2005 okoren Project Management Basics - Ten Secrets of Completing Projects Successfully.pdf

2005 okoren Project Management Basics - Ten Secrets of Completing Projects Successfully.pdf

1. Project Masters Inc..
Project Management Basics
Ten Secrets of Completing Projects
Successfully
By Project Masters Inc.

2. Project Masters Inc..
Project Management Basics
Ten Secrets of Completing Projects
Successfully
Presented by
April O’Koren, PMP, MBA
Project Masters Inc.
[email protected]
888.250.4447

3. Project Masters Inc..
Ten Secrets of Completing
Projects Successfully
Continuous and effective
communication
Change Control Risk Planning Critical Path Method (CPM) Team Buy-in

4. Project Masters Inc..
Ten Secrets of Completing
Projects Successfully
Continued
Customer Relationships Triple Constraints Team Selection Quality Ethics

5. Project Masters Inc..
Continuous & Effective
Communication
80% of projects fail due to problems
with communication
Flow
Source Transducer Source Channel
Coding
Channel Source Transducer Sink
Decoding
NOISE
Channel

6. Project Masters Inc..
Continuous & Effective
Communication
LACK OF EFFECTIVE
COMMUNICATION IS THE
NUMBER ONE REASON
PROJECTS FAIL.

7. Project Masters Inc..
Continuous & Effective
Communication
Because of these two facts, it is critical
that before the project kick-off meeting,
a clear Project Communication Plan is
in place.

8. Project Masters Inc..
Continuous & Effective
Communication (Cont.)
To ensure that information pertaining
to the status of project activities is
captured, assessed, and reported, the
Project Team must have planned for
and implemented an adequate Project
Communication Plan.

9. Project Masters Inc..
Change Control System
The most important function of the
Change Control System is to help the
Project Manager and Project Team
control changes to the project plan.
(i. e. To maintain control over project
scope)

10. Project Masters Inc..
Change Control System
Configuration (Baseline) Control Design Control Document Control Acquisition Control Specification Control

11. Project Masters Inc..
Change is Inevitable
Change is going to occur. For the
Project Manager, management of
change is a way of life.

12. Project Masters Inc..
Project Plan Problem Change
Request Form

13. Project Masters Inc..
Planning vs. Executing
Many organizations find that though
they do a good job of writing Project
Plans, they are unable to execute their
plans. For the most part, this failure is
a result of not putting in place the
necessary systems and structure to
properly monitor and control activity
in the organizational context.

14. Project Masters Inc..
Functions of a Change
Control System
Identify changes from the original scope Forecast the cost of changes and their effects on
performance and schedule
Analyze proposed changes Make decisions regarding how to handle
recommended changes
Implement changes Record actual information pertaining to changes
made to the project
Solve disputes

15. Project Masters Inc..
Changes to the Project Affect:
Work Breakdown Structure (WBS) Project estimates Project staffing plan Project budget

16. Project Masters Inc..
Change Control
Documentation is Important
For:
Project Control Evaluation Debugging Coordination of project effort System maintenance

17. Project Masters Inc..
Flow of Change Control
Define
Change in
Scope
Determine
Internal /
External
Tasks
Modify
WBS
Incorporate
Change
Design
Approval
Review
Design
Planning
Complete
Yes / No
Log
&
File
Approval to
Research
Assign &
Evaluate
Request
Project
Management
Office
Request for
Change
Reject
Request
Define Risks
Develop
Risk Plan(s)
Profitability
Analysis
Estimate
Resources /
Cost
Requirements
Modify
WBS
Assign
Team
Modify Scope
In Plan
Approval of
Change
Define
Change in
Scope
No
No
No

18. Project Masters Inc..
Scope Management Cycle

19. Project Masters Inc..
Risk Management System
Project Risk may be defined as the
chance of certain occurrences
adversely affecting attainment of
project objectives. Risk represents the
degree of exposure to negative events
and their probable consequences.

20. Project Masters Inc..
Project Risk Factors
The Risk Event, i.e. precisely what might
happen that would be detrimental to the
project The Risk Probability, i.e. how likely it is that the Risk Event will occur The Amount At Stake, i.e. the extent of loss that could result should the Risk Event actually occur

21. Project Masters Inc..
Risk Management
is the art and science of identifying,
analyzing and responding to risk
factors throughout the life of the
project and in the best interests of
the project’s objectives.

22. Project Masters Inc..
Monitoring and Controlling
Project Risk
Determining what factors to monitor Capturing information relative to these
factors
Assessing the information pertaining to the monitored factors to determine levels of
variance
Taking corrective actions in order to control the effects of Risk Events when
they occur

23. Project Masters Inc..
Planning for Risk
Management
Risk Management –like any other
aspect of Project Management –
should be planned for

24. Project Masters Inc..
Important Risk Management
Documents:
Risk Assessment Document Risk Plan

25. Project Masters Inc..
Critical Path Method (CPM)
CPM allows the Project Manager to
answer the question:
“What happens if we use more
resources to shorten the project
completion time?”

