Transcript Document

The University of California
Berkeley Extension
X470 Project Management
Lisa Bausell
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X470 Project Management
1 Project Management
2 Project Planning
3 Project Planning
Introduction
Scope
Resources
Project Initiation
Workflow
Finalization
4 Project
5 Project
6 Project Management
Baseline
Reporting & Communication
Review
Monitor & Control
Closure
Presentations
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Midterm
• Write your name on your exam
• Take the exam
• Turn it in
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Review
What is a
• WBS
• 3 point estimate (write out formula)
• Calendar, effort and duration estimate
• Baseline
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Project Planning (Resources)
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Develop Human Resources Plan
Analyze Responsibilities (RAM/RACI)
Delegate Responsibilities
Estimate Activity Resources
Estimate Costs
Determine Budget
Develop Human Resources Plan
“Identify and document project roles,
responsibilities, required skills, reporting
relationships, and the staffing management
plan.” (PMBOK 9.1)
Develop:
• Updated staffing roster (from project initiation)
• Responsibility analysis
• Strategy for managing resources
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Roles and Responsibilities
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Delegating Responsibility
Ownership: Many owners = No owner
• Assign one, and only one, owner for each defined
project activity.
• Owners plan, initially estimate, monitor, and
report on activities.
• Owners are not necessarily “doers.”
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Required Resources
For each activity, note:
• Skills required
• Effort estimated
• Assigned (or proposed, or missing) staff
For each activity, determine if assigned
resources appear sufficient. Note where skills
are missing, or where activities lack adequate
resources.
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Analyze Responsibilities
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RACI Matrix Definitions
Define “RACI” roles for project work for each
defined activity:
• R: Responsible (Contributor, does work)
• A: Accountable (Owner—one “A” per activity)
• C: Consulted (Approvers, decision makers)
• I: Informed (Receives information)
Include a “TBA” column in a RACI analysis to
track staffing or other unmet needs.
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Estimate Activity Resources
“Estimate the type and quantities of material,
people, equipment and supplies required to
perform each activity.” (PMBOK 6.3)
Refine estimates for each activity by determining:
• Required effort
• Other resources needed
Review duration estimates and work to reconcile any
issues or inconsistencies.
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Estimates for Staffing
When estimating effort, consider:
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Skills and experience of staff
Availability
Competing priorities
Number of hours per day for project work
Interruptions
Team communications and meetings
Geographic separation
Other work factors
Consider Non-Project Factors
• Holidays and paid time off
• Scheduled vacations
• Off-site meetings
• Other responsibilities
• Equipment downtime
• Scheduled sick leave
• …
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Assess Resource Timing
Using the project workflow analysis, “stack up” all effort
estimates to determine staffing overcommitments.
Example using a spreadsheet:
March 7 March 14 March 21 March 28 April 4
Hawkeye Pierce
B. J. Hunnicut
Charles Winchester
Radar O’Reilly
Margaret Hoolihan
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4
12
80
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23
4
12
80
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45
4
12
90
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25
4
12
168
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...
3
4
12
70
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Project management scheduling tools may be useful for
complex projects. Resource histograms can be generated If
staffing and activity data are accurately entered.
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Estimate Other Resources
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Contract staffing
Materials
Equipment
Travel
Services required
Other direct project expenses
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Estimate Costs
“Develop an approximation of the monetary
resources needed to complete project
activities.” (PMBOK 7.1)
Use the quantities estimated for each
identified resource (hours, days, kilograms,
pages, scheduled trips, etc.) to calculate the
cost for each to the project.
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Activity Cost Estimates
Includes the cost of staff effort assessed for each
activity as part of duration analysis, plus:
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Outsourcing costs (Contract fees, Potential penalties…)
Hardware and other equipment purchases
Charges for use of shared or rented equipment
Supplies and required components
Software acquisition and licenses
Communications: Audio, Video, Computer networking
Services: Shipping costs, Duplicating, Printing, etc.
Travel expenses
Other direct expenses
Types of Cost Estimates
• Rough Order of Magnitude (ROM) estimates
– Made without any detailed engineering data
– May use past experience
– Accuracy ± (25-75)% within the scope of the project
• Plan (or budgetary) estimates
– Prepared from initial plans
– Based on WBS
– Accuracy ± (10-25)%
• Definitive (or detailed) estimates
– Prepared from well-defined engineering data, vendor quotes,
unit prices, etc.
