Guten Tag. (good day)
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1 Guten Tag (good day)
2 What is the #1 problem many people have on a project?
3 What is the #1 problem many people have on a project? Communication
4 Project Management Process Groups Project 4. Integration Management Initiating Planning Executing 5. Scope Monitoring & Controlling Closing Knowledge Areas 6. Time 7. Cost 8. Quality 9. Human Resources 10. Communications 11. Risk 12. Procurement Stakeholder Project Communications Management
5 10.2 Manage Communications Outputs Initiating Process Group.1 Communications.2 Project documents Planning Process Group Executing Process Group Monitoring & Controlling Process Group 10.1 Plan Communications Management: how & why 10.2 Manage Communications: create, collect, distribute, store & retrieve 10.3 Control Communications: meeting communication needs Closing Process Group
6 10.2 Manage Communications Inputs Tools & Techniques Outputs What & Why?.1 Communications.2 Work performance reports.3 Enterprise environmental factors.4 Organizational process assets.1 Communication technology.2 Communication models.3 Communication methods.4 Information management systems.5 Performance reporting.1 Project communications.2 Project.3 Project documents.4 Organizational process assets PMBOK p. 297 Implementing the communications to make sure that information is flowing back and forth The project manager is responsible for making sure that information is received and understood
7 10.2 Manage Communications Inputs Tools & Techniques Outputs.1 Communications.2 Work performance reports.3 Enterprise environmental factors.4 Organizational process assets What can get in the way?.1 Communication technology.2 Communication models.3 Communication methods.4 Information management systems.5 Performance reporting.1 Project communications.2 Project.3 Project documents.4 Organizational process assets - Culture - Language - Hostility / negativity - Lack of clarity in sending the massage - Distance - Noise PMBOK p. 297
8 10.2 Manage Communications Inputs Tools & Techniques Outputs.1 Communications.2 Work performance reports.3 Enterprise environmental factors.4 Organizational process assets.1 Communication technology.2 Communication models.3 Communication methods.4 Information management systems.5 Performance reporting.1 Project communications.2 Project.3 Project documents.4 Organizational process assets PMBOK p. 297 Work Performance Reports ( ): a collection of project performance and status information
9 10.2 Manage Communications Inputs Tools & Techniques Outputs.1 Communications.2 Work performance reports.3 Enterprise environmental factors.4 Organizational process assets.1 Communication technology.2 Communication models.3 Communication methods.4 Information management systems.5 Performance reporting.1 Project communications.2 Project.3 Project documents.4 Organizational process assets PMBOK p. 297 Communication Technology: Your communication must be comprehensive, accurate and available in a timely manner How you communicate may depend on: - The urgency of the need for information - Availability of technology - Ease of Use - Project environment - Sensitivity and confidentiality of the information
10 10.2 Manage Communications Inputs Tools & Techniques Outputs.1 Communications.2 Work performance reports.3 Enterprise environmental factors.4 Organizational process assets.1 Communication technology.2 Communication models.3 Communication methods.4 Information management systems.5 Performance reporting.1 Project communications.2 Project.3 Project documents.4 Organizational process assets PMBOK p. 297 Communication Models: make sure that your choice of communication model is appropriate for the project and that any barriers (noise) are identified and managed Transmit Message Encode Noise Decode Sender Noise Acknowledge Message Medium Receiver Decode Noise Feedback Message Encode Figure Basic Communication Model
11 10.2 Manage Communications Inputs Tools & Techniques Outputs.1 Communications.2 Work performance reports.3 Enterprise environmental factors.4 Organizational process assets.1 Communication technology.2 Communication models.3 Communication methods.4 Information management systems.5 Performance reporting.1 Project communications.2 Project.3 Project documents.4 Organizational process assets PMBOK p. 297 Information Management Systems: the means: Hard-copy documents: letters, memos, reports, and press releases Electronic communications: , voice mail, telephone, video and web conferencing and web publishing Electronic project management tools: web based scheduling and project management software, meeting and virtual office support software, portals and other tools
