triple Constraint is known as either Cost or Resources.

When we talk about the cost of a project, we are talking about personnel, material, and equipment

Time/Schedule: This third element of the Triple Constraint is known as either Time or Schedule. Time, in project management, is defining the duration to each and every component of a project.

By mastering the Triple Constraint, you master the project itself


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Triple Constraint (3 of 3) What steps can a project manager take to ensure successful project delivery knowing how the three attributes affect each other?

Understand the Triple Constraint

The project manager MUST be fully conscious of the fact that scope, time and cost are fully inter-related and that the triple constraint dictates any adjustment to any of those items MUST affect the other

Convey the Triple Constraint

It is imperative that the project manager convey that information to the project stakeholders

Stakeholders (definition): key individuals that have a vested interest in the successful outcome of the project or have key deliverables that make up a broader Project; to be discussed in details in a later section)

Monitor the Triple Constraint

The project manager must stay on top of all the key attributes of the triple constraint

The project manager must be conscious of any fluctuations to the triple constraint elements


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How Does One Determine If a Project Was Successful?

The key objectives that determine the project is successful are: The project met its requirements as described in the scope document The project was completed on or ahead of schedule The project was completed within budget The project met or exceeded customers expectations

Proper planning in advance will increase probability of success


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What is the Role of a Project Manager? The project manager will plan, execute, monitor & control, direct, and

ensure the successful outcome of their assigned projects by: Managing team resources (cost) Delivering to the approved budget Delivering to the approved schedule Delivering to the approved project scope and meeting or exceeding customers

expectations

Provide project leadership that encourages team enthusiasm and innovation

A person who leads One who understands the importance of "people" to the success of a project One who is in charge or in command of others Person who convinces other people to follow A person who guides or directs group(s)

Ensure compliance of project execution with Flowserve policies

Collaborate and communicate with project teams as well as stakeholders and business executives


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Content Overview

Introduction








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Product and Project Life Cycle (1 of 2) The terms Product life cycle and Project life cycle sound quite similar, but

in fact, are very different from one another

Product Life Cycle The product life cycle reflects the phases involved in any type of product

The five phases of a product's life cycle are:

Development, Introduction, Growth, Maturity, and Decline

There is no set time span for a given stage; the entire cycle may last

months to years depending on the product


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Product and Project Life Cycle (2 of 2)

Project Life Cycle A project life cycle measures the work that goes into a project from

beginning to end to accomplish the projects goals or objectives

Project activities are grouped into phases so that the project manager and the project core team can efficiently plan and organize resources for each activity

By planning activities by phases the project manager and the project core team can objectively measure achievement of deliverables so the Project Approval Committee (PAC) can make informed decisions to move ahead, correct, or cancel the project


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Project Life Cycle and Relationship with Product Development Process (PDP) Life Cycle (1 of 2)

The PMBOK Guide identifies project management as being broken down into five specific parts, or Process Groups:

Initiating Process Group, Planning Process Group, Executing Process Group, Monitoring & Controlling Process Group, and Closing Process Group.

These five process groups make up the functional life-cycle of the project

There are other standards available that describe the project management processes, tools, and techniques. Here are the links: http://www.pmi.org; www.prince2.com; www.p3m3-officialsite.com;


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Project Life Cycle and Relationship with Product Development Process (PDP) Life Cycle (2 of 2)

The relationship between the Product Development Process (PDP) and PMBOK Process groups is shown below

Initiating

Gate 0

Closing

Proj

ect

Life

Cyc

le Planning

Executing

Product Monitoring &

Controlling Project Monitoring & Controlling

Go! Redirect! Go! Reset! Go! Go!

Interim


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Content Overview

Introduction








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The Initiation Process Group consists of two processes that are intended to begin a project. The two defined processes are often performed simultaneously

In this stage the projects champion (e.g. Product Director) defines what the project is and what the customer hopes to achieve by undertaking the project

Develop Project Charter

Identify Stakeholders



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Project Charter (1 of 2) The project charter is a formal document issued by the projects champion

that authorizes the project and appoints the project manager

When signed off, the project charter gives the project life

The project charter documents the business needs, current understanding of the customers needs, the new product, service, or result that it is intended to satisfy, defines constraints and identifies the major stakeholders involved

The charter gives the project manager and the Project Core Team the high-level scope, cost, and schedule window from which to operate.

If events change those overall parameters, the sponsors must be contacted to approve the changes

According to Project Management Institute (PMI), if there is no project charter, there is no project


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Project Charter (2 of 2)

Typically, the project charter includes the following: Scope (requirements) of the project Any constraints and assumptions Project justification Summary of project costs and benefits High-level timeline for key milestones High-level project risks Assigned project manager, responsibility, and authority level Name and authority of the champion or other person(s) authorizing the project charter

Project Charter provides the boundaries for the Triple Constraint

For Flowserve R&D Projects, the high-level timeline for key milestones, should include as a minimum the target dates for any gate reviews, production start date, and market launch date


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Stakeholders (1 of 6) One of the first steps in project management planning is identifying the

stakeholders How to Identify Key Stakeholders? A few key questions the project manager have to ask when attempting to

identify the stakeholder list are: G: Who has something to Gain from this project? R: Who controls or provides or procures Resources, equipment, facilities, etc.? A: Who is Affected positively or negatively by the project? M: Who makes the Money decisions? P: Who has the Power to make the project succeed? PO: Who are the ultimate Process Owners?

Process owners are often left out of the loop


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Stakeholders (2 of 6)

How Many Stakeholders will there be? Aside from the several key stakeholders who will normally stick with you

to the end, there will be numerous others at different levels of importance who will migrate in and out

If your project is controversial youll find that, like bees drawn to honey, any number of stakeholders will appear from nowhere

External stakeholders include customers, suppliers, partners, government, local community


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Stakeholder (3 of 6) How Many Stakeholders will there be (continued)?


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Stakeholder (4 of 6)

The Stakeholder Analysis Stakeholder Analysis is a technique used to identify the key people who

have to be won over

How to Use the Tool Step 1 Identify Your Stakeholders Covered in slide the earlier slide

Step 2 Prioritize Your Stakeholders The next step is to work out their power, influence and interest, so you

know who you should focus on

Some of the stakeholders may be interested in what you are doing, others may not care


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Stakeholders (5 of 6) Step 3 Construct a matrix to identify your stakeholders influence and

interest using a Power/Interest Grid as shown below:

The X axis on the grid will signify the interest the stakeholder has for the project while the Y axis will denote an individuals influence

Low HighInterest

Influence

High

Low

Keep Satisfied

Keep Informed

Manage Closely

Keep Informed +

Two Way Communication


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Stakeholders (6 of 6)

Step 4 Working with Stakeholders The project manager needs to define an effective communication plan to

engage with the stakeholders

Having periodic demos of the deliverable (if possible) is also an excellent way for the stakeholders to see the end result manifest itself.

It will also enable them to have a more tangible frame of reference for discussion should issues arise with the core design or implementation of the end deliverable.

