CRASH COURSE IN PROJECT MANAGEMENT. Jon Hicks, MBA, PMP Scaling Value

Transcription

1 CRASH COURSE IN PROJECT MANAGEMENT Jon Hicks, MBA, PMP Scaling Value

2 Course Overview Day 1 What is Project Management? Where does it fit in to today s organizations? The Role of the Project Manager The Getting Things Done Methodology Day 2 Barriers to Success PMBOK Overview Essential Project Components

3 Projects and Project Management

4 What is a Project? A problem scheduled for solution A temporary endeavor undertaken to produce a unique product, service, or result. Unique and Temporary Completed when the project goals are achieved or determined the project is no longer viable A successful project is one that meets or exceeds the expectations of your stakeholders

5 Project Management Constraints This is one of the most important concepts in project management (and life!) Fast, cheap, or good: pick two Anytime one constraint is changed, the others are also affected

6 Project Management Constraints Originally called the Iron Triangle, now sometimes called the PM Diamond or the PM Star In addition to the main triple constraints: Performance/Quality Risk Resources

7 Project Management Constraints

8 Successful Projects What determines the success of a project? Project meets stakeholder needs Project stays within the constraints What does it take to make this happen? People skills Technical competency

9 What Is Project Management? Application of knowledge, skills, tools, and techniques to meet the project requirements. The art and science of producing results

10 What Is Project Management? How do we approach it? Ready, Fire, Aim Waterfall Progressive Elaboration Agile What are we focused on? Clearly defined methods (PRINCE2) Efficiency (Lean) Environmental Impact (PRISM) Managing most projects most of the time (PMI)

11 Project Management vs. Operations Operations are ongoing and repetitive Continuous work without an ending date; repeating a process to produce the same results Examples?

12 Project Management vs. Operations Purpose of Operations is to keep the organization functioning Purpose of a Project is to meet its goals and to conclude At completion of a project, the end product (or result) may get turned over to the organization s operational areas for ongoing care, maintenance, and perhaps production

13 Hierarchy of Efforts Programs are projects (and other work) managed collectively to capitalize on benefits that would not be achievable if managed separately Portfolios are collections of programs and projects grouped together to support a strategic business goal or objective

14 Hierarchy of Efforts Portfolio Program Program Program Projects

15 The Project Life Cycle Most projects are divided into phases; all projects large and small have a similar life cycle Project Phases Segments of work that allow for easier management, planning, and control of work Work and deliverables produced are typically unique to that phase Some projects have one phase; others, many All projects have a similar life cycle structure: Starting the project Organizing and preparing Carrying out the project work Closing the project

16 The Project Manager

17 The Importance of (Good) Project Management In 2012, 38% of projects did not successfully meet their goals (a 10% increase since 2008) (PMI, 2013) 97% say it s important, but only 54% say their organizations fully understand its value (PwC, 2012) 13.5% of all dollars spent on projects is at risk (PMI, 2013) As much as a third of money spent on failed projects can never be recovered (PMI, 2013)

18 Role of the Project Manager Always has responsibility, hopefully has authority Balance the triple (or more) constraints Top three project management skills? People skills, people skills, and people skills Three dimensions to project management competency Knowledge Performance Personal

19 What s It Really Like? Lots of Meetings Lots of Documents and Reports But not necessarily the right ones Hitting a Bullet with Another Bullet

20 The Talent Triangle Technical Skills Interacting with your product Leadership Skills Interacting with your team Business Acumen Interacting with your environment Productivity Interacting with yourself

21 Getting Things Done

22 The Foundation Uncertainty and fuzzy boundaries are the norm Mind Like Water Is Possible, but only through relaxation Dealing Effectively with Internal Commitments Get it out of your head Clarify your commitment and next action Organize them within a trusted system Manage Your Actions, Not Your Time

23 Five Stages of Mastering Workflow Collect Limit the number of inboxes and make sure everything goes through them Process (Clarify) Decide where the thing needs to go for its next action and put it there Organize All you need is lists and folders Review Periodically, review everything Do

24 How Do We Decide What to Do? Three Models The Four-Criteria Model for Choosing Actions in the Moment The Threefold Model for Evaluating Daily Work The Six-Level Model for Reviewing Your Own Work Different Perspectives Horizontal Focus Vertical Focus

25 Choosing Actions in the Moment Context Time Available Energy Available Priority

26 Evaluating Daily Work Pre-defined Work Ad Hoc Work Defining Work

27 Reviewing Your Own Work Runway: Current Actions 10,000 Feet: Current Projects 20,000 Feet: Areas of Responsibility 30,000 Feet: One- to Two-year Goals 40,000 Feet: Three- to Five-Year Mission 50,000+ Feet: Life

