Realistic Project Management

Transcription

1 Realistic Project Management Russell Martin & Associates (317)

2 Content Lesson 1 What is Project Management? Lesson 2 Define Lesson 3 Planning the Project Lesson 4 Manage Lesson 5 Review Exercises 1

3 2

4 Projects Are Flashmobs 3

5 Agenda Course Introduction Lesson 1 What is Project Management Lesson 2 Defining the Project Lesson 3 Planning the Project Lesson 4 Managing the Project Lesson 5 Ending Well and Review Day 1 am Day 1 am Day 1 am Day 1 pm Day 1 pm Day 1 pm 4

6 Course Objectives Define the roles of the project manager, the project sponsor and other key people in a project Build a stakeholder communication plan Document business objectives of the project Document project objectives Document the risks and constraints of a project Document the scope of the project Practice resiliency to adapt to the needs of the project Build a Project Charter Build a Project Schedule / Plan Choose the appropriate activities for each project Estimate and manage the cost of projects Perform a post project review for every project to ensure that project management competence improves 5

7 Lesson 1: What is Project Management? Clearing the Head Trash What is Project Management? Project Roles Dare to Properly Manage Resources 6

8 Clearing the Head Trash List 10 things on your to-do list (that you aren t doing right now): 7

9 What is a Project? Consider the following: 1. If you CANNOT finish it in less then four hours uninterrupted If you need anyone else s help 3. If it has been on your to-do list for more then one month 4. If you are unsure how to measure DONE 8

10 The Secret Decoder Ring TERM TASK (sometimes called ACTIVITY) PROJECT PROCESS DEFINITION A unit of work, has a beginning and end A collection of tasks, has a beginning and end A collection of tasks that repeat over and over (never end) with a dedicated staff 9

11 Try It Your Real Job Key Accountabilities Key Accountability: I create and reinforce our values and strategy every day. Today s Imperatives Put on Calendar Your Projects Next Task Due 10

12 The (not so) Secret Society TERM PMBOK PMP, CaPM, PDUs DEFINITION Website for the Project Management Institute Best practices for project management Professional Project Management, certification program Earned to get/keep a PMP certification 11

13 What is a Project? A Project: has a beginning and end meets pre-established goals for cost, schedule, and quality PROJECT MANAGEMENT is different from other management because it focuses on a finite project (begin/end) it uses part-time resources it is critical for cross-functional projects 12

14 What is a Project Manager? Project Manager Project Team Members Plans, Organizes and Manages the Project Perform project activities and produce project deliverables 13

15 What is a Project Sponsor? Project Sponsor Represents the best interest of the organization that is funding the project. Provides resources Makes critical business choices (governance) 14

16 You Try It Project Sponsor Project Manager Provides status reports to stakeholders Assigns tasks to people Determines the business objectives Determines the project objectives Recommends what to do when money, time or quality are threatened Decides what to do when money, time or quality are threatened 15

17 Who s In, Who s Out Experts (SMEs) Functional Leaders The Sponsor The Project Manager the project The Dedicated Project Team Finance Customers 16

18 The Project Sponsor The sponsor s most important job during the project is to ensure that the project objectives are clear and that the cost-benefit analysis makes it a good investment of the company s resources. Why is this project needed? What s the problem being solved or the opportunity to be seized? How does it support our corporate goals? What are the objectives? What will the end result look like? What are the benefits? How will life be better when the project is over? How will we measure success? What is our baseline? What is our target? What areas of the organization will be affected? In what ways? Who needs to be involved? And how? What are the boundaries or scope of the project? What are the constraints in time, in money, in quality? What can realistically be achieved within those constraints? Roughly how much will it cost and how long will it take? What are the risks? Can they be managed? Should we proceed? Courtesy of 17

19 The Project Sponsor During the life of the project: Are we accomplishing what we planned to accomplish? Within the planned time frame? With the planned resources? Within budget? Is there anything I can do to facilitate your work? Are you getting the cooperation you need from the business units? Can we still achieve the objectives? Are they still of value to the organization? What are our alternatives? What are the pros and cons? Should the project be stopped? Project Completion Did we accomplish what we planned to accomplish? Within the planned time frame? With the planned resources? Within budget? How did we perform based on our success criteria? Are plans in place to measure the predicted benefits? What lessons did we learn? What remains to be done? Courtesy of 18

