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1 THE OCCASIONAL PROJECT MANAGER

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4 i Table of Contents Module 1 Introduction...1 Workshop Logistics...2 Workshop Materials...3 How to get the most out of this workshop...4 Workshop Objectives...5 Workshop Content...6 Module 2 Projects...7 What is a project?...8 Project Triangle...9 Project Participants...10 Project Phases...11 Project Size...12 Project Failure...13 Required Project Disciplines...14 Project Disciplines...15 Focus of this workshop...16

5 ii Table of Contents Typical Projects You Deal With...17 Module 3 Functional Roles...19 Project Manager...20 Business Analyst...21 Subject Matter Experts...22 Change Manager...23 Functional Roles and the Project Team...24 Task Mapping...25 Module 4 The Project Plan...27 Planning Phase Functional Roles...28 Rolling Wave Planning...29 Project Plan...30 Project Benefit...32 Project Objectives...33 Deliverables...34 End Product Deliverable...34 Intermediate Product Deliverables...34 Business Analyst...34 Project Scope...34 Project Approach...35 Subject Matter Experts...35 Stakeholders...36 Milestone Schedule...37 Required Resources...38 Project Baseline...39 Exercise 1 - Project Plan...41 General...41 Instructions...41

6 iii Table of Contents Objectives...41 Case Study Projects...42 PROJECT PLAN WORKSHEET...45 Project Description:...45 Project Benefits:...45 Objectives:...45 PROJECT PLAN WORKSHEET (CONTINUED)...47 Deliverables:...47 Approach:...47 PROJECT PLAN WORKSHEET (CONTINUED)...49 Sponsor and Stakeholders:...49 Module 5 Task Identification...51 Work Breakdown Structure...52 Benefits of the Work Breakdown Structure...53 Work Breakdown Structure Hierarchy...54 Work Breakdown Structure Format...55 Work Breakdown Structure Graphical Conventions...56 Work Breakdown Structure Diagraming Rules...57 Work Breakdown Structure List Conventions...58 Resource Assignments...60 Task List...60 Exercise 2 - Task Identification...61 General...61 Instructions...61 Objectives...61 Module 6 Estimating...63 Estimating Accuracy...64 Duration and Cost...65

7 iv Table of Contents Approaches for Estimating...66 Bottom-Up Estimating...66 WAG...67 Exercise 3 - Estimating...69 General...69 Instructions...69 Objectives...69 Module 7 Sequencing and Scheduling...71 Sequencing and Scheduling...72 Sequencing...72 Scheduling...73 Network Diagram...74 Task Dependencies...75 Lead and Lag time...76 Milestones...77 Establishing a Network Diagram...78 Tasks in series:...78 Tasks in parallel:...78 Critical Path...79 Exercise 4 - Sequencing...81 General...81 Instructions...81 Objectives...81 Apply the Calendar...83 Gantt Chart...84 Resource Leveling...85 Exercise 5 - Scheduling...87 General...87

8 v Table of Contents Instructions...87 Objectives...87 SCHEDULING WORKSHEET...89 SCHEDULING WORKSHEET...91 Module 8 Negotiating...93 Negotiating...94 What does this have to do with projects?...94 Common Deficiencies and Problems with Negotiating...95 The 8 Step Model (an overview)...96 Key Elements in Developing Commitment/Ownership to the Solution...98 How Do You Do It? - 8 Step Model (Process Overview)...99 Exercise 6 - Negotiating General Instructions Objectives Scenarios Observer Tips Module 9 Interviewing Specifying Phase Functional Roles The Facts Interviewing the Stakeholder Interview Structure Questioning and Listening Techniques Listening for Requirements Exercise 7 - Interviewing Instructions Objectives Module 10 Requirements

9 vi Table of Contents Requirements Identifying Requirements Writing Requirements Requirements Organization Requirements Approval Exercise 8 - Requirements Instructions Objectives Module 11 Project Dynamics Building Phase Functional Roles Weekly Project Meeting Issue Tracking Project Sway Rescheduling Status Reporting Triangle Flexibility Steering the Project Opportunities for Influencing Future Activities Exercise 9 - Steering the Project General Instructions Objectives Module 12 Design, Develop, and Verify Product Design Design Activities Develop Subject Matter Experts Hire or Become a Subject Matter Expert...143

