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Project Project Management - 101Management - 101
Tools & TechniquesTools & Techniques
forfor
Project CoordinatorsProject Coordinators
SS PP
Introductions & Expectations
Steven J. Chihos, PMP
theBigRocks, LLC
… and our expectations:
Pat Yankowich, PMP
Sirius PM, LLC
2
SS PP
…here’s the pitch:
This Workshop is designed to help you apply basic rigor to defining &
managing your “projects”.
… It’s NOT to “certify” you as a Project Manager
We’ll introduce basic project management terms, processes &
techniques so Project Coordinators can use them to improve the results of your
project-based work.
3
SS
It’s hard to manage or measure the results of something you can’t
describe.
Housekeeping
• Silence cell phones• Take emergency calls outside• No multi-tasking (email, office work,
video games, etc.)
• No sidebars• Full Attendance = Full Credit• Fully participate• Ask questions as we go• Breaks as needed + Lunch provided• Parking Lot + Buzzwords
4
Exercise:
JugglingYour
Regular Work
AB
Step
1
Exercise:
JugglingAdditional
Work
Step
2
AB
Exercise:
Jugglingthe Work of a Team
Step
3
AB
Exercise:
Jugglingit all
in Real TimeStep
4
AB
What Can We Learn?
9
• The role of “Project The role of “Project Coordinator” may or may Coordinator” may or may not be a natural fit for not be a natural fit for everyone.everyone.
• Projects almost always Projects almost always involve “additional duty”.involve “additional duty”.
• Regular work doesn’t Regular work doesn’t typically take a holiday typically take a holiday just because you are just because you are asked to coordinate a asked to coordinate a project.project.
• The best way to improve The best way to improve this skill is through this skill is through practice. practice.
Overview
theBigRocks of Project Management
theBigRocks of Project Management ©
&“Can We? - Should We? - Will We? - Are We? - Did We?”©
&theBigRocks of Change©
and the other intellectual property herein is© 2006-2013 Steven J. Chihos and theBigRocks, LLC
All Rights Reserved - Please do not copy.
CanCanWe?We?
©
ShouldShould
We?We?©WillWill
We?We?©
AreAreWe?We?
©DidDidWe?We?
©
10
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Buzzword Check: “Project”
What makes something a project?
A Formal Definition: “A project is a temporary endeavor with a defined
beginning and end (usually time-constrained, and often constrained by funding or deliverables), undertaken to meet unique goals and objectives, typically to bring about beneficial change or added value.”
…OBTW: Let’s collect buzzwords as we go…
CanCanWe?We?
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Your Project
List a “project” you are (or will be) a part of:
-------------------------------------------------------------------------
We’ll use your project to put each PM concept into context.
Discuss: “All projects are work. – But not all work is a project.”
CanCanWe?We?
12
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Project Manager & Project Coordinator
What makes someone a “project manager”?- Anyone with overall responsibility for coordinating a
project
What do “project managers” actually do?
What’s the difference between a PM & a Project Coordinator? CanCan
We?We?13
SS
PP
PMI & PMBOK• PMI: The Project Management Institute is a
global organization that addresses the need for project management and the needs of professional project managers.
• PMP – “Project Management Professional” is the world’s most widely-recognized PM credential.
• PMBOK – The “PM Body of Knowledge” is considered a standard for project management best practices and universal PM processes. It is regularly updated and serves as the basis for PMP credential testing.
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The PMBOK Process
Initiate
Close
Control
Plan
Execute
Once
1 or moreiterations
Once
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• Initiate– Establish project goals, limits &
commitments. • Plan
– Formally account for project scope, activities, budget, resources, schedules & milestones.
• Execute– Lead the team through the project
lifecycle.• Control
– Monitor performance & adjust as needed.• Close
– Formally measure project results, release resources and end the project
The PMBOK Process
This workshop is based on
PMBOK Concepts
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Mapping to the PMBOK
CanCanWe?We?
©
ShouldShould
We?We?©WillWill
We?We?©
AreAreWe?We?
©DidDidWe?We?
