Effective Project Management
Barbara Stone & Jodie Mathies
October 18, 2007
Agenda
• Review Risk Assessment assignment
• Review Project schedule assignment
• Review Project Cost Baseline assignment
• Execution phase: ‘work the plan’
• Time tracking / EVA / metrics
• Change Management
• Status communications
• Presentations
• Problem-solving techniques
2
Risk Assessments
3
Project Schedule exercise
Your assignment required a schedule with:
• WBS (hierarchy of activities and tasks)
• Project task dependencies
• Activity durations
• Resource assignments
• Fnctional milestones, and
• Critical path, plus
Project Network diagram
We also discussed formatting the schedule for
readability and ability to use
4
Cost Baseline assignment
5
Execution Phase
Where the ‘product’ of the project
gets built
What is the team ‘executing’?
The Project Plan.
6
Scope planning
high-level
skills analysis
Charter
business case
feasibility study
product description
Scope statement
Scope definition
assumptions
scope in/out
alternatives
WBS
Cost
estimating
Cost
budgeting
Cost baseline
Time-phased budget
Resource
planning
Risk Mgmt
planning
Resource
requests
Risk Mgmt
plan
Activity
Definition
Activity
sequencing
Communication
Plan
Schedule
development
Activity
duration
estimating
Network
diagram
Project schedule
Project Plan
development
Project plan
7
Another ‘project management plan’
Review and Approval
Introduction
Project Scope
Project roles and responsibilities
Development Approach
Project Milestones
Terms of Acceptance
Risk Analysis
Communication & Documentation
Plan
Project Control
Document Purpose
Reviewers and Contributors
Approval
Project Background
Document Scope, Objectives and Organization
Support
Related Documents
Project Scope and Objectives
Out of Scope
Dependencies with Other Projects
Constraints
Assumptions
Decommission
Project Organization Chart
Project Team Contact List
Summary of Key Project Milestones
External Dependencies Risk
Organization Risk
Plan Risk
Business Case Risk
Technical Risk
Project Communication Plan
Product Communication Plan
Team Member Status Reporting
Project Documents Location
Standard Project Folder Structure
Project Documents
8
Project Cost Tracking And Reporting
Problem, Issue and Change Control (PICC)
Execution phase – cont.
Project Plan Execution
• Tracking
• Change request
Quality Assurance
• Quality Improvement
Team Building
• Resource Improvement
9
Execution phase - continued
• Information Distribution
• Solicitation
• Proposal
• Source selection
• Contracts
• Contract Administration
10
Controlling
•
•
•
Quality control
• Quality
improvement
Performance reporting
• Scope/schedule/co
st control
• Integrated change
control
• Risk monitoring &
control
Scope verification
≈
Project plan
updates
11
Tracking
• What work has been accomplished?
• What effort has been expended?
• What effort is projected to complete
tasks/project
• What has been the cost to date?
12
Tracking time on tasks
Two methods:
• % of task complete
• # of hours
13
An example w/ MS Project
14
How MS Project looks
15
Cost & Schedule: 2 variables
A project can be:
• On time and on budget
• On time and under budget
• Late and on budget
• Etc
16
3rd variable:
% complete of Project
= % Work accomplished, measured in
budgeted amounts
Ex:
• total hours budgeted for project = 100
• Half of estimated work accomplished in 30
hours
• % complete = 50%
17
EVA – Earned Value Analysis
combines Cost, Schedule and %
complete variables into
performance metrics
Good way to show ‘project health’, but
only as good as your initial schedule
and budget!
18
EVA Calculations
Planned value = $ amount of work you expected to
complete at this point in the project
Earned Value = $ amount of work you expected what you
have accomplished to take
Actual Cost
point in the project
= $ amount you have actually spent at this
Performance metrics:
Cost Performance Index = project ratio of expected to
actual cost (EV/AC)
Schedule Performance Index = project ratio of
accomplished to planned work (EV/PV)
19
Example from Jodie’s thesis
Work is:
• 70% complete
• 5 months along (62.5% of duration)
20
EVA Calculations
Planned value = $24,000
(62.5% of budget)
Earned Value = $26,880
(70% of budget)
Actual Cost
(91% of budget)
CPI =
.77
= $34,875
(bad)
SPI = 1.12 (good)
What was the priority on this project, cost or
21
schedule?
