Week 4
Project Management
Comments On Presentation
Comments on Presentation
1. Please do not use index cards or memory sheets
2. Use presenter notes (demo)
3. Memorize presenter notes but act like it was
spontaneous
4. Do not stand close to wall
5. Some video demos were a bit clumsy
Course Outline
Due next Friday
1. Project Charter
2. Detailed Scope
All PM submission may be updated at any time and
will only be graded at the end of the semester
Submission due at midnight
Submit on OwlBox —> Project Management folder
Weekly Meeting Notes
•
Please maintain a log of meeting notes
•
Owlbox: Weekly Meetings —> Advisor/Coordinator
Project Management
ISBN-13: 978-1628251845
Project Management Specialist (PMP)® Certification
5 Phases of a Project
•
Initiating
•
Planning
•
Executing
•
Monitoring
•
Closing
10 knowledge areas
1. Integration
6. Human resource
2. Scope
7. Communication
3.Time
8.Risk
4. Cost
9.Procurement
5. Quality
10. Stakeholder
Processes
PROJECT MANAGEMENT MAP
INITIALIZING
INTEGRATION
Develop Charter
PLANNING
- Develop project management plan
EXECUTING
- Direct & manage project work
MONITORING
- Monitoring & control project work
- Perform integrated change control
- Plan scope management
- Collect requirements
- Define scope
- Work breakdown structure
- Validate scope
- Control scope
TIME
- Plan schedule management
- Define activities
- Sequence activities
- Estimate activity resources
- Estimate activity duration
- Develop Schedule
- Control schedule
COST
-Planning cost management
-Estimate costs
-Determine budget
- Control costs
SCOPE
QUALITY
HR
COMMUNICATION
- Perform quality assurance
-Plan HR management
- Acquire, develop & manage team
-Plan communications management
- Manage communications
Develop Charter
- Control quality
- Control communications
- Plan risk management
- Identify risks
- Perform qualitative risk analysis
- Perform quantitative risk analysis
- Plan risk responses
RISK
PROCUREMENT
STAKEHOLDER
-Plan quality management
CLOSING
- Identify Stakeholders
-Plan procurement management
- Conduct procurement
- Control procurements
-Plan stakeholder management
- Manage stakeholder engagement
- Control stakeholder engagement
- Close procurements
Process #1: Stakeholders
and roles
THE FIVE CAPITALS
• Financial Capital
• Intellectual Capital
• Social Capital
• Human Capital
• Cultural Capital
Copyright © Lawrence Gelburd
SOCIAL CAPITAL
• Relationship with
external
stakeholders
Copyright © Lawrence Gelburd
Example - Theranos Inc.
Larry Ellison - Investor
Don Lucas: Chairman of the board; VC who groomed Larry
Ellison
George Schultz: Sec. of State (1982-1989)
Channing Robertson; Associate Dean Stanford School of
Engineering
Avie Tevanian: Board member; head of software at Apple
James ‘Mad Dog’ Mattis: Sec. of Defense 2017-2018;
Commander of US Cent. Com. 2010-2013
Stakeholder Registry
Stakeholder Categories
•
Internal/External
•
Hire, consult or advisory role
•
Individual/Groups
•
Technical, financial, consumer, marketing,
regulatory, legal (conflict)
Stakeholder Necessity
Need for stakeholder
•
Special or routine
•
Major or incremental
•
Controversial or mundane
Stakeholders Participation
•
Active participant
•
Make decisions based on complete information
•
Fair decision-making
•
Efficient administration
•
Social learning
Stakeholders Participation
Technique
•
Advisory group/task
force
•
Charrette
•
Field trip
•
Focus group
•
Interview
•
Poll survey
•
Public hearing
•
Prototype demo
•
Workshop
Charrette
Evaluating Stakeholder
Participation
•
Process based: Procedural components
•
Outcome based:
Short term
Long term
•
Establish evaluation criteria
Stakeholders Analysis
(Vetting)
• Store information about stakeholders and their part in the
project
• Understand their position in the organization
• Determine who they listen to; whether they will really
listen to you
• Identify the project objectives a stakeholder cares about
and their priorities (watch out fo resume building
stakeholders)
• Categorize the influence of the stakeholders
Terminating Stakeholder Role
•
You may keep this private (but document this for
legal justification)
•
Establish performance based conditions for
termination
•
Examples:
•
Avi Tevanian expelled from Theranos board
•
Eric Schmidt expelled from Apple board
How would you grade this?
How would you grade this?