20 What Project Management DELIVERS Less (not no ) rework Better quality Less cost to the business Less chaos Less heroics Increased upfront thought = increased project success 19

21 What Project Management is NOT Filling out forms An excuse to ignore the organization s perspective Late, poor quality or over budget project delivery A substitute for a brain 20

22 Steps to Great Projects Dare to Properly Manage Resources! START 1. Set business objectives Define Plan Manage Review END 2. Establish project scope 3. Set project objectives 4. Mitigate risks 5. Establish constraints 6. Plan communications 7. Establish governance plan initiate plan monitor close 1. Determine milestones 2. Schedule task dependencies 3. Adjust for resource dependencies 4. Create budget 1. Control work in progress 2. Provide status and feedback 3. Leverage governance 4. Resolve conflict 1. Close the project 2. Turn over deliverables 3. Hold project review 4. Celebrate accomplishments 21

23 Choices ADDIE SAM 22

24 Choices Ask questions Find all the right people to talk to Establish the Learning Objectives Establish the additional Project Objectives Create a Requirements Statement Get all the people you think you need in a room for at least 4 hours if not a day Determine the performance change required (Context, Challenge, Activity, Feedback) Establish a draft of the Performance Goals Sketch out treatments to meet the performance goals Create prototypes of treatments (3 iterations) Create a Savvy Start Summary 23

25 Charter and Requirements Give Requirements Statement to Designers Create a blueprint of all components of training If new requirements are discovered, put them in and update the objectives. Create a Design Document (ex. Storyboard) Get a smaller expert group of people for a few days to refine the Savvy Start Summary prototypes. Establish the cost and constraints of the project, and layout the design and development schedule / dates. Design more detailed prototypes including interaction, technology linkage, etc. for the entire experience. Create a Design Proof (3 iterations) 24

26 The Rest of the Story Build it Test it Roll-it out Evaluate the performance Approve the Design Proof Finish the design, three iterations, testing in each Evaluate the performance. 25

27 Choices

28 Choices Iterative Prototyping + - Agile

29 What are the three things you have learned in this lesson? 1. Lesson 1: Lessons Learned

30 Lesson 2: Define Set Business Objectives Establish Project Scope Set Project Objectives Mitigate Risks Establish Constraints Establish Governance Plan Communications 29

31 Steps to Great Projects Dare to Properly Manage Resources! START 1. Set business objectives Define Plan Manage Review END 2. Establish project scope 3. Set project objectives 4. Mitigate risks 5. Establish constraints 6. Plan communications 7. Establish governance plan initiate plan monitor close 1. Determine milestones 2. Schedule task dependencies 3. Adjust for resource dependencies 4. Create budget 1. Control work in progress 2. Provide status and feedback 3. Leverage governance 4. Resolve conflict 1. Close the project 2. Turn over deliverables 3. Hold project review 4. Celebrate accomplishments 30

32 Gathering the Needs As a I want So I can Source: Megan Torrance, Torrance Elearning

33 Develop Business Objectives: The Greek Goddess of Business My project will by Increase Revenue Avoid Cost Improve Service Also Reaction to government regulation Reaction to competitive pressures 32

34 Develop Business Objectives: The Greek Goddess of Business The Business Objectives for holding the Volunteer Day are: Employee: Loyalty and pride, sense of belonging which leads to retention and better recruitment to avoid the cost of re-hiring. Build good will and establish 3rd party relationships which can serve as a crisis shield should their be crises about business or brand to improve revenue. 33

35 Who are My Stakeholders? STAKEHOLDER: A person, role, organization, company or system who PROVIDES SOMETHING to the project or RECEIVES SOMETHING from the project 34

36 Define the Scope Stakeholder (role not person) Inputs: Information needed Outputs: Deliverables Comments Project Sponsor Employees provide the volunteer hours Charities provide the need receive help Corporate Communications provides press releases Catering provides food for the volunteers 35

37 Define the Scope Stakeholder (role not person) Inputs: Information needed Outputs: Deliverables Comments Project Sponsor 36

