The University of California
Berkeley Extension
X470 Project Management
Lisa Bausell
1
X470 Project Management
1 Project Management
2 Project Planning
3 Project Planning
Introduction
Scope
Resources
Project Initiation
Workflow
Finalization
4 Project
5 Project
6 Project Management
Baseline
Reporting & Communication
Review
Monitor & Control
Closure
Presentations
2
Review
Critical path shows you the
forward pass
backwards pass
difference is ________
RACI = R, A, C, I,
You can only have 1 person as ___
3
Review Risks
Basic project risk management requires:
• Identifying risks
• Prioritizing risks through qualitative analysis
• Probability, Impact = risk register
• Responding to significant risks
4
Example Project Risks
Schedule risks:
• Critical path activities with long durations
• Interfaces with other projects...
Resource risks:
• Loss of contributors with unique skills
• Work requiring remote (or unknown) resources...
Scope risks:
• Activities requiring new, untried processes
• Technical and performance challenges...
General risks:
• Communications problems
• Reorganizations, loss of sponsorship...
5
Risk Probability
Risks are associated with uncertain, future
events.
• Estimates of probability (likelihood) are
between 0% and 100%.
• Probabilities may be assessed as
percentages or percentage ranges.
Qualitative probability ranges (such as
H/M/L) are generally sufficient for rankordering risks.
6
Risk Impact
Impact estimates the consequences for your
project, should the risk occur.
• Impact may be assessed as ranges or categories of impact to
one or more project objective parameters, or as estimates of
time lost, money spent, extra effort, or other impact.
• Impact measures may have no upper bound.
Qualitative assessment based on defined
categories is generally sufficient for rankordering risks, such as:
• High: Threatening the project objective
• Medium: Requiring significant replanning
• Low: A nuisance
7
Example Risk Register
Probability
(H/M/L)
Impact
(H/M/L)
Software expert unavailable
M
H
HM
Contractor Incompetent
M
M
M
Purchased component late
L
H
M
Software development too slow
L
M
ML
Test gear not available
L
L
L
Risks
Overall
Risk
“Overall Risk” combines the estimates for probability and
impact, and is used to rank order the risk register’s list.
8
Risk Responses
Brainstorm responses to risks, considering:
• Avoidance (Replan project to remove the risk)
• Mitigation (Revise plans to lower risk probability
and/or impact)
• Transfer (Shift all or part of risk impact to others)
• Acceptance (Leave plans unchanged, but
monitor the risk, and where appropriate,
establish contingency plans for recovery.)
9
Project Risk Responses
• Identify specifics, not just general risks.
• List the “Top 10”—Keep risks visible.
• Document contingency plans.
• Assign triggers and owners.
• Plan responses to all big risks
and document all risks.
• Assess project size (effort months).
• Establish project contingency reserves, based on risk
(time and/or budget).
10
Team Project
Opening a new restaurant in San Francisco
1.Do a basic WBS (4 by 3 at least)
2.Determine top risks
3.Complete Risk Register
4.Share with the class
11
Project Baseline and Execution
•
•
•
•
Negotiate Project Changes
Develop Schedule
Set the Project Baseline
Direct and Manage Project Execution
12
Negotiate Project Changes
If you have a plan that is consistent with the project objective,
commit to the project and use it.
If your plans fail to meet the project objective, propose several
project options, with a recommendation, to your sponsor. For
example:
•
•
•
•
•
Adjust the deadline
Increase the budget
Reduce the scope or deliver it in phases
Improve (or train) resources
Make other project changes
Negotiate agreement on a realistic, plan-based project with
your sponsor and key stakeholders.
13
Adjust Project Plans
Use project information:
•
•
•
•
High-level charter and summary of objectives
High-level WBS and summary project schedule
Assessment of resource requirements and capacities
Major assumptions and risks
Knowledge is power. Use project information to
clearly show what is and is not feasible, and use factbased, principled negotiation to avoid “the impossible
project.”
14
Develop Schedule
“Analyze activity sequences, durations,
resource requirements, and schedule
constraints to create the project schedule.”
(PMBOK 6.5)
“Develop Schedule” is a process that permeates
project planning, using progressive elaboration.
When finalizing your planning efforts, collect your
results to produce a credible, workflow-based
schedule for your project.
