NCITW 113 Working in a Projectized Environment

Transcription

1 NCITW 113 Working in a Projectized Environment Stephanie Lachman-Doucet Projerra Management stephanie@projerra.ca

2 Objectives of This Course An introduction to project management and different approaches for managing projects according to PMBOKv6 An overview of the terminology, tasks & fundamental concepts of a working in a projectized environment Canadian IT Culture/Scenarios For the manager, team leader, team member Identify career opportunities

3 Outline Class May 26 Jun 16 Jun 23 Jul 7 Topic Project Approaches Projects, programs, and portfolios The project lifecycle Integration Management Scope Management Time (Schedule) Management Cost (Budget) Management Quality Management HR Management Stakeholder & Communications Management Risk & Issue Management Monitoring & Control Career Options

4 Introduction to Project, Program, and Portfolio Management

5 What is a Project Definition: A complex, non-routine, one-time effort limited by time, budget, resources and performance specifications, designed to meet customer needs Major Characteristics: Established objectives Has a life span a beginning & end Often involves several departments and professionals Specific time, cost and performance requirements

6 What is a Project? Routine, Repetitive Work Taking class notes Daily entering sales receipts into the accounting ledger Responding to a supply-chain request Practicing scales on the piano Routine manufacture of an Apple ipod Attaching tags on a manufactured product Projects Writing a term paper Setting up a sales kiosk for a professional accounting meeting Developing a supply-chain information system Writing a new piece of music Designing an ipod that is approximately 2 X 4 inches, interfaces with PC, and stores 10,000 songs Examples from your experience? Examples from information technology?

7 What is a Project? Definition of Project: A temporary endeavor undertaken to create a unique product, service, or result. Projects drive change Project enable business value creation Can be undertaken at all organizational levels May involve a single individual, a group, an organizational unit or many organizations Projects are initiated in response to change

8 Projects, Programs, Portfolios & Operations What is a Program? A series of coordinated, related, multiple projects that continue over an extended period of time and are intended to achieve a common goal A higher level group of projects targeted at a common goal What is a Portfolio? A series of projects and programs (seemingly unrelated) that continue over an extended period of time and are intended to achieve some goal. What is Operations? The ongoing production of good and/or services to meet customer demand

9 Scope Projects, Programs, Portfolios Project and Program mgmt focuses on doing things the right way. Portfolio mgmt focuses on doing the right things. In my experience: Portfolio Figure from PMBOK v6 Program Project Time

10 Question: From your experience, provide examples of IT Projects, Programs, Portfolios

11 The Project Life Cycle Four Parts: 1. Starting 2. Organizing and Preparing 3. Carrying out the work 4. Ending the project A phase is logically related project activities that result in completion of one or more deliverables. Figure from PMBOK v6

12 The Project Life Cycle & Process Groups Five Groups: 1. Initiating 2. Planning 3. Executing 4. Monitoring & Controlling 5. Closing Illustration of process groups over the life of the project Initiating Planning Executing Monitoring & Controlling Closing

13 The Process Groups Process Group Objective Major Deliverable I Initiating Define a new project or phase Project Charter P Planning Establish the scope, refine the objectives, define the course of action E Executing Complete the work to satisfy the requirements M Monitoring & Controlling Track, review and regulate progress and performance. Identify changes required C Closing Formally complete the project or phase Project Plan The Product Status Reports Evaluations Lessons Learned, Update Organizational Process Assets Update Process Description As a team member - what is your role?

14 Process Groups in an Iterative or Incremental Project Initiating Planning Executing Monitoring & Controlling Initiating Closing Planning Executing Monitoring & Controlling Initiating Closing The process groups overlap Have you have had an experience similar to this? Planning Executing Monitoring & Controlling Closing

15 The Process Groups Time and Effort Traditional Waterfall, Predictive Illustration of time/effort over life of the project

16 The Process Groups Time and Effort Agile, Adaptive, Iterative, Incremental Illustration of time/effort over life of the project Sprint 0 Getting Setup Sprint 1 Sprint 2 Sprint 3 Sprint Delivery

17 Project Management Knowledge Areas 10 Knowledge Areas (PMBOK v5) Integration Management Resource Management Scope Management Stakeholder Management Schedule Management Communications Management Cost Management Risk & Issue Management Quality Management Procurement Management As a team member, what is your role?

