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Instructor : Rick Santos, MBA, PMP
Center for Productivity and Quality Improvement
3081 Tulare Drive, San Jose, CA 95132
(408)923-0404 clm@sbcglobal.net
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This course is intended to
provide essential and
effective concepts and
processes associated
with project management
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* Temporary endeavor undertaken
to create a unique product,
service or result
Primary
Objective
$$$$$
Time
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WHAT: Tangible, measurable work output
Metric/s for considering work completion.
How do you know you’re done?
WHY: (a) Clarity and validation of project requirements,
(b) Assured project monitoring and control
You cannot manage what you cannot measure!
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Project Management (PMBOK Guide): The application of knowledge,
skills, tools, and techniques to project activities to meet project
requirements
Stakeholders
Satisfaction
Project
Success!
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Scientific
Methodology
(Doing the
work right!)
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WHY
Usually exert influence over
the project’s objectives and
outcomes
WHO
Individual and organizations
that are actively involved in
the project, or whose interest
may be affected as a result of
the project
Need to be identified, needs
and expectations
determined, managed and
influenced to ensure a
successful project
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Needs
Deliverables
Items required by the
stakeholder to
successfully contribute
to the project
Expectations
What project “success”
looks like to the
stakeholder
(ex.: Recognition, bonus,
enhanced prestige, on-time,
product feature, reports…)
(ex.: resources, roles,
information, …)
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Science
Art
• “Project Management
Best Practices”
• Application area
knowledge,
standards,
regulations
• Project environment
• General management
knowledge and skills
• Effective
communication
• Influencing the org.
• Leadership /
Motivation
• Negotiation and
conflict management
• Problem solving /
Team building
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Strategic
Tactical
Data Driven Mgm’t Actions
•
•
•
•
•
•
Clarity in ‘what’ and
‘where’ the project is
Investment allocation
Project pipeline
Change request
Rewards / incentives
Resource allocation
Promise vs performance analysis
• “Knowing WHAT the project is”
• “Knowing WHERE the project is”
• Enterprise-level concerns:
• Clear / common terminologies
and methodology
• Methodology maturity / process
improvement
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Knowing WHAT the
project is
•Scope, Time, Cost
•Stakeholder
management
•Change management /
corrective actions
Project Management
•Clear project definition
•Clear project status
Product Deliverables
•Meet specifications
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Knowing WHERE
the project is
•Status monitoring
•Stakeholder
management
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Phase
• Sub-division of a project for improved monitoring
and control
• Conclusion marked by a review of key deliverables
(milestones) and project performance to date
(phase-exits, stage gates, kill points)
• Usually takes the name of their primary deliverable
(requirements, design, build, test)
Phase 1
Project Life
Cycle
Phase 2
…
Phase n
• Sum of all project phases
• Define start and end of the project
• Define deliverables in each phase and who should
be involved
• Define control and approval for each phase
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Requirements
• Approved
documents
that specifies
deliverables
that will meet
product and
project goals.
• What
deliverables
need to be
completed so
the phases
are
considered
complete?
Planning
Implementation
• Completion
of
deliverables
per the
planning
documents
• Project
status
reporting
• Corrective
actions to
stay on track
• Approved
finalized
documents
that specifies
deliverables,
schedule,
and cost that
will meet
project goals.
• What are the
major
milestones
and/or
review
points?
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Closing / TurnOver
• Turn-over and
acceptance
of project
outputs to
appropriate
groups
• Sign-off on
project
closure
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Unclear
Q3: Extreme Approach
Q4: Unlikely Situation
o Nothing about the project
is certain
o Product is accepted after
some iterations or pulls
plug
o R&D
Solution looking for a problem
GOAL
Q2: Adaptive / Iterative
Approach
Q1: Linear Approach
Clear
o Low complexity
o Well understood
technology
o Low risk
o Completed similar project
o Product development and
process improvement
o Production prototype
development
Unclear
Clear
SOLUTION / REQUIREMENTS
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UNCLEAR
Extreme
GOAL
Iterative /
Adaptive
Linear
CLEAR
UNCLEAR
CLEAR
SOLUTION & REQUIREMENTS
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High Level
Scope
Cycle
Scope
Cycle
Plan
Cycle
Execute
Cycle
Close
Post Cycle
Review
Next
Cycle?