28 The Five Phases of Planning Defining Purpose and Principles Think about Why Identify constraints and assumptions (the rules) Outcome Visioning Focus and Clarity Brainstorming Capture everything and reap the benefits of distributed cognition Organizing Identifying Next Actions

29 Project Selection

30 Five Parts of Every Business 1. Creates something of value Value Creation: Discovering what people need or want, then creating it. 2. That other people want or need Marketing: Attracting attention and building demand for what you ve created. 3. At a price they re willing to pay Sales: Turning prospective customers into paying customers. 4. In a way that satisfies the customer s needs and expectations Value Delivery: Giving your customers what you ve promised and ensuring that they re satisfied. 5. So that the business brings in enough profit to make it worthwhile for the owners to continue operation. Finance: Bringing in enough money to keep going and make your effort worthwhile.

31 Projects and Strategy Effective project management is aligned with the organizational strategy When aligned, there is a greater chance of success Greater relevance Higher priority Longer-term impact Projects may be more appropriate than operations Part of a short-term initiative More flexible constraints

32 Barriers to Success

33 Why Do Projects Fail? Impossible Constraints Insufficient planning and inadequate communication (undocumented goals, poor stakeholder management) An unwillingness to be uncomfortable Over-ruled by a need for action Often results in the shotgun approach Can become pathological

34 Why Do Projects Fail? Assumptions About resources, dependencies, requirements, constraints Cognitive Biases Mental shortcuts Predictably irrational

35 The Importance of Planning Failing to plan is planning to fail. The earlier you begin coding the later you finish. One hour of planning equates to three hours of execution. Pain Time

36 The PMBOK

37 PMBOK Overview Meant more as a tool box than a cook book PMBOK structured around: Three chapters of Foundations Ten Knowledge Areas 47 individual Processes structured within Knowledge Areas and Process Groups, each with specific Inputs, Tool & Techniques, Outputs

38 Ten Knowledge Areas Integration Management Involves identifying and defining the work of the project and combining, unifying, and integrating the appropriate processes Scope Management Concerned with defining all the work of the project and only the work needed to successfully produce the project goals Time Management Concerned with estimating duration of project plan activities, devising a project schedule, monitoring and controlling deviations from the schedule

39 Ten Knowledge Areas Cost Management Establish cost estimates for resources, establish budgets, and keep watch over those costs to ensure the project stays within the approved budget Quality Management Focuses on product quality as well as on the quality of the project management process used during the project Human Resources Management Involves all aspects of people management and personal interaction, including leading, coaching, dealing with conflict, conducting performance appraisals, and more

40 Ten Knowledge Areas Communication Management Seeks to ensure that all project information is collected, documented, archived, and disposed of at the proper time Risk Management Concerned with identifying, analyzing, and planning for potential risks, both positive and negative, that might impact the project Procurement Management Includes processes involved with purchasing goods or services from vendors, contractors, suppliers, and others outside the project team Stakeholder Management Ensures that information is distributed and shared with stakeholders, management, and project members at appropriate times

41 Process Groups Initiating Planning Executing Monitoring & Controlling Closing 2013 PMI. PMBOK Guide Fifth Edition

42 Process Groups 2013 PMI. PMBOK Guide Fifth Edition

43 Process Groups 2013 PMI. PMBOK Guide Fifth Edition

44 The PMBOK Process Matrix

45 Integration

46 Project Integration Management Bringing and Keeping It All Together Biggest Challenges Lack of Clarity Lack of Focus Lack of Consistency Keys to Success Project Charter Having a Plan Controlling Changes Project Close Out

47 Project Integration Management Initiation Planning Executing Monitoring & Controlling Closing Develop Project Charter Develop Project Management Plan Direct & Manage Project Work Monitoring & Controlling Project Work Close Project or Phase Perform Integrated Change Control

48 The Project Charter The most important document Officially begins the project/phase Provides the business case, objectives, and success criteria of the project Makes sure you re working on the right problem, at the right time, on the right level

49 Project Charter Inputs Statement of Work is a narrative description of products or services to be delivered by the project; it references: Business need Product scope description Strategic Plan Business case: Provides the necessary information from a business standpoint to determine whether or not the project is worth the required investment

50 Additional Project Charter Inputs Project Objective(s) Project Overview Project Authority Mission Statement Vision Statement Success Criteria Technical Performance Commitment Scheduled Commitment Cost Commitment Acquisition Strategy High Risk Areas Status Reporting Commitment