– Based on analysis of specific WBS low-level activities
– Accuracy ± (5-10)%
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Determine Budget
“Aggregate the estimated costs of individual
activities to establish an authorized cost
baseline.” (PMBOK 7.2)
Sum all estimated costs required for each
project activity to determine the overall bottomup assessed cost of the project.
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Overall Project Budget
An overall bottom-up project budget
includes:
• Costs estimated for every defined project
activity
• Any additional direct expenses that will be
carried by the project (overhead, etc.)
• All management cost reserve or contingency
funding allocated to the project
For tracking and analysis, all costs may be
apportioned to lowest-level WBS activities.
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RACI for each team
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Planning – Workflow
Critical Path Method—CPM
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Critical Path Analysis
• The project critical path (or paths) is the longest,
and least flexible, path through the network.
• To determine:
• Calculate the early schedule using forward path analysis.
• Calculate the late schedule using backward path
analysis.
• The calculated difference between Late and Early
schedules = Float, or Slack.
• Non-critical tasks have a positive float, showing
flexibility.
• Critical tasks have no (or negative) float.
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Finish-to-Start Dependencies
The predecessor activity must completed before the
successor activity can begin. This is by far the most common
linkage type.
For example:
Install Electricity
Test Equipment
When linking activities, always check for activities in between
that you may have missed, and add them to the WBS.
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Start-to-Start Dependencies
Two (or more) activities in the project must start
simultaneously. For most projects, this dependency
type is not common.
For example:
Conduct test
Monitor test
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Finish-to-Finish Dependencies
The finish of one (or more) project activities is constrained by
the completion of another activity. Also relatively rare, but
occurs when activity deliverables need to be used or combined
promptly because they will change (cool, dry, harden, etc.).
For example:
Set the support posts
Pour the concrete
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Start-to-Finish Dependencies
This type of dependency is defined mostly for symmetry.
There are few, if any, cases best modeled using it in
typical projects.
For example:
Go live with new system
Operate the legacy system
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Dependency Leads and Lags
Leads provide overlap dependencies. Leads often occur
in “compressed” schedules.
Design Application
Lead = 2 weeks
Write Software
Lags are a delay in a dependency.
Paint the first coat
Lag = 1 day
Paint the second coat
Note: The visibility of logical work flow is concealed.
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CPM Example
Work Days
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Start
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End
Task A (5 days)
Task B (10 days)
Task C (5 days)
EF= 5
ES=1
Task A
DUR=5
FI= 0
5
LF=
1
LS=
EF=1
Start
FI= 0
DUR=0
1
LF= 1
LS=
ES=1
EF= 15
ES= 15
End
FI= 0
DUR=0
LS= 15
LF= 15
ES= 1
EF= 5
Task C
DUR=5
FI= 10
LF= 15
LS= 11
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EF=15
ES= 6
Task B
DUR=10 FI= 0
LF= 15
LS= 6
Project Planning (Finalization)
• Refine Schedule
• Consider Software Tools for Project
Management
• Analyze Constraints
• Optimize Plans
• Manage Risks
• Plan Quality and Plan Procurements
• Finalize Plans
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Refine Schedule
Revise schedules as needed to reflect reality:
• Document all holidays and paid time off.
• Integrate vacation plans.
• Adjust duration estimates to reflect staffing
capacity/availability and effort estimates.
• Note all significant non-project commitments.
• Document key project target dates.
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Software Tools for Project
Management
• PM computer tools can organize calendar
information:
• Holidays
• Vacations
• Other non-project factors
• Tools can provide both tabular resource reporting
and resource histogram analysis, for identifying
overcommitments and undercommitments.
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Computer Tool Considerations
• Select a tool that meets your needs without excessive
overhead or a steep learning curve.
• Coordinate tool selection with peers.
• Favor options with available training and mentors.
• No tool provides “artificial intelligence.”
• Date formats: On global projects, never use default
date formats. Select a display format that will be
unambiguous for everyone. (When you see “12/6,” is it
June 12, or December 6?)
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Optimize Plans
• Computer tools can help with ‘What if?”
• Make project changes you are empowered
to make.
• Seek guidance from project sponsor where
needed.
• Gain agreement and buy-in for revisions.
• Revise your plans.
• Document one or more project options.
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Manage Risks
Because projects are unique, all have risks.
PMBOK defines risk as: “An uncertain event or
condition that, if it occurs, has an effect on at least
one project objective.”
