Transcript Document

PROGRAM MANAGEMENT
“Minding Your P’s and Q’s!”
“There's never enough time to
do it right the first time but
there's always enough time to
go back and do it again”
and
P’s
Q’s
INTRODUCTION
Who am I?
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Project Management Professional (PMP)
Bell Laboratories (Lucent) –SW Developer and Project Manager
Areas of Expertise/Interest:
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Total Quality Management / Quality Information Process
Effective Meetings and Facilitation Skills.
- Risk Management
- Jump Start Team Building
Created / Led workshops in:
“Effective Meetings and Communication Skills” and “Learning by Doing-Leadership and
Teambuilding” at Women in Leadership’s International Conventions.
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“Communication and Facilitation Skills” at ProjectWorld2000 in Boston.
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Track Chair-“People Side of Project Management.” at LU’s Proj. Management Convention.
Degrees in Mathematics and Secondary Education from University of Rhode Island.
Board of Directors of Mass Bay PMI – VP of Professional Development and Director of
Education since 2002. (Non-Profit / Volunteer)
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Independent Project Management consultant and trainer.
Linda F.Desmond, PMP
7/21/2015
INTRODUCTION
Who am I?



Project Management Professional (PMP)
Bell Laboratories (Lucent) –SW Developer and Project Manager
Areas of Expertise/Interest:
–
–
•
- Risk Management
- Jump Start Team Building
Created / Led workshops in
•
•
•
3
Total Quality Management / Quality Information Process
Effective Meetings and Facilitation Skills.
“Effective Meetings and Communication Skills” and “Learning by Doing-Leadership and
Teambuilding” at Women in Leadership’s International Conventions.
“Communication and Facilitation Skills” at ProjectWorld2000 in Boston.
Track Chair-“People Side of Project Management.” at LU’s Proj. Management Convention.
•
Degrees in Mathematics and Secondary Education from University of Rhode Island.
•
Board of Directors of Mass Bay PMI – VP of Professional Development and Director of
•
Independent Project Management consultant and trainer
Education since 2002. (Non-Profit / Volunteer)
Linda F.Desmond, PMP
7/21/2015
INTRODUCTION
Today’s Topics
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Project Management-Why do it?
Minding your P’s and Q’s
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Summary of lessons learned
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Planning and Quality - Hand in Hand
Pees and Kews – Quality control
Pints and Quarts – Metrics
Pennies and Quarters – Cost control
Please and Thank Q’s – Teamwork and
Communication
What can the project manager learn from you? and you
from them?
Linda F.Desmond, PMP
7/21/2015
INTRODUCTION
Project Management-Why do it?
Project Management
Why do it?
(It’s your choice!)
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Linda F.Desmond, PMP
7/21/2015
Project Management? Why do it?
Just call 1-800-DENTIST
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To do or not to do – it is a strategic decision.
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It is a preventative/proactive approach vs. crisis
management.
Do you wait till you have a crisis/problem (Pain) or do
you plan/control (Flossing, Cleaning)?
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Linda F.Desmond, PMP
7/21/2015
Project Management? Why do it?
It’s all about Planning….not putting out fires
• The need for Project Management is becoming more
evident due to:
• Restructuring,
• Downsizing and
• Re-engineering
• Out-sourcing
• Being a successful project manager means practicing a
consistent approach to better ensure that a project is
completed:
• On time,
• Within budget, and
• With the promised customer quality.
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Linda F.Desmond, PMP
7/21/2015
Project Management? Why do it?
It’s all about Planning…Project Benefits
The TOP TEN Enhancements Due to Project Management*
• Schedule estimation / Planning
• Customer satisfaction
• Alignment to Strategic Business Goals
• Cost Estimating
• Time and Budget to Date
• Schedule Performance
• Quality
• Cost Performance
Project Manager
• Team building
• Communication
*Source: Value of Project Management in IT Organizations, Center for Business Practices, 2002
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Linda F.Desmond, PMP
7/21/2015
Project Management?