18 Bringing it all together: Project Life Cycle Process Groups Knowledge Areas Tools & Techniques Practical Exercises

19 Integration Management Description The core, the hub Ties all other project activities together Facilitates communication Removes barriers & obstacles Coordination Change management

20 Integration Management Tasks, Tools & Techniques I Develop Project Charter Expert judgment (*) Data gathering (*) Interpersonal & team skills (*) Meetings (*) P Develop Project Management Plan Expert judgment Data gathering Interpersonal & team skills Meetings * This technique has not been discussed previously E Direct & Manage Project Work Expert judgment Project mgmt info system (*) Meetings E-Manage Project Knowledge Expert judgment Knowledge management (*) Information management (*) Interpersonal & team skills M Monitor & Control Project Work Expert judgment Data analysis (*) Decision making (*) Meetings M Perform Integrated Change Control Expert judgment Change control tools (*) Data analysis Decision making Meetings C Close Project or Phase Expert judgment Data analysis Meetings

21 Scope Management Description A Project Scope statement defines the end result or mission of the project a product or service for the client/customer in specific, tangible, and measurable terms.

22 Scope Management Tasks, Tools & Techniques P Plan Scope Management Expert judgment Data analysis Meetings P Collect Requirements Expert judgment Data gathering Data analysis Decision making Data representation Interpersonal & team skills Prototypes (*) Context Diagrams (*) P Define Scope Expert judgment Data analysis Decision making Interpersonal & team skills Product analysis (*) P Create WBS Expert judgment Decomposition (*) M Validate Scope Inspection (*) Decision making M Control Scope Data analysis

23 Putting Theory into Practice

24 Schedule Management Description Defining what tasks are done when and by whom Understanding the relative order & dependencies between tasks Assigning resources to tasks

25 Schedule Management Key terms and concepts: Task Work Duration Duration work Milestone vs Summary task Predecessor/Successor Critical Path Demo

26 Schedule Management Tasks, Tools & Techniques P Plan Schedule Management Expert judgment Data analysis Meetings P Define Activities Expert judgment Decomposition Rolling wave planning (*) Meetings P Sequence Activities Precedence diagramming method (*) Dependency determination and integration (*) Leads and lags (*) Project mgmt info system P Estimate Activity Durations Expert judgment Analogous estimating (*) Parametric estimating (*) Three point estimates (*) Bottom-up estimating (*) Data analysis Decision making Meetings P Develop Schedule Schedule network analysis (*) Critical path method (*) Resource optimization (*) Data analysis Leads and lags Schedule compression (*) Project mgmt info system Agile release planning (*) M Control Schedule Data analysis Critical path method Project mgmt info system Resource optimization Leads and lags Schedule compression

27 Putting Theory into Practice

28 Cost Management Description Defining the budget for the project Understanding fixed & variable costs Understanding costs for salary, hardware, software, licenses, utilities (all costs associated with the project)

29 Cost Management Tasks, Tools & Techniques P Plan Cost Management Expert judgment Data analysis Meetings P Estimate Costs Expert judgment Analogous estimating Parametric estimating Bottom-up estimating Three-point estimates Data analysis Project mgmt info system Decision making P Determine Budget Expert judgment Cost aggregation (*) Data analysis Historical information review (*) Funding limit reconciliation (*) Financing (*) M - Control Costs Expert judgment Data analysis To-complete performance index (*) Project management software (*)

30 Putting Theory into Practice

31 Quality Management Quality is doing the right thing the right way Producing valid results Doing it reliably and consistently Not valid Not consistent Not valid Consistent Valid Consistent