15
Assemble Project Documents
Project definition documents
• Project Charter
• Requirements, constraints, assumptions, and priorities
• Staffing roster
Project planning documents
• WBS, schedule, resource plans, and risk register
• Quality, communications, procurement and other
ancillary plans
Project status documents:
• Status reports
• Change logs, issue reports, and project reviews
16
Set the Project Baseline
• Get sponsor and stakeholder approval
• Freeze project specifications
• Initiate change control
• Set the baseline in computer scheduling tool
• Publish and distribute approved plans
17
Sponsor and Stakeholder Approval
Validate your project plans.
Sponsor
(Customers/Stakeholders)
Objectives
Plan
Project
Plan
Project Manager/
Team
18
Freeze Project Specifications
Project deadlines, resource commitments, and
scope are linked.
For your baseline plan, (or at a minimum for
the upcoming phase of work), clearly
document the specific scope requirements that
are “In Plan” and define the project Statement
of Work (SOW).
19
Initiate Change Control
Gain agreement on a sufficiently formal change
control process:
• Log and publicly document all change requests.
• Identify who will be responsible for change management
decisions.
• Determine how to analyze all proposed changes.
• Establish criteria for accepting, rejecting or deferring a
change; reject most of them.
• Communicate and document status of all requested
changes.
20
Scheduling Tool Baseline
If using a computer scheduling tool, lock the
baseline schedule in the tool’s database.
Begin tracking all activities and using the tool
to highlight all variances.
21
Publish and Distribute Plans
Inform all stakeholders of the details of the
project baseline decisions.
Store all project baseline documents in a
public “Project Management Information
System” (PMIS) that is easily assessed by all
project team members and stakeholders.
22
Project
Executing
(PMBOK)
23
Direct and Manage Project Execution
“Perform the work defined in the project
management plan to achieve the project’s
objectives.” (PMBOK 4.3)
Execution prerequisites:
–
–
–
–
–
24
Baseline validated
Communications ready
Tools on-line
Committed staffing and funding
PMIS available to all stakeholders
Project Execution Decisions
Finalize and document:
•
•
•
•
•
•
25
Frequency and methods for collecting status
Frequency and types of reporting
Frequency of meetings
Practices for storing project information
Tools and systems to be used
Other significant project processes
Project Checkpoints
For each defined project checkpoint (life cycle
phase transition, cycle or iteration completion,
interim scope delivery, or stage-gate), verify:
•
•
•
•
•
•
26
Timing
Required data and other input deliverables
Stakeholder involvement
Decisions to be made
Decision criteria
Checkpoint output deliverables
Project Metrics
Chose metrics that:
• Support overall project objectives
• Positively influence team behavior
• Assist good decision-making
• Focus on process performance, not punishment
Some typical metrics:
• Critical path activity slippage
• Issues opened and closed
• Number of approved scope changes
• Excess consumption of effort or funds
• Missed milestones
27
KPI
Key Performance Indicators
• Scope
• Budget
• Schedule
Define Project Status
Critical path activity slippage
• Green = all 3 on target
• Yellow = There is an issue that might affect 1 of the
3
• Red = 1 of the three is off or there is an issue that is
affecting 1
28
Project Dashboard
29
Project Dashboard
30
Project Dashboard
31
Develop a Project
Dashboard
• What are your KPI’s
• Develop content
• How do you want to present the
information
• Mock up a dashboard for your project
32
Project Monitoring and Control
• Monitor And Control Project Work
• Define and Perform Integrated Change
Control
• Control Scope
• Control Schedule and Control Costs
• Collect Status
• Analyze Variances
• Manage Issues and Escalate Problems
33
Monitor And Control Project Work
“Track, review, and regulate the progress to
meet the performance objectives defined in the
project management plan.” (PMBOK 4.4)
Benefits:
• Real-time progress recognition
• Early identification of problems while small;
avoidance of later big problems
• Timely communication
• Reduced uncertainty and stress
• Better future projects
34
Define and Perform Integrated
Change Control
“Perform integrated change control: Review all
change requests, approve changes, and
manage changes to the deliverables,
organizational process assets, project
documents, and project management plan.”
(PMBOK 4.5)
Even for “Agile” projects, success depends on
understanding and limiting change based on
business value.
35
Control Scope
“Monitor the status of the project and product
scope and manage changes to the scope
baseline.” (PMBOK 5.5)
Scope change management process includes:
•
•
•
•
36
Proposal
Analysis
Decision
Follow-up
Scope Change Management Process
No
Document
Proposed
Change
Proposal
Complete?
Yes
Log the
Change
Analyze the
Proposed
Change
No
Approved?
Yes
Publicize,
Document, and
Implement Change
37
Approved with
Modifications?
