Management Consulting and Project Management: Hand in Glove

Transcription

1 Service. Accountability. Better Government. Consulting and Project : Hand in Glove J. Kendall Lott President, M Squared Strategies

2 The Task: Rock the PMBOK The Charge Why is PM important for you? It is the key element of your Consulting Process, 2.0 Achieving sustainable results Planning and Managing Risk Ensuring Quality Managing Disengagement

3 Why PM for Managing Consultants? MC Competency Framework: Demonstrated PM Behaviors Establishes objectives and deliverables with client Defines project schedule and accountability for delivery of objectives Establishes project change control procedures with client Defines communications plan and reporting procedures for project Defines disengagement plan for project Manages consulting project within the context established above Effectively manages client s expectations at all stages of project It s future oriented, driving a bias towards action. People do things 3

4 Agenda The Background: PM and the PMBOK (the standard) The Value: PM Practices and Consulting The 6 you should know The tools that can help The Assist: Reference Links and PMI Chapters

5 Talking bout projects in a PMBOK world.. The Project Body Of Knowledge (PMBOK)

6 Time Scheduling Things take time (duration) Some things come before others (dependencies) You need people available (resourcing) What s its value Planning when things (inputs, resources) should be available Planning for when things should be done Recognizing (ahead of time) when things are not going to get done 6

7 PM Knowledge Areas Scope Time Cost Quality Human Resource Communication Risk Procurement The processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully. The processes required to manage the timely completion of the project, such as defining and sequencing activities, estimating activity resources and duration, and developing the project schedule. The processes involved in estimating, budgeting, and controlling costs so that the project can be completed within the appropriate budget. The processes and activities of the performing organization that determine quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken. The processes that organize, manage, and lead the project team. The project team is comprised of the people with assigned roles and responsibilities for completing the project. The processes required to ensure the timely and appropriate generation, collection, distribution, storage, retrieval, and ultimate disposition of project information to internal and external stakeholders. The processes of conducting risk management planning, identification, analysis, response planning, and monitoring and control on a project, with the objective of increasing the probability and impact of positive events, while decreasing the probability and impact of negative events in the project. The processes necessary to purchase or acquire products, services, or results needed from outside the project team. The organization can be either the buyer or seller of the products, services, or results of a project. 7

8 PM Process Groups Initiating Planning Executing Monitoring Closing Processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase. Processes required to establish the scope of the project, refine the objectives, and define the course of action required to attain the objectives that the project was undertaken to achieve. Processes performed to complete the work described in the project management plan to satisfy the project specifications. Processes required to track, review, and regulate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding changes. Processes performed to finalize all activities across all Process Groups to formally close the project or phase. 8

9 Process Group Interactions 9

10 Put it together: A Framework Knowledge Areas PM Process Groups 4. Project Integration 5. Project Scope 6. Project Time 7. Project Cost 8. Project Quality 9. Project Human Resource 10. Project Communications 11. Project Risk 12. Project Procurement Initiating Process group 4.1 Develop Project Charter 9.1 Develop Human Resource Plan 10.1 Identify Stakeholders Planning Process Group Executing Process Group Monitoring and Controlling Process Group 4.2 Develop Project Marketing Plan 4.3 Direct and Manage Project Execution 4.4 Monitor and Control Project Work 4.5 Perform Integrated Change Control 5.1 Collect Requirements 5.2 Define Scope 5.3 Create WBS 5.4 Verify Scope 5.5 Control Scope 6.1 Define Activities 6.2 Sequence Activities 6.3 Estimate Activity Resources 6.4 Estimate Activity Durations 6.5 Develop Schedule 6.6 Control Schedule 7.1 Estimate Costs 7.2 Determine Budget 7.3 Control Costs 8.1 Plan Quality 8.2 Perform Quality Assurance 8.3 Perform Quality Control 9.2 Acquire Project Team 9.3 Develop Project Team 9.4 Manage Project Team 10.2 Plan Communications 10.3 Distribute Information 10.4 Manage Stakeholder Expectations 10.5 Report Performance 11.1 Plan Risk 11.2 Identify Risks 11.3 Perform Qualitative Risk Analysis 11.4 Perform Quantitative Risk Analysis 11.5 Plan Risk Responses 11.6 Monitor and Control Risks 12.1 Plan Procurements 12.2 Conduct Procurements 12.3 Administer Procurements Closing Process Group 4.6 Close Project or Phase 12.4 Close Procurements 10