38 Available Define the Scope Diagram Charities Governance Budget Sponsor: CEO Volunteers Food Volunteer Day Project Status Communication Plan Budget Training Schedule Corporate Communications Catering Employees 37

39 Available Define the Scope Diagram Charities Needs Governance Budget Sponsor: CEO Volunteers Food Volunteer Day Project Status Communication Plan Budget Training Schedule Corporate Communications Catering Employees 38

40 Available Establish Scope: Fine Tuning Charities Needs Governance Budget Sponsor: CEO Volunteers Food Volunteer Day Project Status Communication Plan Budget Training Schedule Corporate Communications Catering Employees Sponsor: CEO 39

41 Available Establish Scope: No Secrets Charities Needs Governance Budget Sponsor: CEO Volunteers Food Volunteer Day Project Status Communication Plan Budget Training Schedule Corporate Communications Catering Employees 40

42 Develop Project Objectives So What? Concrete and specific Measurable Achievable and realistic Time-bound Refers to project deliverables System Objectives Product/Service Objectives Cost / Revenue Related Objectives Learning / Performance Related Objectives 41

43 Project Objectives Volunteer Day will be a success when: 30-50% of all employees are involved Projects should have a minimum duration of 2 hours and a maximum duration of 5 hours (9AM-2PM) Include at least one on-site assembly project for employees who cannot leave the worksite 42

44 Objectives Drive Features Source: Seilevel 43

45 Risks and Constraints Risk - something that would negatively impact the business that MIGHT happen Examples: Sponsor changes, budget cut What do you do? PREVENT REACT Constraint - a challenge that WILL happen Examples: fixed budget, fixed date, limited resources What do you do? Accept it, work within the limits 44

46 Document Risks Risk = Management Overall Project Risk Average: Size - How big is this project or how long will it take relative to others you have done? Rated 1(small) - 10(large) Structure - How stable are the requirements? Rated 1(fixed) - 10(undefined) Technology - How understood is the technology and procedures? Rated 1(old) - 10(new) 45

47 So What? 1 3 Wing this project 4 6 Do a quick project charter, high level project plan 7 8 Block regular project management time 9 10 Block frequent time, clear your schedule and plan NOW to cut the scope > 5 Mitigate the Risk 46

48 Document Risks and Constraints Risk Mitigation: Detailed RISK FACTOR LIKELIHOOD IMPACT PREVENT BY REACT BY There are not enough volunteers Medium High Increased communication ahead of time Ask volunteers to ask friends Type of charity work is not realistic for our volunteers Medium High Visit charity early to clarify scope of work Negotiate scope of work 47

49 Document Constraints CONSTRAINTS are the restrictions on your project that will occur. TIME COST QUALITY/ SCOPE # 1 # 2 # 3 X Published day, can t be moved X Not an unlimited budget X Could do a smaller event 48

50 An Alternative 49

51 Available Establish Communications Plan Charities Needs Volunteers Food Budget Catering Volunteer Day Project Training Governance Schedule Employees Budget Status Sponsor: CEO Communication Plan Corporate Communication Who will you communicate with? What do they want to know? What communication format and frequency is best for each? How much time do you have to communicate? MINIMAL: Status reporting strategy Organizational Change Message 50

52 A Communications Plan Stakeholder Goal Frequency Medium Comments Sponsor All is well Weekly Status Report Sponsor All is well Weekly Visit Pop in Construction Schedule Weekly Status Report 51

53 Establish Decision Making Plan MINIMAL: Who says DONE? Who can change budget, timeline, requirements? Governance If you're in a bad situation, don't worry it'll change. If you're in a good situation, don't worry it'll change. ~John A. Simone, Sr. Type of change Decision Maker Advisors Comments Change in budget, schedule Change in requirements Sponsor Subject Matter Expert Project Mgr Project Mgr Quality issues Project Mgr Functional area Assumes no change in budget, schedule 52

54 Your Mission You are developing a blended learning program for a client to teach leaders how to drive the success of a new compensation plan (switching from everyone getting the same bonus to pay for performance). This project will be added to your current project and workload. This learning program must be delivered in 45 days. What You Need The Right People Risk of Occurrence (H, M, L) How Will You Do It? Focus Time Realistic Performance Goals Governance / Quick Decisions + Priorities 53