32 Quality Management Quality is doing the right thing the right way Meets the specification (Validity) Following process (Reliability, Consistency) Two dimensions Quality control: ensuring the right result through inspection (testing) Quality assurance: the right process produces the right result

33 Quality Management Tasks, Tools & Techniques P Plan Quality Management Expert judgment Data gathering Data analysis Decision making Data representation Test and inspection planning (*) E Manage Quality Meetings Data gathering Data analysis Decision making Data representation Audits (*) Design for X (*) Problem solving (*) Quality improvement methods (*) M Control Quality Data gathering Data analysis Inspection Test/product evaluations (*) Data representation

34 Resources Management Description Processes to identify, acquire and manage the resources needed for successful completion of the project

35 Resource Management Tasks, Tools & Techniques P Plan Resource Management Expert judgment Data representation Organizational theory (*) Meetings E Acquire Resources Decision making Interpersonal & team skills Pre-assignment (*) Virtual teams (*) E Manage Team Interpersonal & team skills Project mgmt info system P Estimate Activity Resources Expert judgment Bottom-up estimating Analogous estimating Parametric estimating Data analysis Project mgmt info system Meetings E Develop Team Colocation (*) Virtual teams Communication technology (*) Interpersonal & team skills Recognition and rewards (*) Training (*) Individual and team assessments (*) Meetings M Control Resources Data analysis Problem solving Interpersonal & team skills Project mgmt info system

36 Stakeholder Management

37 Stakeholder Management Description Identify people, groups, organizations affected by project Communication and management strategies

38 Stakeholder Management Tasks, Tools & Techniques I Identify Stakeholders Expert judgment Data gathering Data analysis Data representation Meetings P Plan Stakeholder Management Expert judgment Data gathering Data analysis Decision making Data representation Meetings E Manage Stakeholder Engagement Expert judgment Communication skills Interpersonal & team skills Ground rules (*) Meetings M Control Stakeholder Engagement Data analysis Decision making Data representation Communication skills Interpersonal & team skills Meetings

39 Communications Management Description Sharing the right information/message with the right people at the right time in the right format. Listening for information & messages from stakeholders

40 Communications Management Tasks, Tools & Techniques P Plan Communications Management Expert judgment Communication requirements analysis (*) Communication technology Communication models (*) Communication methods (*) Interpersonal & team skills Data representation Meetings E Manage Communications Communication technology Communication methods Communication skills Project mgmt info system Project reporting (*) Interpersonal & team skills Meetings M Monitor Communications Expert judgment Project mgmt info system Data representation Interpersonal & team skills Meetings

41 Putting Theory into Practice

42 Risk & Issue Management Risks are positive and negative events that can influence the outcome of the project Encourage or enhance probability and impact of positive events Minimize probability and impact of negative events Two types of risks: Known unknowns Unknown unknowns

43 Risk & Issue Management Different approaches for managing risk depending upon nature Negative Escalate Avoid Transfer Mitigate Accept Positive Escalate Exploit Share Enhance Accept Issues are risks that have materialized. Need to execute contingency plans.

44 Risk & Issue Management Description Encourage or enhance probability and impact of positive events Minimize probability and impact of negative events

45 Risk & Issue Management Tasks, Tools & Techniques P Plan Risk Management Expert judgment Data analysis Meetings P Identify Risks Expert judgment Data gathering Data analysis Interpersonal & team skills Prompt lists (*) Meetings P Perform Qualitative Risk Assessment Expert judgment Data gathering Data analysis Interpersonal & team skills Risk categorization (*) Data representation Meetings P Perform Quantitative Risk Assessment Expert judgment Data gathering Interpersonal & team skills Representations of uncertainty (*) Data analysis P Plan Risk Responses Expert judgment Data gathering Interpersonal & team skills Strategies for threats (*) Strategies for opportunities (*) Contingent response strategies (*) Strategies for overall project risk (*) Data analysis Decision making E Implement Risk Responses Expert judgment Interpersonal & team skills Project mgmt info system M Monitor Risks Data analysis Audits Meetings