12 10.2 Manage Communications Inputs Tools & Techniques Outputs.1 Communications.2 Work performance reports.3 Enterprise environmental factors.4 Organizational process assets.1 Communication technology.2 Communication models.3 Communication methods.4 Information management systems.5 Performance reporting.1 Project communications.2 Project.3 Project documents.4 Organizational process assets PMBOK p. 297 Performance Reporting: How is the project doing? Reports on: Baseline versus actual data (scope, schedule & cost) Analysis of past performance Project forecasts (including time & cost) Current status of risks and issues Work completed Work to be completed Approved changes
13 10.2 Manage Communications Inputs Tools & Techniques Outputs.1 Communications.2 Work performance reports.3 Enterprise environmental factors.4 Organizational process assets.1 Communication technology.2 Communication models.3 Communication methods.4 Information management systems.5 Performance reporting.1 Project communications.2 Project.3 Project documents.4 Organizational process assets PMBOK p. 297 Performance Reporting, types: Status report Progress Report Trend report Forecast report Variance report Earned value report Deliverables status Lessons learned
14 10.2 Manage Communications Inputs Tools & Techniques Outputs.1 Communications.2 Work performance reports.3 Enterprise environmental factors.4 Organizational process assets.1 Communication technology.2 Communication models.3 Communication methods.4 Information management systems.5 Performance reporting.1 Project communications.2 Project.3 Project documents.4 Organizational process assets PMBOK p. 297 Project Communications: Distributing the reports Project Documents Updates: Issue log Project schedule Project funding requirements
15 10.2 Manage Communications Inputs Tools & Techniques Outputs.1 Communications.2 Work performance reports.3 Enterprise environmental factors.4 Organizational process assets.1 Communication technology.2 Communication models.3 Communication methods.4 Information management systems.5 Performance reporting.1 Project communications.2 Project.3 Project documents.4 Organizational process assets PMBOK p. 297 Organizational Process Assets Updates, including: Stakeholder notification - about resolved issues, approved changes and general project status Reports describing project status, lessons learned, issue logs, project closure reports and outputs from other knowledge areas Presentations to any or all of the project stakeholders
16 10.2 Manage Communications Inputs Tools & Techniques Outputs.1 Communications.2 Work performance reports.3 Enterprise environmental factors.4 Organizational process assets.1 Communication technology.2 Communication models.3 Communication methods.4 Information management systems.5 Performance reporting.1 Project communications.2 Project.3 Project documents.4 Organizational process assets PMBOK p. 297 Organizational Process Assets Updates, including: Records, correspondence, memos, meeting minutes and other documents describing the project Feedback from stakeholders - used to modify or improve future performance Lessons learned documentation - causes of issues, reasons behind the corrective action chosen and lessons learned about communications management.
17 10.2 Manage Communications Outputs Initiating Process Group.1 Communications.2 Project documents Planning Process Group Executing Process Group Monitoring & Controlling Process Group Closing Process Group 10.1 Plan Communications Management: how & why 10.2 Manage Communications: create, collect, distribute, store & retrieve 10.3 Control Communications: meeting communication needs Outputs.1 Project communications.2 Project.3 Project documents.4 Organizational process assets
18 Project Management Process Groups Project 4. Integration Management Initiating Planning Executing 5. Scope Monitoring & Controlling Closing Knowledge Areas 6. Time 7. Cost 8. Quality 9. Human Resources 10. Communications 13. Stakeholder 11. Risk 12. Procurement Project Procurement Management