It is imperative that stakeholders are consistently kept up to date on the

progress of the project and brought in on a regular basis for discussions and follow-ups as things mature.


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Content Overview

Introduction








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The Planning Process Group processes are intended to plan a project or project phase.

The processes with dotted lines will be discussed in PM 201 and/or PM301.


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Define Project Scope

A critical element of any project is gathering the business requirements and creating a clear picture of what needs to be delivered.

The project scope statement, which is sometimes called statement of work (SOW), describes in detail the projects deliverables and the work required to create those deliverables

The SOW explains the boundaries of the project, establishes responsibilities for each team member and sets up procedures for how completed work will be verified and approved

The SOW also provides a common understanding of the project scope among project stakeholders

The scope statement also provides the project team with guidelines for making decisions about change requests during the project.

Scope statement is included within the project's charter.


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Create Work Breakdown Structure (WBS) (1 of 4) One way to get a clear picture of all of the work that needs to be done on

a project is to create a work breakdown structure (WBS)

The two most common ways of visualizing the work are by deliverables or by phases

For R&D projects, by Phase is the recommended method

WBS is the process of subdividing project work into smaller, more manageable components called work packages (i.e. Phases within the project, Steps within each Phase, Tasks within each Step, and Systems, Sub-systems, or Components

The work package level is the lowest level in the WBS, and is the point at which the cost and activity durations for the work can be reliably estimated and managed.

The WBS is one of the most important pieces of the project planning!


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Create Work Breakdown Structure (WBS) (2 of 4) Below is a WBS example by Phase:

BICYCLE

Phase 1 Phase 2 Phase 3 Phase 4

Market Requirements ... Operational Requirem... Risk Assessment Financial Plan Business Plan Resource Plan Detailed Project Sch...

Detaailed Design / P... Patent Review Make / Buy Analysis Validation Test Plan Supplier Selection Manufacturing Strate... Design Review

Product Validation Manufacturing Proces... Supplier Qualificati... Market Launch Plan 3rd Party Certificat... Sales Training Mater... Final Design Review

Inventory Build-up Operations and Sales... Supplier Qualificati... Project Close-out Pr... Customer Feedback Post-Launch Review

Detailed Project Sch...


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Create Work Breakdown Structure (WBS) (3 of 4) Below is a WBS example for a Bicycle by Deliverables:

BICYCLE

Wheels Powertrain Brakes Frame Set Assembly Test Drive

Rims Rear Cassette Tubes Tires

Shifters Crank Set Chain Derailleurs

Brake Levers Brakes

Frame Handlebar Fork Seat

Frame Wheels Powertrain Brakes

ChainringsCrank Arms Pedals Front Rear Stem Headset Handlebar Seat Post Seat

Level 3

Level 4

Level 2

Level 1


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Create Work Breakdown Structure (WBS) (4 of 4) Below is the WBS Outline for the Bicycle example

WBS Level WBS ID Element Name1 1 BICYCLE2 1.1 Wheels3 1.1.1 Rims3 1.1.2 Rear Cassette3 1.1.3 Tubes3 1.1.4 Tires2 1.2 Powertrain3 1.2.1 Shifters3 1.2.2 Crank Set4 1.2.2.1 Chainrings4 1.2.2.2 Crank Arms4 1.2.2.3 Pedals3 1.2.3 Chain3 1.2.4 Derailleurs4 1.2.4.1 Front4 1.2.4.2 Rear2 1.3 Brakes3 1.3.1 Brake Levers3 1.3.2 Brakes

WBS Outline ListWBS Level WBS ID Element Name

2 1.4 Frame Set3 1.4.1 Frame3 1.4.2 Handlebar4 1.4.2.1 Stem4 1.4.2.2 Headset4 1.4.2.3 Handlebar3 1.4.3 Fork3 1.4.4 Seat4 1.4.4.1 Seat Post4 1.4.4.2 Seat2 1.5 Assembly3 1.5.1 Frame3 1.5.2 Wheels3 1.5.3 Powertrain3 1.5.4 Brakes2 1.6 Test Drive

WBS Outline List (continued)


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Define Activities (1 of 2)

Define activities is the process of creating a complete list of the project deliverables

The list, known as activity list, is a comprehensive list that includes all schedule activities that are planned to be performed on the project

To create this list, each work package at the bottom of the WBS is decomposed into schedule activities

An activity is typically described using a noun and verb such as create report.


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Define Activities (2 of 2) Below is the Activity List for the work package Frame of the Bicycle

WBS Level WBS ID Element Name Activity Predecessor2 1.4 Frame Set

1.4.1 1.4.1.1 Create rider-bicycle system model 1.4.1.2 Design three-pivot position 1.4.1.1 1.4.1.3 Run simulation 1.4.1.2 1.4.1.4 Optimize design 1.4.1.3 1.4.1.5 Build prototype 1.4.1.4 1.4.1.6 Test prototype 1.4.1.5 1.4.1.7 Adjust design 1.4.1.6 1.4.1.8 Release to production 1.4.1.7

3 1.4.2 Handlebar4 1.4.2.1 Stem4 1.4.2.2 Headset4 1.4.2.3 Handlebar3 1.4.3 Fork3 1.4.4 Seat4 1.4.4.1 Seat Post4 1.4.4.2 Seat2 1.5 Assembly3 1.5.1 Frame3 1.5.2 Wheels3 1.5.3 Powertrain3 1.5.4 Brakes2 1.6 Test Drive

Activity List (continued)

Frame3


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Determine Sequence of Activities Sequence Activities is the process of identifying relationships among the

project activities

During sequence activities, the focus is to arrange the activities in the most efficient and effective order

Every activity and milestone are connected to at least one predecessor and one successor

The network diagram is a schematic of project activities. It shows how the various activities are connected


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Estimate Required Resources (1 of 2)

The next step after creating the WBS and the activity list is to determine all the resources required to support the project

Examine the projects needs in terms of personnel, material, and equipment, how much of each you require, and when you need it

Resource needs should be defined on a Phase-by-Phase basis.

How to fulfill resource requests? Functional Managers can approve or deny resource requests

When negotiating resources with the Functional Manager, the Project Manager should clearly communicate the priority of their project. Resources are assigned based on project priorities

Once resources are assigned to a project, these resources now report to the Project Manager


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Estimate Required Resources (2 of 2) Below is the resource list for the bicycle example

WBS Level WBS ID Element Name Resource C1 1 BICYCLE2 1.1 Wheels3 1.1.1 Rims3 1.1.2 Rear Cassette3 1.1.3 Tubes3 1.1.4 Tires2 1.2 Powertrain3 1.2.1 Shifters3 1.2.2 Crank Set4 1.2.2.1 Chainrings4 1.2.2.2 Crank Arms4 1.2.2.3 Pedals3 1.2.3 Chain3 1.2.4 Derailleurs4 1.2.4.1 Front4 1.2.4.2 Rear2 1.3 Brakes3 1.3.1 Brake Levers3 1.3.2 Brakes

Resource List

Resource A

Resource B

Resource C

WBS Level WBS ID Element Name Resource C2 1.4 Frame Set3 1.4.1 Frame3 1.4.2 Handlebar4 1.4.2.1 Stem4 1.4.2.2 Headset4 1.4.2.3 Handlebar3 1.4.3 Fork3 1.4.4 Seat4 1.4.4.1 Seat Post4 1.4.4.2 Seat2 1.5 Assembly3 1.5.1 Frame3 1.5.2 Wheels3 1.5.3 Powertrain3 1.5.4 Brakes2 1.6 Test Drive Resource F

Resource E

Resource D

Resource List (continued)


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Estimate Activities Duration (1 of 2) The next step is to estimate the number of work days (or hours) to

complete each activity

That estimation then rolls up to create the high level estimates

When estimating an activitys duration, make sure activity owner gives input and feels ownership of their deliverables People are more likely to deliver on commitments that they have made rather than on

commitments that were made on their behalf!