46 Putting Theory into Practice

47 Procurement Management Acquisition of resources (human, HW, SW, equipment, cash) to make the project happen Identify vendor, negotiate contract, manage contract etc

48 Procurement Management Tasks, Tools & Techniques P Plan Procurement Management Expert judgment Data gathering Data analysis Source selection analysis (*) Meetings E Conduct Procurements Expert judgment Advertising (*) Bidder conferences (*) Data analysis Interpersonal & team skills M Control Procurements Expert judgment Claims administration (*) Data analysis Inspection Audits

49 Thought: If you can not measure it You can not manage it

50 The Deming Cycle (PDCA) Act Check Plan Do Relative to all knowledge areas W. Edwards Deming in the 1950's

51 Monitoring & Controlling Monitor The act of observing something Control: Act The process of comparing actual performance against plan to identify deviations, evaluate courses of action, and take appropriate corrective action Check Do Plan

52 Monitoring & Controlling The Project Control Process 1. Set a baseline 2. Measure progress & performance 3. Compare against plan 4. Take action Check Act Plan Do

53 How to measure progress?

54 A word of caution Charts explain WHAT is happening. BUT They do not explain WHY. They do not explain context. They do not identify action to take. Human interpretation is essential!

55 Careers options

56 What IT Jobs require knowledge of project management concepts/terminology?

57 All of them!

58 Careers in specialization in Project Management Team Leader/Manager Project Manager, Program Mgr, Portfolio Mgr Project Administrator Project Specialist Scheduling Risk management Consultant Instructor

59 Certifications in Project Management Certifications: CAPM (Certified Associate in Project Management) PMP (Project Management Professional) PgMP (Program Management Professional) PfMP (Portfolio Management Professional) PMI-RMP (Risk Management Professional) PMI-SP (Scheduling Professional) PMI-ACP (Agile Certified Practitioner) PMI-PBA (Project Business Analyst) ** No certification serves as a prerequisite for another Do not need to be a PMI member to take exam Project Management Institute (

60 Certifications in Project Management CAPM PMP Education and Experience (A secondary diploma (high school or the global equivalent), AND 1500 hours of project management experience) OR 23 hours of project management education. Training 23hr 35 hrs A four-year degree (bachelor s or the global equivalent), with at least 3 years of project management experience OR A secondary diploma (high school or the global equivalent) with at least 5 years of project management experience Recertification No PDUS Retake exam every 5yr 60 PDU every 3 yrs

61 Professional Development Units PDUs May be gained through: 1. Education 1. technical 2. leadership 3. strategic business management 2. Giving Back (volunteering, creating knowledge, working as professional) 1PDU = 1 hr classroom 1 hr volunteer PMP, PgMP, PfMP need 60 PDUs in 3 years PMI-PBA, PMI-ACP, PMI-RMP, PMI-SP need 30 PDUs in 3 years

62 General Discussion

63 Tools & Techniques

64 Advertising Placing advertisement in local publications a great way to increase list of potential sellers Some government jurisdictions require public advertising Most government jurisdictions require advertising of pending government contracts Why? Procurement

65 Agile Release Planning Provides a high level summary timeline of release schedule (3-6 months) Determines the number or sprints/iterations in a release This is still just a plan. Items can be reprioritized based upon business need and logical dependencies. Schedule Figure from PMBOK v6

66 Analogous Estimating Reference a previous, similar project. Consider the budget and actual values for duration, budget, size, weight, complexity etc. Uses these parameters as a basis for estimating the new project Considered a high level estimate Applied in the early phases of a project - when few details are known about the deliverable Schedule Cost Resource

67 Audits A structured, independent, process used to determine if project activities comply with organizational and project policies, process and procedures May include: Best practices being implemented Nonconformity, gaps, shortcomings Sharing good practices introduced Proactively offering assistance Highlighting contributions in lessons learned repository Quality Risk Procurement