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Close
Project
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Project Success
Stakeholder
Satisfaction
Scientific
Methodology
Clear Project Definition
Clear Project Status
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Monitoring and Control
• Objectives: (1) Clear project definition, (2) Clear project status, (3) Keep
the project on track
Initiate
Plan
Execute
Close
• Objective:
Formal
authorization
to start a
project
• Objective:
Validation and
approval of
clear project
baseline
• Objective:
Completion of
deliverables
per the
project
management
plans
• Objective:
Formal end of
all project
work
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Project
Management
Processes
Monitoring and Control
Initiate
Plan
Execute
Semiconductor
Product /
Service
Processes
Construction
Information Technology
Research and Development
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Close
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Requirements
Planning
Implementation
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Turn-Over
/ Closing
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Stakeholder
Needs
Expectations
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Deliverables
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Team Formation
Project Proposal /
Team Name
5 minutes
5 minutes
• Major product deliverables at the end of the project
• Team Name
Stakeholder
Analysis
10 minutes
• Identify a key stakeholder
• Identify one stakeholder need and one expectation
• Translate the need and expectation into a deliverable
Project Phases and
Life Cycle
Approach
10 minutes
• Determine appropriate life cycle approach for your project
• Determine phases for your project
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What
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Monitoring and Control
Project Drivers
• Problems
• Opportunities
• Business
requirements
Project
Approval
Project Plan
• Formal “Go”
decision
• Project
Charter
• Project
Manager
assigned
• Clear and
approved
project or
phase
definition
• Stakeholders
• Scope
(Deliverables)
• Schedule
• Cost
Knowing WHAT The Project Is
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* No formal project approval (initiation) process
* Unrealistic expectations and assumptions
* Timing of Project Manager engagement
* Degree of accuracy for project and product
documents
* Speed vs Accuracy vs Change Control culture
* Functional Areas’ Concern: Spending precious
resources’ time on projects that will be disapproved
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* Project documentation
* “Project” definition
* Projects or investments
* Project approval process
* Project classification
intensity / rigor. Factors:
* Duration
* Cost
* Project risk
* Priority / importance
* Project classification
- Strategy alignment
- Functional group
- Others
* Small, Medium, Large
* Standard, Light, Tracking
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* Knowing What the Project Is:
Planning Fundamentals
If project deliverables are clear, much of the work can be pre-planned
(Linear Project Life Cycle approach)
If project deliverables are not clear, initial work should focus on a set of
deliverables that will either provide clarity in the scope or are pre-agreed
upon (Iterative, Adaptive, Extreme Project Life Cycle approaches)
The more uncertain the deliverables, the greater the need is for frequent
“validation cycles”
Do detailed planning only up to the next point of knowledge
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* Knowing What the Project Is:
Project Planning
Scope
Objective:
Identify all the
work required,
and only the
work required,
to complete
the project
successfully
Deliverables:
(1) Scope
Statement (2)
Work
Breakdown
Structure
Schedule
Objective:
Determine the
time required
to meet the
project needs
Deliverables:
(1) Project
Schedule (2)
Project
Milestone
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Cost
Objective:
Identify the
funding needed to
meet project
goals/deliverables
Deliverables:
(a) Project
Cost Baseline,
(b) Project
Budget
Stakeholder
Management
Project Plan
* Knowing What the Project Is:
Objective: Identify all the work required, and only the work required,
to complete the project successfully
•Stakeholder Register
•Project Charter
Collect
Requirements
•Product Needs
•Project Mgm’t Needs
Create WBS
Define Scope
Scope Statement
Work Breakdown Structure
Validate Scope
Approved Scope Documents
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* Knowing What the Project Is:
Product scope description
Characteristic of the product that the project will produce
Project life cycle approach
Deliverables
List of sub-products whose full and satisfactory delivery marks project
completion. Usually includes milestone deliverables.