Yes
Reject or Defer
the Change;
Communicate
Resolution
No
Change Proposals
Document proposed changes, including:
• Description of the change
• Business justification for the change,
including credible estimates
• Known consequences of making the
change
• Stakeholder support for the change
38
Assessment of Scope Changes
• Log changes requested
• Verify proposal information
• Characterize the change
• Mandatory (Analysis gap, Dependency, Problem)
• Discretionary, Scope Creep
• Analyze the proposed change
• Benefits
• Costs
• Other impact
39
Disposition of Changes
Evaluate all changes promptly
• Reject (default)
• Accept
• Accept with modification
• Defer
40
Change Follow-up
Communicate decisions:
• If rejected, document the reason.
If accepted, take action:
• Update planning documents
• Implement accepted changes
• For major changes, review and update the
project baseline.
41
Status Tracking and Reporting
Follow a complete tracking process each cycle:
•
•
•
•
Collect status.
Analyze variance.
Manage issues and escalate problems
Report project status.
Commit to a tracking frequency (generally weekly).
•
•
•
•
42
Track activities from WBS.
Monitor status every cycle.
Intensify collection when needed.
Focus on schedule, cost, and other significant metrics.
Control Schedule
“Monitor the status of the project to update
project progress and manage changes to
the schedule baseline.” (PMBOK 6.6)
Track schedule metrics every status cycle, and
respond promptly to variances from the planned
baseline.
43
Control Costs
“Monitor the status of the project to update
the project budget and manage changes to
the cost baseline.” (PMBOK 7.3)
Track cost and other resource metrics every status
cycle, and respond promptly to variances from the
planned baseline.
44
Collect Status
What has happened? (Hard data, facts and
figures)
• Activities, Milestones
• Resources
• Issues
Why did it happen? (Soft data, stories)
• Environment
• People
45
Status Strategies
Too little status
information:
• No information
• Low effort
• Creates confusion
Too much status
information :
• Information overload
• Lots of work
• Creates confusion
So:
• Keep your process simple
• Collect important data you will use
• Be consistent
46
Status Collection Methods
• Electronic Mail
• One-on-One Discussions
• Online Collection Systems
• Reports and Forms
• Project Office
47
Status Collection Pitfalls
• Lack of Discipline / Frequency
• Not Using Collected Data
• Killing the Messenger
• Poor Data Quality
48
Analyze Variances
• Compare actual status data with the expectations
of the baseline plan.
• Calculate differences and identify significant
variances.
• Identify any trends in the project that may impact
later work.
49
Variance Trends
Identify:
• All slippage on the critical path.
• Excess consumption of money or effort.
• Slippage on non-critical tasks that are
similar to critical tasks later in the project.
• Staff performance problems.
• Other significant problems.
50
Assess Variance Impact
For each significant variance:
• Focus on root causes, not on “who to blame.”
• Use soft data to detect the source of project
problems
• Determine whether impact is short-term, longterm, or repeating.
• Be proactive; begin to address small problems
while they are small.
51
Manage Issues
Create an issue log as part of your PMIS and ensure
that your project team and appropriate stakeholders
have access. A sample log:
ID
Description
Opened
41 Part
03 Jan
shipped late 20xx
Due date
Priority
Owner
Status
Comments
31 Jan
20xx
High
Frodo
Open
Expediting
from alternate
source
Confirm issue ownership, and secure commitments
for resolution timing. Track status of open items with
other project status.
52
Plan Responses
Brainstorm as a team.
Work to address problems, not just symptoms.
Possible strategies:
•
•
•
•
•
53
Responses that worked on earlier problems
Documented contingency plans
Revisions to schedule logic
Small resource shifts
Revisions to scope
Implement Responses
• Analyze change proposals.
• Apply your change
Sponsor
management process
(Customers/Stakeholders)
• Select the best option.
• If the change affects
Changes Validation
Issues
your project objective,
revalidate the project.
Project Manager/
• Implement the change.
Team
54
Evaluate and Follow Up
• Verify that the response was effective.
• Test for unintended consequences, on this and
other projects.
• If problems persist, try again (or escalate).
55
Escalate Persistent Problems
Escalate issues and other project problems only as a
last resort, following unsuccessful attempts at
resolution through issue management and other
efforts. Process:
• Promptly recognize problems that are beyond your control.
• Outline options and recommendations for resolution.
• Document status and consequences of failure to resolve
the problem.
• Involve your project sponsor and appropriate stakeholders
in taking corrective action.
• Track activities and ensure resolution.
56
Review Homework
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57
Reading
Individual Homework
Teamwork
Team Homework