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76 Cards in this Set
- Front
- Back
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Project challenges |
Uncharted territory Multiple Expectations Communication obstacles |
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Trends in project management |
Managing vendors Facilitating a selection process Change agent |
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Project management roles |
Planner Organizer Point man |
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Key Skills of project manager |
Project management fundamentals Business management skills Technical Knowledge |
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Qualities of successful project managers |
Excel in at least two of the five categories Avoid the common mistakes Brings a mindset and approach to project management that is best characterized by one or more of following qualities Takes ownership Savvy Intensity with a smile |
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Common Mistakes |
Not clear on how to align project with organizational objectives Not managing stakeholder expectations Not gaining agreement and buy in from stakeholders |
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Setting the stage |
Why are we doing this (purpose) What organizational level goals does this project support (goals and objectives) How does this project fit with the other projects that are going on (scope, context, dependencies) |
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Project definition document |
Purpose Goals and objectives Success criteria |
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Additional elements |
Alternative project approaches Organizational change issues Policies and standards |
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Project Plan
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All-encompassing planning document used as basis for execution and control
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Project schedule |
Shows when the work will be done and by whom Drives project execution |
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Work Plan |
A generic term used to refer to either of the other three |
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WBS |
WBS Hierarchical representation of work to be performed. |
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Project Schedule vs WBS |
Task dependencies: WBS does not show them vs project schedule does Scheduled tasks: WBS does not show when tasks occur vs project schedule shows start and end dates for each task Task assignments: WBS does not show who is assigned to an individual task vs project schedule does |
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WBS accomplishes |
Manage the pieces of work Better work definition, fewer changes Better estimates, better planning |
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Guidelines for effective WBS |
All the work of the project is included in the WBS The WBS should be deliverable focused All Deliverables are explicit in the WBS |
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The project schedule reflects |
Work Breakdown Structure (WBS) Resource Plan Work Estimates |
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Project Schedule importance |
Drives project budget Drives resource schedule Essential for managing expectations |
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Project schedule criteria |
Complete Realistic Accepted |
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Inputs for building a schedule |
WBS Effort estimates Task relationships |
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Creating a schedule |
Identify the work tasks (WBS) Estimate the effort for each work task Determine task relationships (netwrok Diagram) |
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Logical sequencing |
For each task, what other tasks must be completed first? For the project, what tasks could be done at the same time. For the project, where are your eternal dependencies? What tasks need an external event or task to complete, before it can start. |
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Scheduling software |
Critical path analysis Project and resource calendars Schedule calculation |
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Initial schedule keys |
Use scheduling software and be properly trained in how to use it |
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Resource over-allocation responses |
Utilize other resources Assign one or more of the affected tasks to an available resource Establish a predecessor relationship If joe is the one who must perform each task, make the start of one task dependent on the finish of the others Modify the priority level of one or more of the tasks and let the software perform its resource leveling function |
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Proper use of calendars |
Verify the following Are non-working days accounted for? Are the number of work hours per day consistent with the organization’s expectation? Are eight hours of productivity per day assumed or something different?For part-time resources or resources with special work schedules, are individual calendars assigned to them that reflect this reality? |
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Critical path composition |
If you can reduce this critical path (or change it), you might be able to complete the project sooner Any slippage in the completion of a critical path task pushes out the completion date for the entire project. |
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Walk through the schedule |
Review with project team Quality review Review with project stakeholders |
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Projects without budgets do these two things |
Do it anyway Follow the money |
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Project budget is important |
Planning validator Performance measurement Managing expectations |
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Guiding principles |
Iterative process Total lifecycle Time-phased |
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Cost sources |
Labour costs Equipment (completeness, Expense versus capital) Materials |
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Spreadsheet approach |
Capture all costs Flexible Easy analysis |
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Finalize budget |
Validate procurement tasks scheduled Reconcile task costs versus resource costs Finalize management reserve |
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Common budget challenges |
Based on weak foundation Missing cost categories No profit margin |
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PDA The Principles of project control |
Prevention Detection Action
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Components of project control |
Performance reporting Change control management Configuration management |
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Management Fundamentals for project control |
Focus on priorities Scale to project Think “Process” |
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Powerful techniques for project control |
Small work packages Baselines Status meetings |
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Performance reporting |
Answer the big three questions Where do we stand What variances exist, what caused them, and what are we doing about them Has the forecast changed Measure from current baseline Think visual Think summary page |
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Variance responses |
Take corrective actions Ignore it Cancel project |
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Fundamentals for managing project change |
Plan for changes Set up a change control system Educate stakeholders |
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What causes unplanned scope changes |
Shift in business drivers Shift in project acceptance criteria Shift in technology |
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Guidelines |
Re-baseline Multiple paths Focus on “Buy in” |
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Components |
Change request form Unique identification number Change request tracking log |
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Powerful techniques for minimizing project changes |
Clear project definition Solid requirements definition Trade requirements |
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Common project change control challenges |
The obvious Can't say no Can't say yes |
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Key risk management principles |
Its all risk management Health paranoia Appropriate |
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Essential process for managing project risks |
Identify Determine probability Assess impact |
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Risk response options |
Avoidance Acceptance Monitor and prepare |
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Key risk management tools |
Risk profile Risk assessment Risk log |
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Common sources of risk |
Project size and complexity Requirements Change impact |
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Typical problems |
Undetected risks Unacknowledged risks Not enough process |
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Powerful risk control strategies |
Tackle high risks first Use iterative, phased approaches QA the planning process |
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Unique aspects of managing project quality |
Focus on quality based requirements Focus on value added requirements Focus on product and process |
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Principles of managing quality |
Identify targets Plan it Right size it |
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Powerful tools and techniques for project quality |
Requirements traceability matrix Checklists Templates |
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Powerful quality strategies |
Use customer-focused project approaches Take customer's perspective Pre-verify deliverables |
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Typical quality related challenges |
Forgot to pop the question Good intentions but We can't afford it |
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Importance of project communication |
Managing expectations Managing the project team Reducing conflicts |
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Seven powerful principles of communication |
Plan your communication Remember the basics Five c's to communication: Clear, Concise, Courteous, Consistent, Compelling |
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Best practices of communication management |
Assign a point man Leverage natural strengths Perform stakeholder analysis |
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Status reporting |
Be consistent Target reports Use bullets and numbered lists |
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Meetings |
Know your game plan Post an agenda Facilitate |
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Value of reviewing stakeholder expectation management |
Expectations are a critical success factor You can make a difference Sign of project management maturity |
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Expectation componentes |
Critical success factors Project impact Work products |
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Success for each component |
Get real Keep it balanced Follow through |
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Seven master principles of expectation management |
Get buy in Take care of business Communicate the big picture |
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Team performance proven techniques |
Conduct team kickoffs Collocate Use meeting time wisely |
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Special situations |
Poor performers High maintenance staff Schedule developed without team |
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Poor performers |
Verify expectations Provide feedback Enable success |
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High maintenance staff |
Check yourself Treat them the same |
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Schedule developed without team |
Understand the schedule assumptions Identify risks |
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Three key principles to ending a project |
It is earned along the way Think end from the start Bring closure |
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Project end checklist |
Gain client acceptance Transition deliverables to owner Closeout contract obligations |
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Common closing challenges |
Rush to the next project No accountability Not seen as value add activity |