There is a fundamental formula that ties together the duration of an activity against the amount of work effort required, and the resources needed to complete the work:

Activity duration = work effort/human units.

Most people subconsciously add padding to their estimates, and due to Parkinsons Law (i.e. work expands to fill the time scheduled), this extra time will be used up unnecessarily. Also, due to the Student Syndrome, people will wait until the last minute to accomplish their work. The Project Manager needs to take this into account when estimating activities durations!


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Estimate Activities Duration (2 of 2) Below is the activity durations for the bicycle example

WBS Level WBS ID Element Name Activity Predecessor DurationDays

2 1.4 Frame Set 1.4.1 35 1.4.1.1 Create rider-bicycle system model 5 1.4.1.2 Design three-pivot position 1.4.1.1 7 1.4.1.3 Run simulation 1.4.1.2 4 1.4.1.4 Optimize design 1.4.1.3 3 1.4.1.5 Build prototype 1.4.1.4 10 1.4.1.6 Test prototype 1.4.1.5 2 1.4.1.7 Adjust design 1.4.1.6 3 1.4.1.8 Release to production 1.4.1.7 1

3 1.4.2 Handlebar4 1.4.2.1 Stem 104 1.4.2.2 Headset 144 1.4.2.3 Handlebar 163 1.4.3 Fork 253 1.4.4 Seat4 1.4.4.1 Seat Post 74 1.4.4.2 Seat 152 1.5 Assembly3 1.5.1 Frame 53 1.5.2 Wheels 33 1.5.3 Powertrain 73 1.5.4 Brakes 22 1.6 Test Drive 5

Activity List w/ Duration (continued)

Frame3

WBS Level WBS ID Element Name Activity Predecessor DurationDays

1 1 BICYCLE2 1.1 Wheels3 1.1.1 Rims 393 1.1.2 Rear Cassette 153 1.1.3 Tubes 53 1.1.4 Tires 52 1.2 Powertrain3 1.2.1 Shifters 153 1.2.2 Crank Set4 1.2.2.1 Chainrings 94 1.2.2.2 Crank Arms 64 1.2.2.3 Pedals 103 1.2.3 Chain 53 1.2.4 Derailleurs4 1.2.4.1 Front 184 1.2.4.2 Rear 412 1.3 Brakes3 1.3.1 Brake Levers 123 1.3.2 Brakes 15

Activity List w/ Duration


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Develop Schedule (1 of 4) At this point, the what (WBS and activity list), what order (sequence

activities), when (start and finish dates), who (resources), come together and the schedule is born

The schedule tells you when each activity should be done, what has already been completed, and the sequence in which things need to be finished

Creating the master project schedule is a team effort. Each member of the Project Core Team should be involved in this process

The master project schedule should be updated and maintained on a regular basis

The schedule transforms the project from a vision to a time-based plan


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Develop Schedule (2 of 4) Critical Path Method Every project schedule has critical path(s).

Critical path is the longest path (string of activities) on the project network diagram

Every single activity on the critical path must finish on time in order for the project to come in on time. A delay in any one of the critical path activities will cause the entire project to be delayed

Once youve figured out the critical path, then you can calculate the float. The float for any activity is the amount of time (slack) that it can slip before it causes

your project to be delayed The float for every activity in the critical path is zero

The float for every activity in the critical path is zero


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Develop Schedule (3 of 4) Lets create the network diagram for the Bicycle example:


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Develop Schedule (4 of 4) Lets create the detailed schedule for the Bicycle example:


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Scheduling Tools & Techniques Schedule Compression

These tool helps shorten the total duration of a project by decreasing the time allotted for certain activities. It's done so that you can meet time constraints, and still keep the original scope of the project. You can use two methods here:

Crashing: This is where you assign more resources to an activity, thus decreasing the time it takes

to complete it. This is based on the assumption that the time you save will offset the added resource

costs. Crashing only works for activities where additional resources will shorten the duration.

Crashing does not always produce a viable alternative and may result in increased risk and/or cost.

Fast-Tracking: This involves rearranging activities to allow more parallel work. This means that things

you would normally do one after another are now done at the same time. This approach may result in rework and increased risk. Fast tracking only works if activities can be overlapped to shorten the duration.


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Estimate Costs (1 of 3) Estimate Costs is the process of developing an approximation of the

monetary resources needed to complete project activities.

Costs are estimated for all resources that will be charged to the project. This includes salary expense (i.e. labor), non-salary expense (i.e. materials, services), and capital (equipment, facilities)

The accuracy of a project estimate will increase as the project progresses through the project life cycle


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Estimate Costs (2 of 3) There are a number of cost estimating techniques the Project Manager

and Project Core team can use to establish activity cost estimates. Most common ones are:

Bottom-Up Estimating The cost of individual deliverables is estimated with the greatest level of specific detail.

The detailed cost is them summarized or rolled up to create a total project estimate Historical Base Estimating This technique is used when there is a limited amount of detailed information about the

project. This technique uses historical information and expert judgment Its a high level estimate, not a detailed estimate


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Estimate Costs (3 of 3) Below is the activities estimated cost for the bicycle example

WBS ID Element Name Activity Predecessor Duration

DaysCost

1.4 Frame Set 1.4.1 35 $3,500 1.4.1.1 Create rider-bicycle system model 5 $500 1.4.1.2 Design three-pivot position 1.4.1.1 7 $700 1.4.1.3 Run simulation 1.4.1.2 4 $400 1.4.1.4 Optimize design 1.4.1.3 3 $300 1.4.1.5 Build prototype 1.4.1.4 10 $1,000 1.4.1.6 Test prototype 1.4.1.5 2 $200 1.4.1.7 Adjust design 1.4.1.6 3 $300 1.4.1.8 Release to production 1.4.1.7 1 $100 1.4.2 Handlebar 1.4.2.1 Stem 10 $285 1.4.2.2 Headset 14 $170 1.4.2.3 Handlebar 16 $250 1.4.3 Fork 25 $400 1.4.4 Seat 1.4.4.1 Seat Post 7 $250 1.4.4.2 Seat 15 $190

