Transcript PM Planning - Certified Project Manager .org

ABOUT THE: IPMC ™ & AAPM ™
International Project Management
Commission ™ & The American
Academy of Project Management
™
Board Certifications
MPM Master Project Manager ™
 CIPM Certified International Project
Manager ™
 PME ™ Project Manager E-Business
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Example: George Mentz, MPM, JD,
MBA
Origins of the IPMC
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The Graduate Institute of Leadership
(1995) and the CEC E-Business
Institute (1996) formed an alliance
venture to establish the AAPM and the
IPMC.
The IPMC is the Commission for
standards globally
 The AAPM is the Official Training
Regulator of the Commission that
issues Certification.
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IPMC & AAPM
Now AAPM has liaison offices in:
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USA
Dubai
Hong Kong
EU
India
Singapore
Bahamas
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Moscow
Istanbul
Beijing
And more…..
Global Recognition
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The AAPM is listed and recognized on the US
Dept of Education Brochures.
Recognition of 40+ Accredited Graduate
Project Management Programs Worldwide.
The Graduate Academy of Management IBS
Commission Recognition of Military Service
The American E-Commerce Association
The AAPM is recognized by the American
Academy of Financial Management.
And many more.
Global Membership
AAPM has members on over 105
countries worldwide including:
 Asia
 USA
 India
 EU
 Africa
 Latin & South America
 Russia ……
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AAPM – The Graduate Certification
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As there had not been a graduate
professional project manager organization
specifically for Executives, MBAs, PhDs and
accredited degree holders, The AAPM ™ has
met this need and become the organization
of choice for highly educated individuals or
industry experts because AAPM requires an
accredited college degree or equivalent for
membership and certification. The AAPM
receives its license, sanction and authority
from the IPMC International Project
Management Commission.
Section 2
Project Management
Certification Requirements
www.certifiedprojectmanager.org
Certification Requirements
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The AAPM ™ Executive Designation Programs
provide the assurance that the holder has met the
suggested criteria for graduate credentials set out in
the Ibanez US Supreme Court Decision. Further, the
AAPM board certification requires meeting 6 different
levels of global criteria including ethics and our global
body of standards which are the 1st Standards
specifically based on the methodology used by
government agencies and departments. Acceptance
into the AAPM is a high distinction and requires the
holder to possess a graduate level portfolio of skills
and knowledge. Acceptance statistics are not high,
and the designation when achieved is a high honor
strictly for accredited degree holders or individuals
with equivalent backgrounds.
Criteria of 6 Levels
IPMC Commission Sanctioned
Training
 College Education or Equiv.
 Successful Testing
 Ethics Agreement
 Experience
 Continuing Education
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Best Education Worldwide
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AAPM has strategic recognition of
over 45 of the top executive trainers
and business degree programs
globally including schools of
the AACSB ™ International and The
ACBSP ™ accreditation
agencies. Thus, AAPM accredits and
recognizes only the best qualified
project management training
programs.
High Standards
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A member can be reported by the public for
ethics violations which can be judged by the
commission for good standing. Also,
Anyone who provides false information to
the AAPM or provides education and
credentials in bad faith can be reported to
officials or to their local authorities. We
expect all information to be truthful and
accurate under the representation laws,
digital signature act laws and through
treaties and international law. A person can
be expelled from the organization and have
their name stricken from the record if
providing false or misleading information
regarding an application or any other issue.
Section 3 - Alliances
Global Alliance with
Lignum Technologies
Harbor Bay, East Bay Street
P.O. Box SS-6295
Nassau, Bahamas
Tel. (242) 393-2164
Fax (242) 394-4971
Lignum Technologies