• This is list of roles of people in the organization
• This should be a list of what you expect of others
• There is nothing here that is project specific
Process # 2: Charter
Project Charter: A document that formally
authorizes the existence of the project and
provides the manager with authority to apply
organizational resources and project activities.
Elements in Charter
1) Names
2) Objectives
3) Assumptions
5) Deliverables (copied from proposal)
6) Authority and responsibilities of a project
manager (explicit penalty for missing
meeting/deliverable)
4) High level requirements
(i) Success Criteria
7) Declaration of sponsors support for the
project (signature not required)
(ii) Requirements
(iii) Scope
(iv) Risks
(v) Milestones
(vi) Budget (Week 8)
(vii) Stakeholder registry (Week 4)
8) Budget management & variance
(important for teams that plan to travel and
compete) (Week 8)
9) Conflict resolution (Seminar - Guest
Lecture)
Scope = Extent
Requirements
Scope:
Assumptions
Product scope
Deliverables
Project scope
Scope
Product Scope: Features and functions that
characterize a product.
Project Scope: Work performed to deliver a
product.
Manage Scope?
Deliverables depend on assumptions
Need to reset deliverable? You need a scope
management plan!
Processes
PROJECT MANAGEMENT MAP
INITIALIZING
INTEGRATION
Develop Charter
PLANNING
- Develop project management plan
EXECUTING
- Direct & manage project work
MONITORING
- Monitoring & control project work
- Perform integrated change control
- Plan scope management
- Collect requirements
- Define scope
- Work breakdown structure
- Validate scope
- Control scope
TIME
- Plan schedule management
- Define activities
- Sequence activities
- Estimate activity resources
- Estimate activity duration
- Develop Schedule
- Control schedule
COST
-Planning cost management
-Estimate costs
-Determine budget
- Control costs
SCOPE
QUALITY
HR
COMMUNICATION
- Perform quality assurance
-Plan HR management
- Acquire, develop & manage team
-Plan communications management
- Manage communications
Develop Charter
- Control quality
- Control communications
- Plan risk management
- Identify risks
- Perform qualitative risk analysis
- Perform quantitative risk analysis
- Plan risk responses
RISK
PROCUREMENT
STAKEHOLDER
-Plan quality management
CLOSING
- Identify Stakeholders
-Plan procurement management
- Conduct procurement
- Control procurements
-Plan stakeholder management
- Manage stakeholder engagement
- Control stakeholder engagement
- Close procurements
Scope Management
You think your scope is likely to change?
Append Scope Management plan when you
submit the charter assignment
Scope Management
1. Scope management plan
2. Define scope
3. Develop WBS
4. Control Scope
5. Validate Scope
Scope Management
1. Scope management plan: Define, validate
and control scope
2. Define scope
3. Develop WBS
4. Control Scope
5. Validate Scope
Scope Management
1. Scope management plan: Defines how you are
going to define, validate and control scope
2. Define scope: What is and what is not
included in the project a.k.a deliverables
3. Develop WBS
4. Control Scope
5. Validate Scope
Scope Management
1. Scope management plan: Defines how you are
going to define, validate and control scope
2. Define scope: What is and what is not included in
the project a.k.a deliverables
3. Develop WBS: Deliverables are too big to manage,
break them down.
4. Control Scope
5. Validate Scope
Importance of WBS
GET THE GIST - GOALS!
• Three Goals – Where
are we going?
• Why three goals?
Copyright © Lawrence Gelburd
GET THE GIST - STRATEGIES!
• Three Strategies
per goal – How do
we get there?
Copyright © Lawrence Gelburd
GET THE GIST - TACTICS!
• Three tactics per
strategy – do we have
the resources to
implement the
strategy?
Copyright © Lawrence Gelburd
Scope Management
1. Scope management plan: Defines how you are going
to define, validate and control scope
2. Define scope: What is and what is not included in the
project a.k.a deliverables
3. Develop WBS: Deliverables are too big to manage,
break them down.
4. Control Scope: Monitor project status and manage
requests
5. Validate Scope:
Scope Management
1. Scope management plan: Defines how you are going to
define, validate and control scope
2. Define scope: What is and what is not included in the
project a.k.a deliverables
3. Develop WBS: Deliverables are too big to manage, break
them down.
4. Control Scope: Monitor project status and manage request
5. Validate Scope: Review completed deliverables for
satisfactory completion
Charter Due Date
•
Charter is a work in progress
•
First version is due 9/28
Up Next Week
Lecture on Ethics
Please read materials posted on Canvas
Watch CBS 60 Minutes video on Theranos