1.5 Assembly 1.5.1 Frame 5 $100 1.5.2 Wheels 3 $50 1.5.3 Powertrain 7 $150 1.5.4 Brakes 2 $50

1.6 Test Drive 5 Priceless$14,523

Activity List w/ Duration (continued)

Frame

WBS ID Element Name DurationDays

Cost

1 BICYCLE1.1 Wheels

1.1.1 Rims 39 $2,025 1.1.2 Rear Cassette 15 $340 1.1.3 Tubes 5 $8 1.1.4 Tires 5 $65

1.2 Powertrain 1.2.1 Shifters 15 $290 1.2.2 Crank Set 1.2.2.1 Chainrings 9 $155 1.2.2.2 Crank Arms 6 $70 1.2.2.3 Pedals 10 $425 1.2.3 Chain 5 $95 1.2.4 Derailleurs 1.2.4.1 Front 18 $850 1.2.4.2 Rear 41 $925

1.3 Brakes 1.3.1 Brake Levers 12 $0 1.3.2 Brakes 15 $380

Activity List w/ Duration


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Determine Budget

The estimated budget (forecast) is the sum up of the estimated costs of all the individual activities or work packages

Project budgets constitute the funds authorized to execute the project

The cost baseline established the basis for measuring, monitoring, and controlling project cost

Changes to the scope of the project will most often have a direct impact on the budget and the forecast


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Plan Communications (1 of 3)

Plan Communications is the process of determining project stakeholder information needs and defining a communication approach

Communication is vital for a successful project

One of the many factors that contribute to the failure of projects is poor or insufficient communication.

Careful communication planning and setting the right expectations with all the project stakeholders is extremely important

Face-to-face initial communication (i.e. kickoff meetings), if feasible, to establish the team dynamics and learning the customers and stakeholders expectations are the keys to success when managing a project


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Communication Channels Communication is a complex part of any project. The more people

involved in a project, the greater the communication among them The formula for this relationship is N* (N-1)/2; where N being the number of people on

the project. For example, 4 People, 6 Channels


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Communication Types A challenge the project manager faces is to determine what type of

communication channel should he/she opt for in order to carryout effective communication.

Some of the most common communication types are:

Communication Types

Formal (reports, memos)

Informal (emails)

Official (monthly reports)

Face-to-Face Verbal & non-verbal

(body language)

Lync

Video Conferencing

Discussion Forums


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Identify Risks (1 of 2) Risk is an event with some degree of uncertainty. It may or may not occur

A positive risk is an opportunity; a negative risk is a threat Example of a positive risk event is the growth from the sales of a new product exceeding

expectations

Every project, regardless of scope or complexity, is going to have some inherent risks

The project manager and the project core team have to identify, classify, prioritize, mitigate, and monitor and control the project risks

Risks themselves can be from factors internal to the project, such as the adoption of a new technology, resource constraints, and internal dependencies

Additionally, risks can also be external, such as the health of the financial markets, competitive pressures, or legal liabilities

All Risks should be documented in the Risk Register


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Identify Risks (2 of 2) Risk Management Process The project manager and project core team proactively plan how to

identify, rank, and address risks issues on a project.

The steps the project manager and project core team should follow to perform risk assessment are:

Identification Perform a brainstorming session where all conceivable risks are itemized Planning - Once defined, plan for contingencies as part of the overall project plan;

implement controls as needed Derive Safeguards Place specific fallbacks into the overall project plan as

contingencies for risks if they arise Monitor Continuously monitor the project to determine if any defined (or un-

expected) risks manifest themselves


Page 59

Content Overview

Introduction








Page 60


The Executing Process Group processes are intended to manage the work during a project or project phase.


Acquire Project Team

Develop Project Team

Manage Project Team

Distribute Information

Manage Stakeholder Expectations


Perform Quality Assurance

Conduct Procurement


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Direct and Manage Project Execution This is the official start of actual implementation

This is the point where we have moved from the theory of how we envisioned the project to move forward to the actual practice, where the engine is running and we are on the road

All planning activities are now mature, work assignments should have now been made and all parties should have full understanding of their role and duties as it pertains to this project.

This is where the majority of the project budget is expended and most of the project time is spent.

This is where the plan is carried out


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Acquire Project Team

Is the process of obtaining the resources (personnel, material, and equipment) needed to complete the project. This process should be started early on in the project.

As resources get allocated to do the actual work, the resource can charge time against the project.

In the event the project manager and Functional Managers are unable to complete the allocation of resources, the project manager should escalate the issue to the PAC.

In Planning, you identify the resources you need.

In Executing, you allocate the resources


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Develop Project Team

People are the wildcards on projects

How you manage and integrate people into a team environment is important to your success as a project manager

Good team dynamics start with an effective project manager

Establishing an effective team involves defining a clear purpose, goals, dependencies and accountability

Enhancing the communication and interactions among the team members helps with the ultimate successful completion of the project


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Manage Project Team

Holding People Accountable Solicit the approval of the Functional Manager when you ask the person to

accept responsibility for a task. When you do so correctly and at the right time, you can improve the chances for success.

If you run into trouble with getting the resources to get the work done, you need to coach them like any Functional Manager will coach their team members.

If all else fails, go to the Functional Manager!


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Distribute Information

The main focus here is to deliver information to the project stakeholders

Project information can be distributed using a variety of tools, including: Hard-copy Meetings Electronic databases Electronic communication such as e-mail, Management software,

Creating efficient flow of communication from the routine status reports

to the red flag issues is essential for creating a positive workflow experience with stakeholders


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Manage Stakeholder Expectations

Managing stakeholder expectations encompasses communicating with stakeholders to determine their expectations and address issues in a timely manner

Project manager should understand that managing stakeholder communication is just as important as communicating with the project teams


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Content Overview

Project Management Survey

Introduction








Page 68


The Monitoring and Controlling processes work very closely and have a high degree of interactions with each other.

The Monitoring and Controlling processes concentrate on confirming that the deliverables meet the planned specifications and requirements


Control Quality

Monitor and Control Project

Work

Perform Integrated Change

Request

Verify Scope

Control Schedule

Control Scope

Control Cost

Control Risk


Control Procurements


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Monitoring and Controlling Process Group

The Monitoring and Controlling process oversees all the tasks and metrics necessary to ensure that the approved project is within scope, on time, and on budget

This process involves comparing actual performance with planned performance and taking corrective action to yield the desired outcome when significant differences exist

Monitoring and Controlling process is continuously performed throughout the life of the project


Page 70

Monitor and Control Project Work

This is the process of tracking and reviewing the progress to meet the performance objectives defined in the project scope

Monitoring includes status reporting, progress measurement, and forecasting

Performance reports provide information on the projects performance with regard to scope, cost, and schedule

In summary, Monitor and Control Project work is all about managing the way that the project scope is executed


Page 71

Change Request (1 of 5)

A change request is a formally proposed change to the scope of a project as a result of a proactive response to a risk, a reactive response to an issue, or a requested modification due to market changes, new ideas, opportunities.