Product acceptance criteria
Successful completion metrics
Project exclusions
Project assumptions and constraints
Sponsor approval
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* Knowing What the Project Is:
* Assumptions
Factors that are considered to be true, real, or certain
for planning purposes
Generally involves a degree of risk
* Constraints
Factors that limit the project team’s options
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* Knowing What the Project Is:
Collect
Requirements
Define Scope
Create WBS
Validate Scope
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* Knowing What the Project Is:
Definition:
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Steps:
Subdivision of major
project deliverables or
sub-deliverables into
smaller, more
manageable
components until the
deliverables are defined
in sufficient detail to
support development of
project activities
(planning, executing,
etc..)
Identify major project
deliverables
Decide if adequate cost and
duration estimate can be
made at this level of detail
for each deliverable
Identify constituent
components of the
deliverable if necessary
Verify correctness of
decomposition (necessity,
definition, cost, duration,
responsibility)
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* Knowing What the Project Is:
A deliverable oriented grouping of project
components that organizes and defines
the total scope of the project
Defines products, not tasks
Can be developed using a top-down or
bottom-up approach
Can be hardware-related, functionrelated, life cycle-related or a
combination
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* Knowing What the Project Is:
Lowest level deliverable in a WBS
Work effort guideline - 80 to 150 hours
Ownership assigned at this level
Tasks are identified under this level
Task size guideline - not to exceed 80 hours; less for
high risk project
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* Knowing What the Project Is:
Project Name
Phase 1
Product
Process
Phase 2
Phase ‘n’
Deliverable 1
Deliverable 2
Project
Management
Process
Deliverable
N-1
Deliverable N
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* Knowing What the Project Is:
* Scope Statement
* WBS
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* Knowing What the Project Is:
May not be fully known at the start of a project
May come from multiple sources / groups
May come at various levels of details
Some stakeholders may not be known initially
May be “wants” and not “needs”
Wants - usually more associated with a solution
Needs - usually more associated with the underlying problem
May conflict with each other
May feed off each other
Usually requires iterations and trade-offs to finalize
May change
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* Knowing What the Project Is:
Make sure project stakeholders have all been identified
Functional groups that will have a deliverable on the
project should be represented on the project team
WBS should represent only the work needed to complete
the project successfully
Validate the Scope baseline documents with the project
sponsor or approving authority
Process iteration is the norm
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Construct a life-cycle based WBS for your project
Use a Post-It-Note sheet for each deliverable
Concentrate on product deliverables but include
project management deliverables that you can think
of
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What
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* Knowing What the Project Is:
Objective: Determine the time required to meet the project needs
Define the Tasks
Comprising the Work
Package
Estimate the Tasks or
Deliverable Resource
Sequence the Tasks or
/ and Deliverables
Estimate the Tasks or
Deliverable Duration
Develop the Schedule
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* Knowing What the Project Is:
*
*
*
Should include planned start and finish dates for
each deliverable / activity.