19 12.2 Conduct Procurements Initiating Process Group Planning Process Group Executing Process Group Monitoring & Controlling Process Group Closing Process Group 12.1 Plan Procurement Management: define the processes 12.2 Conduct Procurements: quotes & contracts 12.3 Control Procurements: relationships & performance 12.4 Close Procurements: completing the procurement Outputs.1 Procurement.2 Procurement statement of work.3 Procurement documents.4 Source selection criteria.5 Make-or-buy decisions.6 Change requests.7 Project documents
20 12.2 Conduct Procurements Inputs Tools & Techniques Outputs What & Why?.1 Procurement.2 Procurement documents.3 Source selection criteria.4 Seller proposals.5 Project documents.6 Make-or-buy decisions.7 Procurement statement of work.8 Organizational process assets.1 Bidder conference.2 Proposal evaluation techniques.3 Independent estimates.4 Expert judgment.5 Advertising.6 Analytical techniques.7 Procurement negotiations.1 Selected sellers.2 Agreements.3 Resource calendars.4 Change requests.5 Project.6 Project documents PMBOK p. 371 Getting the procurement documents out to sellers to receive bids or proposals Establish qualified sellers Communication & clarification Detailed evaluation Award contract
21 12.2 Conduct Procurements Inputs Tools & Techniques Outputs.1 Procurement.2 Procurement documents.3 Source selection criteria.4 Seller proposals.5 Project documents.6 Make-or-buy decisions.7 Procurement statement of work.8 Organizational process assets.1 Bidder conference.2 Proposal evaluation techniques.3 Independent estimates.4 Expert judgment.5 Advertising.6 Analytical techniques.7 Procurement negotiations.1 Selected sellers.2 Agreements.3 Resource calendars.4 Change requests.5 Project.6 Project documents PMBOK p. 371 Procurement Management Plan ( ), a list of considerations: Types of contracts to be used Related risk management issues How to coordinate procurement with other project aspects Any constraints and assumptions Long lead times and their effect on the schedule Setting contract deliverable date
22 12.2 Conduct Procurements Inputs Tools & Techniques Outputs.1 Procurement.2 Procurement documents.3 Source selection criteria.4 Seller proposals.5 Project documents.6 Make-or-buy decisions.7 Procurement statement of work.8 Organizational process assets.1 Bidder conference.2 Proposal evaluation techniques.3 Independent estimates.4 Expert judgment.5 Advertising.6 Analytical techniques.7 Procurement negotiations.1 Selected sellers.2 Agreements.3 Resource calendars.4 Change requests.5 Project.6 Project documents PMBOK p. 371 Procurement Documents include: Request for information (RFI) Invitation for bid (IFB) Request for proposal (RFP) Request for quotation (RFQ) PMI: These provide an audit trail for contracts and other agreements.
23 12.2 Conduct Procurements Inputs Tools & Techniques Outputs.1 Procurement.2 Procurement documents.3 Source selection criteria.4 Seller proposals.5 Project documents.6 Make-or-buy decisions.7 Procurement statement of work.8 Organizational process assets.1 Bidder conference.2 Proposal evaluation techniques.3 Independent estimates.4 Expert judgment.5 Advertising.6 Analytical techniques.7 Procurement negotiations.1 Selected sellers.2 Agreements.3 Resource calendars.4 Change requests.5 Project.6 Project documents PMBOK p. 371 Source Selection Criteria can include the sellers : Understanding of need Technical capability Understanding of Risk Management approach Technical approach Warranty Past performance References
24 12.2 Conduct Procurements Inputs Tools & Techniques Outputs.1 Procurement.2 Procurement documents.3 Source selection criteria.4 Seller proposals.5 Project documents.6 Make-or-buy decisions.7 Procurement statement of work.8 Organizational process assets.1 Bidder conference.2 Proposal evaluation techniques.3 Independent estimates.4 Expert judgment.5 Advertising.6 Analytical techniques.7 Procurement negotiations.1 Selected sellers.2 Agreements.3 Resource calendars.4 Change requests.5 Project.6 Project documents PMBOK p. 371 Seller Proposals: the bid, is: prepared in response to a procurement document package and provides the basis for evaluation to select a bidder