If the requested changes would affect the current gate and would jeopardizing the ability of the project manager and the Project Core team to deliver within the tolerance of the approved project scope, cost, and schedule, then the project manager shall request an Interim Gate Review to seek approval

If the changes are approved, the project manager and the project core team then need to manage the effects of those changes on the Triple Constraint elements: scope, budget, and schedule


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Quantifying the Change Request The project manager and the Project Core Team shall investigate the scope

change request and define the impact to scope, cost, and schedule of the request

The investigation shall include analysis of risks/opportunities associated with the scope change requested

Risk contingencies should be documented and managed through the change request process!


Page 73


Quantifying the Change Request (continued) Be aware of scope creep!

Scope creep also known as feature creep, focus creep, creeping functionality and kitchen-sink syndrome can sneak up, alter and destroy a project.

Scope creep is the piling up of unapproved changes that by themselves are manageable, but in aggregate are significant.

You can expect there to be a degree of scope creep in most projects, therefore it is important to use the change request process to document and manage ALL changes. Every single change that is requested will need to be reviewed and approved by the Project Manager.

Gold Plating: This term is given to the practice of exceeding the scope of a project in the belief that value is being added. Gold plating is a scope creep!


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Defining Response Options For a scope/change request, the Project Manager and the Project Core

Team shall determine the most appropriate project response: Accept the request Reject the Defer the request

Implementing Response Plans For accepted requests, the Project Core Team shall brainstorm multiple

methods to deliver the required attributes driven by the change request

Project manager is to ensure that the project scope, budget, and schedule are updated to reflect the approved changes

If the project schedule is updated to reflect approved change control, a new baseline schedule may be required


Page 75


Change Request form that you can use to document and manage ALL changes

Change # Requestor Date Describe the Change Being

Requested

Describe Reason for the

Change

Describe any Alternatives Considered

Describes any Technical Changes

Required to Implement the

Requested Change

Describe Risks to be

Considered for this Change

Estimated Cost Needed

to Implement the Change

Scope Cost Schedule Approved Rejected Deferred Change Board

Approval

Date

Change CategoryProject Name

Decision


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Verify Scope

The primary purpose of this process is to formalize acceptance of the completed project deliverables

The deliverables are examined and verified to the acceptance criteria as outlined scope baseline

If the deliverables are satisfactory, the output is Accepted Deliverables.

If the deliverables are unacceptable, the project manager and project core team should identify root cause and determine corrective actions and/or how to repair the component defects

Often, these corrective actions will result in changes to a projects scope,

cost, or schedule. It is imperative that all of the findings are detailed and communicated to the stakeholders so changes can be reviewed, approved, and implemented in the project scope plan


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Control Schedule

Control Schedule is the process of monitoring the status of the project to update project progress and managing changes to the schedule baseline

The Project Manager is the owner of the master schedule

Meet with Project Team members individually as required to see how their tasks are progressing

Review the master schedule at each Core Team meeting.

Track progress of executing the schedule (identify delays, accelerations, changes, and preparation for upcoming events)

This process is carried out throughout the project after the schedule has been developed and continues until all schedule activities have been completed.


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Control Cost Control Cost is the process of monitoring the project budget and managing

changes to the cost baseline

The project manager needs to monitor and control the budget and to make sure that you compare the actual cost with the baseline cost in order to make sure your project stays within funding limitations

Once you find that there is a variance from the baseline you must determine what caused the variance and therefore decide what the most appropriate response is.

Dont just wait for variances to occur, but influence and control the factors that contribute to the variance.

This process is all about cost variances. A positive variance is good, a

negative variance is bad.


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Report Performance (1 of 10) Reporting on project performance is a vital communications need of project

stakeholders to keep them abreast of progress and the resources used in accomplishing the project objectives

Managing a successful project involves a clear understanding of the health of a projects scope, cost, and schedule

When reporting performance metrics, be sure to include the kinds of information and level of detail required by the project stakeholders.

The frequency of reporting this information is decided according to project stakeholders

The more common measures of project performance are: Progress reporting describing the accomplishments of the project team for a given time

period. Status reporting describing where the project is at a given point in time. Project forecasting predicting the future of the project based upon past information and the

projects history.


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Report Performance (2 of 10) Schedule Progress Two popular methods for tracking progress of tasks or activities in a

project schedule: by percent complete and by work remaining

Tracking Tasks by Percent Complete: If a task is given two weeks to complete and one week has already passed, then the task

is assumed to be 50% complete Progress is assumed to be spread evenly throughout the time allotted and without

interruption. Unfortunately, most projects do not work this way

Tracking Tasks by Work Remaining: The resource assigned to the task must assess how much real work is remaining and if

that work can be completed by the schedule date What a project manager really wants to know is:

"How many total days of real work does the task require?" "How many days of real work are remaining?", and "Can the remaining work be done by the scheduled finish date? Asking these question regularly allows the project manager to get a better sense of true percentage


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Report Performance (3 of 10) RAIL (Rolling Action Item List): How can the project manager ensure that his/her team does not find itself

behind schedule or delayed from reaching success? By using a Rolling Action Item List (RAIL) as a tool to drive results

How to Create a RAIL (most common format Excel)?

Action item #: This is simply a tracking number for each action item

Action Description: This should be as short as reasonably possible. It needs to be action oriented and descriptive enough so that you dont

forget what you were talking about during past meetings Owner:

This needs to be designated to a specific individual, not a team This doesn't mean that the person designated with the responsibility is the one doing all or any of the work. However, the

owner is responsible for making sure it gets done within the time frame mentioned Date Assigned/Due Date:

Ask the action owner when they can commit to getting the action done. This is part of the buy-in process (i.e. accountability)

Note: The due date should never change once it is agreed upon. Any updates to the original due date should be reflected in the status/notes section

Status/Notes: This is where you can provide interim updates on the status and any issues that may impact rescheduling of the

action. This is a great way to communicate updates to the team Open/Closed:

This is to indicate whether the action item is open or closed Note: Do not delete closed action items, hide them


Page 82

Report Performance (4 of 10) Example of Project RAIL:

Action Item #

Description Owner Date Assigned Due Date Status/Notes Status (Open/Closed)

119 Engineering to investigate impel ler materia l options (i .e. WCB vs . cast i ron). Jess ica Phi l l ips 8/7/2013 11/22/2013 12/05/2013: Prel iminary resul ts are back (snap shot). Ful l report not ava i lable yet. From the prel iminary report, i t appears that we can't use the WCB materia l for impel ler with cast i ron components (i .e. di ffuser and s tage cas ing). If we have to use WBC materia l for impel lers , then we need to add a wear ring. Fina l report wi l l be publ i shed by 06-Dec-13. Ghassan to schedule a separate meeting to discuss test resul ts

11/14/2013: Unfortunately the testing wi l l not take place unti l the week of Nov 18th. They wanted to wait ti l l they had a l l of the test pieces and their test guy won't return to the office unti l next week. Should have resul ts by the end of the week, 22-Nov