Change requests
• Is request in line with priorities?
• Why has it been made?
• Does it impact schedule, cost,
quality?
• Team’s assessment of change impact
• What’s the reality?
• How concrete were original
objectives?
22
metrics
Controlling - Project
Executing - Deliverable
• Process
• On time?
• User acceptance
• On budget?
• usability
• Impact to Environment?
• Customer/team satisfaction • product
• Scope
• Meets applicable
•
For each objective, identify
•
•
•
•
Success measure
Answered yes or no
Agreed by sponsors &
team
•
•
•
•
standards
Performance
Reliability
Scalability
Traffic
Through risk & change
management, track
likelihood of meeting metrics
23
Types of metrics
• Comparative
• How many, how much, how fast, etc.
today vs. after project delivers
• Benchmarks
• Specifications
• Industry standards
• ROI
• Delivered?
• How fast? (CBA)
24
Metric process
Identify metrics scope
• What do we want to
measure ?
• For what purpose ?
• Who will use these
metrics ?
• At which frequency ?
Measurable metrics
• Check metrics relevancy
• Validate metrics with
users
Define tool metrics
requirements
• Check technical
feasibility
Presentation
• Create templates for
reports
• Create scorecards
25
Metrics - continued
Document process
Create Reports
•
•
•
•
Develop automated reporting tools
Create distribution lists
Implement mail notifications
Present and publish data on secured Web
pages
• Test & validate
26
Team meetings - tips
Have a freakin’ agenda, already
Culture is important – need to KNOW if there are
variances to plan; people have to be
comfortable enough to discuss it.
Just as team is integral in creation of plan, they
need to be involved in discussions and decision
around issues and changes
Revisit scope – project goals still relevant?27
Project status reporting/meetings
Project progress tracking (PMBOK = ‘status’):
• $ spent
• Milestone progress
• etc
Performance analysis:
• variance to plan
• EVA – CPI, SPI, etc
• Trend analysis
forecast
Risk Reporting
Issues reporting
Decisions needed
28
Sample status report - 2
29
Project reporting: Tips
‘We believe in parsimony in all reporting’
Wysocki, Effective Project Management
Traffic lights
• Good quick visual for management
• Needs very clear understanding of colors
If you need Management decision or assistance,
do the prep. work:
• Document exactly what actions you need
• Recommend decision
30
Project reporting: Tips
A picture is worth a thousand words
31
Q3 FY’03 POR status
NOTE: Date represented is deployment target
Concept
Proposal
Lifecycle 2.0 Customer Engagement
Lifecycle
3.0
Opportunity
Development
Project Scoping
DRC: User experience
(17)
Q4’ 03
Go to
Market
eBusiness
Investigation
Analysis
Design
Build
Project Delivery
Design
Construction
Faciitated Self Solve)
TBD 03
Cust Loyalty (2)
Sept 03
NSP Board of Dir
portal
Oct 03
Hawkeye (6)
Sept 03
Knowledge Mgmt (11)
ERs
Nov 03
CMS DynPage
phase 2 (4)
TBD 03
Test
Testing
Celtic (5)
Feb/May/June
03
Knowledge
Mgmt (11) SW
Web Search
Sept 03
License History
(7)
Aug 03
Knowledge Mgmt (11)
EASY 3.0
Nov 03
KM (11)
eManuals
Aug 03
Deploy
Deploy
Maintain
Support
App Production
Support
Cust Loyalty phase
1 (2)
May 03
DRC: Downloads
(16)
May 03
Knowledge Mgmt
phase 1 FAQ (11)
Jun ‘03
Enterprise Board of
Dir portal
Jun 03
eUpdate (2.5)
June 03
REF (3)
Aug 03
Knowledge Mgmt
(11) Quality Docs
Aug 03
DRC: Forums 2
(8)
Aug 03
CMS publishing
(4)
Sept 03
Showcase
TBD
Internal
eBusiness
Password Security
Q4 ‘03
Always On: Operations Infrastructure Odyssey
