EY Core Consulting. Activity 16.1: Reflection activity

Transcription

1 Block 3 Lesson 16: Project management Activity 16.1: Reflection activity Objective: Discuss and share your thought about your reflection questions and identify important takeaways from the previous day. Time: 15 minutes to share with partner Directions: Work with a new partner. Discuss and share your thoughts on the reflection questions and important takeaways. Be prepared to share information with the class during the debrief session. Slide 2 Project management 1

2 Project management at EY video VS 16.1 Slide 3 Project management How staff support good project management Project Managers are responsible for: Leadership Stakeholders Deadlines Art Issues Communication and leadership skills Budgets Quality Risks Science Resources Project management methods and tools An Advisory staff supports the project manager by: Communicating issues Tracking status of assigned activities Meeting deadlines Understanding allotted budget and elevating Identifying project risks Producing high quality work products Recording time accurately Using standard templates and enablers Slide 4 Project management 2

3 Project management vs. program management Enterprise Assessment Program Order-to-Cash workstream Record-to- Report workstream Purchase-to- Pay workstream Program management is managing related, dependent projects to achieve shared business goals. Project management is the discipline of planning, organizing and managing resources to bring about the completion of project goals and objectives. Slide 5 Project management Project phase Initiate 3

4 What are the key activities in Initiate? PM 16.1 Aim of Initiate Capture the client requirements, project objectives, approach and outcomes in a charter and obtain sponsor approval Key activities Define high-level project objectives and outcomes Define preliminary project schedule, cost estimate and risks Develop project charter Secure planning resources Conduct initial stakeholder analysis and engagement Key outputs Approved project charter Project planning team resource assignments Stakeholder register Slide 7 Project management Project charters A charter describes the purpose of the project, its elements and decisions. The detail depends on scale and complexity of the project. The charter may evolve over time, depending on developments like scope changes. Key components of a project charter may include: Project objectives and scope Project benefits High-level approach Work products Key milestones Project governance Engagement protocols Roles and responsibilities Key contacts Funding Assumptions Dependencies Critical success factors Risks Slide 8 Project management 4

5 Project phase Plan What are the key activities in Plan? Aim of Plan Mobilize team and resources to develop a robust course of action to ensure client outcomes are achievable Key activities Define project scope, schedule, cost estimate and risks Develop Project Management Plan (PMP) Establish project baseline Secure project resources and mobilize key team members Key outputs Project plan Risks, assumptions, issues and dependencies (RAID) Stakeholder register Slide 10 Project management 5

6 A robust plan holds the answers to these key project questions Why? Rationale, goals and objectives for the project What? Scope Deliverables Outcomes When? How much time? Schedule How? Methodology Approach How much money? Who? Roles Responsibilities Who does what? Slide 11 Project management Work breakdown structures (WBS) A decomposition of all the work that must be performed to accomplish the objectives of a project Can be developed in topdown or bottom-up Exelerator methodology is a key source of starter work breakdown structures for different types of projects Buy ticket Log on to website Book vacation Pack Go on vacation Choose clothes Prepare suitcase Travel to destination Go to airport Show ticket Board plane Unpack Open suitcase Put clothes in closet A good WBS is essential in making a complex project manageable Find hotel Slide 12 Project management 6

7 Defining dependencies Activities must be sequenced accurately to support later development of a realistic and achievable schedule Dependencies are identified, required relationships between tasks Shop for ingredients Before you can cook FS Task 1 Task 2 FF Finish to Start (FS) Task 2 cannot start until Task 1 has finished Task 3 Task 4 SS Start to Start (SS) Task 4 cannot start until Task 3 has started Finish to Finish (FF) Task 4 cannot finish until Task 2 has finished Slide 13 Project management Milestones Marks a point in time for which at least one of these is true: Completion of related activities or deliverables Where key decisions / deliverables must be completed for project to advance On the critical path for the project s completion Tied to another project such that achievement of milestones may impact progress on other projects Agreed upon with the project team, key stakeholders and sponsors as a key point in the project Meaningful when communicating status of projects with project team, key stakeholders and sponsors Slide 14 Project management 7

8 Project phase Execute Execute Aim of Execute Manage the delivery to plan, amidst uncertainty and change, to ensure client outcomes are achieved Key activities Conduct kickoff Integrate people and activities to perform according to approved plan Deliver project benefits and outcomes Key outputs Approved project work products Approved project change requests (PCRs) RAID Risks, Assumptions, Issues and Dependencies Slide 16 Project management 8

9 Self management and time management supports project management in Execute Do not procrastinate Get into the habit of planning plan tomorrow s activities today Understand the value of your time and appreciate that people value time differently Create and work from an action list Schedule tasks as needed strike off completed items Evaluate and re-plan regularly to ensure the most productive use of your time Check your calendar for time-sensitive activities and events Do not waste other people s time Be flexible as the unforeseen can force you to change your plan Slide 17 Project management A useful model for time management Urgent Not urgent Important Requires immediate attention Need to plan for these activities 1 2 Not important Try to eliminate these activities 3 4 Don t bother Slide 18 Project management 9

