Project Management Best Practices at LAUSD. July 30, Bill Wherritt
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1 Project Management Best Practices at LAUSD July 30, 2008 Bill Wherritt
2 I have never seen anyone save time by doing the work in the wrong order, or by skipping required steps. If there isn't time to do it right, there certainly isn't time to do it wrong. -Tom DeMarco, Structured Analysis and System Specification, p35.
3 History of Project Management Pre-World War II Post WWII Developments RAND Corporation PMI PMBOK CAPM / PMP PM Today
4 Project Management Framework
5 Project Management Framework Definition Project A temporary endeavor undertaken to create a unique product or service, or result. (A Guide to the Project Management Body of Knowledge (PMBOK Guide). Project Management Institute.)
6 Project Management Work Theory Categories of Work Increasing Uncertainty in Scope, Technology, Process Artisan Project Operations Robotics Design Deploy Mass Customization Mass Production Management
7 Project Management Framework Definition Project Management The application of knowledge, skills, tools and techniques to project activities to meet project requirements PMBOK the planning, scheduling, and controlling of project activities to meet project objectives. Fundamentals of Project Management James P. Lewis
8 Project Management Framework What is a Program?
9 Project Management Framework Definition Program A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. (A Guide to the Project Management Body of Knowledge (PMBOK Guide). Project Management Institute.)
10 Are all of your Projects Successful?
11 Roughly 70% of projects will come in materially late, materially over budget, or will fail to meet significant user expectations. Project Management Journal
12 31.1% of projects will be canceled before they are completed 52.7% of projects will cost 189% of their original estimates The Standish Group Chaos Study
13 Project Management Framework Why do Projects Fail?
14 Top Causes of Project Failure 1. Lack of user involvement 2. Incomplete requirements & specs 3. Changing requirements & specs 4. Lack of executive support 5. Technology incompetence 6. Lack of resources 7. Unrealistic expectations 8. Unclear objectives 9. Unrealistic timeframes 10. New technology The Standish Group Chaos Study
15 What Drives Project Success?
16 Project Success Criteria 1. Executive support 2. User involvement 3. Experienced project manager 4. Clear business objectives 5. Minimized scope 6. Standard software infrastructure 7. Firm basic requirements 8. Formal methodology 9. Reliable estimates 10. Other milestones, proper planning, competent staff, and ownership The Standish Group, Extreme CHAOS
17 Definitions of Project Success Customer accepts the solution Deliverables transitioned effectively Completing the project within acceptable levels Cost / Schedule Stakeholders eager to start a new project Team members want to work together again
18 Foundations of Project Success: People and Process
19 Core Competencies for Project Managers Project Management General Management Application Area
20 Key General Management Skills Leading Communicating Negotiating Problem Solving Influencing the Organization Others Finance and Accounting Strategic Planning Organizational Behavior Personnel Compensation Motivation and Team Building
21 Project Management Skills What are the Skills, Best Practices and Processes that make up Effective Project Management?
22 The PMI/PMBOK PM Framework
23 The Competing Demands
24 PM Process Groups Initiating Planning Executing Controlling Closing
25 Phases of a Project Initiating Planning Executing Controlling Closing
26 PMI Knowledge Areas Scope Time Cost Quality Risk Communication Human Resources Procurement Integration
27
28 Project Management Framework How much Project Management is Enough? (Do I need all 44 processes on every project?)
29 The project management processes meet the need of general acceptance they apply to most projects most of the time. However, not all of the processes will be needed on all projects, and not all of the interactions will apply to all projects PMBOK Guide
30 Studies consistently show that value to the organization from implementing formal project management processes increases rapidly with project size and complexity.
31 Initiating a Project Authorizing the project or phase. The PMBOK Guide
32 Initiating Definition Project Sponsor The individual or body for whom the project is undertaken and who is the primary risk taker. The executive who manages, administers, monitors, funds, and is responsible for the overall project delivery. (Wideman Comparative Glossary of Project Management Terms, v2.1)
33 Initiating Definition Project Manager The individual responsible for managing a project. (A Guide to the Project Management Body of Knowledge (PMBOK Guide). Project Management Institute.)
34 The Project Team Definition Stakeholder Anyone that has a vested interest in the outcome of the project. (Wideman Comparative Glossary of Project Management Terms, v2.1)
35 The Project Team Stakeholder A stakeholder is anyone who: - Defines needs or wants - Justifies or pays for the project - Resolves resource issues - Evaluates or uses the results
36 The Project Team Stakeholders Key Stakeholders: Customer Helps by Defining Requirements School Principal Teachers, students, families M&O Management Project Strategic Objectives RPMD, LDFD, Local District Supt., etc. Project Sponsor Transfers Budget Authority to PM Project Manager Coordinate and Lead Implementers Perform the Work General Contractor and subs Community
37 The Project Team Key Stakeholder Issues Stakeholder Needs Communication Needs Risk Tolerances Project Priority
38 Customer Sr. Mgt. Sponsor Team Members Project Mgr. Communication Plan: Stakeholder Information/Reporting What? When? How?