Management? Why
Why do
do it?
it?
Project
Why
Some
Improve
Industry
Communication
Statistics
Skills?
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Due to Planning and Communication Disconnects:
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31% of all projects are cancelled before completion
88% of all projects are over schedule, over budget or both
For Every 100 Projects Started:
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Average cost overrun is 189% of original estimate
Average time overrun is 222% of original estimate
(Source: CHAOS REPORT Standish Group International, Inc.-2002)
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Linda F.Desmond, PMP
7/21/2015
Project Management? Why do it?
Management Approaches
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Strategic Management – focuses on defining a
plan to achieve long range view in a proactive way.
(3 - 5 Year Plans)
Operations Management – ongoing focus on
maintaining day to day status quo in a proactive
way. (Manufacturing)
Crisis Management – focuses on fighting fires by
fixing something in a reactive way when something
breaks. (10-20 minute “projects”)
Linda F.Desmond, PMP
7/21/2015
Project Management? Why do it?
Management Approaches
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Project Management – Changes status quo in a
temporary proactive way which:
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Avoids reactive crisis by managing risk
Fulfills the strategic plan on an incremental basis
Improves day to day operations
 Program
Management
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Linda F.Desmond, PMP
7/21/2015
Today’s Topics
MINDING YOUR P’s and Q’s
Minding your P’s and Q’s
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Planning and Quality - Hand in Hand
Quality
Planning
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Planning
Quality
Linda F.Desmond, PMP
7/21/2015
IDIOM Definition #1
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Advice to a child:
Learn your Ps and Qs, was common about 1820 for children
learning the alphabet. (Like “Learn your abc’s” of today!)
Typesetters used blocks of type that were mirror images of the
letters, so it would be easy to mix up lowercase p and q. This
origin gives "mind your Ps and Qs" a connotation of careful
planning and paying sharp attention to quality.
Linda F.Desmond, PMP
7/21/2015
PLANNING and QUALITY
DEFINITION: What is Project Management?
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“The application of knowledge, skills, tools and
techniques to project activities to meet or
exceed stakeholders needs and expectations
by balancing competing demands among
Scope, Time, Cost, and Quality.”
Linda F.Desmond, PMP
7/21/2015
PLANNING and QUALITY
The Nature of Projects - Triple Constraint
Project Management Triangle (PLANNING) is
balancing the competing demands of Cost,
Time, Scope and QUALITY.
Q
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“If you don't attack
the risks, the risks
will attack you”
Scope
Linda F.Desmond, PMP
7/21/2015
PLANNING and QUALITY
The Nature of Projects - Triple Constraint
What happens when TIME is shortened?
More $$$$ are spent for the same Scope!
Scope may be reduced.
QUALITY may be impacted!
Q
Scope
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Linda F.Desmond, PMP
7/21/2015
PLANNING and QUALITY
The Nature of Projects - Triple Constraint
What happens when $$$$ are short?
Project may take longer
May have to reduce scope to finish on time
QUALITY may be impacted!
Q
Scope
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Linda F.Desmond, PMP
7/21/2015
PLANNING and QUALITY
The Nature of Projects-Who's whats and whens?
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WHAT? Robust Project Plan – PMI emphasis (21/39)
WHEN? Up Front!
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What does a Project Plan entail?
 Balance of Triple Constraints + Quality
 Common processes
 Formalized agreements(contracts) among stakeholders
 Quality Plan - so it won’t be crushed by the triple
constraints…..How will quality be measured? What are the
customer’s expectations?
Linda F.Desmond, PMP
7/21/2015
PLANNING and QUALITY
The Nature of Projects Whos whats and whens?
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WHO? – The project’s stakeholders
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Sponsor - Ultimate responsibility for ensuring project success.
Provides FINANCIAL resources.
Customers - Use the product and determine project output.
