Transcript                Class 5 PowerPoint

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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Review
Individual Homework
Websites and Templates
Share with the class what websites and
templates you found that would be useful
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Review
• Why set up change control at the beginning
of a project?
• What is the change control group called?
• Changes may be
– Rejected, accepted, accepted with
modification, deferred
• How do you communicate these decisions?
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Project Reporting and
Communication
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Report Performance
Distribute Information
Manage Project Team
Manage Stakeholder Expectations
Conduct Project Reviews
Report Performance
“Collect and distribute performance
information, including status reports, progress
measurements, and forecasts.” (PMBOK 10.5)
• Prepare reports and presentations as
required throughout your project.
• Confine formal reporting to factual “hard
data.”
• Include “soft data” rarely, and with care.
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Written Reports
One extreme:
“Need to know:”
• No information
• No motivation
• Creates chaos
Another extreme:
Everything you know:
• Information overload
• No one reads it all
• Creates chaos
It’s best to seek the middle:
• Start with a summary
• Keep reporting brief
• Tell the truth
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Reporting Types
• Text and data-oriented for your project team and
others needing detail.
• Analysis and graphical reports for sponsors,
managers, and high-level stakeholders.
• For all reports, begin with a summary. Include
additional data in order of descending value
• Generally, customize project reports by cutting, not
rewriting.
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Distribute Information
“Make relevant information available to project
stakeholders as planned.” (PMBOK10.3)
Communicate effectively:
• Hold efficient meetings.
• Use informal communications.
• Maintain an information archive as part of
your PMIS.
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Not Efficient Meetings
Most of us have complained about meetings
What makes meetings worthless or a waste of time
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Efficient Meetings
• Always use an agenda. At project status meetings,
limit discussion to project status.
• Start on time. End on time (or early).
• Invite people who need to participate, and get their
commitment to attend.
• Record what happens during meetings, and
distribute minutes.
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Meeting Options
• Face-to-face.
• Teleconferencing for voice-based meetings
• Videoconferencing for full-motion image,
graphics, and voice-based communicating.
• Internet networking
Use the best available meeting options and
technologies. Rotate times when necessary to
share the pain among all participants.
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Meeting Options
• How can you contribute to make a
successful meeting?
• How can you fix meeting if you are or are not
the Meeting Leader?
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The Elevator Speech
• Short speech you are ready to give
• Goal is to communicate something important
and influence someone
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Informal Communication
• Manage by wandering around (MBWA).
• Build trust and relationships through
conversations. Telephone or drop by “just to
talk.”
• Encourage team interaction and fun.
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Archive Project Information
Throughout your project, collect:
• Project charter and definition documents
• Project plans, charts, and diagrams
• Status reports, change and issue logs, project
messages, and presentations
Provide current information for the project
team in your PMIS, online whenever possible.
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Manage Project Team
“Track team member performance, providing
feedback, resolving issues, and managing
changes to optimize project performance.”
(PMBOK 9.4)
Throughout the project:
• Build teamwork
• Develop contributors
• Track and address performance issues
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Build Project Teamwork
Team-Development Model—Dr. Bruce Tuckman
• Forming: Team initiates with few relationships and
is merely a “list of names” on the project roster.
• Storming: Conflicts may arise as contributors
(including the project leader) struggle for position.
• Norming: Roles and responsibilities are defined
and accepted.
• Performing: Mutual trust builds respect and strong
relationships enable project progress.
• (Adjourning: Team disbands at project end.)
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Develop Project Contributors
Review your responsibility analysis and
resource assignment matrix for gaps and
problems.
• Develop plans for training to meet skills
requirements.
• Identify mentoring opportunities within your
team.
• Use leaning opportunities to build teamwork
and contributor motivation.
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Manage Performance Issues
When collecting status and noting variances,
follow up with all owners responsible for
significant activity slippage. Discuss:
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Responsibilities of accountable activity owners
Root cause(s) for the delay or excessive cost
Potential options for resolution
Plans for corrective action and commitment to
next steps
• Escalation (when required, or in response to
persistent problems)
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Manage Stakeholder Expectations
“Communicate and work with stakeholders to
meet their needs and address issues as they
occur.” (PMBOK 10.4)
For key stakeholders, periodically:
• Revalidate project objectives and expectations.
• Meet to discuss and validate the effectiveness
of your reporting.