68 Bidder Conferences Meetings with all prospective sellers and buyers prior to submittal of a bid or proposal Opportunity to ask Q&A in open/common forum To ensure that all prospective sellers have a common understanding of technical and contractual requirements Sometimes called contractor conferences, vendor conferences, or pre-bid conference Procurement

69 Bottom-up Estimating A large project is decomposed into smaller tasks or deliverables. Estimation of time and budget required is performed on these small deliverables. The estimates are aggregated to produce a schedule and budget for the entire project. Application Coding UI Design Training Material Testing Code Module 1 Code Module N Design Module 1 Design Module N Training Module 1 Training Module N Testing Module 1 Testing Module N

70 Bottom-up Estimating Application with 2 modules 67 Days Coding 1&2 30 Days UI Design 1&2 10 Days Training Material 1&2 10 Days Testing 1&2 17 Days Module 1 Module 2 Module1 Module 2 5 Days 5 Days 8 Days 9 Days

71 Bottom-up Estimating (in a table) Schedule Cost Resource

72 Change Control Meetings A Change Control Board (CCB) reviews all change requests and approves/rejects changes All decisions are documented Why is it important to have a CCB? Integration

73 Change Control Tools Manual or automated tools to assist with change and or configuration management. To support the activities of the CCB What is a CCB? Why is it important to have a CCB? Integration

74 Claims Administration Contested changes: changes where buyer and seller can not reach agreement on compensation for the change or can not agree that a change has occurred. Also known as claims, disputes or appeals Claims are documented, processed, monitored and managed through the contract. If parties can not reach agreement, engage alternative dispute resolution. Procurement

75 Colocation Placing project team members in the same physical location to enhance their ability to perform as a team. May be temporary at strategically important times during the project Resource

76 Communications Methods Three basic methods Interactive Push Pull Which method is most effective? Who decides which method to use? Communications

77 Communications Models Basic model Interference Inherent is the acknowledgement

78 Communications Models Sender is responsible for Making the information clear and complete Confirming understanding Receiver is responsible for: Information is received in entirety Message is understood Acknowledgment Communications

79 Communications Requirements Analysis Determines the information needs of the project stakeholders Type and format of information Value of information Number of potential communication channels n(n-1)/2 When information is needed

80 Communications Requirements Analysis Information used to determine communication requirements includes: Organization charts Stakeholder responsibilities relationships Disciplines, department and specialities involved in the project Logistics how many people at which locations Internal information needs External information needs Communications

81 Communication Skills A set of tools and techniques (2) to transfer information between stakeholders Feedback Presentations Stakeholder Communications

82 Communications Technology The method used to convey information Depends upon Urgency of the information Availability of technology Expected project staffing Duration of the project Project environment Meeting Web Cast TV Meda Telephone Voice mail Print Media Dashboard Social Media Presentation Formal Report Personal Conversation Resource Communications

83 Context Diagram A visualization of the product scope, showing a business system and how people and systems interactive with it Scope

84 Contingent Response Strategies Some responses are designed for use only if certain events occur Events trigger contingency responses Triggers and contingency responses/ should be documented Risk

85 Cost Aggregation Cost estimates are aggregated by work package (deliverable) in accordance with the WBS. Sub totals are aggregated to determine cost for entire project Cost

86 Critical Path Method A method to calculate the shortest path through the network Calculate the early start, early finish, late start and late finish date Typically done by a PM system Schedule more

87 Critical Path Method Related terms: Slack: also called float Total Float: The total amount of time that a schedule activity may be delayed from it s early start date without delaying the project finish date or violating a schedule constraint. Use the critical path method Difference between early finish date and late finish date Free Float: The amount of time that a schedule activity can be delayed without delaying the early start of any immediately following schedule activities Critical activity: an activity that has 0 slack

88 Critical Path Method Demo

89 Critical Path Method Forward Backward Schedule Steps: 1. Forward Pass to determine early start/finish 2. Backward Pass to determine late start finish 3. Difference between early & late to determine slack (float)