TBD
TBD
ISA migration
Oct 03
Always On
CPE
Perf Mgmt
TBD
Team Track
integration
Aug 03
SNF3 phase 2
(1)
Sept 03
Component Patch
June 03
Content Services
Operations
CASE Mgmt
Content Services
CPE
May 03
Always On: eCRM
32
Search
module
release
commit
STC
Deployment
commit
Data model
business
commit
E-catalog
SVI,PET,
Pweb
release
commit
KB Info
architecture
release
commit
Partner
Web
launch
Search
module
deployment
checkpoint
Partner
Locator
Design
Checkpoint
Reception
Desk
2.0 Release
sept 5
sept 15
sept 20
Publishing
investigation
checkpoint
Muffin Top
SVI,PET,
Pweb
release
commit
sept 25
sept 30
Authoring
Tool
Enhanced
and Frozen
E-catalog &
MT - SVI,
PET, Pweb
deployment
commit
oct 5
oct 10
oct 15
oct 20
PET Web
Launch
Publishing
design
checkpoint
E-catalog Muffin Top
fall launch fall release
commit
release
commit
Fall
launch
Needs
assessment
wizard
release
commit
Data model
release commit
Reception
Desk
Go Live
sept 3
KB Info
architecture
release
commit
oct 25
oct 30
nov 5
Publishing
deployment
checkpoint
Data model
deployment
checkpoint
Partner
Locator
Deployed
Needs
assessm
wizard
deploym
commit
nov 9
E-catalog &
Muffin Top
fall release
commit
Bluestone
repository
incorporation
33
Communications Calendar
September
October
November
S M T W T F S
S M T W T F S
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S M T W T F S
1
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3
0
S M T W T F S
2
2
January
3
December
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2
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7
8Submittals
9
0Due
Newsletter
Newsletter Draft Review
Newsletter Publish
Marketing EWG Meeting Prep
Marketing EWG Meeting Date
Support EWG Meeting Date
BCO Meeting Prep
BCO Meeting Date
Proposal Review Meeting Date
34
Current Process Flow
Stakeholder
Stakeholder
Stakeholder PurposeAction
Purpose
Action
Stakeholder PurposeAction
Purpose
Action
Information
Repository
Information
Information
Repository
Repository
Stakeholder
Information
Stakeholder
Repository
Purpose
Action
Information
Repository
Purpose
Action
Information
Repository
Stakeholder
Purpose
Action
Information
Stakeholder
Repository
Purpose
Action
Stakeholder
Purpose
Action
Information
Repository
Information
Repository
Infrastructure
35
Proposed Process Flow
Stakeholder
Stakeholder Stakeholder Stakeholder Stakeholder Stakeholder
Purpose
Purpose
Purpose
Action
Action
Action
Purpose
Purpose
Purpose
Action
Action
Action
Registration Desk
Clover
eCare
PDS
Autopass
Infrastructure
36
Presentations:
some tips & tricks
• leave time for discussion – presentation as 50% of time
allotted
Q & A at end or during? Pros and cons. TELL PEOPLE
which one: ‘please feel free to ask questions during the
presentation’
•
Keep Slides high level.
Detailed slides at end of slide deck – links forward and
back
•
Agenda slide – generally a good idea
Sets expectations. Valuable repetition.
•
If you expect (or want) a lot of discussion, have a scribe
•
Follow cultural conventions
37
Presentations – tips & tricks
• Higher the level of management – the
fewer details
• Give audience something to look at
• Check for understanding at important
points in presentation
• End with what you need from audience or
want them to remember
• Capture questions and promises & send out
in meeting notes
38
Status presentation – due Oct 25
Audience = program managers, who want to know:
• Triple constraint status – budget, schedule, scope
• Project Goals – should they be reconsidered?