• Probe for changes and evolving needs.
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Conduct Project Reviews
For projects longer than about six months:
• Examine plans and other data about twice per
year
• Take a longer view
• Revalidate the project
• Motivate the team
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Schedule Reviews
Conduct a project review:
• At life cycle checkpoints, phase gates, major
milestones, or completion of a development
iteration
• Following a significant project change or
baseline reset
• When key team members leave
• After business reorganization
• At least every three to six months
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Purpose of a Review
Periodic ‘maintenance’ for lengthy projects:
• Look forward in the project.
• Identify new risks and overlooked activities.
• Detect changes.
• Recognize contributions.
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Review the Project
Allocate time for review.
Assemble the project team.
Prepare and use an agenda.
• Plan and analyze future work
• Update decisions
• Improve processes
• Revalidate assumptions
Capture decisions and action items in writing.
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Follow-up and Project Adjustments
After each review:
• Document the results.
• Apply your change management process.
• Present findings and make recommendations to
your project sponsor and key stakeholders.
• Revisit the project baseline, if necessary.
• Update project plans.
• Thank and reward your team members
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Quiz
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Team Homework
• Review goals for presentations
• Teams begin to prepare for
presentations
• Send me your PowerPoint early if you
want feedback before you turn in final
version.
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Project Closure
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Close Project
Verify Scope
Assess Lessons Learned
Present Final Projects
Close Project (or Phase)
Finalize all activities across all the project
management process groups to formally
complete the project or phase. (PMBOK 4.6)
• Verify scope and obtain project sign-off.
• Recognize accomplishments.
• Send a final project report to communicate that the
project is done.
• Assess Lessons Learned.
• Archive project data.
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Verify Scope
Formalize acceptance of the completed project
deliverables. (PMBOK 5.4)
Although scope verification is done at the end of a
project (or phase/iteration), success depends on
earlier work. As you approach completion, validate:
• Requirements for each project deliverable
• Tests and acceptance criteria
• Who will be responsible for evaluating results
and formally accepting project deliverables
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Obtain Project Sign-off
Within your team, verify that all project deliverables at
least meet all agreed-upon acceptance criteria.
Present your project results to the individual
stakeholders who will evaluate them, and request
formal sign-off.
If there are issues, work to resolve them promptly,
through:
• Fixing the problems
• Negotiating scope changes consistent with delivered results
(If issues persist, propose project baseline changes for
additional effort or budget needed to obtain sign-off.)
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Recognize Accomplishments
• Thank project team members in person, or at least
in writing, for their contributions to the project’s
success.
• Praise people publicly (as culturally appropriate).
• Reward people using available recognition
programs.
• Celebrate success. Schedule similar events for
global teams
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Send a Final Project Report
A final project report is similar to a typical
status report, with particular attention to:
• Project completion and success.
• Significant results.
• Recognition for the work done by specific
contributors.
• Final project statistics and other metrics.
Let people know you are done!
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Assess Lessons Learned
• Prepare for a post-project retrospective analysis
meeting.
• Capture key project learnings from all
contributors.
• Document your findings and follow up on
recommendations.
• 2 types, + and -, do more, do less, do same.
• Also consider lessons learned early in a project
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Lessons Learned Exercise
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Prepare for Retrospective Analysis
• Schedule a meeting with your team to
capture lessons learned, face-to-face if
possible.
• Set an agenda in advance. Strive to:
• Allocate sufficient time to discuss the project.
• Include all aspects and phases of the project.
• End with final thoughts.
• Distribute the agenda and encourage
participants to prepare thoughts in advance.
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Capture Key Project Learnings
• Ensure that needed project data is
available.
• List positive results first.
• Then, list desirable changes (not
“negatives”).
• Focus on processes, avoid blamestorming.”
• Select a small number of items for attention
and formulate recommendations.
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Document and Follow Up
• Document your lessons learned.
• Share your findings and recommendations
with your peers, sponsor and
stakeholders.
• Commit resources to improvement. (Plan Do - Check – Act)
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Archive Project Data
At project end, collect and save in your PMIS:
• Project plans, presentations, and
documents
• Status reports, metrics, logs, and charts
• Significant project communications
• Final test results and project reports
• Sign-offs and approvals
• Lessons learned
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Prep for Final
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Review Homework
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Reading
Individual Homework
Teamwork
Team Homework