Tabular form
Graphical form
– Bar / Gantt Chart
– Milestone chart
– Network diagrams
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* Knowing What the Project Is:
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* Knowing What the Project Is:
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* Knowing What the Project Is:
Objective: Identify interdependencies among tasks / deliverables
Define the Tasks
Comprising the Work
Package
Estimate the Tasks or
Deliverable Resource
Sequence the Tasks or
/ and Deliverables
Primary Deliverable: Project
Schedule Network Diagram
Estimate the Tasks or
Deliverable Duration
Develop the Schedule
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* Knowing What the Project Is:
Mandatory – inherent in the nature of the
work being done, a.k.a. hard logic
Discretionary – defined by the project team,
a.k.a. preferred logic, preferential logic, soft
logic
External – involve relationships between
project activities and non-project activities
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* Knowing What the Project Is:
Gantt or bar charts
Milestone charts
Networks (show interdependencies)
Precedence Diagram Method (PDM)
Arrow Diagram Method (ADM)
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* Knowing What the Project Is:
Method of constructing network
diagram that uses boxes (nodes)
to represent activities and
connects them with arrows to
show dependencies
a.k.a. Activity On Node (AON)
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* Knowing What the Project Is:
FINISH
FINISH-TO-START
START
Eqpt Rcvd
Eqpt Inspected
START
START-TO-START
Wall Preparation
START
Wallpapering
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* Knowing What the Project Is:
EARLY START
01/06/12
TIME DURATION
2 WORK-WEEKS
EARLY FINISH
14/06/12
$250,000
ACTIVITY 4
SLACK
LATE START
15/06/12
COST/PROFIT
CENTER 2810
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LATE FINISH
28/06/12
* Knowing What the Project Is:
Early Duratio Early
Start
n
Finish
Early Duratio Early
Start
n
Finish
Early Duratio Early
Start
n
Finish
Early Duratio Early
Start
n
Finish
B
D
E
F
Late
Start
Slack
Late
Finish
Late
Start
Slack
Late
Finish
Late
Start
Early Duratio Early
Start
n
Finish
Slack
Late
Finish
Activity
A
Late
Start
Slack
Late
Start
Slack
Preceding
Activity
A
Late
Finish
Early Duratio Early
Start
n
Finish
C
Late
Start
Slack
Late
Finish
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B
A
C
A
D
B
E
C, D
F
E
Late
Finish
* Knowing What the Project Is:
Objective: Estimate the type and quantities of materials, people,
equipment or supplies required to complete each task or deliverable
Define the Tasks
Comprising the Work
Package
Task / deliverable resource
requirements
Sequence the Tasks or
/ and Deliverables
Estimate the Tasks or
Deliverable Resource
Primary Deliverable:
Project Schedule
Network Diagram
Estimate the Tasks or
Deliverable Duration
Develop the Schedule
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* Knowing What the Project Is:
People, material, equipment, supplies
Time / Skill and other trade offs
Resource requirements including timing
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* Knowing What the Project Is:
Objective: Determine the work period required to complete the task or
deliverable with the estimated resources
Define the Tasks
Comprising the Work
Package
Estimate the Tasks or
Deliverables Resource
Sequence the Tasks or
/ and Deliverables
Primary Deliverable:
Project Schedule Network
Diagram
Estimate the Tasks or
Deliverables Durations
Primary Deliverable: Task /
deliverable duration estimate
Develop the Schedule
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* Knowing What the Project Is:
Expert judgment
Analogous estimating
Parametric estimating
Three-point estimating
Reserve time (contingency)
58
*Knowing What the Project Is:
Use actual duration of a previous similar
activity as basis to estimate duration of
the future activity
Approximate (rule of thumb) estimate
Made without any detailed engineering
data
A.k.a “Top-down estimating”
59
*Knowing What the Project Is:
Quantities to be performed for each
work category defined by the
engineering/design effort multiplied
by the productivity unit rate
Example: No. of drawings x no. of
hours per drawing
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* Knowing What the Project Is:
* O - Optimistic completion time estimate
* M – Most likely completion time estimate
* P – Pessimistic completion time estimate
* Task Duration = (O+4M+P)/6
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* Knowing What the Project Is:
Objective: Create project schedule based on activity/deliverable
sequences, resource and duration estimates, and schedule constraints
Define the Tasks
Comprising the Work
Package
Estimate the Tasks or
Deliverable Resource
Sequence the Tasks or
/ and Deliverables
Primary Deliverable: Project
Schedule Network Diagram
Primary Deliverable:
Project Schedule
Baseline
Secondary Deliverable:
Milestone Schedule
Primary Deliverable: Task / deliverable
resource requirements
Estimate the Tasks or
Deliverable Duration
Primary Deliverable: Task / deliverable
duration estimate
Develop the Schedule
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* Knowing What the Project Is:
Critical Path
Longest time span through the total system of activities
/ events
Delay in any activity / task in the critical path delays
the whole project
Improvement in total project time means reducing time
for activities / events in the critical path
Slack Time (Float) - Time differential between the
scheduled completion date and the required date to meet
critical path.
