Project Management Training Outline
Download
Report
Transcript Project Management Training Outline
Project Management
… an overview
Rodney Grubb, PE, PMP, PEM
February 28, 2013
Rev 11
4/13/2015
1
Rodney Grubb, PE, PMP, PEM
Chairman, ASEM Professional Development &
Continuing Education
President RMX Technologies, LLC
[email protected]
www.rmxtechnologies.net
4/13/2015
2
Today? – 45 minutes
Why
do we care?
Project Management as a Process
Some supporting activities
– Communication, Earned Value, Risk
4/13/2015
3
Session Guidance
Enjoy
and learn something useful
Focus on communication, EV
management and risk
Cheer or Boooo … just don’t ignore CWE
PM is a Professional Discipline
Accepted
Body of Knowledge
College Degrees
Extensive Lessons Learned
Professional Society – PMI
Certification Program (s), PMP and
others
Consistent Vocabulary
4/13/2015
5
Why Project Management?
Why Plan?
In case something happens to the Lead person.
To obtain management / team buy-in.
– This is what I am going to do.
– This is what it will take.
– This is how long and how much.
As a simulation of the project – don’t forget
something.
Resources are limited – use them wisely.
The tools are good even for small PROJECTS –
just use the graded approach.
4/13/2015
6
Why Plan – consequences?
4/13/2015
7
Why is there interest in Project
Management?
Resources Are Limited
Jobs Are Regularly Underestimated
Missed Schedules Are Common
Staff / Support Downtime is a Wasted Resource
– Time Lost Cannot Be Recovered
To Get the Most For the $$ Invested – Value
Project Management Can Improve the Way We
Do Business – Plan, Do, Check, Act
Provides a consistent vocabulary and way to do
business
4/13/2015
8
What Is A Project?
Single set of objectives
Finite life span
Organized team effort
Recognized project manager
Impose unique set of requirements on
organization
Authorized by top management
A PROJECT SHOULD BE VIEWED AS A
SINGLE ENTITY!
Project or Operations?
Another way to define a project – by comparison.
Scope: Owner to builder: “I said
the LEARNING TOWER of PISA.”
10
A Project Management Process
Project Objectives – Value
SOW – Alignment with Customer
– What are the deliverables?
– What is in and what is out of scope?
WBS – To the Action Level
Schedule – Built on WBS
Estimate – Resource Loaded Schedule
Approval – Know the Decision Maker
GO! – Now Manage All Changes
(PMBOK shows the process)
4/13/2015
11
Home improvement projects – issues?
(risk, scope, objective, cost)
4/13/2015
12
Do you see project issues?
Quality, risk, schedule, objective, scope
4/13/2015
13
Project Planning Overview
Have you heard:
“Scope, Schedule, or
Budget:
pick two”
4/13/2015
14
Scope
Project
Triple
Constraint
Cost/Budget
Time/Schedule
Plan begins with scope
Write scope statement in clear and narrow
terms.
Provide statement of processes, internal
entities, systems, customers, and outside
entities that will /will not be part of project.
Cross-reference scope statement, project
objectives and project deliverables for
consistency.
Mark Twain – “I am sorry I did not have
time to write you a short letter.”
4/13/2015
- 16
Then we must manage scope
Scope Creep is the Leading Cause
of Project Failure
Soooooo … it is really important that we
document the scope and then manage
changes
Booooooooo!!
4/13/2015
- 17
Managing Teams is key to PM Success
If Teams are so important to Successful
Projects … what does a good team look like?
Sports?
Business?
Professional Organizations?
I know it when I see it …
4/13/2015
18
Do you see any team issues??
http://www.youtube.com/watch?v=L
7pXIC49R3c
Team Examples
Think
about the best team you have
been a part of.
Why
was it the best?
Research
says that the most
effective teams have common
attributes … what are they?
4/13/2015
20
Any of these attributes?
Challenging
Work
Clear Objectives
Over Communication
Involvement in planning
Team input
Shared effort
“Good” leader – Attributes?
21
“In the Beginning” …Does your
organization charter teams / projects?
Why is it important?
– Management buy-in
– Team Understanding
– Definition of Objectives and plan
Do you have electronic Project
Information?
How are project teams chartered in your
organization?
You can control this process ... Even if
the organization does not require it.
4/13/2015
22
WBS Process – The Action List
WBS is Work Breakdown Structure –
The Preparation is a Process
THINK Task List or Action Items
Action list to complete the Scope
Good Info in Your Book
Hierarchy – manageable pieces
ALL Of the Work
Action Level At the Bottom
There is Rarely “ONE Correct WBS”
4/13/2015
23
Intro to Schedules
The schedule is the heart of the plan
Tie it to the WBS – Action Level –
Know who is responsible and involve
them in scheduling
Understand Dependencies –
Predecessors and Successors
Define your milestones
Use scheduling tools
Critical Path Concept – Critical Chain
4/13/2015
24
Once we are underway there are
execution processes
Measuring Progress
(cost and schedule variance)
Earned Value Concept
Communication
Human Resources
Risk Management
Monitoring Progress
Track Against the Plan
Communicate the Objectives Regularly
Change Management is key
– Recognize, document and agree
Report Progress – EARNED VALUE is
about THE WORK ACCOMPLISEHED not
the MONEY SPENT or TIME PASSED.