Performing Organization/Functional Managers –
Control and Contribute resources to the project.
Project Team Members – Handle specific project activities.
Project Manager – Plans, schedules, and budgets activities
and works with the team to carry out those activities.
(INCLUDING Contracts)
WHY? Teams don’t Plan to Fail, but often Fail to Plan.
Planning the single most important step you can take!
Linda F.Desmond, PMP
7/21/2015
PLANNING and QUALITY
The Nature of Project - Procurement/Contracts
Another planning component….
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Think of each contract as a separate project.
Each contract needs a plan, specifications, delivery
date, costs, risk analysis - everything you would do
for the whole project!
Plan how you will integrate each contract and
deliverables into the complete project plan.
Agreements should be FORMAL – in writing!
“A verbal contract isn't worth
the paper it's written on.”
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Linda F.Desmond, PMP
“What is not on paper
has not been said”
7/21/2015
PLANNING and QUALITY
PLANNING SUMMARY - CHECKLIST
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Develop an initial Project Plan
Create a Scope Statement
Develop a Work Breakdown
Structure (WBS)
Develop a project network
diagram (dependencies)
Develop activity duration
estimates
Determine Critical Path
Develop a Project schedule
Determine Resource
Requirements
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Linda F.Desmond, PMP
Estimate project costs and
establish a baseline
Create a Quality Management
Plan
Document roles, responsibilities
and reporting relationships
Assign Project Staff
Identify project risks and triggers,
perform risk analysis, and
develop a risk response plan.
Prepare for any procured work or
product
7/21/2015
PLANNING and QUALITY
Functions of the Project Manager
Functions of the Project Manager/Supply Chain Manager
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Planning, Scheduling and estimating
Performance, cost and trend analysis
Progress reporting
Maintaining client/consultant relations
Logistics management
Cost control
Procedure writing and administration
Interface management: identifying, documenting, scheduling,
communicating, teambuilding, and monitoring personnel,
organizational interfaces related to the project.
Integration of the efforts of project subsystems.
Linda F.Desmond, PMP
7/21/2015
PLANNING and QUALITY
The Lucky Project Manager
REMEMBER:
“There are no good project
managers - only lucky ones.”
“The more you plan the luckier
you get.”
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Linda F.Desmond, PMP
7/21/2015
Today’s Topics
MINDING YOUR P’s and Q’s
Minding your P’s and Q’s
- Planning and Quality - Hand in Hand
- Pees and Kews – Quality control
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Linda F.Desmond, PMP
7/21/2015
IDIOM Definition #2
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Seventeenth-century colloquial expression for
“prime quality”, P and Q, often written pee
and kew.
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“Bring me a bag of flour and a rasher of bacon,
and make sure it is Pee and Kew.”
Linda F.Desmond, PMP
7/21/2015
Quality Planning - What is Quality?
It’s what the Customer wants.
Project Management Triangle
(Planning) is a balance of the
competing demands of Cost,
Time, Scope and QUALITY.
CUSTOMER
SUPPLIER
(T + Q)
(Performing
Org.)
Q
(F + $)
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T=Time/Schedule
F=Feature/Scope
Q=Quality
$=Cost
Scope
Central Mass PMI Presentation, March 2003
Linda F.Desmond, PMP
7/21/2015
Quality Planning
Quality Management Plan
THE QUALITY MANAGEMENT PLAN
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Quality Roadmap. Plan Quality In – Be Proactive!
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Used to define, track and measure product/process quality goals
throughout the lifecycle.
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You must Enroll folks in building the quality plan. Don’t be the
Project Management Police! (not = PMP!)
Define Exit and Entry criteria between phases/links in the chain.
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Cost of Quality – total cost of all efforts to achieve acceptable level
of quality for the product or service. (Includes Scrap and Rework)
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BUILD the product right – process.
BUILD the right product – product (what the customer wants).