©
Initiate Plan Execute Close
This workshop will reference many PMBOK
Concepts
Control
17
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Many concepts refer to the PM role –
Coordinators will do less of this “up front”
documentation
theBigRocks of Project Management©
1. Project Charter/Summary
2. Scope, Goals & Objectives
3. Alignment
4. Risk & Issue Management
5. Documented Project Plans
6. Project Communication
7. Activity Management
8. Track & Control
9. Change Management
10. Verifying Results18
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“Plan the Work” “Work the Plan”
AM PM
Big Rock #1: Project Charter/Summary
A Project Charter or Summary is a high-level document created before a project is fully engaged that answers several fundamental questions.
A charter is not a plan. (…yet)
But the answers provided in the charter or project summary drive the planning, staffing, scheduling and execution of detailed project activities.
CanCanWe?We?
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8 Clarifying QuestionsAnswers: (in Project Management
Terms)
1. What?
2. What Not?
4. How?
5. Who?
6. Where?
7. When?8. With
What?
Scope, Goals, Objectives, Success Measures
Priorities, Out-of-Scope Boundaries
Rationale, Business Case, ROI, Motivation
Resources & Budgets
Schedule, Milestones
Locations, Organizational Scope
People, Team Structures, Relationships
Processes, Methods and Techniques
3. Why?
CanCanWe?We?
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Charter Starter Exercise
What will your project accomplish?What?What
Not?
How?
Who?
Why?
Provide your initial answers to these questions:
SS
What’s “out of scope”?
What’s the rationale?
Describe the overall approach
you’ll take.What roles need to be established?
22
A.R.C.I. Model for Team Involvement
– Accountable
– Responsible
– Consulted
– InformedII
AA
R
CC
“The buck stops here”
“Worker - The Doer”
“Involved – Has Input”
“Aware - Kept in the picture”
SS PP
Charter Starter Exercise
What will your project accomplish?What?What
Not?
How?
Who?
Where?
When?With What?
Why?
Provide your initial answers to these questions:
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What’s “out of scope”?
What’s the rationale?
Describe the overall approach
you’ll take.What roles need to be established?
What locations/departments will be
impacted?Provide a rough schedule for the
work.What resources will be critical?
Big Rock #2: Clear Goals & Objectives
Can this goal/objective be measured?
How can we quantify results?
Who should measure it? Consider counts, ratios, trends, increase/decrease, %’s, etc.
What metrics will operational management expect us to measure?
What organizational objectives and performance measures will this support?
What’s important to the customers?
Can we measure “as we go” or must we wait until it’s all done to measure?
Exercise: list 2 measureable
objectives for your project.
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Be SMART: Define your objectives to be: Specific, Measureable, Actionable, Realistic & Time-Based
Clear, documented Goals & Objectives will keep the project focused on results.
Big Rock #3: Alignment• “Get on the same page”
– Fit to Strategy & Clear expected outcomes– Congruence of goals and priorities– Shared expectations = “reduced drag ”
• What happens if we are not aligned on the items below?
– Scope (In and Out)– Time Expectation– Desired Outcomes– Responsibility– Resources
– Rationale / ”Business Case”– Delivery Processes– Structure and Roles– Success Criteria– Scope Management Process
ShouldShould
We?We?©
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Alignment: Involve Key Roles
Exercise: List some
people who need to be
aligned regarding your
project.
• Sponsor(s)• Project Coordinator / PM• Process Owners• Staff• External vendors• Internal support staff• Customers• Peer Stakeholders• Think: “Up – Out –
Down”
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Exercise
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Big Rock #4 Assess Risks & Issues
Establish a baseline of risks and issues that need to be accounted for as the project unfolds:
1. Brainstorm the biggest challenges and current issues your project will face:
2. Use the SWOT method to consider things that work in your favor and things that work against your chances of success. Consider things that you can control and things you cannot.
3. Document your risks and issues at the start of the project.
• Track risks and issues as you address them… (not all need action, some cannot be ignored) … add new ones as needed.
28
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Exercise: Identify Project Risks
ShouldShould
We?We?©List a few risks your project will need to account for. 29
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Strengths Weaknesses
What positive characteristics, resources, or
capabilities do we have that can be
leveraged to achieve our goals?
What weaknesses do we have as a team that
need to be addressed in order to be successful?
Opportunities
Threats
What opportunities exist beyond our walls that
could be taken advantage of as we strive to reach our
goals?
What threats exist that are beyond our control
that need to be accounted for as we pursue our goals?
Use techniques
like brainstorming
and the SWOT
technique to uncover risks.