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* Knowing What the Project Is:
* Determined by doing forward and backward pass calculations
Forward Pass
Backward Pass
• Calculates early start and
early finish dates
• Project end date
• Longest path
• Calculates late start and late
finish dates
• Task / project float
• Identifies tasks in critical
path
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* Knowing What the Project Is:
The first predecessor task(s) have an Early Start (ES)
of zero
Early Finish (EF) dates are calculated by adding the
task duration (TD) to the earliest date (ES) a task can
start
The EF date of the predecessor becomes the ES date
for the successor
When there are multiple predecessors, ES is the larger
of the EFs for the task
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* Knowing What the Project Is:
Late Start (LS) and Late Finish (LF) dates are
calculated starting from the end of the project
LS is calculated by subtracting the TD from the LF
of the task
LS for the successor task becomes the LF for the
predecessor task
When there are multiple successors, LF is the
smaller of the LSs
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* Knowing What the Project Is:
Task Float = Late Finish – Early Finish
Those tasks with zero float are on the
critical path
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Early Start Duration
(ES)
(D)
Early
Finish
(EF)
C.P. =
Task Name
A,B,D,E,F
Late Start
Late
Slack (S)
(LS)
Finish (LF)
3
4
7
7
B
0
3
5
12
D
3
0
7
7
0
12
3
3
6
12
4
16
3
A
0
0
3
C
9
Activity
Dependency
A
6
E
12
12
0
16
16
6
22
Duration
3
B
A
4
C
D
E
F
A
B
C,D
E
3
5
4
6
F
16
68
0
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*Knowing What the Project Is:
* Constraints
– Imposed dates on activities (start/finish)
– Key events / major milestones
* Leads and lags: dependency relationship among activities
* Schedule compression
– Crashing
– Fast Tracking
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* Knowing What the Project Is:
Objective: Identify the funding needed to meet project goals /
deliverables.
•WBS
•Resource Plan
•Project Schedule
Estimate Cost
Work Package cost estimate
Determine Budget
•Project budget estimate
•Cost Baseline
70
* Knowing What the Project Is:
Expert judgment
Analogous estimating
Parametric estimating
Three-point estimating
“Bottom-Up” Estimating
Reserve Analysis (contingency)
71
*Knowing What the Project Is:
* Use actual cost of a previous similar project
to estimate cost of current project
* Approximate (rule of thumb) estimate
* Made without any detailed engineering data
* Top-down estimating
* Accuracy +- 15%
72
*Knowing What the Project Is:
* Use project parameter in a mathematical model to
predict project cost
* Made without any detailed engineering data
* Order of magnitude estimate
* May use past experience
* Accuracy +- 35% within the scope of the project
* Example: construction cost per square foot
73
*Knowing What the Project Is:
* Cost estimate of WBS work packages rolled up to a
project total
* Definitive/detailed estimate
* Prepared from well-defined engineering data,
vendor quotes, unit prices, etc.