55 It s a DRAFT As the project progresses and new data emerges then we must change the plan - from Why Systems Fail Changes to the plan are never failures in this model, just emerging realities Those who created the plan did not fail - they created what they could with what they knew... Project Charter Time to create: < 45 minutes 54

56 What are the three things you have learned in this lesson? 1. Lesson 2: Lessons Learned

57 Lesson 3: Plan Create the Project Schedule Project Management vs. Development (ADDIE) Project Milestones Project Tasks and Dependency Resource Allocation and Dependency Costing Worksheet 56

58 Steps to Great Projects Dare to Properly Manage Resources! START 1. Set business objectives Define Plan Manage Review END 2. Establish project scope 3. Set project objectives 4. Mitigate risks 5. Establish constraints 6. Plan communications 7. Establish governance plan initiate plan monitor close 1. Determine milestones 2. Schedule task dependencies 3. Adjust for resource dependencies 4. Create budget 1. Control work in progress 2. Provide status and feedback 3. Leverage governance 4. Resolve conflict 1. Close the project 2. Turn over deliverables 3. Hold project review 4. Celebrate accomplishments 57

59 Steps to Great Development Analyze Design Develop Implement Evaluate Analyze the business need / project objectives Design a solution given current constraints Build the solution Roll out the solution Evaluate success Maintain PROCESS 58

60 Steps to Great Projects: DEFINE START Define Business Objectives Roles Scope Project Objectives Risk/Constraints Analyze Analyze the business needs / project objectives 59

61 Steps to Great Projects: PLAN START Define Business Objectives Roles Scope Project Objectives Risk/Constraints Plan Analyze Design Develop Implement Analyze the business needs / project objectives Design a solution given current constraints Build the solution Roll out the solution 60

62 Steps to Great Projects: MANAGE START Define Plan Manage Business Objectives Roles Scope Project Objectives Risk/Constraints Tasks to be done ADAPT as change occurs Analyze Design Develop Implement Analyze the business needs / project objectives Design a solution given current constraints Build the solution Roll out the solution 61

63 Steps to Great Projects: Traditional START Define Plan Manage Review END Business Objectives Roles Scope Project Objectives Risk/Constraints Tasks to be done ADAPT as change occurs Evaluate PROJECT and LEARNING Analyze Design Develop Implement Evaluate Analyze the business needs / project objectives Design a solution given current constraints Build the solution Roll out the solution Maintain Evaluate success PROCESS 62

64 Maintain Steps to Agile Projects PROCESS START Define Plan Manage Review END Business Objectives Roles Scope Project Objectives Risk/Constraints Tasks to be done ADAPT as change occurs Evaluate PROJECT and LEARNING Analyze Design Develop Implement Evaluate Analyze the business need / learning objectives Design a solution given current constraints Build the solution Roll out the solution Evaluate success 63

65 AGILE (SCRUM) We have come to value: Individuals and Interactions over processes and tools Working Software over comprehensive documentation Customer Collaboration over contract negotiation Responding to Change over following a plan 64 - The Agile Manifesto

66 Velocity is how much product backlog effort a team can handle in a sprint. SCRUM Process: 1. Create a Product Backlog with the customer s prioritization 2. Sprint Planning Meeting Clarify the Project Charter, select Sprint Backlog and schedule based on team involved. 3. Hold the Sprint, with daily 15-minute status meetings. 4. Review the Sprint when completed. 5. REPEAT 65

67 SCRUM Critical Elements Make sure you come up with a clear goal for your sprint during the planning session. This will help focus your sprint efforts. Come up with a list of highly committed team members for the sprint. Don't overlook the importance of keeping a Sprint Burndown chart for your sprint backlog which represents in graphic form what is left to do of the sprint backlog work. Figure out the best length of a sprint. Too long and you are trying to accomplish too much. Too short and you may not have time to complete a demo. Only begin a sprint planning session once your product backlog has enough organization and detail. If you start a sprint planning session when you lack adequate detail, then your project may suffer from scope creep. Once you select the sprint backlog activities, realize that you must commit to them completely. The sprint planning meeting should take no longer and no shorter than four hours. 66