Tracking Risks & Issues
• PM’s use detailed tools like websites and tables to track risks.
• Coordinators should check with their Sponsor(s) to verify what level of risk tracking & reporting is needed.
• A good general approach to take is to:– Consider the potential impact and likelihood of the risk/issue.– Identify potential avoidance/mitigation plans.– Report the status of high priority risks as a part of your
regular status reporting process. (dashboard, agendas, etc.)
ID # Risk/Issue Severity of Impact
Likelihood Owner Status Notes
1 Hardware is late High Low Bob Monitoring Contract signed 7/2/11
2 Data is not clean enough for export
Med High Mary Plan in Place Blah, blah
3 etc. etc. etc. etc. etc. etc.
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PP
Exercise Time!
• Put your puzzle together as a team.
• No talking!!!
• You have 5 minutes.
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So What Did We Learn?
• Does it help to have a plan?
• How does communication impact your success?
• Does it help to have “all the pieces?”
• What if someone hands you a few “extra pieces”?
• What if you’re handed pieces of someone else’s puzzle?
• What other challenges did you have?WillWill
We?We?©
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Big Rock #5: Project Planning
What is it?Project planning, work breakdown, scope
management, “critical path”, resource leveling… and a lot more buzzwords you will soon have decoded
How do we do it?Work with your team using simple versions of some
classic Project Management techniques to create your plan.
Why is it needed?The more up-front involvement you have in setting
expectations, and the more discipline you apply, the better your chances of creating a realistic plan that the team can deliver to.
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PP
Define & Document an Overall Project Plan
a. Brainstorm activities, deliverables and outcomes.
b. Use a Work Breakdown Structure to decompose the work.
c. Estimate how long each activity should take.
d. Sequence the activities where it makes sense.
e. Add resources and “level” the plan.
f. Look for a “critical path”.
g. Optimize the schedule by shifting activities and resources.
h. Review the project plan & Gantt Chart with stakeholders.
i. Prepare to track your actual progress -v- the plan
j. Adjust your plan as reality unfolds.
Estimate
Sequence
Resources
Critical Path
Optimize
Review
Track
Adjust
WBS
Brainstorm
WillWill
We?We?©
34
PP
5a - Brainstorm• Identify the broad areas of work that will be
needed to achieve the desired project results• Consider:
– Obvious activities– Deliverables that need to be created– Risks that need to be mitigated or avoided– Constraints that need to be handled
• Options for brainstorming work:– Functional– Geographical– Process– Other?
35
PP
Exercise: Exercise: Brainstorm a Brainstorm a few activities few activities
for your for your project.project.
5b - Work Breakdown Structure (WBS)
• Break the big chunks into a hierarchy of smaller work activities
• WBS = an initial, formal definition of activities needed to deliver the scope – so we can manage it and deal with scope changes if necessary.
• Key: define everything in terms of work and activities. Think in terms of:– Work: Use verbs. – Size: How big or complex is that activity? – Resources: Who might do the work?– Deliverables/Outcomes: How will we measure success?– Flow: What might be done sequentially or concurrently?
* Pick a “big” activity from your project & break it down. *
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PP
Estimate This!• I’ll list 5 activities & you estimate how long it would
take to do each one – then we’ll compare results:– Put the kids to bed– Drive to Joplin, MO– Unload the dishwasher– Pay off a house– Get ready for work
• Debrief:– 2 forms of measuring “accuracy” when estimating:
discrete amount of deviation and deviation as a %.– How critical is it that we agree on the definition of the
activity itself when we estimate? That’s the risk of assumption!
– How much better were estimates with input?
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5c - Estimate• What to estimate
– Elapsed time (duration)– Effort (by a person or team)
• How to estimate:– Analogous (past experience with similar work)– Parametric (inventory-based)– Delphi Technique (multiple opinions)– PERT: Average of (Best Case + Worst Case +
Most Likely)
• A good rule of thumb is to use “days” as the unit of effort – then account for part-time roles by adjusting durations.
WillWill
We?We?©
Exercise: Pick a few items from your WBS & estimate their effort and duration. 38
PP
De-Brief:Did we miss any steps? Do we need all these steps?
Can anything be done “in parallel”?Can we speed up this sequence?
Exercise: Sequence This!