* Accuracy +- 5%
74
*Knowing What the Project Is:
* Time-phased budget for measuring, monitoring and
controlling overall project cost performance
Cumulative
Amount
Time
75
* Knowing What the Project Is:
PROGRAM COST, $
ALL ACTIVITIES CRASHED
CRASH B
160,000
150,000
CRASH E
CRASH F
140,000
CRASH A
130,000
NORMAL OPERATIONS
120,000
110,000
10
12
14
16
18
20
PROJECT COMPLETION TIME, WEEKS
76
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24
* Knowing What the Project Is:
*Shows monthly cash flow
*Identifies capitalized vs. operating
77
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Determine the budget needed for
one phase of your project
20 minutes
• Estimate cost of your lowest level
deliverables
• Total the estimates until you get the
budget needed for the whole phase
78
*
What
79
* Knowing What the Project Is:
Project Planning
Scope
Schedule
Cost
Communication Plan
Risk Response Plan
80
Stakeholder
Management
Project Plan
* Knowing What the Project Is:
Objective: Meet stakeholder communication needs.
*
Distribution structure of the info – what info goes to who, via
what method, frequency
*
Description of info to be provided – format, content, level of
detail, owner
*
Collection and filing structure that details methods for gathering
and storing various types of info
*
*
Methods for accessing info between schedules
*
Escalation process
Methods for updating and refining communications management
plan as the project moves on
81
81
* Knowing What the Project Is:
*
Project risk is an uncertain event or condition, that
if it occurs, has a positive or negative effect on the
project
*
Risk management focuses on:
*
*
–
–
Known unknowns
Proactive management
Risk management effort should be commensurate
with the risk and importance of the project
Tolerance for Risk
-
Avoider
Neutral
Lover
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82
* Knowing What the Project Is:
*
Systematic process of
identifying, analyzing, and
responding to project risks.
*
Maximizes probability and
consequence of positive
events and minimizes
probability and
consequence of adverse
events
*
Risk and information are
inversely related
83
83
* Knowing What the Project Is:
Objective: Understand project risks and develop options and actions to
minimize threats and enhance opportunities to project success
Perform Qualitative Risk
Analysis
Plan Risk
Management
Identify Risk
Plan Risk Responses
Perform Quantitative Risk
Analysis
84
* Knowing What the Project Is:
Objective: Determine conduct of risk management activities for the project
Perform Qualitative Risk
Analysis
Plan Risk
Management
Identify Risk
Plan Risk Responses
Perform Quantitative Risk
Analysis
85
* Knowing What the Project Is:
Risk management structure and performance for the project
Methodology
Roles and Responsibilities
Budgeting
Timing
Risk Types
Risk assessment metric definitions
Probability and impact matrix
Reporting format
Tracking
86
* Knowing What the Project Is:
“The starting point for best practices in risk management is the development
of a classification systems for the types of risks.” – Harold Kerzner
Technical, quality or
performance
Project Management
External
Organizational
• Legal / regulatory
• Labor
• Weather
• Force Majeure: earthquake,
floods, etc..
87
* Knowing What the Project Is:
ABB
*
Boeing
•
•
•
•
•
•
•
•
•
•
•
•
•
Financial
•
•
•
Contracts and agreements
Responsibility and liability
Financial
Political
Warranty
Schedule
Technical
Resources
Supply and demand chain
management
Customer
Consortia
88
Environmental
88
Market
Technical
Production
* Knowing What the Project Is:
Assessment
High
Medium
Low
Probability
Impact
> 50%
Significant disruption of project
requirements (schedule, cost,
scope) even with close monitoring
Potential disruption of project
requirements; close monitoring
may overcome difficulties
25% - 50%
Little potential to disrupt project
constraints; normal monitoring
should overcome difficulties
< 25%
89
89
* Knowing What the Project Is:
Objective:
Identify project risks
Plan Risk
Management
*
*
*
Perform Qualitative Risk
Analysis
Identify Risk
Process of determining risks
that might affect the project
and documenting their
characteristics
Iterative process
Plan Risk Responses
Perform Quantitative Risk
Analysis
Outputs
–
–
Risks (risk register)
Triggers
90
* Knowing What the Project Is:
Objective: Rank risks according to the probability of its occurrence and its impact
to the project if it occurs
Perform Qualitative Risk
Analysis
Plan Risk
Management
Identify Risk
Plan Risk Responses
Perform Quantitative Risk
Analysis
91
* Knowing What the Project Is:
Probability
High
Medium
Low
Low
Medium
Impact
92
High
* Knowing What the Project Is:
Objective: Develop options and actions to minimize threats and enhance
opportunities to project success
Perform Qualitative Risk
Analysis
Plan Risk
Management
Identify Risk
Plan Risk Responses
Perform Quantitative Risk
Analysis
93
* Knowing What the Project Is:
Threats
Opportunities
• Avoidance – changing plan to
eliminate the risk
• Transference – shifts
consequence of a risk to a
third party, including
ownership
• Mitigation – reduces
probability and/or
consequences of an adverse
risk to acceptable level
• Acceptance – risk is assumed.