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Linda F.Desmond, PMP
7/21/2015
Quality Planning
CHECKLIST- The Quality Initiative
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Use a common quality policy across the project and supply chain.
Determine cost of quality trade-offs - what are your options.
Regularly conduct stakeholder analysis meetings to review quality
requirements and to ensure nothing has changed.
Conduct audits to detect quality errors as work results are produced.
“The bitterness of poor
quality last long after the
sweetness of making a
date is forgotten”
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Linda F.Desmond, PMP
7/21/2015
Today’s Topics
MINDING YOUR P’s and Q’s
Minding your P’s and Q’s
- Planning and Quality - Hand in Hand
- Pees and Kews – Quality control
- Pints and Quarts – Metrics
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Linda F.Desmond, PMP
7/21/2015
IDIOM Definition #3
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In old pubs where beer and ale was served in pints and
quarts, the barkeeper tracked patrons' drinking totals by
marking "P" for pints and "Q" for quarts on a chalkboard.
The sailors tab was sometimes paid directly out of their pay
by the ship's captain to assure the pub keeper of payment.
This created the opportunity for the pub keeper to charge for
a few extra pints and quarts. And in some cases the captain
was in on this little deception, and shared in the extra
payment.
Hence it was to the sailors best interest to keep count of the
pints and quarts and To mind his own Ps and Qs.
Linda F.Desmond, PMP
7/21/2015
CONTROLLING YOUR PROJECT
Control Project Quality (Improvement)
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Use the data collected from Audits to improve your processes.
Use Pareto diagrams to focus corrective actions on the problems
having the greatest overall effect on quality performance.
Identify ways to eliminate causes of unsatisfactory results to
minimize rework.
How will the work be performed? When?
How will it be measured?
Continue to monitor, measure, and adjust
quality throughout the life of the project and
the links of the supply chain.
Linda F.Desmond, PMP
7/21/2015
CONTROLLING YOUR PROJECT
Project Quality Improvement/Metrics
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Linda F.Desmond, PMP
7/21/2015
Today’s Topics
MINDING YOUR P’s and Q’s
Minding your P’s and Q’s
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Planning and Quality - Hand in Hand
Pees and Kews – Quality control
Pints and Quarts – Metrics
Pennies and Quarters – Cost control
Linda F.Desmond, PMP
7/21/2015
IDIOM Definition #4
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Mind your Pennies and Quarters
Linda F.Desmond, PMP
7/21/2015
CONTROLLING YOUR PROJECT
Control Project Costs/Schedule
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Streamline processes to save $$$$.
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Develop and implement a change control system and
identify a cross-functional team to evaluate the changes.
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Use performance measurement techniques to monitor,
compare and analyze the actual to planned performance.
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Identify corrective actions needed to bring expected future
performance in line with planned performance.
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Revise cost, schedule, or quality baselines to reflect
changes, if necessary.
Linda F.Desmond, PMP
7/21/2015
Today’s Topics
MINDING YOUR P’s and Q’s
Minding your P’s and Q’s
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36
Planning and Quality - Hand in Hand
Pees and Kews – Quality control
Pints and Quarts – Metrics
Pennies and Quarters – Cost control
Please and Thank Q’s – Teamwork and
Communication
Linda F.Desmond, PMP
7/21/2015
IDIOM Definition #5
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This idiom was first cited by the Oxford English
Dictionary in 1779 with the meaning of: Watch
your step and be polite.
It was used for children as in “Mind your P’s
and Q’s” to mean: behave properly, watch your
step, mind your manners, and remember to
use your “Pleases and Thank Yous.”
Linda F.Desmond, PMP
7/21/2015
COMMUNICATION / TEAMWORK
“Linking Your P’s and Q’s!”
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Linda F.Desmond, PMP
7/21/2015
COMMUNICATION / TEAMWORK
How Important is Good Communication?
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Miscommunication is costly – distortion up to 80%Remember the “Telephone Talk” game?