A. Butter the bagel.B. Eat the bagel!C. Take out the trash.D. Enjoy the aroma as it
toasts.E. Read the newspaper.F. Pour a glass of milk or
juice.G. Get bagel from cupboard.H. Get out the toaster.I. Add jelly or cream cheese.J. Cut the bagel in half.K. Get a plate.
SS
5d - Sequence
• Once all activities are discovered and independently estimated, sequencing involves stringing them together into a flow – or multiple flows - based on a necessary logical order of execution.
• This graphical representation of the activity flow is called a “network diagram”.
40
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Sequencing Your Real Life Example
• String together your activities & sub-activities– Make note of dependencies & potential
milestones– Watch for “predecessors” & “successors”– Consider “finish-to-start” relationships &
others– Make note to independent activities &
potentially parallel workflows – you may have as many or as few flows as you think makes sense.
Pick a few items from your WBS & place them in a logical sequence. 41
PP
5e - Resources• Resource Balancing
– How much work does a given resource have “loaded” in a given period of time?
– What can be done to “spread the load”?
– Review the sequence of activities & spread out durations as needed to level the effort load.
– Consider physical resources as well – especially timing & availability constraints.
• Human Resources– Roles: Who does what– Skills inventory– “Bandwidth”
• Physical Resources– Money – Equipment– Space/Facilities– Materials/Supplies– Connectivity/Systems– Information/Access– What else?
* Identify some of the resources you will need on your project. *
42
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5f - Critical Path• A resource-leveled sequence of
dependent activities can only be accomplished as quickly as the longest route through the network diagram will allow.
• This route is called the “critical path”.
43
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Example: Critical Path
Start Finish
Activity A (14)
Activity B (5)
Activity C (2)
Activity D (13)
Activity E (12)
Activity F (11)
Activity G (21)
Activity Path Total DurationA -> B -> C 21 A -> D -> E 39 * Critical PathF -> D -> E 36F -> G 32
Activity B starting up to 18 days late has no effect on the finish date
Can you see the “critical path” on this project?Can you see it on your project? Why is it important?
*44
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5g - Optimize
How can we shorten the critical path and complete your project sooner?
1.Add Resources: Consider adding resources to activities on the critical path. 2.Raise Productivity: (aka: “work smarter”) Look for ways to shorten the duration of some critical path activities through the use of enhanced techniques or productivity tools.3.Overtime: (aka: “work harder”) Extend the effort expected per day/week from resources working on critical path activities.
Discussion: What factors may limit the effectiveness of each approach?
45
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• Project Coordinators: Discuss with your Sponsor how they’d like you to document your project schedule.
• Verify the documented schedule with key stakeholders before committing to dates and deliverables.
• PM’s use a Gantt chart to show activities as bars on a calendar with “milestones”. You might use a list, a calendar, spreadsheet, etc.
Sharing the ScheduleStart
End
46
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5h - Review• What?
– Schedules– Resource
commitments– Milestones– Deliverable/Outcome
expectations
• When?– Full review just prior
to project launch.– Have key contributors
review drafts or portions of the plan earlier.
• Who?– Sponsors– Team members – Key stakeholders
with responsibilities or expectations for deliverables & outcomes
• How?– Walk-through– Individual or small
groups– Consider iterative
reviews
WillWill
We?We?©
* List a few people who should review your project plan. *
47
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5i – Plan to Track• What will your Sponsor want you to track?
– Progress -v- Schedule – Resource levels and overload/availability for key
people– Milestone achievements– Risks and issues (what’s the difference?)
• How & When will your Sponsor want updates?– Common practice: Weekly cycle of status reporting
within the team and bi-weekly or monthly summary with Sponsors
– Discuss how to communicate situations where you might need the Sponsor’s help. (aka: “escalations”)
AreAreWe?We?
©
48
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Use the Triple Constraint to Adjust
• Lever-1: Cost– Add or move resources.
• Lever-2: Schedule– Change dates for expected
completion of milestones/activities.
• Lever-3: Scope & Quality – Adjust expectations for
Scope or Quality of Deliverables.
* Consider how much flexibility you will have in these 3 areas. *
49
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Exercise:
JugglingAdditional
Work
Step
2
AB
Morning Wrap-Up• This Morning:
– “Plan the Work”
• Plus/Delta– What worked well?– What can we do to improve?
• This Afternoon: – “Work the Plan”
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