Contingency plan may be
developed or team may deal
with the risk only at the time
of occurrence
• Exploit – ensuring that the
opportunity is realized
• Share – allocating ownership
to a third party best able to
realize benefit / opportunity
• Enhance – modifies size of
the opportunity by increasing
probability and/or positive
impacts and by identifying
and maximizing key drivers
of the opportunities
• Acceptance – risk is assumed.
Contingency plan may be
developed or team may deal
with the risk only at the time
of occurrence
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94
* Knowing What the Project Is:
Risk
Type
ID
Risk Description
Risk
Trigger
Impacted
Areas
Probability
Impact
Priority
Strategy Owner Status
I
Impacted Area/s: Enter area of potential impact: Scope, Quality, Schedule, Cost
Enter probability of occurrence: Low, Medium, High
3 Impact: Enter severity of consequences: Low, Medium, High
4 Strategies: Accept, Avoid, Mitigate, Transfer
5 Status: Open (O) or Close (C)
2 Probability:
95
*
Develop the risk types for your project
Identify three project risks and triggers for your project (use
Post-It Notes)
Use Ordinal Model to prioritize risks (agree on H, M and L
definitions – probability and impact)
Fill-in Risk Response Plan
96
* Knowing What the Project Is:
•
Do your end and milestone
dates meet the expectations
of the stakeholders?
•
Are resources available to
meet project requirements?
•
Does your cost baseline meet
the project requirements?
•
•
•
Trade-Off Analysis
Scope
Iterative Process
Trade-offs between competing
objectives
97
* Knowing What the Project Is:
* Determine appropriate project life cycle approach
* Use Scope Statement / WBS to baseline project scope
* Develop a project schedule to baseline project time
* Develop a cost baseline
* Focus is more on “knowing what the project is”
* Partner with line managers to get agreement on scope, time
and cost baselines
* Change control process should be in place as soon as
possible
* Validate progressive elaboration outputs
98
*
Where
99
*
Monitoring and Control
Project
Approval
Project Plan
• Formal “Go”
decision
• Project
Charter
• Project
Manager
assigned
• Clear and
approved
project or
phase
definition
• Stakeholders
• Scope
(Deliverables)
• Schedule
• Cost
Knowing What the Project Is
100
Project
Execution
• Complete
deliverables
per the
project
management
plans
• Determine
and
communicate
project
status
• Knowing
Where the
Project Is
* Knowing Where the Project Is:
To provide goal-centered feedback to detect and correct the course
Guide
• Course correction
Forewarn
• Issue Detection
Inform
• Collective meaning
Act
• If you don’t act, don’t measure
101
* Knowing Where the Project Is:
Backward Looking
Forward Looking
• Project status-to-date:
schedule, cost,
scope/quality
• Significant milestones
completed
• Projected project status
• Milestones for the next
reporting cycle
• Significant issues and
planned corrective
actions /
recommendations
• Project environment
changes / review
102
* Knowing Where the Project Is:
Metric
Status
Trend
Schedule
Green
Green
Cost
Yellow
Red
Scope / Quality
Green
Green
Others
Green
Yellow
Overall Health
Green
Red
103
* Knowing Where the Project Is:
Status
Scope
Green
Yellow
Red
Schedule
Green
Yellow
Red
Cost
Green
Yellow
Red
No scope change.