90 Data Analysis A set of tools and techniques (27) to organize, assess and evaluate data and information Alternative analysis Iteration burndown chart Root cause analysis Assessment of other risk parameters Make-or-buy analysis Sensitivity analysis Assumption and constraint analysis Performance reviews Simulation Cost of quality Process analysis Stakeholder analysis Cost-benefit analysis Proposal evaluation SWOT analysis Decision tree analysis Regression analysis Technical performance analysis Document analysis Reserve analysis Trend analysis Earned value analysis Risk data quality assessment Variance analysis Integration Scope Schedule Cost Quality Resource Stakeholder Influence diagrams Risk probability and impact assessment What-if scenario analysis Risk Procurement

91 Data Gathering A set of tools and techniques (9) to collect data and information from a variety of sources Benchmarking Brainstorming Check sheets Checklists Focus groups Interviews Market research Questionnaires & surveys Statistical sampling Integration Scope Quality Stakeholder Risk Procurement

92 Data Representation A set of tools and techniques (15) to show graphic representations and other methods to convey data and information Affinity diagrams Histograms Probability and impact matrix Cause-and-effect diagrams Logical data model Scatter diagrams Control charts Flow charts Matrix diagrams Matrix-based charts Stakeholder engagement assessment matrix Stakeholder mapping / representation Hierarchical charts Mind mapping Text-orientated formats Scope Quality Resource Stakeholder Communications Risk

93 Decision Making A set of tools and techniques (2) to select a course of action from different alternatives Multi criteria decision analysis Voting Integration Scope Schedule Cost Quality Resource Stakeholder Risk

94 Decomposition The subdivision of project deliverables into smaller and more manageable pieces A work breakdown structure Steps: Identify the deliverables and related work Structure and organize the WBS Can be organized by phase or deliverables Scope Schedule Demo Identify the parts of a bicycle

95 Dependency Determination 3 types of dependencies: 1. Mandatory dependency : contractually required or inherent in the work 2. Discretionary dependency : based upon best practices should be fully documented because they create float in the schedule 3. External dependency: a relationship between project activities and non-project activities. Schedule

96 Design For X A set of technical guidelines that may be applied during the design of a product for optimization of a specific quality. For example: Reliability, deployment, assembly, manufacturing, cost, service, usability, safety, quality Using the guideline may result in: Cost reduction, quality improvement, better performance, customer satisfaction Quality

97 Expert Judgment Judgment provided based upon expertise in an application area, knowledge area, discipline or industry For example Project managers, SMES Units in the organization Consultants Professional and technical associations Industry groups Integration Scope Schedule Cost Quality Resource Stakeholder Communications Risk Procurement

98 Financing Acquiring funds for projects May be internal or external External funding may be associated with certain requirements Cost

99 Funding Limit Reconciliation Comparison of spending should be compared against budget and funding limits Variance may necessitate work to be rescheduled Cost

100 Ground Rules Clear expectations regarding acceptable behavior Clear guidelines decrease misunderstandings and increase productivity All team members share responsibility for enforcing rules once established Examples:? Stakeholder

101 Historical Information Review Use of historical relationships (analogous estimates or parametric estimates) involve development of mathematical models to predict cost May be simple or complex Accuracy may vary Cost

102 Individual and Team Assessments Provides the project manager and team insights into areas of strengths and weaknesses Help assess preferences, aspirations, how they process and organize information, how they make decisions, how they interact with others Why is this important? Resource

103 Information Management A set of tools and techniques (4) to create and connect people to information. For sharing simple unambiguous, codified explicit knowledge Lessons learned register Library services Information gathering (web searches, published articles) Project Management Information system Integration

104 Inspection Measuring, examining, and verifying to determine whether work and deliverables meet requirements, quality standards, and product acceptance criteria Sometimes called: Reviews Product review Audits Walkthrough Scope Quality What items do you look for? Procurement

105 Interpersonal & team skills A set of tools and techniques (17) to effectively lead and interact with team members and other stakeholders Active listening Facilitation Networking Communication style assessment Influencing Nominal group technique Conflict management Leadership Observation / conversation Cultural awareness Meeting management Political awareness Decision making Motivation Team building Emotional intelligence Negotiation Integration Scope Resource Stakeholder Communications Risk Procurement