Understand Variance
Document what we learn and USE IT for
planning, estimating, and risks and
problems
4/13/2015
26
Communication is critical to
successful project plan & execution
Push communication
– don’t wait … be proactive
– Use your process so something doesn’t get missed
– Five times rule – say it, write it, e-mail it …
Pull the string … if you feel uneasy then
ask the question.
“Seek first to understand then to be
understood” – Covey
Are you listening … or waiting your turn to
talk?
4/13/2015
27
COMMUNICATIONS –
Succinct? Why?
The Six-Word Novel – Hemmingway
"For sale: baby shoes, never worn.“
"Epitaph: He shouldn't have fed it.“
“machine. Unexpectedly, I’d invented a time “
"Will this do (lazy writer asked)?“
“He read his obituary with confusion.”
"Oh, that? It's nothing. Not contagious."
4/13/2015
28
Again … Communication
Consider
a Communications
(Management) Plan
Use Your Computer or PDA to Remind
You … Then Call or Visit
Vary Communication Format
Regularly with the Customer
With Team Members – 5 TIMES Rule?
With Management
4/13/2015
29
Actual PM Quotes
COMMUNICATIONS
"We know that communication is a problem, but the company is
not going to discuss it with the employees.“
"E-mail is not to be used to pass on information or data. It should
be used only for company business."
TEAMWORK
Quote from the boss: "Teamwork is a lot of people doing what 'I'
say."
RISK
"What I need is a list of specific unknown problems we will
encounter."
"This project is so important, we can't let things that are more
important interfere with it."
"Doing it right is no excuse for not meeting the schedule."
RISK Management and Contingency
Planning – part of planning AND execution
What kinds of risk are there?
– Scope
– Schedule
– Financial
– Safety
Where are the tasks recorded?
Some Key questions – KEY TASKS
– What Could Go Wrong?
– Is it a Big Deal if That Happens?
– How Will I Prevent That? – ACTION
– What Will I Do When it Happens Anyway?
THE NEW ACTIONS GO INTO THE WBS.
4/13/2015
32
RISKS and Contingency Planning
Know and use Potential Problem Analysis –
PPA
–
–
–
–
Identify the Critical Tasks from the WBS?
Ask what could go wrong at this step?
Ask “Is it a big deal if that happens?”
Is it is a big deal then how will I prevent it? – What
ACTION will I take? Document the action.
– What will I do when it happens anyway?
THE ACTIONS GO INTO THE WBS.
4/13/2015
33
Risk Management Planning
RISK IS:
An uncertain event that can have positive or
negative effects on our project.
The WBS allows us to consider the
circumstances and conditions of each
deliverable for risks within our project.
Once risks are identified, we can then run
them through qualitative and quantitative
analysis to capture which risks need
mitigation and which ones we can live with
4/13/2015
- 34
PPA Form
Action Item
4/13/2015
Potential
Problem
Risk
?
PA
CA
35
Summary
Plan the work – Handle the details –
Document the results
Use task list, schedule, and budget to
measure progress
Actively manage and communicate
Amount expended AND work completed
are necessary to know status
When a project ends – document
Again and again – Communicate
4/13/2015
36
Class Objectives – how did we do?
1.
2.
3.
4.
Define a project?
Introduce a PM Process
Show how PM elements fit together
Intro supporting processes –
communications, EV management,
risk management
4/13/2015
37
Questions?
4/13/2015
38
Using the Graded Approach to
Project Management
First – It Has to Be Safe!
Think “VALUE ADDED”
– Value added
– Value enabling
– Waste
Graded Approach to Planning and
Implementation
Don’t Spend a Dollar to Monitor a Nickel’s
Work
How Would I Do It At Home?
Start With Common Sense
BUT: Some Requirements are Not
Negotiable
– Safety
– Environmental permits
4/13/2015
– Waste management
39
Project Management & Lean
Principles
Understand Value Added
Flow – the Schedule – the Plan
Recognize Value Added, Enabling, and
Waste in Your Planning, Tasks, and
Implementation
Critical Path – Critical Chain
References – “Building a Project Driven
Enterprise” and “Critical Chain”
4/13/2015
40
TEAM CHARTER – a form to use to
document “it” (setting up a project) – agreement / contract?
Project Team Charter
Team – _______________ Date – _______________
Project Objective Statement: Mission / Desired Results:
Scope / Guidelines / Schedule: (what is included and
excluded)
Required Resources:
–
–
–
–
Equipment:
Materials:
Support:
Budget:
Accountability / Communicating Results: (Who, how,
and how often)
Client:
Team:
Management:
Deliverables / Outcomes / Consequences:
Team Members:
Approvals – Sign offs
4/13/2015
41
Project Risk Management
Project Risk Management processes include:
–
–
–
–
–
–
Risk Management Planning - deciding how to approach,
plan, and execute risk management activities for a project.
Risk Identification - determining which risks might affect
project and documenting their characteristics.
Qualitative Risk Analysis - prioritizing risks for subsequent
further analysis or action by assessing and combining their
probability of occurrence and impact.
Quantitative Risk Analysis - numerically analyzing effect
on overall project objectives of identified risks.
Risk Response Planning - developing options and actions to
enhance opportunities, and to reduce threats to project
objectives.
Risk Monitoring and Control - tracking identified risks,
monitoring residual risks, identifying new risks, executing risk
response plans, and evaluating their effectiveness throughout
project life cycle.
PM History Video
http://www.youtube.com/watch?v=C
1uxCBx2-UQ&feature=fvwrel
4/13/2015
43