68 Design Principles ENGAGING LEARNING EXPERIENCES Leaving ADDIE for SAM Michael Allen and Richard Sites 67

69 What s in a Plan? Milestones Tasks/Activities Task Dependencies Resource Assignments Estimates Due Dates 68

70 Create the Project Schedule Brainstorm milestones and tasks Find task dependencies Find resource dependencies Determine the schedule What tasks need to be done? What tasks have to be done first? Who s available to help? What dates are fixed? Start with flows on Scope Diagram Training needed Review meetings Status reports Pants THEN shoes What tasks will wait on people? Status reports Approval points NO duration (date only) 69

71 START Today: 9/30/11 It s Academic: Planned (Future) vs. Actual (Done) Determine invitation list 1 d Sponsor critical path = longest path Determine supplies 1 d Mack Determine handouts 1 d James Schedule room 1 d Hiroshi Calculate food budget 1 d Hiroshi Order handouts 1 d James resource dependency Schedule AV 1 d Hiroshi Order food 1 d Purchasing Order supplies 1 d Mack Print handouts 14 d Printer task dependency Deliver food 10 d Catering Deliver supplies 7 d Mack Hold the Meeting 1 d Project Sponsor END +30: 10/31/11 70 Update the Sponsor 1 d Project Manager

72 Gantt Chart 71

73 Available Milestones START ANALYZE requirements DESIGN blueprints Charities Needs Volunteers Food Budget Volunteer Day Project Training Schedule Governance Budget Status Sponsor: CEO Communication Plan Corporate Communications Catering Employees BUILD deliverables IMPLEMENT deliver, transition When big chunks of work will be done Dates to track interim progress EVALUATE project and deliverables END 72

74 Available Milestones 6/1/11 START Done: 6/20/11 Done: 7/1/11 ANALYZE Done: 7/7/11 requirements DESIGN Done: 7/15/11 blueprints BUILD Work back from the date deliverables IMPLEMENT Charities Volunteers Food Catering deliver, transition EVALUATE Budget Needs Volunteer Day Project Training Schedule Employees Governance Budget Status project and deliverables Sponsor: CEO Communication Plan Corporate Communications Event Held 7/13/11 END 73

75 Available Tasks Done: 6/20/11 START Done: 7/1/11 ANALYZE 6/1/11 Done: 7/7/11 requirements DESIGN Done: 7/15/11 blueprints BUILD What has to happen to finish ANALYZE? Which Stakeholders / flows are involved? IMPLEMENT Finalize Charity Review with Sponsor deliverables Charities Volunteers Food Catering Finalize Caterer deliver, transition EVALUATE Budget Needs Volunteer Day Project Training Schedule Employees Governance Budget Status Invite Employees project and deliverables Sponsor: CEO Communication Plan Corporate Communications Establish Messaging Needed Event Held 7/13/11 END 74

76 Plan Back From the Due Date START 6/1/11 6/8/11 Finalize Charity Lou 6/12/11 Review with Sponsor Lou 6/18/11 Finalize Caterer Brittney ANALYZE Done: 6/20/11 6/15/11 Invite Employees Maria 6/15/11 Jo Establish Messaging Needed 75

77 Plan Back From the Due Date START 6/1/11 6/8/11 Finalize Charity Lou 6/12/11 Review with Sponsor Lou Tasks have duration, take time 6/18/11 Finalize Caterer Brittney ANALYZE Done: 6/20/11 6/15/11 Invite Employees Maria 6/15/11 Jo Establish Messaging Needed 76

78 Plan Back From the Milestone Due Date START 6/1/11 6/8/11 Finalize Charity Lou 6/12/11 Review with Sponsor Lou Tasks have duration, take time 6/18/11 Finalize Caterer Brittney ANALYZE Done: 6/20/11 6/15/11 Invite Employees Maria 6/15/11 Jo Establish Messaging Needed 77

79 Build a Spreadsheet Allows you to sort by date, task manager, or completed. Project Task Project Manager VolDay VolDay VolDay VolDay VolDay Finalize charity Review with Sponsor Establish messaging needed Invite employees Finalize Caterer Task Owner Tai Lou 6/8/11 results Due Comments Complete Tai Lou 6/12/11 Needs approvals Tai Jo 6/15/11 Tai Maria 6/15/11 Tai Brittney 6/18/11 78