• Is there anything you need from upper management in
order to be successful?
Assignment will be graded on:
• Presentation clarity & completeness
• Demonstrated understanding of project management as it
applies to your project
• Cohesiveness of updated project plan both internally and
as it relates to status presentation
• Professionalism
10 minutes maximum – bring laptop or thumbdrive
39
Content of status presentation
• Give an updated elevator speech for your
project
• Cover status of schedule, scope & budget
• Are you meeting with your team regularly?
Are you holding them accountable?
• Have you identified skills that are missing
from your team?
40
Content of status presentation
• Review your risk triggers – have your
risks changed?
• What is the most important thing to
do next to make your project
successful?
41
Project NAME
Your name goes here :0)
October 25, 2007
Update agenda
• POR quadrant slide
•
•
•
•
Status – red, green, yellow
issues
accomplishments
next steps
• Project worksheet
• Budget
• resources
• Milestones
• Risk review
• Q&A
43
Project name
Program Status : red, yellow, green
Sponsor: :
Project Manager :
Progress to plan
important
Status
green
milestones
listed
here
yellow
red
Accomplishments
Key Issues
Due
Date
Due Date
Complete
date
Next Steps
44
Budget/resource review
45
Milestone review
46
Risk review
47
• Are you asking management for
something as a result of this update?
• Be specific about what you need – an
application, test server, two more
Java developers, etc.
48
Back-up slides
Globalization Workflow
50
Technique review
• Affinity Diagram
• Cause and effect/Ishikawa/fishbone
• Six Hats
51
Affinity diagrams
52
Cause and Effect Diagram
what is it ?
• A Cause and Effect
Diagram is an analysis
tool to display possible
causes of a specific
problem or condition.
what is it used for ?
•
Identifying potential causes
of a problem or issue in an
orderly way (example: Why
has membership in the band
decreased?; why isn't the
phone being answered on
time?; why is the production
process suddenly producing
so many defects?)
•
Summarizing major causes
under four categories (e.g.,
People, Machines, Methods,
and Materials or Policies,
Procedures, People, and
Plant)
53
Cause and Effect Diagram
benefits
• Cause and Effect Diagrams provide a
visual format which allows people to
catalog all of the ideas about factors
that may contribute to an effect.
• Can also be used as a communication
tool to describe causal factors
54
Cause and Effect Diagram
example
Reasons Why the Phone is Not Answered
55
Cause and Effect Diagram
how to construct a fishbone
1. Write the issue (problem or process condition) on the right side.
56
Cause and Effect Diagram
how to construct a fishbone
1.
2.
4.
5.
6.
Identify the major cause categories and write them in the four boxes
on the Cause and Effect Diagram.
Brainstorm potential causes of the problem. As possible causes are
provided, decide as a group where to place them on the Cause and
Effect Diagram. It is acceptable to list a possible cause under more
than one major cause category.
Review each major cause category. Circle the most likely causes on
the diagram.
Review the causes that are circled and ask "Why is this a cause?"
Asking "why" will help get to the root cause of the problem. Ask
“why” five times.
Reach an agreement on the most probable cause(s).
57
Let’s try it
Lack of communication
between faculty, staff
And students
58
Six thinking hats
•
•
•
•
•
•
White
Red
Black
Yellow
Green
Blue
-
Neutral; facts & figures
Emotional view
Devil’s advocate; pessimist
Optimist
Creativity & new ideas
Organization
59
Formulas to know
•
•
•
•
•
•
•
•
•
•
PV (BCWS)
EV (BCWP)
AC (ACWP)
CV EV-AC
CPI EV/AC
SV EV-PV
SPI EV/PV
EAC BAC/CPI or
AC/BAC
ETC EAC-AC
VAC BAC-EAC
•
% complete = BAC
•
PERT (P+4M+O)
6
Standard deviation
•
•
•
(P-O)
6
Task Variance
• (P-O) squared
6
Present value = FV
(1+r)n
60