10/31/2013: Received materia l on 31-Oct. Overnight the materia l to test faci l i ty in Texas . Expect resul ts by end of week 08-Nov

10/24/2013: Materia l wi l l be in by 25-Oct. Testing wi l l s tart the week of 28-Oct

Open

173 Oracle/Flowselex: Jim to publ i sh an advance copy of the part selection charts for the 2", 3", and 4" RSX for Ducti le, Chrome, and Duplex

Jim Al len 8/28/2013 8/28/2013 8/28/2013: Jim publ i shed copies of the part selection charts for the 2", 3" and 4" RSX Closed

175 Component Stocking/Inventory Strategy: Supply Chain to advise the component s tocking s trategy for discharge cas ing, suction cas ing, s tage cas ing, di ffuser, impel ler, and flanges . The s trategy to include: which parts , what quanti ty, what machining configuration, where, which materia ls , and lead-times

Serge Ireland 8/8/2013 11/14/2013 12/05/2013: A ca l l between Supply Chain and Catherine i s setup for Monday 8-Dec-13 to fina l i ze the s trategy. Serge wi l l provide Catherine a l l she needs to fina l i ze the s tocking s trategy for machined components . The s trategy wi l l be communicated to the s i tes by mid December. Feedback from s i te by early Jan-14

11/14/2013: The s trategy for machined components i s s ti l l being worked. A meeting i s scheduled for 19-Nov-13 between Catherine and supply cha in to fina l i ze the plan. Afterwards , Catherine and Serge wi l l have a l l the information needed to fina l i ze the s tocking plan and publ i sh to s i tes by end of Nov.

10/24/2013: Catherine and Serge are formulating the plan. Supply Chain i s fine tuning the plan. The plan i s to fina l i ze and publ i sh the sourcing s trategy for machined components by mid November. For cast components the s trategy i s a l ready defined and publ i shed. In the las t two weeks of November, Supply Chain wi l l communicate the s tocking program with s i tes . Si tes to provide feedback within two weeks

10/17/2013: Supply cha in shared the s trategy with each of the s i tes . Coimbatore prefers to source loca l ly instead of s tocking. Catherine and Serge wi l l work with each of the s i tes through the speci fics

Open

177 Ship one pump model to Arnage for tear down and eva luation. Si ze and materia l type to be fina l i zed at a later time

Ghassan Gebara 9/5/2013 3/30/2014 09/05/2013: Place holder Open

Items highl ighted in Gray are cons idered closed. Closed i tems are hidden

Items highl ighted in Red are cri tica l

RSX Projects


Page 83

Report Performance (5 of 10) Project Forecasting Project forecasting is used to predict a projects status, progress and

health. Forecasting answers questions such as: How long will it take to finish this project based upon the current information and trends? How much more money will be needed to finish this project based upon the current spend trend? What additional resource commitments will be needed?

Project Variance The difference between all estimated and all actual dollars. It is calculated by

subtracting the Forecast Total from the Total Current Budget. A positive variance means that the actual cost of the product is less than the budgeted cost. A negative variance means that the actual cost of the product is greater than the budgeted cost.

Whether positive or negative variance, the Project Manager needs to understand what is causing variance and take proactive steps to keep it under control.

The Project Manager must be able to explain the cause of variance to stakeholders and determine if corrective actions need to be taken to maintain the projects budget.


Page 84

Report Performance (6 of 10) Time Reporting (Salary Expense) In order to properly track the progress of work, time reporting is needed

to gather hours spent on assigned tasks

Resources that are assigned work on a project must enter in a timesheet (manually or directly into Planview) the time they spent on their tasks.

It is important that resources accurately record their time

Another component of accuracy, is to ensure that resources are reporting against the right task

Resources are encouraged to capture their time on a weekly basis!

Accuracy of timesheet information allows the project manager to better understand whats happening on the activity and adjust the schedule and resource workload accordingly


Page 85

Report Performance (7 of 10) Time Reporting (Salary Expense) (continued) Monthly timesheet template:

This template is only applicable prior to Planview deployment


Page 86

Report Performance (8 of 10) Capital and Non-Salary project expense report (New Template):

Project status indicators and gate dates are being managed on Planview by the project manager

Platform: Other Template rev 5 - June 21 2013Primary Business Unit:Project ID: Project Name: Project Manager: The Project Manager listed here will be contacted if we have questions

Currency USD

Select Month: Business Unit Amount Business Unit Amount Business Unit Amount

0 0 0

Expe

nse

Type

Capital

Non SalaryDevelopmentOther ExpenseProfessional ServicesTravel

Production

Other Capital

RESEARCH & DEVELOPMENT - Monthly Project Expenses Report

*****PLEASE DO NOT CHANGE THE FORMAT OF TEMPLATE***********

Totals:

Capital and Non -Salary Expenses The same currency should be used for all amounts in a month

June-13

Note: Capital amounts must be over $5k to be considered

capital

Select by using Drop Down List

Enter the Business Unit that paid for the expense - in order that the correct BU gets compensation for this. There is room for three different BUs for the same type of costs per month. Contact the R&D PMO if you need additional columns.

When filled out, please upload this document into the R&D PMO Sharepoint "Project Status" folders, in the appropriate month: http://teams.flowserve.com/Corp/RnDProjectManagementTransformationProgramNA12194/SitePages/Home.aspx?RootFolder=%2FCorp%2FRnDProjectManagementTransformationProgramNA12194%2FShared%20Documents%2FIPO&FolderCTID=0x0120003D1D24D0CB02654BA9AE6A4670AE5D21&View={4152C0A7-0B25-


Page 87

Report Performance (9 of 10) Example of Capital and Non-Salary project expense report:

Platform: IPOPrimary Business Unit: ChesapeakeProject ID: CHE-013Project Name:Project Manager: The Project Manager listed here will be contacted if we have questions

Currency USD

Select Month: Business Unit Amount Business Unit Amount Business Unit Amount

CHE $75,550.00CHE $61,900.00CHE $121,275.00CHE $18,909.50CHE $12,291.50CHE $81,112.50CHE $29,137.50

CHE $69,195.00CHE $22,410.00CHE $64,483.00CHE $22,050.00CHE $100,000.00CHE $19,444.00CHE $1,395.00

CHE $3,780.55

$702,933.55 0 0

Suction Casings/Disch Casings (Iron)

Impellers Diffusers Stage Casings

Total

Motor

November-13

RESEARCH & DEVELOPMENT - Monthly Project Expenses Report

*****PLEASE DO NOT CHANGE THE FORMAT OF TEMPLATE***********

Expe

nse

Type

Capital and Non -Salary Expenses

RSX (New ring section pump)Ghassan Gebara

Note: Capital amounts must be over $5k to be

considered capital

The same currency should be used for all amounts in a month

Capital

Non Salary

Production (Patterns/Tooling):

Other Capital (Test Lab Upgrade)

DevelopmentOther Expense (1-Oct - 3-Oct-13)

Professional Services

VFD Heat exchanger Alignment laser Electrical contractor Hydro upgrade VFD for Heat Exhanger Pump Motor