10 vii Table of Contents Product Verification Module 13 Change Resistance and Acceptance All Projects Bring About Change Resistance Sources of Resistance Characterize the changes on your last projects: Stages of Change The Current State The Desired State The Transition Data Collection Exercise 10 - Change Resistance General Instructions Objectives Change Resistance Assessment WORKSHEET Change Strategies Communication Learning Rewards Plan The Change Communication System Learning System Reward System Strategy Development Change Acceptance Strategy Exercise 11 - Change Acceptance General...165

11 viii Table of Contents Instructions Objectives Change Acceptance Strategy Worksheet Module 14 Product Adoption and Project Closure Implementation Phase Functional Roles Project Adoption Project Closure Lessons Learned Exercise 12 - Lessons Learned General Instructions Objectives TIMELINE WORKSHEET Module 15 Summary and Conclusion Projects Project Phases Functional Roles Functional Roles and the Project team Project Activities Project Tools You and Your Future Projects...184

12 Module 1 1 Module 1 Introduction THE OCCASIONAL PROJECT MANAGER

13 2 Module 1 Introduction Welcome to This workshop is designed to help you achieve greater success in your work, regardless of whether you: Only spend a fraction of your time on projects Have responsibilities other than working on projects In any case, you will be sure to find this workshop of value Workshop Logistics Use the table below to record the logistics for your particular workshop. Instructor Instructor s Start/end times Lunch (approximate) Breaks Facilities

14 Module 1 3 Introduction Workshop Materials Workshop manual Case studies

15 4 Module 1 Introduction How to get the most out of this workshop Generally, what people get from any workshop is directly related to what they put in. To help you maximize the value you derive from you should consider doing the following: Keep an open mind Respect others views Participate Ask questions any time Put aside other work and problems Turn cell phones and pagers to silent Avoid outside interruptions Dress comfortably Have fun!

16 Module 1 5 Introduction Workshop Objectives Recognize projects around you Understand the professional disciplines required Organize a small project team to cover all functional roles Identify the required activities for each of the project phases Practice using new tools for project success

17 6 Module 1 Introduction Workshop Content One Module 1 Module 2 Module 3 Module 4 Introduction Projects Functional Roles Module 5 Module 6 Module 7 Two The Project Plan Task Identification Estimating Sequencing and Scheduling Module 8 Module 9 Module 10 Module 11 Module 12 Module 13 Module 14 Module 15 Negotiating Interviewing Requirements Project Dynamics Design, Develop, and Verify Change Resistance and Acceptance Product Adoption and Project Closure Summary and Conclusion

18 Module 2 7 Module 2 Projects

19 8 Module 2 Projects What is a project? All work in organizations can be broken down into two types: day-to-day work and project work. -to-day work involves things that have to be performed in pursuit of your organization s charter. Project work is typically initiatives that are launched to make your organization better. The mixture between project work and day-to-day work varies from organization to organization. Projects are temporary endeavors undertaken to create a unique product or service. Temporary: Meaning every project has a definite beginning and a definite end Unique: Meaning the product is different in some distinguishing way from other similar products. The product can be tangible or intangible. Projects are everywhere. The bigger ones around us are obvious: building of bridges, mergers of companies, major sporting events, new Microsoft and Apple operating systems. At your workplace they can be just as big but with less public visibility: a new software tool for customer service, major upgrade to a product, and a yearly customer appreciation conference. Others may not be seen at all because of their simplicity and scale, but by definition they re all departmental initiatives.

20 Module 2 9 Projects Project Triangle Scope, time, and cost make up the three sides of what is known as the project triangle. Scope is the sum of all products to be delivered. It includes all the work that must be performed to deliver the product at the negotiated grade of quality. Time is the duration that is needed to complete all the associated project work measured in calendar days, months, and years. Cost is the monetary value of the labor expended and all other direct charges that will be incurred during the project. Scope Time Cost When the value of one side of the project triangle is changed, one or both of the other sides are almost always affected. When one side of the triangle is an accurate reflection of the demands of the other two sides, the project triangle is said to be harmonized. For example, a project with a scope of building a 5,000 sq. ft. home in two months at a cost of $40,000 is unrealistic; time does not accurately represent the demands of scope and cost. To harmonize the triangular relationship of this project, the cost of the home would have to be increased or its scope decreased, or both.