Basic project risk management requires:
• Identifying risks
• Prioritizing risks through qualitative analysis
• Responding to significant risks
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Identify Risks
Identify Risks: “Determine which risks may
affect the project and document their
characteristics.” (PMBOK 11.2)
Identify risks using:
• Project retrospective analyses/lessons learned
• Brainstorming with the project team
• Worst case estimates
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Example Project Risks
Schedule risks:
• Critical path activities with long durations
• Interfaces with other projects...
Resource risks:
• Loss of contributors with unique skills
• Work requiring remote (or unknown) resources...
Scope risks:
• Activities requiring new, untried processes
• Technical and performance challenges...
General risks:
• Communications problems
• Reorganizations, loss of sponsorship...
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Qualitative Risk Analysis
Perform Qualitative Risk Analysis:
“Prioritize risks for further analysis or action by
assessing and combining their probability of
occurrence and impact.” (PMBOK 11.3)
Develop a risk register (table listing risks and rick
parameters) to analyze each identified risk.
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Risk Probability
Risks are associated with uncertain, future
events.
• Estimates of probability (likelihood) are
between 0% and 100%.
• Probabilities may be assessed as
percentages or percentage ranges.
Qualitative probability ranges (such as
H/M/L) are generally sufficient for rankordering risks.
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Risk Impact
Impact estimates the consequences for your
project, should the risk occur.
• Impact may be assessed as ranges or categories of impact to
one or more project objective parameters, or as estimates of
time lost, money spent, extra effort, or other impact.
• Impact measures may have no upper bound.
Qualitative assessment based on defined
categories is generally sufficient for rankordering risks, such as:
• High: Threatening the project objective
• Medium: Requiring significant replanning
• Low: A nuisance
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Example Risk Register
Probability
(H/M/L)
Impact
(H/M/L)
Software expert unavailable
M
H
HM
Contractor Incompetent
M
M
M
Purchased component late
L
H
M
Software development too slow
L
M
ML
Test gear not available
L
L
L
Risks
Overall
Risk
“Overall Risk” combines the estimates for probability and
impact, and is used to rank order the risk register’s list.
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Plan Risk Responses
Plan Risk Responses: “Develop options and
actions to enhance opportunities and reduce
threats to project objectives.” (PMBOK 11.5)
• Select all significant risks on your prioritized risk
register (generally any with “medium” ratings).
• For each risk, isolate the root cause (or causes).
• Manage selected risks using the best available
strategy.
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Risk Responses
Brainstorm responses to risks, considering:
• Avoidance (Replan project to remove the risk)
• Mitigation (Revise plans to lower risk probability
and/or impact)
• Transfer (Shift all or part of risk impact to others)
• Acceptance (Leave plans unchanged, but
monitor the risk, and where appropriate,
establish contingency plans for recovery.)
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Project Risk Responses
• Identify specifics, not just general risks.
• List the “Top 10”—Keep risks visible.
• Document contingency plans.
• Assign triggers and owners.
• Plan responses to all big risks
and document all risks.
• Assess project size (effort months).
• Establish project contingency reserves, based on risk
(time and/or budget).
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Plan Quality
“Identify quality requirements and/or standards
for the project and product, and document how
the project will demonstrate compliance.”
(PMBOK 8.1)
Project quality management relates primarily to
scope and the project deliverable, but also involves
maintaining the processes you will use. Determine
how you will implement process monitoring and
continuous improvement, and how you will ensure
consistent and appropriate results.
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Plan Procurements
“Document project purchasing decisions, specify
the approach, and identify potential sellers.”
(PMBOK 12.1)
Not all projects involve contract labor, but if yours does,
determine how you will:
• Conduct procurements (Request and evaluate proposals,
Select sellers, and Finalize contracts)
• Administer procurements (Supervise contract staff, Control
changes, and Manage finances)
• Close procurements (Close contracts and Assess
Performance)
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Finalize Plans
Assemble planning information:
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WBS
Schedule
Cost estimates
Other plans
Review your overall plans with project team members
Test for confidence:
• Are your plans believable?
• Can you realistically meet your project objectives?
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PMI - PMP Certification
(application is $405 or $555)
Education
PM experience
PM Education
High School
5 years
7,500 hours
35 contact hours
4 Year college
3 years
4,500 hours
35 contact hours
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PMI Certification
• Other PMI certifications
• Work on your application even before
you are ready
• Track your experience and education
• Consider a “bootcamp” class to prepare
• Set a date and go for it
• Study tips
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Review Homework
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Reading
Individual Homework
Teamwork
Team Homework