Total

Face-to-Face meeting in Chesapeake

Suction Casings/Disch Casings (Steel) Suction Casings/Disch Casings (Steel)

Brg Hsgs, Grease Covers, Oil Reservoir

$400,176.00

$298,977.00

Totals:Travel


Page 88

Report Performance (10 of 10) Example of a monthly project status report:

Project Description

Project Manager Ghassan GebaraCAR # Sponsor G. Herrera

CORP Others ( SC+Prod Man+PM + Schain + J Bandi 2681Budget CORP ENG (Engineering/des Bethlehem team 5621

CORP PEC (Engineering/drawPEC team 2898

Salary ExpenseNon-Salary

ExpenseTOTAL

ChargebackSalary

ExpenseNon-Salary

ExpenseTOTAL R&D

Corp LPO Chesapeake J. Al len & others 1541.52013 Budget $411,667 $18,822 $473,538 $890,000 $0 $890,000 $170,000 $650,000 $2,140,489 SPO Arganda J. Jimenez & others 323.52013 YTD $235,983 $8,821 $269,284 $665,586 $0 $665,586 $101,966 $699,153 $1,711,509 SPO Arnage R. Guidoni & others 882014 & Beyond $286,599 $59,000 $380,159 $26,059 $23,000 $49,059 $93,500 $2,051,000 $2,539,158 SPO Coimbatore K. Sekar & others 751.5

(*) Corp Other (Prod Mgmt, global SC, Marcom) sa lary & non sa lary expenses not included (399k budget 2014) Total 13,904.50(**) Capi ta l spending includes November 2013 actuals

Benefit Status2013 2014 2015 2016 2017 Overa l l G

Bookings (k$) RSX $0 $1,000 $10,500 $23,300 $28,800 Budget GRevenue (k$) $0 $400 $10,000 $23,300 $28,800 Schedule GGM (k$) $0 $120 $3,000 $6,990 $8,640 Qual i ty GBookings (k$) WD / WDX / part NM $11,500 $8,100 $4,100 $2,100 $1,000Revenue (k$) $11,500 $8,100 $4,100 $2,100 $1,000GM (k$) $2,875 $2,025 $1,025 $525 $250 Unit GM Herrera , Gui l lermo

Site Control ler Foley, Al lanPhase Gate Review Product Director Powers , Chuck

Gate 0 Gate 1 Gate 2 Gate 3 Gate 4 Engineering Director Phi l l ips , RobExplore Plan & Specify Develop Validate Launch Regional P&L Owner Haldorsen, Bjorn

Basel ine Plan Jan-13 Apr-13 May-13 Oct-13 March-14 Regional Control ler Platt, MalcolmForecast Jan-13 March-13 Oct-13 Jul -14 Nov-14 Operations Pres ident Hendricks , BobActual Jan-13 March-13 Oct-13 Operations Control ler Platt, MalcolmCost (Budget) $0 $229,099 $700,942 $3,237,933 $752,670 R&D VP Van Gemeren

Cost (Actual ) $0 $229,099 $700,942 $904,437 COO Pajonas , Tom1

(>$1M)(***) Phase 3 includes November 2013 actuals

Progress Summary

Red Flags (Issues requiring management decision / intervention)

As of 02-Dec-13, the tota l 2013 actual Capex spending i s $699,153 (target i s $650,000); of which $400,176 for tool ing/patterns and $298,977 for test lab upgrade.

2(>$500K, $100K,

13-FSG-1405-NP-00001 CAR Issue Date Mar-13

BUSINESS UNIT R&D CORP PEC Chargeback

CAPITAL TOTAL COSTS

Project TeamRational i ze and update the industria l ring section pump. Des ign a rel iable, competi tive and efficient pump. Product wi l l be low cost sourced, l imited in materia ls for inventory, and add miss ing hydraul ics

Role Name Chargeback Hours YTD

CHE-013 RSX (New Ring Section Pump)

**

* *

***


Page 89



Page 90

Content Overview

Introduction








Page 91


The Closing Process Group consists of two processes that are intended to end or close a project.

The primary purpose that these Closing processes are performed is to authorize the project (or phase) to end.


Close Project or Phase


Close Procurement


Page 92

Close Project or Phase (1 of 4) Close Project or Phase is the process of finalizing all activities to formally

complete the project or phase

At project or phase closure, the following may occur: Obtain acceptance by the customer or sponsor (i.e. Record of Decision), Conduct post-project or phase-end review, (i.e. Gate Phase Review) Record impacts of tailoring to any process, Archive all relevant project documents Close out procurements Document lessons learned

Investigating use of FLS Engineering Central as depository for R&D project lessons learned

Celebrate project success

Gate review Record of Decision constitute the official close of the phase


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Close Project or Phase (2 of 4)

Lessons Learned The purpose of lessons learned is to bring together any insights gained

during a project that can be usefully applied on future projects

Capturing those Lessons Learned It is essential to capture lessons learned on your projects prior to releasing

resources and closing the project/phase

Lessons Learned should identify which elements of the project were successfully managed and which ones presented challenges

Lessons can be captured by asking these questions: What went right? What went wrong? What could have been better?


Page 94


Arrange regular brainstorming (not BLAMEstorming) sessions with the project team. Don't leave it until the end of the project when memories have faded.

Review lessons learned at each phase gate. You can then compile the information at the end of the project and develop a more comprehensive lessons learned.

During your discussions: Be positive Do not place blame! Focus on successes as well as challenges Indicate which strategies contributed to success Indicate which improvement strategies would have the greatest impact


Page 95


Document and Share It is important to document and share findings. The best way to do this is

by creating a lessons learned report

Lessons learned must be stored in a central repository with general access (i.e. SharePoint)

Lessons learned are equally as important on cancelled projects as they are on completed projects


Page 96



Page 97

Conclusion


Page 98

Summary Our 2013 R&D Portfolio currently includes (October 2013 Playbook):

Cost Estimated Benefits ~31 M Expense Budget ~1.5 B in 5 year revenue ~11 M Capital Budget ~507 M in 5 year gross profit

# Active Projects # Resources 296 452

Effective Project Management is a critical success factor in delivering these projects on time, on budget, on scope and in alignment with the customers expectations.


Page 99

Portfolio Management Project Management

Resource Management Organizational Change Management

Improve Time to Market

Provide financial analysis and oversight of portfolio to support investment decisions, balancing strategies and budget adherence.

Define and manage the R&D Project Management Framework and supporting technology solutions.

Define and oversee R&D Resource Management processes (planning and actuals) and supporting technology solutions. Communicate, train and deploy Portfolio Management, Project

Management and Resource Management processes and supporting technology solutions.

Build and facilitate R&D PM user community and promote best practices.

R&D PMO Vision: Strategic Domains

Provide direct Project Management services for select Tier 1/2 R&D Projects.

Provide Project Management mentoring to R&D PM user community.

Improve R&D resource visibility and utilization.

Cost Risk

Revenue

Margin

Provide visibility and consistent tracking of global portfolio of approved R&D projects.