21 10 Module 2 Projects Project Participants Projects have three different types of people involved in them: team members, one or more sponsors, and stakeholders. Team members: are the ones who do the work required to complete the project. Sponsors: are responsible for authorizing the project, committing organizational resources, and making crucial decisions. Stakeholders: have a vested interest in the outcome of the project and can influence it positively or negatively. The Project Manager Project Team Project Sponsor Stakeholders

22 Module 2 11 Projects Project Phases All projects have four distinct phases they go through: planning, specifying, building, and implementing. Certain industries have taken these phases and broken them down into two or more additional phases to customize them to their specific types of projects. If you take every industry s standardized project phases and summarize them, they will always link back to their roots: planning, specifying, building, and implementing. In general there is an average duration for each project phase in proportion to the overall duration of a project. A typical project s phase duration is as follows: Planning Specifying Building Implementation 10% 15% 65% 10% Some projects vary considerably in the build and implementation phase, but most all follow the planning and specifying averages. Planning: Documents the who, what, when, where, and how Specifying: Details the characteristics of the end deliverables Building: Turns the visions of the end deliverable into a reality Implementing: Establishes the final state of why the project was undertaken

23 12 Module 2 Projects Project Size Projects range in size between mini and huge. The practices employed on huge projects would be overkill on small projects. A typical breakdown of project size is below Project Sizes Mini Small Medium Large Huge People (FTE) Under 3 3 to 6 6 to to 25 Over 25 Duration (Months) Under 3 3 to 6 6 to 9 9 to 18 Over 18

24 Module 2 13 Projects Project Failure Project fail because of any one of three core reasons: 1. Lack of project planning, execution and control techniques resulting in projects being late and using excess resources 2. Lack of rigor in defining the characteristics of the end product or service resulting in it not meeting the needs of the stakeholders 3. Lack of attention given to how people might negatively respond to the change brought on by a new or different product or service resulting in people not embracing and taking advantage of it. The cost of project failure to an organization includes: Less organizational results Poor customer satisfaction Crumbling reputation Decrease in employee moral Lost opportunities

25 14 Module 2 Projects Required Project Disciplines Over time, project driven organizations have determined that in order to reduce project failure four disciplines are required to be present on all projects. It is common to have individuals on large project teams with associated titles. They are: Project manager Business analyst Subject matter expert Change manager Each of these disciplines have trade associations that strive to standardize and improve the disciplines. They also have certifications that can be earned based on education, knowledge and experience. Few organizations in a company can afford to have dedicated individuals for each of these roles. However, project success can be obtained by individuals performing these roles as separate job functions from their normal roles.

26 Module 2 15 Projects Project Disciplines All projects have four disciplines associated with them: project management, business analysis, product development, and change management. Each of these disciplines has a formal knowledge base that is comprised of standardized roles and responsibilities, terminology, skills, and processes. Some of them even have trade associations and professional certifications. During the life of a project, the professionals for each of the project disciplines have different responsibilities during each of the project phases. Some phases require extreme involvement and others none at all, depending on the discipline. Planning Specifying Building Implementation Project Management X X X X Business Analysis X X X X Product Development X X Change Management X X X While medium to large size projects have the budget to warrant full time professionals during the life of the project, small sized projects do not have that luxury. Often team members for smaller projects have to take on the functional role for all the disciplines.

27 16 Module 2 Projects Focus of this workshop The focus of this workshop is for smaller projects that are up to six months in duration and have one to six people on the project team. While most of the terminology in The Occasional Project Manager will comply with the professional standards for all the project disciplines, the processes have been customized to meet and not exceed the demands of smaller projects. VS.

28 Module 2 17 Projects Typical Projects You Deal With Characterize up to three of the projects you last came in contact with. Project #1: Type and Scope: Duration (month): Team Size: Project #2: Type and Scope: Duration (month): Team Size: Project #3: Type and Scope: Duration (month): Team Size:

29 18 Notes

30 Module 7 71 Module 7 Sequencing and Scheduling

31 72 Module 7 Sequencing and Scheduling Sequencing and Scheduling Neither the work breakdown structure nor the task list shows the sequence of events that must occur in the project. Nor do they show the schedule for the project when the tasks must start and end. This module investigates tools and techniques to sequence and schedule the work of the project. Sequencing Identifying and documenting intertask dependencies. This is generally done using a network diagram. To sequence the project work, you will need: The task list or WBS to understand the work to be done. The product description to verify that all work that must be done is noted to deliver the final product. Mandatory dependencies, which are inherent in the type of project. For example, the roof of a house cannot be installed before the structure is framed. Discretionary dependencies, which are used at the preference of the project management team. For example, an organization may have best practices that it chooses to follow. External dependencies, which indicate work that must be done outside the project team in order for the project to be accomplished. Milestones that the project manager will measure and report progress against.

