Project Management Basics - Chapters Site · ... planning and scheduling, cost management ......
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Project Management Basics Michael Haas PMP Dina Keirouz PMP IIA Beach Cities Chapter September 20, 2017
Transcript of Project Management Basics - Chapters Site · ... planning and scheduling, cost management ......
Project Management BasicsMichael Haas PMPDina Keirouz PMP
IIA Beach Cities ChapterSeptember 20, 2017
Overview• Introductions• What is Project Management• What is the role of the Project Manager• Questions / Answers
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IntroductionsMichael Haas, MBA, PMP• Senior Associate - PMA Consultants• Education - BS in Accounting, MBA in Finance • 15 years experience in project management, project
controls, planning and scheduling, cost management• Expertise in developing, implementing and supporting
Project Controls/Tools at Utilities and Ports
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IntroductionsDina Keirouz, PMP• Managing Director - PMA Consultants• Education - BA in Architecture, BS in Construction
Management• 26 years of experience in Project and Construction
Management, and PM/CM best practices• Extensive working knowledge of project controls,
including developing and implementing program wide controls and PMIS’ for large CIPs
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About PMA Consultants• Founded 1971, nationwide, 14 offices, 250+ people• Pure PM/CM firm• Certified Minority Business Enterprise (MBE)• Local presence, national expertise• Over 90% of PMA’s clients are repeat clients• Patented NetPoint/NetRisk
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SINCE 2000, PMA HAS BEEN RANKED IN THE TOP 50 CM-FOR-FEE
AND TOP 50 PM FIRMS
PMA ConsultantsIndustries Include: • Ports and Harbors• Airports• Local Governments• Utilities/Energy• Transportation• Buildings
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Services Include: • Program/Project Management• Project Controls• Planning and Scheduling• Project Risk Analysis• Project Management Systems• Construction Claims• Benchmarking/Gap Analysis• Performance Audits
What is Project Management
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Why do projects fail?• Poor project scope definition• Stakeholder misalignment• No pro-active risk management• No visibility/transparency on performance• No foresight (backward looking, not enough
forward looking)
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Why is Project Management Important
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Ensures we get the outcome that we expected
What is a project?
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• Project – “A temporary endeavor undertaken to create a unique product, service or result.”
• Has a start and a finishPMBOK 5th Edition
What is Project ManagementMethodical approach to planning and guiding project processes from conception to completion
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Key Concepts of Project Management
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• Scope Management• Schedule Management• Budget Management• Risk Management• Stakeholder Management
Triple Constraints
Framework for Project Management
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Scope Management
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Scope Management
Process Key BenefitCollect Requirements
Provides the basis for defining and managing the scope.
Define Scope Defines the boundaries by outlining which of the requirements will be include/excluded.
Create Work Breakdown Structure (WBS)
Provides a structured vision of what has to be delivered.
Validate Scope Brings objectivity to the acceptance process and increases the chances of acceptance of the final project by validating each deliverable.
Control Scope Allows the scope baseline to be maintained through-out the project.
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Collect the Requirements
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Requirements can be divided into groups to allow for further refinement (i.e. Business, Stakeholder, Technical Solution, Quality)
Define the Scope• Project Manager should understand why a
project is being sponsored and the value it represents to the business
• Project Scope Statement is a description of the project scope, major deliverable, assumptions and constraints
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Create the Work Breakdown Structure
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Lowest Level is the Work Package
Intermediate Levels are Summarizations
of work below
Level 1 is the project Project
WBS 1
WBS 1.1
WBS 1.2
WBS 2
WBS 2.1
Validate Scope• Validate scope focusing on the acceptance
of the deliverables• Quality control focuses on the correctness
of the deliverables
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Control the Scope • Make sure requirements are well defined• Involve users and stakeholders early on in the
project• Have a transparent protocol for scope change
management
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Schedule Management
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Schedule ManagementProcess Key BenefitDefine Activities Breaks down work packages into activities that provide the
basis for estimating, scheduling, monitoring and controlling the project work.
Sequence Activities Defines the logical sequence of work to obtain greatest efficiency given project constraints.
Estimate Activity Resources
Identifies the type and quantity and characteristics of resources required to complete an activity which allows for more accurate cost and duration estimates.
Estimate Activity Durations
Provides the amount of time each activity will take to complete.
Develop Schedule By entering the activities, durations, resources and relationships the scheduling tool will generate a scheduling model with planned dates for completing the project activities.