Lignum Technologies has been
unanimously approved by the board of
standards of The IPMC and The AAPM
as a sanctioned provider of official
Certification Training for the IPMC
under the AAPM agreements.
All Rights Reserved 1996-2006
Lignum Certification
Training
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After completing the approved training
with Lignum and successfully
completing all membership criteria for
AAPM certification, the Lignum Group
can then forward the nomination to the
Board of Standards for Processing
and Registration for MPM, CIPM or
PME Certifications
Lignum 4 Day Course
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The Lignum 4 day Executive Course is
the “Fast Track” management course
for certification.
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Upon successful completion of this
course and meeting good standing
requirements, then the candidate can
be processed for certification.
COB College of The
Bahamas
Project Management Certification will be
available at the COB beginning 2006
Fall Courses and Examinations are
available and proctored through
Lignum.
Please Contact: A. Dir. Bastian
Section 4
History of Project Management
Great Wall of China
 Pyramids of Egypt
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Coordination, Labor, Materials, Hours,
Teams, Leadership, Design, Masons,
Sequencing….
Wars and Planning
From World War 1 and 2 and leading
up to the Space Race, new ways of
planning, creating, and development
and implementation have been
formed.
 Battle Ships, Aircraft and more…
 Necessary materials, recycle,
configuration, mapping, sequencing,
Teams….
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Gantt Charts and Graphs
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Gantt was credited with designing the
first PM bar style charts. i.e. more or
less a spread sheet on a time line.
Duties Assigned…
PM History and Military
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The United States Department of Defense
needed to speed up the military project
process. New tools (models) for achieving
this goal were invented. In 1958 they
invented the Program Evaluation and Review
Technique or PERT, as part of the Polaris
missile submarine program. At the same
time, the DuPont corporation invented a
similar model called CPM, critical path
method. PERT was later extended with a
work breakdown structure or WBS. The
process flow and structure of the military
undertakings quickly spread into many
private enterprises.
PERT stands for Program Evaluation Review Technique which
goes by many names such as: the Critical Path Method (CPM)
Chart
it illustrates task
dependencies
In the traditional approach, we can
distinguish 5 components of a project (4
stages plus control) in the development
of a project:
1.
2.
3.
4.
5.
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project initiation (Kick-off)
project planning
project production or execution
project monitoring or controlling
project completion
Not all projects will visit every stage as
projects can be terminated before they
reach completion. Some projects probably
don't have the planning and/or the
monitoring. Some projects will go through
steps 2, 3 and 4 multiple times.
21 Century MPM
Software
 Computers
 Spreadsheets
 World Wide Web
 Tele-Commuting Project Management
 24/7 Communication
 Collaboration Worldwide
 Shifts and Teams
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Section 5
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Importance and Necessity of Project
Management
Understanding MPM and
CIPM Training
The AAPM combines the philosophy
of PM along with other Graduate
Studies such as:
 Regulatory environment
 Legal and Ethics
 Marketing
 Strategic Costing
 Financial Strategy
 Using Technologies
 Collaboration and Teams.
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Basic Training Goals
Understand:
what planning is/is not
 where and when to start
 to adapt or tailor planning
 shortening the planning time
 what the project plan represents
 process and supporting materials
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What it is and is not
Initiate
Plan
Execute
Control
Close
Devising and maintaining a workable
scheme to accomplish the business need
that the project was undertaken to address.
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It is the work plan, not the work.
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It is a definition (defining) of needed work and