32 Scheduling Module 7 73 Sequencing and Scheduling The process of analyzing task sequences, durations, resource requirements, and schedule constraints to create the project schedule. To determine the project schedule, you will need to understand and know: The network diagram Any project lead and lag times Resource requirements and project team member calendars Task duration estimates

33 74 Module 7 Sequencing and Scheduling Network Diagram The network diagram, in project management terms, is a tried and true way to organize and sequence the tasks of the project. Every project should have a network diagram, no matter how simple or complex it may be. The network diagram may be hand-drawn or generated using one of the many project management software tools. It is always drawn from left to right to reflect the project chronology. If properly sequenced, the network diagram: Identifies relationships among tasks in different parts of the task list or WBS. Establishes the basis for scheduling the project. Provides a powerful communication tool for the project team members.

34 Module 7 75 Sequencing and Scheduling Task Dependencies Tasks in a project do not stand alone they have relationships with other tasks. We refer to these relationships as dependencies. Sequencing the tasks of a project is not always simple and straightforward. Complex timing relationships may exist between tasks, and they need to be included in the diagram. The three types of dependencies are: Finish-to-Start (FS): The initiation of the successor task depends upon the completion of the predecessor task. Finish-to-Finish (FF): The completion of the successor task depends upon the completion of the predecessor task. Start-to-Start (SS): The initiation of the successor task depends upon the initiation of the predecessor task. These logical relationships are diagrammed as follows: Finish-to-Start Activity A Activity B Finish-to-Finish Activity A Activity B Start-to-Start Activity A Activity B

35 76 Module 7 Sequencing and Scheduling Lead and Lag time In some cases, it may be necessary to depict lag time or lead time on the network drawing. Lag: A modification of a dependency that directs a delay in the successor task. Lead: A modification of a logical relationship that allows an acceleration of the successor task.

36 Module 7 77 Sequencing and Scheduling Milestones Milestones should be part of the task sequencing to establish expectations and progress towards them. Milestones are usually depicted as diamonds in the network diagram.

37 78 Module 7 Sequencing and Scheduling Establishing a Network Diagram It is essential to establish the relationships between tasks and between tasks and milestones, and to document them in the network diagram. In a precedence diagram, tasks are drawn in series or in parallel. Tasks in series: Tasks are done one after the other. Activity A Activity B Activity C Tasks in parallel: Some tasks, such as B and C, may be done at the same time if resources allow. However, parallel tasks in a network diagram do not necessarily start or end at the same time. Start and end dates are determined in scheduling, not sequencing. Activity B Activity A Activity D Activity C When creating the network diagram, each task must have a predecessor (a task or milestone before it) and a successor (a task or a milestone after it). This is because all work in a project is connected, or dependent, upon something else. The only exceptions to this are the project start and end milestones.

38 Critical Path Module 7 79 Sequencing and Scheduling Once the network diagram is completed, it s time to assign dates to the tasks so that the critical path can be determined. The Critical Path Method focuses on calculating float in the project in order to determine which tasks have the least scheduling flexibility. That is, tasks not lying on the critical path are more flexible. The critical path is easy to determine in a project that has been documented with a good network diagram. Simply add the duration of all tasks on a path. Do this for every distinct path through the network diagram. The path that requires the most time to complete becomes the critical path. Critical tasks those tasks on this path not completed on time will delay the project (unless the time is made up later or something else along the path finishes early).

39 80 Module 7 Sequencing and Scheduling Critical Path 15 s If this task is late, then the project is impacted 5 s 5 s 5 s 5 s These taks have a five day float and are not on the critical path 5 s 2 s 2 s These tasks have a six day float and are not on the critical path This graphic identifies the solid grey tasks as the critical path for this project. The project takes 25 days to complete and the sum of the solid grey task durations makes up the 25 days. If any of the solid grey tasks were delayed, then the project s end date would have to be extended. This is not true for the dotted and lined tasks. It is possible for the dotted tasks to be delayed by five days and still the project end date would not be impacted. Likewise, the lined tasks could be delayed six days and there would be no impact. This dotted task five-day flexibility and lined task six-day flexibility are called float.