39 Elements of a Project Charter Executive Summary Create Alignment: Project Objective Scope Description Priorities of Competing Demands ROM Estimates Budget & Schedule Assumptions Risks Constraints
40 Project Initiation Checklist Understand project history initial purpose, budget & schedule, scope changes, etc. Key stakeholders Completeness of Scope Package Priorities of Competing Demands Budget & Schedule Expectations Assumptions Risks Constraints
41 Hitting the Target
42 The Planning Horizon
43 Documentation Policy Basic Change Control Documents Review and Approvals Policy Meeting Minutes Policy Status Reports Policy Change Management Best Practice: Whoever approved original deliverable approves change. Project Manager approves additional work. Project Glossary Managing Information Document Templates File Plan: Information that can t be found is of no value
44 Kickoff Meeting Agenda Introduction of Team Meetings Ground Rules Project Procedures Project Goals Roles & Responsibilities Project Plans/Charter Meeting Frequency Meeting Schedule
45 Planning: Getting Started Review Identify Key Stakeholders Develop a Communication Plan Identify Planning Horizons Change Control Kickoff Meeting
46 Scope Planning Definition WBS Scope The work to be done. (PMBOK)
47 Scope Planning Definitions WBS Product Scope The features and functions that characterize a product or service. (PMBOK 2000) Project Scope The work that must be done to deliver a product with the specified features and functions. (PMBOK 2000)
48 Scope Management Definition WBS Work Breakdown Structure (WBS) A deliverable-oriented grouping of project elements that organizes and defines the total work scope of the project. Each descending level represents an increasingly detailed definition of the project work. (A Guide to the Project Management Body of Knowledge (PMBOK Guide), 2000 Edition. Project Management Institute.)
49 Scope Management Work Breakdown Structure WBS WBS
50 Scope Management Work Breakdown Structure WBS The WBS is used in projects to define the project s work in terms of deliverables and further decomposition of these deliverables into components. The WBS is the basis for: All the effort/cost to be expended on supporting processes and the creation of the deliverables The assigned responsibility for accomplishing and coordinating the work. (Practice Standard for Work Breakdown Structures. Project Management Institute)
51 Scope Management Work Breakdown Structure WBS A proper work breakdown structure is probably the most critical element in good scheduling and budgeting. Do not scrimp on the amount of time you spend developing the work breakdown structure. It is the foundation for everything you do The work breakdown structure is the key to efficient project management. (Project Delivery System: A System and Process for Benchmark Performance. CH2MHill)
52 Scope Management Work Breakdown Structure WBS The WBS always reflects the way a project has been planned, cost estimated and will be managed. (Project Control System Manual. U.S. Department of Energy) The WBS must be owned by the project manager and the project management team, and reflect the way that they plan to perform the effort. The principle that should guide us is that the WBS should represent the way that the project manager plans to manage the project period. (Earned Value Project Management. Project Management Institute)
53 Scope Management Work Breakdown Structure WBS Characteristics of the WBS It is representative of the work as an activity, and this work has a tangible result. It is arranged in a hierarchical structure. It has an objective or tangible result, which is referred to as a deliverable. (Practice Standard for Work Breakdown Structures. Project Management Institute)
54 Scope Management Definition WBS Deliverable Any measurable, tangible, verifiable outcome, result, or item that must be produced to complete a project or part of a project. Often used more narrowly in reference to an external deliverable, which is a deliverable that is subject to approval by the project sponsor or customer. (A Guide to the Project Management Body of Knowledge (PMBOK Guide), 2000 Edition. Project Management Institute.)
55 Scope Management Definition WBS Work Package A deliverable at the lowest level of the work breakdown structure, when that deliverable may be assigned to another project manager to plan and execute. This may be accomplished through the use of a subproject where the work package may be further decomposed into activities. (A Guide to the Project Management Body of Knowledge (PMBOK Guide), 2000 Edition. Project Management Institute.) Note: A Work Package may be further decomposed into more deliverables.
56 Scope Management Work Breakdown Structure WBS WBS Work Packages
57 Scope Management WBS List Format WBS HOME LANDSCAPE PROJECT WBS 1.0 Design Home Landscape 2.0 Put in lawn 2.1 Acquire lawn material 2.2 Install sprinkler system Identify sprinkler locations Dig trenches Install pipe and hardware Cover sprinkler system 2.3 Plant Grass Remove debris Prepare soil (fertilize, Rake) Plant lawn seed 2.4 Plant shrubs 3.0 Build fence 3.1 Acquire fence material 3.2 Construct fence Mark fence line and posts Install posts Install fencing and gates Paint / Stain fence
58 Project Scheduling Level of Detail for the WBS Level of Detail Not all legs of the WBS must be symmetrical in terms of the number of legs developed. There is no need to decompose all legs of the WBS if the need is only present in one area. (Practice Standard for Work Breakdown Structures. Project Management Institute)
59 8 80 Rule heuristic WBS Best Practice: Continue to break down the activities for the next planning horizon until it is no less than 8 hours and no more than 80 hours of effort
60 Scope Planning Review WBS Strategy drives Scope and WBS Scope Definition is Customer-Driven WBS is Deliverable-based Decompose to Level of Effective Management
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