resources
Level of Activity
Where Planning Fits
Execute
Plan
Close
Initiate
Control
Start
Finish
Time
Quote on Planning
"Give me six hours to chop down a tree
and I will spend the first four
sharpening the axe."
(Abraham Lincoln, 1809-65)
Planning Objectives
Define :
Scope
 Objectives
 Work activities
 Estimates
 Resources required
 Roles & responsibilities
 How to change & update the plan
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Importance / Lessons
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Straying from original goals,
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Inadequate resources
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Repetitive meetings - on what needs done (prep)
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Frustration - poorly defined, communicated, and
coordinated work activities
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Issues not understood or related
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Decisions repetitively re-opened or re-addressed
Project Management is composed of several
different types of activities such as:
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Planning the work
Assessing risk
Estimating resources
Organizing the work
Acquiring human and material resources
Assigning tasks
Directing activities
Controlling project execution
Reporting progress
Analyzing the results based on the facts
achieved
Develop Scope
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All the work, and only the work required
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Scope Statement - agreement of what is and is not
Includes:
 primary objectives (products/deliverables)
 major milestones
 assumptions
 constraints
 completion criteria
 Agreement design and Contract Specifications
Change Management
Management of changes to the primary objectives and
major deliverables milestones.
The plan should include
agreements of:
1. Change acceptance/expectations
2. How changes will be evaluated
3. How change will be managed
e.g. Steel Prices for
government contract
Define and Sequence
Activities
 Develop
Example - WBS/How?
a Work Breakdown Structure(WBS)
define work activities to manage,
create and deliver the solution
 Determine
Project
Manage
Plan
Execute
Control
Close
•
•
Rqmts
Assess
Determine
Analyze
Propose
•
•
Design
Engineer
Specify
•
•
•
Dependencies (Sequencing)
determine the order of work
activities or dependencies
Build
Construct
Test
Validate
Integrate
•
•
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Deliver
Install
Train
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•
•
Assess Current
System
Determine &
Review GAPS
Review
Scope
Analyze New
Requirements
Adjust
Requirements
Examples WBS’s
Example
- WBS/How? Format
Hierarchy
Diagram
1
Project
2
Manage
Plan
Execute
Control
Close
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•
Rqmts
Assess
Determine
Analyze
Propose
•
•
Design
Engineer
Specify
•
•
•
Build
Construct
Test
Validate
Integrate
•
•
•
List Format
1. Write First draft of policy.
2. Review with team/manager.
3. Make changes as needed.
4. File notice w/Secretary of the State
(SOS) 45 days before effective date.
5. Formally review policy analysts and
advocates.
6. Make changes as needed.
7. Update program manuals and forms
to reflect changes.
8. Submitted to the SOS by 5:00pm the
day before it is to be effective.
Deliver
Install
Train
•
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•
3
4
5
M ANAGEM ENT
1 .1 I n it ia t e
1 .2 P la n
1 .3 E x e c u t e
1 .4 C o n t r o l
1 .5 C lo s e
R E Q U IR E M E N T S
2 .1 A s s e s s
2 .2 D e t e r m in e
2 .3 A n a ly z e
2 .4 P r o p o s e
2 .5 … ..
D E S IG N
3 .1 E n g in e e r
3 .2 S p e c if y
3 .3 … .
3 .4 … ..
B U IL D
4 .1 C o n s t r u c t
4 .2 T e s t
4 .3 V a lid a t e
4 .4 I n t e g r a t e
D E L IV E R
5 .1 I n s t a ll
5 .2 T r a in
5 .3 … ..
5 .4 … ..
Examples of Sequencing
Assess Current
System
Determine &
Review GAPS
Review
Scope
Analyze New
Requirements
Adjust
Requirements
Estimate Duration
Determine Resource Needs
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Obtain initial estimate of likely duration for tasks
does not take into
account the number
of people expected to
perform the task.
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For each task
- determine skills, worker allocation
and resources
Determine How Quality
will be Managed
How will quality assurance and control be
conducted?