40 Module 7 81 Sequencing and Scheduling Exercise 4 - Sequencing General After decomposing the project to the task level, we were able to estimate the duration required for these tasks. Each of these tasks is related to other tasks. We demonstrate this by setting up task dependencies. Simply put, we identify which task goes first and which ones follow. We can then create a network diagram from the tasks. Instructions Team Objectives 1. Appoint a project manager. 2. Take four blank Post-It notes. On one, draw a milestone labelled START. On another draw a milestone labelled COMPLETION. On the other two draw a milestone diamond. As the exercise progresses, incorporate the milestones into the network diagram and label them appropriately. Add more milestones as necessary. 3. Arrange the tasks from the WBS/task list into logical precedence between the START and COMPLETION milestones. 4. Draw lines to/from each task and/or milestone to indicate sequence. 5. Make sure every task has a predecessor and successor even if it is the start or finish milestone. 1. To understand the processes involved in sequencing project tasks 2. To practice developing a network diagram

41 82 Notes

42 Module 7 83 Sequencing and Scheduling Apply the Calendar The final step in preparing the project schedule is to apply the calendar against the schedule. You know the duration of each task, the necessary lead and lag times. Now, simply put calendar dates on the tasks to determine the actual schedule. Remember to take into consideration things like holidays, weekends, and the work schedules of the specific project team members who will actually do the work

43 84 Module 7 Sequencing and Scheduling Gantt Chart Gantt charts and bar charts, sometimes referred to as project timelines, show task start and end dates as well as expected durations, but do not usually show task dependencies. They are easy to produce and easy to understand. In fact, they are often used in management presentations to provide a high-level overview of the project. In the typical bar chart, tasks are listed down the left side of the chart. Dates are shown along the top of the chart. Task durations are depicted as lines or bars on the body of the chart. The level of scheduling detail displayed on a bar chart is determined by the time periods you use on the top: daily, weekly, monthly, or whatever is appropriate for your project. If a project takes a year or more to complete, then it s probably best to use months as the time period. On the other hand, a project that can be completed in a few weeks might use days as the time period. Task Buy Materials Paint Ceilings Paint Walls Paint Trim

44 Resource Leveling Module 7 85 Sequencing and Scheduling Resource leveling is done when one or more resources is over-allocated (assigned to work more hours than there are in a day, to work on two things at once, etc.) In resource leveling, tasks with float may be moved to create a new project schedule. If a task is a critical task, it may not have the flexibility to be moved. In this case, the project manager may need to acquire additional resources for that task. Task Buy Materials Paint Ceilings Paint Walls Paint Trim In the above example, a single resource is assigned to all of the tasks of this simple project. When we look at the loading of that resource, we see that they are over-allocated for days 7, 8, and 9. The project manager needs to consider the implications of this over allocation, particularly if these tasks are on the critical path. If the resource cannot complete the tasks in time, the project will be delayed. Task Buy Materials Paint Ceilings Paint Walls Paint Trim

45 86 Notes

46 Module 7 87 Sequencing and Scheduling Exercise 5 - Scheduling General The task list has been created and the resources have been assigned to them. Estimates of duration have been complete and a network diagram has been created indicating the dependencies between the tasks. Now is the time to assign start and finish dates to the tasks based on a calendar. Instructions Team 1. Rip out the scheduling worksheet located on the following pages. 2. Record the task names, resources, and durations for each of tasks on the schedule worksheet. 3. Begin shading in the start and finish dates of the tasks in the corresponding weekly schedule blocks. Take into account the dependencies and duration of each of the tasks. 4. Insert the milestones where appropriate. Objectives 5. Identify the number of resources needed per week and record them on the last row of the schedule. 1. Practice building a project schedule. 2. Become familiar with all the variables that must be considered when building a schedule.

47 88 Notes

48 Module 7 89 Sequencing and Scheduling Task Resource Dur W1 W2 W3 W4 W5 W6 W7 W8 W9 W10 W11 W12 W13 W14 W15 W16 W17 W18 SCHEDULING WORKSHEET

49 Module 7 90 Notes

50 Module 7 91 Sequencing and Scheduling Task Resource Dur W1 W2 W3 W4 W5 W6 W7 W8 W9 W10 W11 W12 W13 W14 W15 W16 W17 W18 SCHEDULING WORKSHEET

51 Module 7 92 Notes

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