80 Tracking

81 Are We There Yet? 80

82 ADDIE Start: 6/1/14 Analysis DONE: 7/1/14 Design DONE: 8/7/14 Build DONE: 7/15/14 Event DONE: 9/1/14 Evaluate and Transition DONE: 9/13/14 81

83 SAM: Milestones Project Charter Sketch/ Draft Savvy Start Summary Report, Project Charter Refined/ Draft Project Plan (Charter and Schedule) Project Go/No Go Roles Matrix, Test Plan, Governance, Content/ Objectives/ Treatment Matrix Design Proof, Content Grid Template Copyright Michael W. Allen. All Rights Reserved. Alpha Beta Gold (done) 82

84 Velocity is how much product backlog effort a team can handle in a sprint. 83 SCRUM Process: 1. Create a Product Backlog with the customer s prioritization 2. Sprint Planning Meeting Clarify the Project Charter, select Sprint Backlog and schedule based on team involved. 3. Hold the Sprint, with daily 15-minute status meetings. 4. Review the Sprint when completed. 5. REPEAT

85 Costing Worksheet Activity Hours $25/hr Labor $10/hr Overhead Materials Equipment General Total Finalize charity 40 $1000 $400 $200 $5000 $2000 $8600 Review with sponsor 8 $200 $80 $100 $380 Establish messaging needed Invite employees TOTAL 16 $400 $160 $50 $ $800 $320 $100 $ $2400 $960 $450 $5000 $2000 $10,810 Forecasting hours = Timesheets 84

86 What are the three things you have learned in this lesson? 1. Lesson 3: Lessons Learned

87 Lesson 4: Manage Simple Status Reports Monitor Change Manage Communication Seek First to Collaborate 86

88 Steps to Great Projects Dare to Properly Manage Resources! START 1. Set business objectives Define Plan Manage Review END 2. Establish project scope 3. Set project objectives 4. Mitigate risks 5. Establish constraints 6. Plan communications 7. Establish governance plan initiate plan monitor close 1. Determine milestones 2. Schedule task dependencies 3. Adjust for resource dependencies 4. Create budget 1. Control work in progress 2. Provide status and feedback 3. Leverage governance 4. Resolve conflict 1. Close the project 2. Turn over deliverables 3. Hold project review 4. Celebrate accomplishments 87

89 Risk 88

90 Issue Issues become tasks on the spreadsheet 89

91 Simple Status Reports Project Task Project Manager Task Owner Due Comments Complete VolDay VolDay Finalize charity Review with Sponsor Tai Lou 6/8/11 results Tai Lou 6/12/11 Needs approvals VolDay Establish messaging needed Tai Jo 6/15/11 VolDay VolDay Contact United Way Invite employees Tai Maria 6/15/11 Tai Maria 6/15/11 Already done by charity VolDay Finalize Caterer Tai Brittney 6/18/11 90

92 Available The Business Objectives for holding the Volunteer Day are: Employee: Loyalty and pride, sense of belonging which leads to retention and better recruitment to improve efficiencies of hiring. Develop leadership through teambuilding to improve service to our employees. Monitor Change Build good will and establish Overall Project Risk 3rd Average: party relationships which can Size serve - How as a big crisis this shield project or how long will it take relative to others should you their have be done? crises about business Rated 1(small) or brand - to 10(large) improve revenue. Structure - How stable are the requirements? Rated 1(fixed) - 10(undefined) and the schedule! How will the success of this project be measured? What will the outcomes be? How will they be measured? Who will measure them? Technology - How understood is the technology and procedures? Rated 1(old) - 10(new) TIME COST Charities Volunteers Food Catering QUALITY/ SCOPE Budget Needs X Published day, can t be moved Volunteer Day Project Training Schedule Employees Governance Budget Status X Not an unlimited budget Sponsor: CEO Communication Plan Corporate Communications X Could do a smaller event 91