Control Schedule Provides means to recognize deviation from the plan and allows the project manager to take corrective/preventative actions to minimize risks.
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Define Activities• Activities are the fundamental work elements
of a project• The lowest level of a WBS and the smallest
subdivision of work that directly involves the project manager
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Sequence ActivitiesA network logic diagram is a logical representation of all the activities in a project showing their dependency relationships
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Estimate Activity Resources• Resources are typically divided into three
categories:• Labor (people) • Non-labor (equipment) • Material/Supplies
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Estimate Activity Durations• Estimates should come from the person/group
on the project team most familiar with the work being performed on the specific activity
• Duration x Units/Time = Units
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Develop Schedule• Critical Path Method (CPM) calculates the
longest path of planned activities to the end of the project
• This process determines which activities are "critical" (i.e., on the longest path) and which have "total float" (i.e., can be delayed without making the project longer)
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Control Schedule• Create a baseline schedule once scope is
finalized• Monitor progress against baseline schedule• Can only be changed through formal change
control procedures
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Budget Management
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Budget Management
Process Key BenefitDevelop Budget Determines the amount of costs required to complete
the project.Determine Baseline Determines the cost baseline against which project
performance can be monitored and controlled.Control Budget Provides a means to recognize variance from the
plan (baseline) in order to take corrective action and minimize risks.
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Develop Budget
Control Budget
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• Determine baseline after the scope is finalized• Monitor project cost progress against baseline• Can only be changed through formal change
control procedures
Earned Value Management (EVM)Methodology that integrates scope, schedule, and cost measurements to assess “true” project performance and progress
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Stakeholders Management
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Identifying and engaging them early in the process is paramount.
Stakeholders Management
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High
Concern /Importance(or power)
Based on Jaap Schekkerman
Power vs. Interest
Keep Satisfied Manage Closely
Monitor(Minimum Effort)
Keep Informed
Low HighInterest level
Quality Management
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Quality Management
Process Key BenefitQuality Assurance Facilitates the improvement of quality processes.
Identifies the causes of poor quality and recommending and/or taking action to eliminate them.
Quality Control Validating that the deliverables meet the requirements specified by key stakeholders necessary for final acceptance.
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Risk Management
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Risk Management
Process Key BenefitIdentify Risk Documentation of the existing risks and the ability of the
project to anticipate them.Perform Risk Analysis(Qualitative and Quantitative)
Enable the PM to reduce the level of risk and uncertainty and focus on the high-priority risks.
Plan Risk Responses Addresses the risks by their priority and adds the needed resources to the project.
Control Risk Approves the efficiency of risk approach through out the project life cycle to continually optimize risk response.
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Risk ManagementQualitative risk analysis rapidly sorts the identified risks
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Risk Management
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Quantitative risk analysis identifies cost and schedule impacts
Best Practices• Create a Risk Register early on (during the
planning phase)• Prioritize your risks• Risk identification happens continuously. Make
it a standing agenda item at progress meetings• Be mindful of Issues or Events that have
associated risks• Clarify who is responsible for each risk• Monitor risks on weekly/monthly basis
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What is the Project Management Plan• Project Management Plan acts as the road map for the
project• Describes the project goal (i.e. scope, schedule,
budget)• Describes how the project will be managed and
executed (i.e. scope control, risk register, quality management)
• It is created during the initiation phase of the project and should be maintained through out the project
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Project Management Plan Outline
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What is the role of a Project Manager
The Project Manager has the overall responsibility and accountability for the successful initiation, planning, design, execution, monitoring, controlling, and closure of a project.
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Anticipating and Resolving issues; being ahead of the game
Characteristics of an effective PM
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• Accountable• Anticipates potential problems - Proactive• Resolves conflicts• Technically competent• Skilled politician• Good motivator• Visionary• Leads by example• Effective time management
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Project Manager Evolution
Reactive• Waiting• Responding• Others Set the Agenda• Out of Control
Proactive• Anticipating• Taking Action to Avoid• PM Sets the Agenda• In Control
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Attributes of a Proactive PM
ANTICIPATES• Gains comprehensive
project understanding• Sets expectations• Monitors the situation• Analyzes the data provided• Communicates
TAKES ACTION QUICKLY• Sets the agenda• Maximizes the resources
available to tackle the problem• Makes a decision• Mobilizes the team• Communicates
Anticipates project problems and takes steps to avoid them
Questions?
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