106 Knowledge Management A set of tools and techniques (12) to connect facilitate creation of new knowledge and the sharing of tacit knowledge between diverse team members Networking Communities of practice Meetings Work shadowing Reverse shadowing Workshops Knowledge sharing events (seminars, conference's) Discussion forums (focus groups) Story telling Creativity and idea management Knowledge fairs Training Integration

107 Leads and Lags Lead: amount of time an dependent activity can be started before the primary (start landscaping two weeks before house closing: illustrated using finish to start) House Closing Landscaping

108 Leads and Lags Lag: amount of time an dependent activity will be started after the primary Finish to Start Start to Start Initial Draft Technical Review Initial Draft Technical Review Schedule

109 Meetings To discuss and address topics Three types: 1. Information exchange 2. Brainstorming, option evaluation, design 3. Decision making Integration Scope Schedule Cost Quality Resource Stakeholder Communications Risk Procurement

110 Organizational Theory Information regarding the way people, teams and organizational units behave Different organizational structures influence Individual responses Individual performance Personal relationship characteristics Resource How does this help you as a PM?

111 Parametric Estimating Uses a statistical relationship between historical data and variables (i.e. square footage calculation for construction cost). Can be applied to full project or subset Can be used to estimate duration and cost Schedule Cost Resource

112 Pre-assignment Project team members are selected in advance Appropriate when specific people are promised as part of a competitive proposal or if project is dependent upon specific skill set Resource

113 Precedence Diagramming Method (PDM) A method used in Critical Path Methodology (CPM) for constructing a project schedule network diagram. Tasks are nodes Arrows are connectors Also called Activity-on-Node (AON) Schedule

114 Problem Solving Finding solutions for issues or challenges General elements: Defining the problem Identifying the root cause Generating possible solutions Choosing the best solution Implementing the solution Verifying solution effectiveness Quality Resource

115 Product Analysis For projects that have a product as a deliverable A method of translating high level product descriptions into tangible deliverables Product breakdown Systems analysis Requirement analysis Systems engineering Scope

116 Project Management info system A suite of tools Scheduling software Configuration management system Information collection and distribution system Web interface Automated systems Etc Used throughout the project Integration Schedule Cost Resource Communications Risk

117 Project Management Software A suite of tools used by the project manager for: Scheduling Tracking planned dates vs actual dates Forecasting changes in schedule Budgeting Planning, tracking, forecasting Change Control Communication Cost

118 Project Reporting Collecting and distributing project information Should be adapted to provide information at appropriate level, format and detail Simple or complex Prepared regularly or on exception basis Communications

119 Prompt List A predetermined list of risk categories that may act as a source of overall project risk A framework to assist project team in risk identfication Risk

120 Prototypes Providing a working model of the expected product before building it a method for receiving early feedback Allows stakeholders to experiment Support the concept of progressive elaboration With enough feedback cycles the requirements are sufficiently complete move to design/build phase Scope When would you use this? Different types of prototypes

121 Quality Improvement Methods Improvements based upon findings and recommendations from quality control processes, quality audits, and problem solving. Two common techniques: Plan-Do-Check-Act Six Sigma Quality

122 Recognition and Rewards For rewarding and re-enforcing desirable behavior Rewards are effective only if it satisfies a need which is valued by the individual Financial Non-Financial People are motivated if they feel valued What kind of rewards do you like? Resource

123 Representations of Uncertainty When the duration, cost or resource assignment for an activity is uncertain, a range of possible values is represented via a probability distribution. To assist with quantitative analysis Risk

124 Resource Optimization To adjust the schedule model due to demand and supply of resources: Resource leveling: start and finish dates are adjusted based upon resource constraints. Critical path is changed Resource smoothing: activities are delayed within their float. Critical path is not changed. Completion date not delayed. Schedule