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94 Review: A Simple Survey 1. Planned schedule NOT APPLICABLE Comments: LOWEST HIGHEST Consider doing mini 2. Actual time used NOT APPLICABLE Comments: LOWEST HIGHEST reviews as you go and 3. Planned budget NOT APPLICABLE Comments: LOWEST HIGHEST capturing things as 4. Actual budget used NOT APPLICABLE Comments: LOWEST HIGHEST you recognize them in 5. Requirements clearly defined NOT APPLICABLE Comments: LOWEST HIGHEST a journal 6. Project staffing and roles NOT APPLICABLE Comments: LOWEST HIGHEST 7. Project communication NOT APPLICABLE Comments: LOWEST HIGHEST 93

95 What are the three things you have learned in this lesson? 1. Lesson 4: Lessons Learned

96 Lesson 5: Review Transition to Maintenance What Do You Archive A Template for Review The FIVE Deadly Sins of Project Management 95

97 Steps to Great Projects Dare to Properly Manage Resources! START 1. Set business objectives Define Plan Manage Review END 2. Establish project scope 3. Set project objectives 4. Mitigate risks 5. Establish constraints 6. Plan communications 7. Establish governance plan initiate plan monitor close 1. Determine milestones 2. Schedule task dependencies 3. Adjust for resource dependencies 4. Create budget 1. Control work in progress 2. Provide status and feedback 3. Leverage governance 4. Resolve conflict 1. Close the project 2. Turn over deliverables 3. Hold project review 4. Celebrate accomplishments 96

98 Transition to Maintenance Owner of Process Training Documentation Testing Cut Over 97

99 Advantages of Archiving Learn and Reuse: Scope Diagram, Project Schedule: Leverage for future projects Business and Project Objectives: Use to challenge assumptions Lessons Learned: Double check your strategy and build realistic risk mitigation 98

100 Ending Well Business Objectives Scope Diagram Project Objectives Risk Mitigation Strategy Constraints Project Plan/Schedule Lessons Learned Customer signed off Benefits have been met You communicated you are done ALL project documentation is archived You have transitioned to maintenance 99

101 Something to Think About.. Consider reviewing the project management separately from the success of the d e l i v e r a b l e s. 100

102 Emotion-Based Survey Items 1. Describe the problems experienced on the project by entering on this line the emotion you felt:. Rank the intensity of that emotion (1 = low, 10 = high):. 2. What factors contributed to your feelings about the problems? 3. Describe the successes experienced on the project by entering on this line the emotion you felt:. Rank the intensity of that emotion (1 = low, 10 = high):. 4. What factors contributed to your feelings about the successes? 101

103 Review: A Simple Survey 1. Planned schedule NOT APPLICABLE Comments: LOWEST HIGHEST 2. Actual time used NOT APPLICABLE Comments: LOWEST HIGHEST 3. Planned budget NOT APPLICABLE Comments: LOWEST HIGHEST 4. Actual budget used NOT APPLICABLE Comments: LOWEST HIGHEST 5. Requirements clearly defined NOT APPLICABLE Comments: LOWEST HIGHEST 6. Project staffing and roles NOT APPLICABLE Comments: LOWEST HIGHEST 7. Project communication NOT APPLICABLE Comments: LOWEST HIGHEST 102

104 Review: A Simple Survey (cont.) 8. Implemented technology NOT APPLICABLE Comments: LOWEST HIGHEST 9. Monitoring of project NOT APPLICABLE progress LOWEST HIGHEST Comments: 10. Tools and techniques used NOT APPLICABLE Comments: LOWEST HIGHEST 11. Research and development NOT APPLICABLE when needed LOWEST HIGHEST Comments: 12. Vendor involvement NOT APPLICABLE Comments: LOWEST HIGHEST 13. Internal service NOT APPLICABLE organization involvement LOWEST HIGHEST Comments: 103

105 The Five Deadly Sins of Project Management 1. Seek first to blame. 2. I m busy, I must be making progress. 3. We can do that. 4. That will just take a minute. 5. All projects are the same. 104

106 The Five Heavenly Atonements of PM 1. Seek first to blame collaborate. 2. I m busy on the things that are must be making money. 3. We can do that for a price. 4. That will just take some planning a minute. 5. All projects are the same unique. 105

107 What are the three things you have learned in this lesson? 1. Lesson 5: Lessons Learned

108 How Can I Get More Help? At Purchase books Get our LEARNING FLASH e-zine for more tips and tools Find out about workshops, webinars, e- learning and virtual alumni communities Lou Russell 107