51 Class Exercise The Project Charter Read the Kitchen Heaven Case Study Fill in the Project Charter template from PMI

52 Stakeholders

53 Project Stakeholder Management Knowing Who to Work With and Satisfy Biggest Challenge Stakeholder Analysis Keys to Success Stakeholder Register

54 Project Stakeholder Management Initiation Planning Executing Monitoring & Controlling Closing Identify Stakeholders Plan Stakeholder Management Manage Stakeholder Engagement Control Stakeholder Engagement

55 Identifying Stakeholders The process of identifying people impacting or impacted by the project; also analyzing and documenting information about them Stakeholder Analysis Systematically gathering and analyzing quantitative and qualitative information Relating the stakeholders to the purpose of the project Identifying stakeholder relationships

56 Identifying Stakeholders Not all Stakeholders are created equal Direct vs. indirect Active vs. passive Categorize on the basis of interest, influence, and involvement 2013 PMI. PMBOK Guide Fifth Edition

57 Stakeholder Register The document that contains all this valuable information that you ve gathered Three categories of information Identification (name, organization, location, role, contact info, etc.) Assessment (requirements, expectations, influence, interest, etc.) Classification (internal/external, supporter/resister, etc.) Name Position Role Contact Information Requirements Expectations Influence Classification A living document To be revisited, revised, updated throughout the life of the project

58 Class Exercise Stakeholder Register Read the Kitchen Heaven Case Study Part 2 Record the different stakeholders that can impact or be impacted by this store opening

59 Class Exercise Stakeholder Register Name Position Role Contact Information Requirements Expectations Influence Classification Dirk Perrier VP, Marketing Sponsor Jake Peterson Facilities Oversee build-out Store opens on time within budget 120 Days to perform build-out Great party, high crossover from show, 19 month payback High Internal, Supporter Facilities meet specs High Internal, Supporter Jill Overstreet Director, Retail Products Secure merchandise Two weeks, a store ready to receive product Ambiance! High Internal, Supporter Marketing Team Budget High turn-out Low Internal, Supporter Leasing Agent Coordinates lease with Landlord Agree to terms, pay the fee Sign the lease, provide referral Mid External, Supporter Landlord Owns building Lease Comply with the lease High External, Supporter General Contractor Local Chefs Performs Build-Out Customer attraction Plans, payments, etc. Facilities meet specs Mid External, Supporter Adequate facilities and supplies Promotion, payment Low External, Supporter

60 Scope

61 Project Scope Management What Are We Doing Here? Biggest Challenges Scope Creep We don t know what we re working on Keys to Success Requirements Collection Work Breakdown Structure

62 Project Scope Management Initiation Planning Executing Monitoring & Controlling Closing Plan Scope Management Collect Requirements Note: In practice, these Processes may interact and overlap with each other. Define Scope Create WBS Validate Scope Control Scope

63 Collecting Requirements What are the specific needs and expectations of stakeholders for the project? Needs versus expectations Get specific

64 Documenting Requirements Serve as the basis for understanding and documenting the project scope 2013 PMI. PMBOK Guide Fifth Edition

65 Defining the Scope What does the end result look like? Why bother defining this? Ensures that everyone is on the same page Gives a point of comparison so that you know you re on the right track Watch out for scope creep (aka feature creep) Remember the triple constraints!

66 Defining the Scope

67 Work Breakdown Structure Structures (organizes) and defines the total scope of the project A hierarchical subdivision of deliverables and project work into manageable pieces Work packages No larger than 80 hours, no smaller than 8 hours A Structured, but not sequenced, list of activities/project work This is the heart of Project Management When done well, the secret to successful Project Management

68 Elementary Example WBS Build fence Acquire material Construct fence Mark fence line & post Install post Install fencing & post Paint/ stain

69 Elementary Example WBS 3.0 Build Fence 3.1 Acquire fence material 3.2 Construct fence Mark fence line and post Install post Install fencing and gates Paint/stain fence

70 Sample WBS for Game Software 2013 PMI. PMBOK Guide Fifth Edition

71 Sample WBS for an Aircraft System 2013 PMI. PMBOK Guide Fifth Edition

72 Work Breakdown Structure Building a WBS helps: Provide a detailed illustration of project scope Create the basis for project cost and schedule estimates Build project teams WBS Dictionary Document providing details about each work package Assignments, scheduling, assumptions, constraints, estimates, acceptance criteria

73 Class Exercise - WBS Revisit the Kitchen Heaven Case Study Part 2 Using flip chart paper and post-it notes, breakdown this project into its deliverables and work packages Think of four to six deliverables Think of at least three to five activities/work packages per summary task