Downsizing increases stress and impacts communication
skills. (Cell Phones-24 hour coverage!)
How much time does a project manager spend
communicating? So how important is communication?
Linda F.Desmond, PMP
7/21/2015
COMMUNICATION / TEAMWORK
“Linking Your P’s and Q’s!”
• Hold Status meetings: Regularly-scheduled
forums held to exchange information concerning the
state or condition of the project.
• Have a Project Management Information
System (PMIS) : A tool used by the project team to
gather, analyze, communicate, and store project
information – various views visible to the whole team /
customers / stakeholders.
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Linda F.Desmond, PMP
7/21/2015
COMMUNICATION / TEAMWORK
Develop the Project Team
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Talk with each team member to clarify goals.
Create effective communication channels. Be available
Recognize the project team’s current stage of development
and be proactive in making the team as productive as
possible.
Develop and implement a formal reward and recognition
system tied to performance. Celebrate Milestones!
Provide appropriate training to help team members gain new
or enhanced skills.
Linda F.Desmond, PMP
7/21/2015
COMMUNICATION / TEAMWORK
Develop the Project Team
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Hold a Kickoff Meeting!
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Get team members to know one another
Establish working relationships and communication lines
Set team goals and objectives
Review project plans
Review project status
Identify problem areas
Establish individual and group responsibilities an accountabilities
Obtain individual and group commitments.
Linda F.Desmond, PMP
7/21/2015
Information Distribution (Communications)
Distribute Project Information
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Create and distribute project information based on a
communications management plan.
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Use effective communication skills to exchange information.
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Use an information retrieval system to provide stakeholders
access to project information.
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Select the appropriate information distribution method for
distributing project information.
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Monitor the communications system for feedback to ensure
messages are getting through as planned.
Linda F.Desmond, PMP
7/21/2015
COMMUNICATION / TEAMWORK
Some days there are no “Thank Q’s!”
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Linda F.Desmond, PMP
7/21/2015
Today’s Topics
Summary of Lessons Learned
Summary of lessons learned
What can the
project manager
learn from you?
and you from them?
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Linda F.Desmond, PMP
7/21/2015
Mind Your
Linking Planning and Quality
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Linda F.Desmond, PMP
T
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7/21/2015
Mind Your
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Mind your own business
PROACTIVE not Negative! Take Control!
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Plan (project and quality)
Control Triple Constraint
Communicate
Build Teams
Formalize Decisions / Agreements
Conduct a Retrospective
Linda F.Desmond, PMP
7/21/2015
Mind Your
Pavlovian Reflex
Next time you hear “Mind your P’s and Q’s”
Planning
 Communication
Quality
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Linda F.Desmond, PMP
7/21/2015
Mind Your
THE END
Thank You!
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Linda F.Desmond, PMP
7/21/2015
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Linda F.Desmond, PMP
7/21/2015
IPECC FYI only
Managing a PROJECT?
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Initiating a Project/Contract (I)
- Defining the need for the project, and obtaining commitment to
move forward
- Choosing a project/program manager
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Planning Your Work (P)
- Developing a strategy for how to accomplish the work in the project
- Developing Project Schedules, Cost Estimates, and Budgets
- Planning Project Quality, Staffing, and Communications
- Analyzing Risks and Planning Risk Response
- Planning Project Procurement
Linda F.Desmond, PMP
7/21/2015
IPECC FYI only
What are the stages of a PROJECT?
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Executing the Plan/Contracts (E)
- Carrying out the strategy for the project or phase.
- Building the team / Communicating
- Spending most of the $$$$$$
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Controlling the Project/Contracts (C)
- Checking and measuring that required progress is being made
- Taking any corrective action needed to get back on track
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Closing the Project/Contacts (C)
- Handing off the project and gaining formal acceptance
- Tying up administrative loose ends (contract closings)
- Documenting, Project Retrospectives, Lessons Learned
Linda F.Desmond, PMP
7/21/2015