10 Risks, assumptions, issues, dependencies (RAID) Risks Assumptions Issues Dependencies Slide 19 Project management Project phase Monitor and Control 10

11 Monitor and control Project management processes Aim of Monitor and Control Key activities Key outputs Provide critical visibility and insight to project progress against plan and initiate corrective action as needed Define high-level project objectives and outcomes Manage scope, schedule, cost, risks, issues, stakeholders and project team to achieve the project outcomes Conduct quality assurance Report performance Perform project change control Project sign-off Project knowledge management Slide 21 Project management Monitor and control: the realm of effective governance Control processes Structure and roles Performance dashboard Structure and roles Key roles (e.g., sponsor) Forums (e.g., steering committee) Control processes Risk and issue management Budget management Schedule and dependency control Change control Resource and vendor management Quality assurance Performance dashboard Project progress and status reporting Phase gate and milestone reporting Benefits and outcomes tracking Slide 22 Project management 11

12 Pr oj ect ST AT US OVE RVI EW Pro ject Name Status Indicators* Co mments Performance t o Budget Cost Green Pro ject Executive Performance t o Plan Yellow Client Sponsor Project Ri sks Green Planned Start Date Actual St art Date Issu e Resolution Red Planned End Date Forecast End Date Dependencies Green Budget STATUS OVERVIEW Project Work B udget ($,, ) Project E xpense Budget ($,, ) Planned Spend to Dat e Actual Spend to Date Variance Statu sindicator Green Yellow Comments Project Workstr eam Workstr eam Title 1 Workstr eam Title 2 Overall Perf orman ce t o P lan Planned Workstr eambudget ( $,, ) Project Expense Bu dget ($,, ) Plann ed Act ual Var.(%) Pl an ned Ac tual Var.( %) Workstr eam Risks Issue Resolu tion Dependencies Yellow Gr een Gr een Yelow Gr een Yelow Gr een Gr een Comments Project management Monitor and control RACI RACI documents team agreements about roles and responsibilities. It is more robust than many other tools. It outlines accountabilities and displays displays interactions. It also helps plan meeting agendas and determine sub-team configuration. Roles = The primary function of the person Responsibilities = The obligation of the person R A C I Who is RESPONSIBLE? Definition Who is ACCOUNTABLE? Who is CONSULTED? Who is INFORMED? The person who has to do it (the doer) The person who makes the final decision and has ultimate ownership The person who must be consulted before a decision or action is taken The person who must be informed that a decision or action has been taken Sample RACI Matrix: PROCESS: Making a process change Functional Roles Activities Process Line Setter Facilitator Facilitator Operator Plan activities R A I I Prepare detail C A/R I Change process documents A R I Perform change I A R R Slide 23 Project management Performance and status reports Performance reports facilitate the monitor and control process and contributes to clear decision-making Status Benefits Outcomes Risks Issues Changes Decisions Actions Etc. Slide 24 Project management 12

13 Project Name Status Indicators* C omment s Performance to Budget Cost Project Executive Performance to Plan Yellow Client Sponsor Project Risks Green Planned Start Date Act ual Start Date Issue Resolution Red Planned End Date Forecast End Date Dependencies Green Planned Spend to Date Actual Spend to Date Variance Sta t us Indica t or Gr een Yellow Comments Project Workstream Workstream Title 1 Workstream Title 2 Overall Performance t o Plan Planned Workstream Budget ( $,, ) Project Expense Budget ($,, ) Planned Actual Var.( %) Planned Act ual Var.( %) Workstream R isks Green Issue Resolution Dependencies C omment s Yellow Green Gr een Yellow Gr een Yellow Gr een Green Project management Status report essentials Status of upcoming milestones Overall project health Identified risks, issues and impacts Project changes Project metrics Accomplishments and plan for next period Project STATUS OVERVIEW Budge t STATUS OVE RVIE W Project Work Budget ($,, ) Project ExpenseBudget ($,, ) Slide 25 Project management Activity 16.2: Create a status report Objective: Using the information from the Inala project, create a status report. Time: 15 minutes Directions: Work in your table group. Use PM 16.2 for instructions and additional information Be prepared to share information with the class during the debrief session. PM 16.2 Slide 26 Project management 13

14 Discussion: Scope creep A menace to project management What do you think defines scope creep? What situations create scope creep? What are the impacts of scope creep? How would a staff impact scope creep? Slide 27 Project management Scope creep: a menace to project management (cont.) Scope creep is adding features and functionality to the project, without: Adequately addressing the impacts on time, costs and resources Client approval Plan Actual Slide 28 Project management 14

15 Project phase Close Close Project management processes Aim of Close Validate that the project objectives and client outcomes have been achieved and lessons captured to aid future engagements Key activities Outputs Conduct project close meeting Conduct project team debrief meeting Communicate lessons learned Conduct post-implementation review meeting Project sign-off Project knowledge management Slide 30 Project management 15

16 Close ASK relationship Review work products to share with others Make your contribution(s) to ASK Slide 31 Project management Key learning points As a staff, you support project management. Staff need to understand: Difference between program and project management Impacts of scope creep on a project Goals, activities and outputs of each phase of the EY project management methodology Slide 32 Project management 16

17 Questions? 17