Page 100

Project Management Community Our vision is to create a Project Management community

across Flowserve where best practices and ideas can be shared.

This training is a small step forward in that direction.

For Project Management mentoring and support, please feel free to reach out to the following PMO leaders:

Christine Strobush Director, R&D PMO

Mark Algar Senior Program Manager

Ghassan Gebara Senior Project Manager

Bruce Baker - Senior Project Manager

Rohit Srinivas Project Manager


Page 101

Assessment Survey To access the assessment survey:

From Passport, select Manage My Career tab, Log in to LMS. Under Search, type:R&D PDP & PM101 Training Assessment Select the Start button


Page 102

Supporting Materials


Page 103

Project Management Survey The purpose of the survey was to identify the project management

knowledge areas that will need to be covered in this training.

The survey was sent to 576 employees who work on R&D projects, of which, 79 (~14%) participants took the survey

Survey end period closed on Friday March 29th For those who took the survey, thank you!

Develop project charter , identify stakeholders (Initiation), and close project or phase (Closing) appears to be the project management communitys strengths.

Our biggest opportunity for improvement in how to manage and deliver projects on time, on budget, and within scope is to provide training on the knowledge areas that were rated higher for Somewhat Important than Very Important. All the knowledge areas are very important to project management.


Page 104

Project Management Survey Results of the survey. Highlighted in red the % of respondents who rated

each of the knowledge areas higher for Somewhat Important than Very Important.

Project Management Training Survey Target Audience = 576

Participants = 79 Process Groups Somewhat

Important Very

Important Comments

Initiating Process Group DEVELOP PROJECT CHARTER 32 49 IDENTIFY STAKEHOLDERS 38 44 Planning Process Group DEVELOP PROJECT MANAGEMENT PLAN 43 45 COLLECT REQUIREMENTS 51 33 DEFINE SCOPE 39 51 CREATE WBS 49 30 DEFINE/SEQUENCE ACTIVITIES 53 33 ESTIMATE ACTIVITY RESOURCES 49 36 ESTIMATE ACTIVITY DURATIONS 45 38 DEVELOP SCHEDULE 39 43 DEVELOP HUMAN RESOURCE PLAN 39 33 ESTIMATE COSTS 50 38 DETERMINE BUDGET 41 42 PLAN QUALITY 39 36 Not covered in PM 101 PLAN COMMUNICATIONS 45 29 PLAN RISK MANAGEMENT 53 25 IDENTIFY RISKS 53 33 PERFORM QUALITATIVE/QUANTITATIVE RISK 42 24 PLAN RISK RESPONSES 51 18 PLAN PROCUREMENTS 42 24 Not covered in PM 101 Executing Process Group DIRECT AND MANAGE PROJECT EXECUTION 49 36 PERFORM QUALITY ASSURANCE 44 28 Not covered in PM 101 ACQUIRE PROJECT TEAM 52 29 DEVELOP/MANAGE PROJECT TEAM 47 37 DISTRIBUTE INFORMATION 47 25 MANAGE STAKEHOLDER EXPECTATIONS 45 33 CONDUCT PROCUREMENTS 40 15 Not covered in PM 101 Monitoring & Controlling Process Group PERFORM INTEGRATED CHANGE CONTROL 52 31 VERIFY SCOPE 43 39 MONITOR & CONTROL SCOPE/SCHEDULE/COSTS 36 49 PERFORM QUALITY CONTROL 49 29 Not covered in PM 101 REPORT PERFORMANCE 51 25 MONITOR & CONTROL RISKS 51 25 ADMINISTER PROCUREMENTS 45 15 Not covered in PM 101 Closing Process Group CLOSE PROJECT OR PHASE 36 43 CLOSE PROCUREMENTS 43 25

Slide Number 1Project Management Training RoadmapFuture R&D Training CoursesContent OverviewWhat is a Project?Relationships between Project, Program, and Portfolio (1 of 2)Relationships between Project, Program, and Portfolio (2 of 2)Portfolio ManagementWhat is Project Management?Triple Constraint (1 of 3)Triple Constraint (2 of 3)Triple Constraint (3 of 3)How Does One Determine If a Project Was Successful?What is the Role of a Project Manager?Content OverviewProduct and Project Life Cycle (1 of 2)Product and Project Life Cycle (2 of 2)Project Life Cycle and Relationship with Product Development Process (PDP) Life Cycle (1 of 2)Project Life Cycle and Relationship with Product Development Process (PDP) Life Cycle (2 of 2)Slide Number 20Content OverviewInitiating Process GroupProject Charter (1 of 2)Project Charter (2 of 2)Stakeholders (1 of 6)Stakeholders (2 of 6)Stakeholder (3 of 6)Stakeholder (4 of 6)Stakeholders (5 of 6)Stakeholders (6 of 6)Slide Number 31Content OverviewPlanning Process GroupDefine Project ScopeCreate Work Breakdown Structure (WBS) (1 of 4)Create Work Breakdown Structure (WBS) (2 of 4)Create Work Breakdown Structure (WBS) (3 of 4)Create Work Breakdown Structure (WBS) (4 of 4)Define Activities (1 of 2)Define Activities (2 of 2)Determine Sequence of ActivitiesEstimate Required Resources (1 of 2)Estimate Required Resources (2 of 2)Estimate Activities Duration (1 of 2)Estimate Activities Duration (2 of 2)Develop Schedule (1 of 4)Develop Schedule (2 of 4)Develop Schedule (3 of 4)Develop Schedule (4 of 4)Scheduling Tools & Techniques Schedule CompressionEstimate Costs (1 of 3)Estimate Costs (2 of 3)Estimate Costs (3 of 3)Determine BudgetPlan Communications (1 of 3)Plan Communications (2 of 3)Plan Communications (3 of 3)Identify Risks (1 of 2)Identify Risks (2 of 2)Content OverviewExecuting Process GroupDirect and Manage Project ExecutionAcquire Project TeamDevelop Project TeamManage Project TeamDistribute InformationManage Stakeholder ExpectationsContent OverviewMonitoring & Controlling Process GroupMonitoring and Controlling Process GroupMonitor and Control Project WorkChange Request (1 of 5)Change Request (2 of 5)Change Request (3 of 5)Change Request (4 of 5)Change Request (5 of 5)Verify ScopeControl ScheduleControl CostReport Performance (1 of 10)Report Performance (2 of 10)Report Performance (3 of 10)Report Performance (4 of 10)Report Performance (5 of 10)Report Performance (6 of 10)Report Performance (7 of 10)Report Performance (8 of 10)Report Performance (9 of 10)Report Performance (10 of 10)Slide Number 90Content OverviewClosing Process GroupClose Project or Phase (1 of 4)Close Project or Phase (2 of 4)Close Project or Phase (3 of 4)Close Project or Phase (4 of 4)Slide Number 97ConclusionSummaryR&D PMO Vision: Strategic DomainsProject Management CommunityAssessment SurveySlide Number 103Project Management SurveyProject Management Survey

PM 101 training - 01_13_2014

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