74 Time

75 Project Time Management When Do Things Need to Happen? Biggest Challenges Keeping everything on track Estimating how long things take to happen Keys to Success Schedule Baseline Communal Calendar

76 Project Time Management Initiation Planning Executing Monitoring & Controlling Closing Plan Schedule Management Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Durations Note: these Processes are so tightly linked that they can be viewed and performed as a single process on some projects, especially those of smaller scope Develop Schedule Control Schedule

77 Schedule Baseline Adding Tasks to the Hard Landscape Humans Are Bad Estimators Parkinson's Law: work expands so as to fill the time available for its completion. Hofstadter's Law: It always takes longer than you expect, even when you take into account Hofstadter's Law. Calendar

78 Costs

79 Project Cost Management Money, Money, Money Biggest Challenges Not keeping track effectively Sunk Cost Effect Keys to Success Budget

80 Project Cost Management Initiation Planning Executing Monitoring & Controlling Closing Plan Cost Management Estimate Costs Note: these two processes are so tightly linked that they can be viewed and done as a single Process on some projects, especially those of smaller scope Develop Budget Control Costs

81 Budget A Sketch of What We Think It Might Cost 2013 PMI. PMBOK Guide Fifth Edition

82 Quality

83 Project Quality Management Meeting Quality Standards Biggest Challenges Complex regulations and standards Quality is expensive Keys to Success Building a culture that cares about quality

84 Project Quality Management Initiation Planning Executing Monitoring & Controlling Closing Plan Quality Management Control Quality Perform Quality Assurance Note: In practice these Processes may overlap and interact

85 The Way We Do Things Quality Is Expensive But so is poor quality! Culture Determines Our Actions Employees need to feel like they can speak up Complexity Demands Greater Attention

86 Human Resources

87 Project HR Management Making Sure the Right Person Is on the Job Biggest Challenges Other people s plans Keys to Success External awareness Good relationships

88 Project HR Management Initiation Planning Executing Monitoring & Controlling Closing Plan HR Management Acquire Team Develop Team Manage Team

89 Creating the Right Environment This Often Goes Beyond the Project Trust Is the Only True Currency Use it to make connections Use it to always add value Maintain Relationships with Your team Other teams Management Sponsors

90 Communications

91 Project Communications Management Information Management Biggest Challenges Using the right channels at the right frequency Keys to Success Stakeholder Analysis Project Management Information System(s) Good Reports

92 Project Communications Management Initiation Planning Executing Monitoring & Controlling Closing Plan Comms. Management Manage Comms. Control Comms.

93 Five by Five Stakeholder Analysis Project Information System(s) Microsoft Project Asana, Basecamp, etc. Good Reporting

94 Risk

95 Project Risk Management Managing Uncertainty Biggest Challenges Ostrich Effect Optimism Bias Keys to Success Risk Register

96 Project Risk Management Initiation Planning Executing Monitoring & Controlling Closing Plan Risk Management Identify Risks Perform Qual. Risk Mgmt. Perform Quant. Risk Mgmt. Plan Risk Responses Control Risks

97 Risk Register Identify Negative and Positive Risks Plan Potential Responses Identify Triggers Follow-through when risks are realized ID Risk Trigger Event Cause Impact Owner Response Plan

98 Procurements

99 Project Procurements Management Buying Everything You Need Biggest Challenges Asking for the right thing Vendor Management Keys to Success Good Baselines Follow-through

100 Project Procurements Management Initiation Planning Executing Monitoring & Controlling Closing Plan Procurement Management Conduct Procurements Control Procurements Close Procurements

101 Successful Procurements Good Baselines Scope Cost/Budget Schedule Follow-through Clarity Consistency Awareness of the dependencies

102 Where Do We Go from Here?

103 PM Certification Widely recognized and respected Applicable even if you re not in project management CAPM 23 hours of Project Management education OR 1500 hours of project management experience PMP 35 hours of Project Management education AND 4500 hours of project management experience

104 PM in Your Career PM skills transferable across all positions in all organizations in all industries Great way to gain experience Success is easier to define and easier to sell Sends the message that you can get things done Effective stepping stones to greater responsibility Projects are easy to start Projects don t have to cost a lot of money or take a lot of time Greater potential for adding value than operations

105 The Key to Long-Term Success What is the purpose of the project? What are they hiring me for? What do I want to be hired for?

106 The Secret Takeaways Everything is about relationships If you can tolerate being (even a little) uncomfortable, you will have a distinct advantage over others Learn first how to break down a problem (as well as its solution), then worry about specific methodologies Beware biases in yourself and others

107 CRASH COURSE IN PROJECT MANAGEMENT Jon Hicks, MBA, PMP