Change within 10% of original scope
Change over 10% of original scope. Need rebaseline.
On track for scheduled completion
Within 10% of scheduled completion
Over 10% scheduled completion. Need rebaseline.
Completion within budget
Completion within 10% of budget
Completion over 10% of budget. Need rebaseline.
104
* Knowing Where the Project Is:
Trend
Color
Definition
Green
Less than 20% probability that a project risk that
impacts a parameter target (scope, time, cost) will
occur
Yellow
20% to 50% probability that a project risk that impacts
a parameter target (scope, time, cost) will occur.
Red
Greater than 50% probability that a project risk that
impacts a parameter target (scope, time, cost) will
occur
105
* Knowing Where the Project Is:
Project
Metric
Status
Trend
Problem Statement
Corrective Action
Scope
Schedule
Cost
Overall Health
Executive Summary
Results
Significant results for the
reporting period.
Working
Significant work in progress for
the reporting period.
Significant work to be started for
the next reporting period.
Major issues, constraints, etc .
Next Steps
Challenges
106
* Knowing Where the Project Is:
Project
Status
Trend
Significant Results for the
Period
107
Significant Work To Be Started
or In-Progress for the Period
Challenges and
Corrective
Actions
* Knowing Where the Project Is:
Proj ID
Project
Name
Project
Manager
Major
Issues
Sched
Status
Tech
Status
Budget
Savings
Staffing
Cust
Satis.
Sched
Comp.
Overall
DISRUPTED PROJECTS
R
R
Y
Y
Y
Y
Y
R
R
Y
G
Y
Y
G
G
G
G
Y
TOP INITIATIVES (TI)
G
G
G
G
G
G
G
G
G
G
G
G
G
G
G
G
G
G
INFRASTRUCTURE IMPERATIVES
G
G
G
G
G
G
G
G
G
G
G
G
G
G
G
G
G
G
108
* Knowing Where the Project Is:
Objective
Manage changes to project via an
approved change control process
Deliverable
Approved / rejected change request
document
Updated project and product process
deliverables
109
* Knowing Where the Project Is:
*
*
*
*
Formalized review process with
participation from management on
issue resolution
–
–
Gate review
Status review
Check-in, stay in-touch
Maintain an open environment
Tracking intensity proportionate to
project importance / priority
110
*
111
*
Monitoring and Control
Project Approval
•Formal “Go”
decision
•Project Charter
•Project
Manager
assigned
Project Plan
Project Execution
•Clear and
approved
project or
phase
definition
•Stakeholders
•Scope
(Deliverables)
•Schedule
•Cost
•Complete
deliverables
per the project
management
plans
•Determine and
communicate
project status
•Knowing Where
the Project Is
Knowing What the Project Is
112
Project Closure
•Formal end of
all project work
•Turn-over of
project
products
•Project
completion /
termination
sign-off
•Lessons learned
•Contracts and
Accounts closed
*
Monitoring and Control
Project Approval
•Formal “Go”
decision
•Project Charter
•Project
Manager
assigned
Project Plan
Project Execution
•Clear and
approved
project or
phase
definition
•Stakeholders
•Scope
(Deliverables)
•Schedule
•Cost
•Complete
deliverables
per the project
management
plans
•Determine and
communicate
project status
•Knowing Where
the Project Is
Product / Service Processes
113
Project Closure
•Formal end of
all project work
•Turn-over of
project
products
•Project
completion /
termination
sign-off
•Lessons learned
•Contracts
closed
*
Center for Productivity and Quality Improvement
3081 Tulare Drive, San Jose, CA 95132
(408)923-0404 clm@sbcglobal.net
Instructor : Rick Santos, MBA, PMP