11 Going for tonight s ROI The Big 6 for MC s 11

12 PM Knowledge Areas: For MCs Scope Time Cost Quality Human Resource Communication Risk Procurement The processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully. The processes required to manage the timely completion of the project, such as defining and sequencing activities, estimating activity resources and duration, and developing the project schedule. The processes involved in estimating, budgeting, and controlling costs so that the project can be completed within the appropriate budget. The processes and activities of the performing organization that determine quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken. The processes that organize, manage, and lead the project team. The project team is comprised of the people with assigned roles and responsibilities for completing the project. The processes required to ensure the timely and appropriate generation, collection, distribution, storage, retrieval, and ultimate disposition of project information to internal and external stakeholders. The processes of conducting risk management planning, identification, analysis, response planning, and monitoring and control on a project, with the objective of increasing the probability and impact of positive events, while decreasing the probability and impact of negative events in the project. The processes necessary to purchase or acquire products, services, or results needed from outside the project team. The organization can be either the buyer or seller of the products, services, or results of a project. 12

13 The Triple Constraint Scope Cost Time 13

14 SCOPE All the work and only the work to be successful. Boundaries: what s in, what s out-- Basis for what is good (what the client wants) What s its value You norm what is expected/what success looks like You have a way of making change You can do work at a tactical level that means you are going to be okay when completed and the work is viewed at strategic or integrated level 14

15 SCOPE All the work and only the work to be successful. Boundaries: what s in, what s out-- Basis for what is good (what the client wants) What s its value You norm what is expected/what success looks like You have a way of making change You can do work at a tactical level that means you are going to be okay when completed and the work is viewed at strategic or integrated level 15

16 Scope Tools Scope Statement Description, deliverables, constraints and assumptions If you can t find the words for it, then you haven t thought it through. Charter Purpose, measures, high-level requirements, budget, milestones, staff, PM and defined authority, project approval, and signed. Work Breakdown Structure Division of work activities, down to work packages Have experts do their portions/areas of expertise Enables all other controls and understanding: schedule, cost, performance, completion 16

17 Sample WBS 17

18 Time Scheduling Things take time (duration) Some things come before others (dependencies) You need people available (resourcing) What s its value Planning when things (inputs, resources) should be available Planning for when things should be done Recognizing (ahead of time) when things are not going to get done 18

19 Time Scheduling Things take time (duration) Some things come before others (dependencies) You need people available (resourcing) What s its value Planning when things (inputs, resources) should be available Planning for when things should be done Recognizing (ahead of time) when things are not going to get done 19

20 Time : Gantt Chart Gantt Chart: graphical depiction of What should be done and when What was done and when What overlaps Summary level of overall completion 20

21 Time Tools PERT (Program Evaluation and Review Tool) 21

22 Put it together If you take a WBS and put it in outline form 22

23 Put it together And schedule it with a Gantt (adding?) Invoke the PERT (adding?) 23

24 Time and Resource You get. MS Project 24

25 Cost Estimating, Budgeting, Controlling Costs Estimating: How much (different ways to do it) Budgeting: When costs should happen and knowing the sensitivity to change Controlling: Making adjustments (decisions) to plans as reality happens What s the Value It s the key question in many cases It s required by your contracts its how you are allowed to do business It s the only way you can know profitability to stay in business and plan good resource use 25

26 Cost Tools Understanding the cost of things using various estimation techniques: Build a Budget Expert Judgment Analogous Estimating Parametric Estimating Monitor Costs allows checking for variance Bottom Up Estimating Three-Point Estimating Remember Price to client and cost are not the same be careful! 26

27 Earned Value Calculations at any given point that check what have we accomplished so far, vs. what we d planned to accomplish by now? (Earned Value vs. Planned Value) At the rate we re going, will we be on track for cost and schedule, or will we have overruns? (Cost Performance Index, Schedule Performance Index) If we re heading for overruns, how much do we need to correct to get us back on track? (Estimate at Completion, To Complete Performance Index) MC s call this topic: Burn Rate 27

