Project Management Life CycleKaty Koenen05/07/2013
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Agenda
Taxonomy The Process
Best PracticesIntroduction Q & A
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Project Management Life Cycle
GoalsUnderstand the Project Life Cycle
Objectives• Be able to explain each element of the
Project Management Life Cycle
Section Introduction
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Managing Projects
Like many business processes, each project has a life cycle. It starts with a kick-off meeting and ends with project close-out activities. This presentation highlights each state of managing a project and provides techniques to help you be successful.
Section Introduction
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Life Cycle Stages
Section Introduction
1. Create a Project Charter
2. Define the Project Scope
3. Collect and document Business
Requirements
4. Establish Roles and Responsibilities
with a RACI matrix
5. Conduct a Kick-off Meeting
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Life Cycle Stages, continued
Section Introduction
6. Create a Work Breakdown Structure
(WBS)
7. Schedule Project Milestones
8. Monitor & Facilitate Project Progress
9. Communicate Project Status
10.Conduct a Lessons Learned session
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Taxonomy
Taxonomy
Term Definition
RACI Matrix showing who is Responsible, Accountable, Consulted, or Informed for each high-level project task
Work Breakdown Structure
Matrix of high-level work items for executing the project and the individuals responsible for each. Assign one individual per task.
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The Process
The ProcessCreate the Project Charter1. Define the project vision: Who is the customer and
what benefits will the project provide?
2. Identify the measurable goals that will satisfy the
aims of the project.
3. Identify other relevant factors to consider, e.g.
usability, training, documentation, etc.
4. Determine the budget for the project.
5. Determine the due date for the project deliverables.
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The Process
The ProcessDefine the Scope1. Define the project’s deliverables and the work
required to create those deliverables.
2. Define the acceptance criteria for the project’s
deliverables.
3. Call out what will be done, as well as what won’t be
done.
4. Identify project constraints, e.g. budget or inflexible
delivery dates.
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The Process
The Process
Document Business Requirements
1. Identify, very specifically, what the customer needs.
2. Identify the key success factors, and how you will
know the requirements have been met.
3. Provide business models, diagrams, or flow charts to
illustrate current and future states.
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The Process
The Process
Create a Responsibility Assignment Matrix
A Responsibility Assignment Matrix (RACI) describes
and communicates the participation, by role, of project
members in the completion of a project.
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The Process
The ProcessRACI Roles
Role Description
Responsible (R) Those who actually do the work
Accountable (A) Those who approve the work
Consulted (C) Subject Matter Experts whose opinions are sought and with whom there is two-way communication
Informed (I) Those who are kept up-to-date on the progress and completion of tasks, with whom there is one-way communication
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The Process
The ProcessRACI ExampleR – Does the workA – The buck stops hereC – Provides inputI –Receives Output
Task
Steering Committee
Project Manager
Systems Engineer
Architect
Support Services Designee
Define Goals C R C C C
Create High-Level Design
I I A R I
Prepare Deployment Plan
I A, R I I I
Analyze Deployment Resource Needs
I A R C C
Implement Solution I R
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The Process
The Process
Conduct a Kick-off Meeting• Educate the team about tools and processes
• Review the Project Charter and Scope
• Validate the RACI Matrix
• Identify Project Priorities
• Identify Project Risks
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The Process
The ProcessCreate a WBS• Identify the major areas of work to form the top-level
of the WBS
• Identify the next level of work in each major group
• Identify the third level of work under each item in
Level 2
• Continue to break down the required work until you
reach a level of tasks that will take roughly half a day
to complete
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The Process
The ProcessItems to include in a WBS• Project Planning Tasks
• Approval Cycle Tasks
• Key Project Meetings
• Management & Customer Meetings
• Training
• Project Management Tasks
• Test Planning, Development, and Execution
• Quality Control/Defect Repair
• Project Reviews
• Project Closing Tasks
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The Process
The ProcessSchedule Milestones• Identify the tasks required to produce
project deliverables
• Estimate the effort required to
complete each task or activity
• Estimate the duration of each task or
activity
• Estimate the calendar time that will be
required to complete each task or
activity
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The Process
The Process
Monitor and Facilitate• Manage the project schedule
• Ensure project objectives are met
• Facilitate project meetings
• Facilitate team communication
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The Process
The Process
Communicate Project Status• Conduct regular status meetings
• Send regular status reports to stakeholders
• Raise awareness when risks and changes occur
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Best Practice
Do… Plan for the project Create project documentation Manage and facilitate project execution Communicate, communicate, communicate Conduct a Lessons Learned session
Don’t… Neglect project documentation Assume stakeholders and team members know
what you know
Best Practices
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Q & A
Q & A
What are your questions?
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Section Wrap-upSection Wrap-up
In this section we… Learned how to plan for a project
Learned the importance of project documentation
Learned what documentation to provide
Learned the importance of a Lessons Learned session
Learned how to conduct a Lessons Learned sesson
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Section Wrap-upSection Wrap-up
SourcesEmprend Inc./Project Connections.com. “PC1401: Getting Started With New Project Management Techniques” © 2009
© 2012 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.
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