•Identify Quality Standards
•Quality Assurance
Quality
Plan
•Quality Control
Sometimes performed
by a 3rd Party
Determine How to Meet
Communications, Data and
Collaboration Needs
The plan should determine:
•who needs what information
•when will they need it
•how will it be given to them
•by whom
And determine how to:
See IPMC
Standards
•store, update, and disseminate
information
•close, file and archive information
•update the comm. plan
Develop Schedule
determining start and finish dates for
tasks and assigning resources
May Jun Jul Aug Sep Oct Nov
Define - then schedule
Define
Scope
Define
WBS
Define
Resources
Define
Dependents
Define
Deliverables
r
T ask Nam e
Initiate
Product Description & Benefits
Charter
Project Proposal Approved
Plan
Scope Statement
Work Plan
Contract/Procurement Plan
QA Plan
Risk Plan
Project Plans Approved
Execute
Requirements
Analysis
Design
Coding
Testing
Maintenance
Controls
Status Reporting
Change Management
Communication Mgmt
Closing
Evaluation
Maintenance Turn-over
9/10
9/17
9/24
October
10/1
10/8
November
10/15 10/22 10/29 11/5
December
Janua
11/12 11/19 11/26 12/3 12/10 12/17 12/24 12/31
9/18
9/27
Terminology This is a schedule or Gantt chart,
not a WBS, not the project plan
Estimate Resource Costs
Develop cost estimates for:
internal
& external labor (hrs,rates)
refined during the
materials
course of the project ,
supplies
definitive just prior
contracts and legal costs
to construction
special costs
Estimate
Organize and Acquire
Staff
Policy and Practice
Team (Steering
Committee)
Kristen Duus
OIS Oversight
Maureen Casterline
Business Sponsor
Debra Herrli
Project Manager
(100%)
Bryan Nealy
System
Architecture Team
Lead (50%)
4 Business
Analysts
Tina Seshadri
Technical
Resource(as
needed)
1 Contract Systems
Integration/
Database
Developer
Pete Hale
Application
Development Team
Lead (100%)
3 Contract
Developers
Determine What to
Procure and When
Procurement planning determines:
whether,
what, and how much,
Actual solicitation
how and when,
is part of execution
how to manage solicitations, selection, contract
administration, and closeout
Procurement documents:
SOW
- Statement of Work
RFP - Request for Proposal
Evaluation Criteria
Build Budget and
Spending Plan
Budgeting involves assigning the cost estimates
to all the tasks creating a cost baseline.
Project Management tries to
gain control over five
variables:
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TIME - The amount of time required to complete the project.
Typically broken down for analytical purposes into the time required
to complete the components of the project, which is then further
broken down into the time required to complete each task
contributing to the completion of each component.
COST - Calculated from the time variable. Cost to develop an
internal project is time multiplied by the cost of the team members
involved. When hiring an independent consultant for a project, cost
will typically be determined by the consultant or firm's hourly rate
multiplied by an estimated time to complete.
QUALITY - The amount of time put into individual tasks determines
the overall quality of the project. Some tasks may require a given
amount of time to complete adequately, but given more time could
be completed exceptionally. Over the course of a large project,
quality can have a significant impact on time and cost (or vice
versa).
SCOPE - Requirements specified for the end result. The overall
definition of what the project is supposed to accomplish, and a
specific description of what the end result should be or accomplish.
RISK - Potential points of failure. Most risks or potential failures can
be overcome or resolved, given enough time and resources.
Identify Risk & Create
Risk Response Plan
Risk planning involves:
identifying
risks w/high effect and impact
planning for risk mitigation or contingency
Common sources of risk:
Changes
in requirements
Design errors and omissions
Roles and responsibilities misunderstood
Poor estimates or unsupported estimates
Insufficiently skilled staff
Impossible timeframes
Integrate the Plans
Previous steps are
reiterated and reevaluated to create a
coherent plan.
for example:
•initial draft - reflects generic skills and duration
•final plan - reflects specific resources and dates
Align the Project Mission
with the Agency’s Mission
What is your agency’s mission? What is
the relationship of your project to your
agency’s mission?
 Project activities need to support this
mission.