25 12.2 Conduct Procurements Inputs Tools & Techniques Outputs.1 Procurement.2 Procurement documents.3 Source selection criteria.4 Seller proposals.5 Project documents.6 Make-or-buy decisions.7 Procurement statement of work.8 Organizational process assets.1 Bidder conference.2 Proposal evaluation techniques.3 Independent estimates.4 Expert judgment.5 Advertising.6 Analytical techniques.7 Procurement negotiations.1 Selected sellers.2 Agreements.3 Resource calendars.4 Change requests.5 Project.6 Project documents PMBOK p. 371 Project documents: such as the risk register Make-or-Buy Decisions: influencing factors: Core capabilities of the organization Value delivered by vendors Risks associated with meeting the need in a cost-effective manner Internal capability compared with sellers
26 12.2 Conduct Procurements Inputs Tools & Techniques Outputs.1 Procurement.2 Procurement documents.3 Source selection criteria.4 Seller proposals.5 Project documents.6 Make-or-buy decisions.7 Procurement statement of work.8 Organizational process assets.1 Bidder conference.2 Proposal evaluation techniques.3 Independent estimates.4 Expert judgment.5 Advertising.6 Analytical techniques.7 Procurement negotiations.1 Selected sellers.2 Agreements.3 Resource calendars.4 Change requests.5 Project.6 Project documents PMBOK p. 371 Procurement Statement of Work: the stated goals, requirements and outcomes from which sellers can provide a bid: Specifications Quantity desired Quality levels Performance data Period of performance Work location Other requirements
27 12.2 Conduct Procurements Inputs Tools & Techniques Outputs.1 Procurement.2 Procurement documents.3 Source selection criteria.4 Seller proposals.5 Project documents.6 Make-or-buy decisions.7 Procurement statement of work.8 Organizational process assets.1 Bidder conference.2 Proposal evaluation techniques.3 Independent estimates.4 Expert judgment.5 Advertising.6 Analytical techniques.7 Procurement negotiations.1 Selected sellers.2 Agreements.3 Resource calendars.4 Change requests.5 Project.6 Project documents PMBOK p. 371 Bidder Conferences: to make sure all sellers have a clear and common understanding of the procurement requirements All responses to questions must be incorporated into the procurement documents as amendments Look out for: Collusion Sellers not asking questions in front of the competition
28 12.2 Conduct Procurements Inputs Tools & Techniques Outputs.1 Procurement.2 Procurement documents.3 Source selection criteria.4 Seller proposals.5 Project documents.6 Make-or-buy decisions.7 Procurement statement of work.8 Organizational process assets.1 Bidder conference.2 Proposal evaluation techniques.3 Independent estimates.4 Expert judgment.5 Advertising.6 Analytical techniques.7 Procurement negotiations.1 Selected sellers.2 Agreements.3 Resource calendars.4 Change requests.5 Project.6 Project documents PMBOK p. 371 Proposal Evaluation Techniques: a formal evaluation review process After the evaluation the buyer can: select a seller & sign a contract short list sellers ask a seller(s) to make a presentation begin negotiating with a seller(s)
29 12.2 Conduct Procurements Inputs Tools & Techniques Outputs.1 Procurement.2 Procurement documents.3 Source selection criteria.4 Seller proposals.5 Project documents.6 Make-or-buy decisions.7 Procurement statement of work.8 Organizational process assets.1 Bidder conference.2 Proposal evaluation techniques.3 Independent estimates.4 Expert judgment.5 Advertising.6 Analytical techniques.7 Procurement negotiations.1 Selected sellers.2 Agreements.3 Resource calendars.4 Change requests.5 Project.6 Project documents PMBOK p. 371 Independent Estimates: a company may: Prepare its own estimate, or have one prepared by an outside estimator, to serve as a benchmark for buyer responses This tests to see if: The procurement statement of work was clear Prospective sellers misunderstood or failed to respond fully to the statement of work
30 12.2 Conduct Procurements Inputs Tools & Techniques Outputs.1 Procurement.2 Procurement documents.3 Source selection criteria.4 Seller proposals.5 Project documents.6 Make-or-buy decisions.7 Procurement statement of work.8 Organizational process assets.1 Bidder conference.2 Proposal evaluation techniques.3 Independent estimates.4 Expert judgment.5 Advertising.6 Analytical techniques.7 Procurement negotiations.1 Selected sellers.2 Agreements.3 Resource calendars.4 Change requests.5 Project.6 Project documents PMBOK p. 371 Advertising: Getting the word out Industry specific websites (see class website) Most governments require public advertising of their contracts Allow at least 2 weeks before a submission deadline Consider the broader work environment (how busy are people?)