28 Triple Constraint: Well, sort of. Scope Cost Quality Time 28

29 Quality Quality Planning Identifying requirements and standards, and how documentation will work to demonstrate compliance Quality Assurance Auditing quality requirements and checking the control measurements Quality Control Executing quality activities for performance, and recording the results, recommending performance changes. What is value CLIENT SATISFACTION!!! 29

30 Quality Tools TONS of Tools! Process oriented (verification) Client Satisfaction (validation) 30

31 Risk Tackling unknowns that can have an impact on the project s objectives Future (plans) of scope, schedule, cost and quality is shaky Using thoughtfulness to be ready for when things go bad, and to be able to outmaneuver a changing environment. What s its value? Identify opportunities as well as risks As an MC--Take the time for important risks to look at related risks: For your work On behalf of the client Use it strategically, not just pro forma or for low level elements address client satisfaction threats, for example 31

32 Risk Tools SWOT (Strengths, Weaknesses, Opportunities and Threats) Risk Breakdown Structure (RBS) Risk (Response) Register Risk, Description of Impact, Trigger, Timing of Impact (sometimes include an Urgency score), Cost of Impact, Probability of Impact, Expected Cost of Exposure Description of Response, Timing of Response, Cost of Response Prioritized Risk Response Plan 32

33 Risk (Response) Register ID Risk Description Trigger Schedule Probability Impact Expected Cost 40% $ 50,000 $ 20,000 1 Deliverable 7 The potential is that not accepted the client wont accept the x deliverable, forcing rework for resources already released 2 Deliverable 7 Potentially threatens not accepted issue option period on contract: ten percent chance if it Our deliverable is included with the Prime's quarterly bundle Manager gets to sponsor with their story first Late August: Post draft budget but before the final budget, and if the sponsor goes to FEI traiing that month 3-Sep 4% $ 750,000 $ 30,000 already has gone ID Risk Type Action Schedule Assigned 1 Deliverable 7 Mitigation bad not accepted Discuss with Sponsor before vacation; concur with form with prime POC Expected Cost Early August Mary $ Deliverable 7 Avoidance Solve Risk 1! same John $ 1,000 not accepted 33

34 Risk Response Response What it means For example Avoidance Removing the threat Change design to not use a particular vendor to address the threat of lack of support Mitigation Taking steps to lower probability and/or impact Pad lead time for arrival of materials to mitigate threat of a transport strike Passive Acceptance Taking no action Figure out what you ll do when and if it happens Contingency Planning for realization Formulate a plan for how we ll deal with it if it happens Active Acceptance Creating a plan Decide on a course of action for what to do when and if it happens Transference Transferring the risk to another party Buying insurance 34

35 Communications Ensuring timely and appropriate generation, collection, distribution, storage, retrieval and ultimate disposition of project information. Know who gets what Where and how you can find it plan for it and be able to do it 35

36 Communications Tools Stakeholder Register (POC List) Document Plan Naming and versioning conventions Storage rules and structures Deliverables Index Quality Assurance rules Organizational Comms Map (who gets to talk with who) Communications Plan: Reporting and storage with client Status reporting (about the project, such as EVM) Deliverables reporitng Communications Leadership Scratch Pad (ties to HR in PMBOK) Thoughts on how the team is communicating, how it can be improved, activities to baseline, improve, bring new members in 36

37 The Punchline: Helping with the Woes #1 Am I done yet? I am aren t I? Please say it s over! Scope control from beginning to end tells you when you are finished #2 Where is that thing you gave me before? / Where did we put that document we gave them? Comms planning lays out what goes where, nomenclature, how to retrieve it, and who reports to whom. #3 What are we doing here? / What are you getting done? Planning forces clarity, the plan itself has elements that lend themselves to explanation PM s job is 90% communication. #4 How much more is it gonna take? Scope/Schedule/Cost analysis leads to burn rate understanding and the ability to make change 37

38 PMI Resources Library-of-PMI-Global-Standards.aspx 38

39 Other Resources A Guide to the Project Body of Knowledge, version 4, 2008 (PMBOK) htm 39

40 PMI: It s Everywhere Washington DC Chapter (PMIWDC) Southwest Virginia Chapter: Central Virginia Chapter: Hampton Roads Chapter: Baltimore Chapter: Montgomery County, MD: Silver Spring Chapter: Southern Maryland Chapter: Delaware Valley Chapter: 40