26. Project Masters Inc..
CPM
The Critical Path is the path through the
Project Network that determines the
shortest time within which the project can
be completed

27. Project Masters Inc..
CPM Example
ID
Task Name
Durati
o
1
Flight Training Proj
e
15 da
y
2
Start Simulator Pr
o
0 da
y
3
Define Requirem
e
5 da
y
4
Publish Requirem
e
2 da
y
5
Develop Design
5 da
y
6
Have Design Revi
0 da
y
7
Develop Code
5 da
y
8
Have Code Revie
w
0 da
y
9
End Project
0 da
y
01/11
01/24
01/31 01/31
1
8
21
2
4
27
3
0
02
0
5
0
8
11
14
1
7
2
0
2
3
26
2
9
01
0
4
0
7
1
0
13
1
6
1
9
22
January 2002
February 2002

28. Project Masters Inc..
Advantages of Using CPM Critical activities are known at all
times
A valuable tool in calculating the most economical way to crash a program Identifies those activities having float
(slack) in the schedule
Calculates project completion time

29. Project Masters Inc..
Advantages of Using CPM Serves as a warning signal should
critical activities take longer than
expected or problems arise Provides important decision making
information if it becomes necessary to
shorten the project, reduce funds, or
reallocate resources

30. Project Masters Inc..
Advantages of Using CPM Communicates to team members the
importance of various activities, as
well as what impact decisions during
the project can have on the outcome.

31. Project Masters Inc..
Team Buy-in
Give them responsibility and trust Listen to their ideas Give praise when deserved Recognize their ideas Let them know they are important to
the organization
Flexible control of work environment

32. Project Masters Inc..
Team Buy-in
Give them clear direction with
measurable goals
Give them the skills they require through training and information Give support through coaching, feedback, and encouragement

33. Project Masters Inc..
Team Buy-in
Make sure resources are readily
available for the project
Provide them upward and downward communication

34. Project Masters Inc..
Team Buy-in
Produce emotional buy-in from the
team by allowing them to participate
in project decisions Reward team for a job done well Give team credit for project success Let people know their job is an important part of the team

35. Project Masters Inc..
Customer Relationships
Serve our clients with integrity,
competence, and objectivity
Keep client information and records of client engagements confidential and
use proprietary client information only
with the client’s permission

36. Project Masters Inc..
Customer Relationships
Do not take advantage of confidential client
information for ourselves or our firms
Do not allow conflicts of interest which provide a competitive advantage to one client through our use of confidential information from another client, who is a direct competitor, without that competitor's permission.

37. Project Masters Inc..
Triple Constraint
The 3 sides of a triangle move
together to maintain the integrity of
the form. So must scope, cost, and
schedule move together to maintain
the integrity of the project.
Quality
Cost Time
Scope

38. Project Masters Inc..
Team Selection
Need to have input on team selection to make
sure the correct person is obtained for the job
Need to ensure your individual team members are matched up correctly with the project work Need to have the right to remove a person from the team if they are causing harm to finishing the project successfully

39. Project Masters Inc..
Quality
Our goal is to improve project
performance through the utilization of
Quality Management Principles

40. Project Masters Inc..
Secret to Quality
Quality is determined by the customer Quality goes beyond merely fulfilling
the explicitly stated specifications
Quality is not an absolute characteristic Quality is different from grade

41. Project Masters Inc..
Ethics
Integrity, competence, and objectivity Keep our stakeholders informed Assign team members to the project in
accord with their experience, knowledge,
and expertise Only accept projects for which we are qualified by our experience and competence.

42. Project Masters Inc..
Review of the Ten Secrets of
Completing a Project
Successfully
Need to communicate, communicate,
communicate …
Need to manage change because all projects have change Remember Murphy's Law: Anything that can go wrong, will. Be prepared with your Risk Plan

43. Project Masters Inc..
Review of the Ten Secrets of
Completing a Project
Successfully
Knowing your critical path is the key
to keeping every activity on track
Having team buy-in allows you to perform tasks that people on the
outside would think were impossible

44. Project Masters Inc..
Review of the Ten Secrets of
Completing a Project
Successfully
Having an excellent customer relationship
gives you an edge, because they are part of
your team
Understanding that the triple constraint
triangle moves to maintain project integrity
and will give you the edge you need to
keep your project on track
Having the right team members can make or break your project

45. Project Masters Inc..
Review of the Ten Secrets of
Completing a Project
Successfully
For years to come, people will
remember the quality of the product or
service If you and your team are not ethical, it
will come back to bite you in the end

46. Project Masters Inc..
Project Masters Inc.
President
April O’Koren
[email protected]
888.250.4447