31 12.2 Conduct Procurements Inputs Tools & Techniques Outputs.1 Procurement.2 Procurement documents.3 Source selection criteria.4 Seller proposals.5 Project documents.6 Make-or-buy decisions.7 Procurement statement of work.8 Organizational process assets.1 Bidder conference.2 Proposal evaluation techniques.3 Independent estimates.4 Expert judgment.5 Advertising.6 Analytical techniques.7 Procurement negotiations.1 Selected sellers.2 Agreements.3 Resource calendars.4 Change requests.5 Project.6 Project documents Analytical techniques: such as a weighted evaluation matrix
32 12.2 Conduct Procurements Inputs Tools & Techniques Outputs.1 Procurement.2 Procurement documents.3 Source selection criteria.4 Seller proposals.5 Project documents.6 Make-or-buy decisions.7 Procurement statement of work.8 Organizational process assets.1 Bidder conference.2 Proposal evaluation techniques.3 Independent estimates.4 Expert judgment.5 Advertising.6 Analytical techniques.7 Procurement negotiations.1 Selected sellers.2 Agreements.3 Resource calendars.4 Change requests.5 Project.6 Project documents PMBOK p. 371 Procurement Negotiations: to clarify the structure, requirements and other terms of the contract: Responsibilities Authority to make changes Applicable terms and governing law Technical and business management approaches Proprietary rights Technical solutions Schedule Financing, payment schedule and price
33 12.2 Conduct Procurements Inputs Tools & Techniques Outputs.1 Procurement.2 Procurement documents.3 Source selection criteria.4 Seller proposals.5 Project documents.6 Make-or-buy decisions.7 Procurement statement of work.8 Organizational process assets.1 Bidder conference.2 Proposal evaluation techniques.3 Independent estimates.4 Expert judgment.5 Advertising.6 Analytical techniques.7 Procurement negotiations.1 Selected sellers.2 Agreements.3 Resource calendars.4 Change requests.5 Project.6 Project documents PMBOK p. 371 Procurement Negotiations, tactics: Attacks - bullying Personal insults - bullying Good guy / bad guy Deadline - false pressure Lying - obvious or not Limited authority - true? Missing man - whose authority Fair and reasonable Delay - adds deadline pressure Extreme demands - bullying Withdrawal - lack of interest Fait accompli - a done deal
34 12.2 Conduct Procurements Inputs Tools & Techniques Outputs.1 Procurement.2 Procurement documents.3 Source selection criteria.4 Seller proposals.5 Project documents.6 Make-or-buy decisions.7 Procurement statement of work.8 Organizational process assets.1 Bidder conference.2 Proposal evaluation techniques.3 Independent estimates.4 Expert judgment.5 Advertising.6 Analytical techniques.7 Procurement negotiations.1 Selected sellers.2 Agreements.3 Resource calendars.4 Change requests.5 Project.6 Project documents PMBOK p. 371 Agreements: The Contract (subcontract/purchase order) contains details about: Statement of work or deliverables Schedule baseline Performance reporting Period of performance Roles and responsibilities Seller s place of performance Pricing Payment terms Place of delivery Inspection and acceptance criteria
35 12.2 Conduct Procurements Inputs Tools & Techniques Outputs.1 Procurement.2 Procurement documents.3 Source selection criteria.4 Seller proposals.5 Project documents.6 Make-or-buy decisions.7 Procurement statement of work.8 Organizational process assets.1 Bidder conference.2 Proposal evaluation techniques.3 Independent estimates.4 Expert judgment.5 Advertising.6 Analytical techniques.7 Procurement negotiations.1 Selected sellers.2 Agreements.3 Resource calendars.4 Change requests.5 Project.6 Project documents PMBOK p. 371 Agreements: The Contract (subcontract/purchase order) contains details about: Warranty Product support Limitation of liability Fees and retainer Penalties Incentives Insurance and performance bonds Subordinate subcontractor approvals Change request handling Termination clause & alternative dispute resolution (ADR) mechanisms
36 images.flatworldknowledge.com/ alternative dispute resolution
37 12.2 Conduct Procurements Initiating Process Group Planning Process Group Executing Process Group Monitoring & Controlling Process Group Closing Process Group 12.1 Plan Procurement Management: define the processes 12.2 Conduct Procurements: quotes & contracts 12.3 Control Procurements: relationships & performance 12.4 Close Procurements: completing the procurement Outputs.1 Procurement.2 Procurement statement of work.3 Procurement documents.4 Source selection criteria.5 Make-or-buy decisions.6 Change requests.7 Project documents Outputs.1 Selected sellers.2 Agreements.3 Resource calendars.4 Change requests.5 Project.6 Project documents
38 a reminder... Time: days remaining = 5hr/day = 12 days 60 hours
39 Q
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56 Auf Wiedersehen (good bye)
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