Transcript No Slide Title

LAWNET 2002
Taking the Mystery Out of Project
Management
Lisa Brown and Charles Thomas
Session Objectives
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Discuss the attributes of a project
Present a framework to use for project planning
Identify common obstacles and strategies for
dealing with the same
Provide an approach to ramping up your next
project and managing it
Project Management basics for the part-time
Project Manager!
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What is Project Management?
“the application of knowledge, skills,
tools and techniques to broad range
of activities in order to meet the
requirements of a particular project.”
Source: Guide to the Project Management Body of Knowledge – 2000
Editiion, [Project Management Institute December 2000]
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Characteristics of a Project
 An initiative (scope)
 With a beginning and an end (planning
horizon)
 To effect business change (tasks and
activities)
 Not ongoing, day-to-day operating
activities
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Organizational Considerations
Project planning occurs in an organizational
context reflecting –
• Attitudes about change
• Reputation for successful past initiatives
• Project sponsors vs. Project challengers
• Ability to fund the initiative
• Management focus (operational expediency vs.
organizational improvement)
• Capacity for change (PM’s, Trainers, IT Support)
• Other events on the Firm’s calendar
• Bandwidth for key players needed
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Defining the project – cont’d
Determine the desired future state • Goals & Objectives
• Success Criteria
• Benefits to the Firm
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Defining the project – cont’d
Scope • Define what’s in vs. what’s out
• Establish baseline
• Process for scope changes /
management
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Defining the project
Areas that may be impacted •
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Organization
Business Process
Technical Infrastructure
Facilities
Applications
Business Data
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Defining the project – cont’d
The Triple Constraint -
Timing
Prioritize what to adjust when changes occur that
impact your project!
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Defining the project – cont’d
Various tools and work products Project Initiation
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Charter
Statement of Work
Statement of Scope
Road Map
Project Proposal
Project Execution &
Control
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Project Calendar
Project Plans
Risk Mitigation Plan
Budgets
Issues Log
Scope Change Control
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Risk Management
Identify obstacles to success –
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Resources availability
Resource cooperation
Shift in management focus
Vendor commitments outside of your control
Budget cutbacks
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Risk Management – cont’d
• Develop risk mitigation strategies
• Review and update periodically
• Consider scenario shifts
 What would you eliminate first if firmwide budget cuts were mandated
 How a merger, acquisition or spin-off
might impact the plan
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Tactical Considerations
Work for broad support –
 Present objectives, goals and benefits
to stakeholders
 Encourage critical review, feedback
 Provide the opportunities for those
interested to participate
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Tactical Considerations – cont’d
Consider pilot programs –
 When efforts are large/complex
 When costs associated with failure are high
 When expertise is not available
 Focus on the most challenging aspects to
flush out the issues
 Secure participant investment through
inclusion in planning & execution
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Developing the plan
Generally –
• Plan work from highest to lowest level
• Determine the Critical Path activities
• Look for activities that can run
concurrently
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Developing the plan – cont’d
For larger initiatives, use Phases –
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Recommend 10 – 16 weeks each
Use “Plan – Work – Plan” approach
Promotes a sense of project efficacy
More nimble, easier to respond to new
developments
• Highlights accomplishments to celebrate
and show others
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Developing the plan – cont’d
Establish a work breakdown structure –
• Tasks
 The detailed steps to follow
 Usually sequenced due to dependencies
 Require effort for some period of time ( expressed in hrs
or days)
 Work time may be different from lapsed time
• Activities
 A collection of tasks
 Undertaken to produce deliverables and achieve
milestones
 Work products are developed along the way
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Developing the plan – cont’d
Identify milestones –
• On the critical path
• Transition points
 A series of dependent activities
• Phase conclusions, beginnings, etc.
• Completed work products (usually)
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Developing the plan – cont’d
Assign resources to tasks –
• Staff member with time to accomplish
assigned work
• Internal Subject Matter Experts
• Outside consultants
• Rooms, equipment, office support
• IT support, other
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Developing the plan – cont’d
Determine timing –
• When should work products be
available
• When will milestones be reached
• When will an activity stream be
completed
• Add slack to allow for contingencies
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Developing the plan – cont’d
Establish a budget –
• External resources
• Internal resources
• Travel & out-of-pocket expenses
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Project Execution
Establish the project leadership
team –
• Larger initiatives may involve Project
Directors, PM’s, and Project Team Leads
• Assign roles and responsibilities
• Assign an owner for each Project
Management tool to be used
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Project Execution – cont’d
Activate the project –
• Develop Communications Plans
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Project Status Updates
Issues Management
Project Calendars
Presentations
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Project Execution– cont’d
Hold a kick-off meeting  Present Goals, Objectives & Benefits
 Communicate project role and responsibility
assignments
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Status Updates
Issues Management
Project plans, calendars
Securing & managing resources
 Recruit an Advisory Team
• Team leads from each functional area impacted
• To review plans, provide feedback
• To assist with issues escalation
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Project Execution– cont’d
Queue up resources for early events –
• Using a moving 6 – 8 week planning horizon
• Provide background as new players are
engaged
• Make sure people understand their
assignments
• Secure commitment on deliverable due dates
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Project Execution– cont’d
Conduct regular Project Management
Team updates –
• Report progress & new developments
• Review the schedule to make sure people
remember their commitments
• Update project plans
• Go over issues & establish plans to resolve
• Revisit risks & mitigation plans
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Project Execution– cont’d
Close out the project –
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Prepare & execute acceptance documents
Assign open issues to owners
Review budget planned & actual results
Evaluate overall project success against objectives
Hold a “lessons learned” discussion to benefit
future initiatives
• Recognize project team members accomplishments
• Celebrate!
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