Know the Project
Stakeholders
Who are the people with an interest in the
outcome of the project? A strong project
mission can not be created in a vacuum.
 What are their common expectations?
Stakeholders’ expectations are rarely
spelled out in legislation, executive
orders, or formal memoranda.

Amplify the Voices of Your
Customers
Who will be paying for this project? Who
will actually be using the structures,
systems and processes being designed?
 Clarify the business priorities of these
customers and their criteria for success.
Actively and emphatically communicate
this information. Do this for customers
inside the organization as well as those
outside the organization.

Maintain High-Level
Communication About the
Project Mission
Communicate steadily with stakeholders
and customers throughout the project.
This will help to manage their
expectations and requirements over time.
 Design project development so that
requirements and expectations can be
reconfirmed at regular junctures.
Periodically check to see that
stakeholders and customers understand
and support changes, delays, and new
developments.

Strategies
What do you want to accomplish?
Set Realistic Business Objectives
What are the common business needs of the
organizations that will depend on the system?
What accomplishments will be critical for the
project to be considered successful? Define project
boundaries at the outset, and use this definition to
manage requirements throughout the project. A
clear definition of business success will also help
ensure that project efforts support the agency’s
strategic plan.
Gain Agreement on the Project Plan
The project plan formally captures and documents
agreements among customers, stakeholders and
project participants. Secure an informed agreement
up front, and maintain this agreement throughout the
project life. This will ensure that the project meets
expected results. This will also help align the project
with the organization’s business plans and
supporting plans. Over time, manage the project
scope carefully, since there will be a tendency for
different areas of the project to acquire their own
divergent momentum.
People and Leadership
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Understand the project participants
Listen to the Customer and Create a
Vision
 The project sponsor manages high-level
customer relationships, translating key
customer expectations into a practical
vision for the project. To be effective, this
vision must be broadly communicated.
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Commit to the Project
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The most frequent cause of project failure
is the lack of involvement of the
organizational leaders. Ongoing
involvement is crucial. It is critical to
structure the project in such a way that
go/no-go decisions may be made at
highly visible milestones. Leadership
commitment stabilizes the project so that
it can accommodate changes over time.
Leverage the Existing
Organizational Structure

The roles and responsibilities of the
project and its partners are most effective
when they correspond with the way in
which the overall agency is managed. For
example, in an organization in which field
offices have a great deal of autonomy, a
centralized approach to project
management could bring about
unnecessary conflict.
Project Leadership
Select a Strong Project Manager
 Empower a central point of responsibility
for project decisions, and clearly
distinguish this role from functional
program management roles. Clarify the
risks which the project manager is
expected to manage strategically.
"Leadership ability" is difficult to
articulate, and even more difficult to find.
MPM Leadership Qualities
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Drive. Does the project manager have a strong desire to
succeed?
Ability to Build Consensus. Can the project manager get key
individuals to work together towards common ends?
Ability to Take Risks. Can the project manager recognize
opportunities and find ways to seize them?
Ability to Communicate. Is the project manager able to
communicate clearly and convincingly to all parties?
Experience. Does the project manager have a track record of
success? Look for characteristics and experiences that relate
directly to the project at hand.
Technical Knowledge. Does the project manager possess
demonstrated knowledge in the appropriate technical fields?
Sense of the Big Picture. Does the project manager
understand the project from a broad business perspective?
Planning Making it Happen
Define
Success Up Front - Define project success in terms of specific
business objectives. From the customer’s point of view, how should different
business objectives be prioritized?
Use
Metrics to Focus On Outcomes - Focus on outcomes rather than
outputs. Prioritize the metrics for which project participants will be held
responsible. Gain agreement on critical metrics and use them to drive
planning and delivery.
Integrate
Planning Activities Across the Project - Formalize planning
processes. Assign roles and responsibilities specifically for planning-related
activities. The CEO or other executives can help anchor project plans in the
organization’s business and planning.
Realign
Plans Over Time - How will plans need to be modified along the
way? Make sure project plans continue to support intended business priorities.
If the project encounters significant changes, then the original plans will have
to be realigned to ensure desired results.
Section 6: Morning Break
Section 7 Questions Answers

Best Practices

More on:
Legal Contracting
 Cost Fluctuations
 Capacity to Handle
 Coordinating Marketing and Legal with
your teams?

