Managing Enterprise
Processes
Aligning Resources
Providing DataInformed Analyses
Project Management Training
Building Project Execution
Capabilities at the FBI
Day 1
Resource Planning Office
June 19, 2013
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MODULE 1
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INTRODUCTION
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Introductions & Expectations
Thank you for coming. Please let us know the following:
• Your name
• Your organization
• Your level of project management experience:
 No experience in PM (never touched a project before)
 Limited experience in PM (been on a few projects)
 Experienced in PM (been on and/or led several projects)
 Expert in PM (regularly run complex projects)
• What you would like to learn from this course
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Course Objectives
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Build skills as FBI managers leading projects by
helping you understand project management
principles.
Develop the organizational capability at the FBI for
project management by providing a standardized
way of executing projects.
Increase the use of critical project management
tools.
Improve completion rates and outcomes for key
projects at the FBI.
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High Level Course Outline
Module 1: 9:00-11:00
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Module 3: : 9:00-11:00
Introduction
Project Management Background
PM Group Discussion: Initiate
PM Exercise:
– Completing the Project Approval Form
• PM Process Group Review
• PM Group Discussion: Execute &
Monitor
• PM Exercise:
– Creating a Communication
Template
– Reporting Progress
Module 2: 1:30-3:30
Module 4: 1:30-3:30
• PM Process Group Review
• PM Group Discussion: Plan
• PM Exercise:
• PM Process Group Review
• PM Group Discussions: Close
• PM Exercises:
– Completing a Work Breakdown
Structure and a Project Schedule
– Capturing Lessons Learned
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Tips to Using this Guidebook
Bright Idea. An idea or tip worth considering for your
organization
Pitfall. Something that could take you or your team off
track.
Key Form. An essential form to be used in the project
management process.
Additional Information. Source for more information on
this topic.
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PROJECT MANAGEMENT BACKGROUND
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The Project Management Triangle
The Project Management Triangle1
MONEY
TIME
SCOPE
Source: 1Kerzner, H., Project Management: A Systems Approach to Planning, Scheduling and Controlling.
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Project Management Today
• The Project Management Institute (PMI) is the recognized
professional organization that captures and communicates
standards associated with project management
– Maintains the Project Management Body of Knowledge (PMBOK)
– Tests for and confers the Project Management Professional (PMP)
designation
– Advances research and practice on project management globally
• Any meaningful training or education pertaining to project
management should be grounded in the PMBOK.
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Top Reasons Why Projects Fail
A project is considered a failure when it has not delivered what
was required, in line with expectations. There are several
common causes of failure:
• The wrong business requirements have been addressed
• It's not possible to deliver the business case
• Governance is poor (e.g. sponsorship)
• Implementation is poor (i.e. limited discipline)
• The environment changes (e.g. business needs)
All of these reasons for failure can be controlled by good project management!
Source: Mindtools, Ltd, 2013
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Basic Project Management Definitions
Project: A temporary endeavor undertaken to create a
unique product, service or results.
Project
Management
Key Point: Temporary and Unique
Project Management: The application of knowledge,
skills, tools and techniques to project activities to
meet the project requirements.
Key Point: Specialized Knowledge
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3
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Key Point: Five Process Groups
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New Case
System
5
Leader
Curriculum
Project Management Process Group: The collection of
constituent project management processes that
are linked by respective inputs and outputs where
the results or output of one process becomes the
input to another.
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Project
Management
Process
Group
Deploy IPM
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“Going
Dark”
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SMS
Refresh
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Project
Portfolio Management: A collection of projects and
other work, grouped to facilitate effective
management to meet strategic business objectives.
Key Point: Group of Projects
Portfolio
Source: Project Management Institute, Project Management Body of Knowledge, Fourth Edition.
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Project Management Process Groups
There are five project management process groups:
1. Initiating Processes: performed to define a new project or a new phase
of an existing project by obtaining authorization to start the project or
phase.
2. Planning Processes: required to establish the scope of the project,
refine the objectives, and define the course of action required to attain
the objectives that the project was undertaken to achieve.
3. Executing Processes: performed to complete the work defined in the
project management plan to satisfy the project specifications.
4. Monitoring and Controlling Processes: required to track, review, and
regulate the progress and performance of the projects; identify any
areas which changes to the plan require; and initiate the corresponding
changes.
5. Closing Processes: performed to finalize all activities across all process
groups to formally close the project or phase.
Source: Project Management Institute, Project Management Body of Knowledge, Fourth Edition.
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Project Management Process Groups
Using the five project management process groups as a backdrop, we will focus on critical
tools needed to improve FBI project management effectiveness. The tools we encourage
you to use are listed in red.
Initiate
Overview
Tools /
Templates
Plan
Execute
Monitor
Close
Analyze the project
to determine if it
benefits the Bureau
Outline the work to
be performed and
create a plan to
manage the project
Resources are
distributed and
work is performed
Track the status of
the project, risks,
issues and adjust
work as needed
Evaluate the
project to highlight
successes and
lessons learned
• Project Approval
Form
• Problem
Definition
Worksheet
• ROI Calculator
• Project
Management Plan
• WBS/Project
Schedule
• Communications
Management Plan
• Risk Management
Plan/Risk Register
• Procurement
Management Plan
• Resource
Calendars
• Team Roles
• Project Status
Report
• Project Metrics
• Change Request
• Lessons Learned
Form
Source: Project Management Institute, Project Management Body of Knowledge, Fourth Edition.
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PROJECT MANAGEMENT PROCESS GROUP
Initiate
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Importance of Project Initiation
Initiating a project is a critical first step in getting the project
started. During initiation the following activities generally
occur:
 Evaluating the ‘business need’ or ‘business case’ for the
project;
 Agreeing on a general approach for the project;
 Identifying people that will be involved with or affected by the
project;
 Considering the project documentation to be prepared;
 Deciding whether or not to develop a detailed project plan.
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Discussion Question
Discussion Question:
What do you think the most
critical activities are in project
initiation?
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Critical Initiation Activity: Project Approval
Before any project is launched—regardless of size—it should be
completely understood and approved by the executive
accountable for its success. Why is gaining approval so
important? There are several reasons:
1. There needs to be agreement among stakeholders of what
the ultimate objective of the project is;
2. The full requirements of the project are completely
understood in advance of launch;
3. All of the pertinent initiation information such as intent,
description, known issues, risks, stakeholders, major
milestones, cost data and team information should be
identified and fully considered.
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