125 Risk Categorization Risks may be categorized by Source of risk Area of the project affected Project phase Others Grouping risks may facilitate effective risk responses Risk

126 Rolling Wave Planning A form of progressive elaboration: work in the near term is planned in detail. Work in the future is planned a higher level Q1 Q2 Q3 Q4 Q5 Q6 Q1 Detailed Plan High Level Estimate High Level Estimate High Level Estimate High Level Estimate Q2 Results Detailed Plan High Level Estimate High Level Estimate High Level Estimate High Level Estimate Q3 Results Detailed Plan High Level Estimate High Level Estimate High Level Estimate Schedule Q4 Results Detailed Plan High Level Estimate High Level Estimate And so on

127 Schedule Compression Shortens the project schedule without changing the project scope, to meet schedule constraints, imposed dates, or other schedule objectives. 1. Crashing - apply additional resources to reduce duration does not change logic/sequencing of tasks - often results in increased cost and risk 2. Fast Tracking - phases of activities normally done in serial are performed in parallel often results in rework, increased cost, and risk Schedule

128 Schedule Network Analysis Analyze the schedule and conduct `what-if` analysis using various approaches (techniques) to construct the schedule Critical chain method Critical path method What-if analysis Resource optimization Schedule

129 Source Selection Analysis The method that will be used to evaluate the potential vendors/products Least cost Qualifications Quality highest technical score Quality and cost based Sole source Fixed budget Procurement

130 Strategies for Threats Strategy Escalate Avoid Transfer Description Assign to a higher ranked stakeholder, program, portfolio. when the threat is outside the scope of the project or would exceed the PM s authority change the PM Plan to eliminate the threat entirely shifting some or all of the negative threat, along with ownership of the response, to a third party. Transfer management of the risk does not eliminate it. Mitigate Accept reduction in the probability and/or impact of the risk the project team has decided to not change the project plan can t eliminate all risk unable to identify suitable response strategy Risk

131 Strategies for Opportunities Strategy Escalate Exploit Share Enhance Accept Description Assign to a higher ranked stakeholder, program, portfolio. when the threat is outside the scope of the project or would exceed the PM s authority Ensuring that the opportunity happens Allocating some of the opportunity to a third party Increasing the probability and/or impact of and an opportunity Willing to take advantage of the opportunity but will not activity pursue it Risk

132 Strategies for Overall Project Risk Strategy Avoid Description Overall project risk is significantly negative and outside agreed risk thresholds. Exploit Transfer/Share Mitigate/Enhance Accept Overall project risk is significantly positive and outside agreed risk thresholds. Overall project risk is high and the organization is not able to address if effectively, a third party is engaged Changing the overall project risk to optimize the changes of achieving project objective No proactive risk response is possible to address overall project risk Risk

133 Test and Inspection Planning How to test or inspect the product, deliverable or service to: meet stakeholder need and expectations Meet goal for products performance and reliability Techniques are industry dependent Quality

134 Test/Product Evaluations An organized and constructed investigation conducted to provide objective information about the quality of the product or service In accordance with project requirements To find errors, defects, bugs, or non-conformance Performed throughout the project Quality

135 Three Point Estimates Estimates can be improved when there is consideration for uncertainty. Most Likely Optimistic Pessimistic PERT (Program Evaluation and Review Technique) uses all 3 Estimate = Eo + Ep + 4Em 6 Schedule Cost

136 To-Complete Performance Index (TCPI) The calculated projection of cost performance that must be achieved on the remaining work to meet a specified management goal = Cost to finish remaining work vs remaining budget Cost

137 Training All activities designed to enhance the competencies of the project team members. Formal or Informal Ex: Classroom, online, on-the-job, mentoring, coaching Resource

138 Virtual Teams Groups of people with a shared goal, who fulfill their roles with little or no time spent meeting face to face Use of electronic communication tools: , audio & video conference, web meeting, collaboration tools Additional time may be required to set clear expectations, develop protocols, include people in decision making, and share credit. What are the challenges or working with a virtual team? Resource