Section 8 – Case Studies
The Cross Sell - Project Management Plan for
Financial Services or IT Services….
 Existing Client
 Client Needs or RFP implied or given.
 Objectives
 Products and Services – IT or Banking
 Develop Plan and Proposal
 Make Presentation
 Offer services and prices
 Implement Requests
 Monitor and Evaluate
 Redesign over Time.
Case Study: The Project of a
Lifetime
Huge Money
 Huge Job
 Long-Term
 Resources
 Commitments
 Demands/Timeline
 And more

What do we do??????
Section 9
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Workshop and Lecture
Workshop and Breakout Session
You have just been given the following offer:

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Your company has just received the contract
to maintain the hotel grounds.
Your contract provides for 35,000 dollars per
month
Your services are to be provided 7 Days per
week.
You have 30 employees that are paid 40
dollars per day and work 5 days per week.
Issues
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You have trouble meeting Deadlines of care.
Gas Prices go up
Cost of labor goes up
Some good employees are offered more
money elsewhere
The hotel demands that you provide more
care in common areas.
Much of your equipment needs to be
replaced
Teens in the neighborhood want to work for
you? Issues?
Recent Activity Bahamas – Amazing Business
Progress and Opportunities for MPMs & CIPMs.

Phase 3 of Kerzner International or
more reknown as ATLANTIS, phase
three involves a marina, aqua park
(dolphins, sting rays, etc.) facilities,
hotel facility of additional 2800 rooms.
Resorts, Casinos and Hotels

Bah-Mar Resort, at Cable Beach a $2
billion project with a complete overall
of Cable Beach Area. A new 36 hole
golf course, world’s largest casino,
new conference buildings, and
renovated hotels, and new hotel
buildings.
Other Developments including Golf and Family
Resorts
South Ocean Development project –
new hotel, renovated golf course, new
housing development.
 New Tiger Woods Development at
South Ocean with new housing
development, new golf course
 Family Island projects in Exuma,
Abaco, etc.

Bahamas Government Work – Ever Growing
Opportunities
Government projects such as:
housing, GIS, works and sewerage
projects, airport construction projects,
communications (BTC – Bahamas
Telecommunications Co.), BEC –
Bahamas Electricity Corp. projects,
etc.
 We all know that IT and Financial
Services are Giant Business in this
region.
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Construction PM

In project architecture and civil engineering,
construction is the building or assembly of
any infrastructure. Although this may be
thought of as a single activity, in fact
construction is a feat of multitasking.
Normally the job is managed by the
construction manager, supervised by the
project manager, design engineer or project
architect. While these people work in offices
and make the most money, every
construction project requires a large number
of laborers to complete the physical task of
construction.
Construction Execution
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For the successful execution of a project
effective planning is often essential. Those
involved with the design and execution of
the infrastructure in question must consider
the environmental impact of the job, the
successful scheduling, budgeting, site
safety, inconvenience to the public caused
by construction delays, preparing tender
documents, etc.
Communications, Billing, Receivables
Company Stakeholders
Shareholders
 Employees
 Suppliers
 Customers
 Community
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Construction Teams
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Building construction- Building construction is the
process of adding structure to real property.
Tender requirements - & a public bid process
Design team including architects, interior designers,
civil engineers, cost engineers (or quantity
surveyors), mechanical engineers, electrical
engineers, and structural engineers.
Mortgage bankers, accountants, and cost engineers
are likely participants in creating an overall plan for
the financial management of the building construction
project.
Legal considerations – Use and Regulations and Code
How to deal with all…

Putting it all together and working with
all stakeholders is important. PR &
Marketing, CRM, Government,
satisfying the contract, Managing
Existing Jobs, Marketing for new jobs,
and closing and collecting on jobs will
all be important facets of projects.
Thank you for your time!
IPMC International Project Management
Commission ™ and The AAPM ™