December 8, 2012 Chris Wetli, PMP®, SCPM® Merrilee Tomlinson.
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Transcript of December 8, 2012 Chris Wetli, PMP®, SCPM® Merrilee Tomlinson.
NC FIRST FRC Team Workshops:Project Management
December 8, 2012Chris Wetli, PMP®, SCPM®Merrilee Tomlinson
A project has a definite beginning and ending
All projects have the same phases◦ Initiating, Planning, Executing, Monitor and
Controlling, Closing All projects have the following issues and
concerns◦ Scope, Time, Cost, Quality and Risk
What is a Project?
Happy customers Happy stakeholders On time deliverables On budget Team cohesion Innovation Team talent pool intensifies Diversify
◦ Create a community infrastructure like FLL teams or academic mentorship
What defines a success project?
Primary duties◦ Identify Requirements◦ Build a team
Organize existing resources◦ Maintain/analyze data ◦ Identifies and resolves gaps◦ Schedule resources◦ Organize capital ◦ Manages budget◦ Morale
Project Manager
Phases of a Project
Planning
Monitoring & Controlling
Initiating
Executing
Closing
The very start of the project◦ Kick off the project
Contains clear project goals and parameters Often involves the customer and
stakeholders Start controlling Scope
Initiating
Time spent up front to understand the requirements, analyze and correctly design a solution saves big in the end
Unexpected problems late in the development are project killers
Importance of Planning
Document all of the following:
• Brainstorm Solutions
• Make Sketches / Prototypes
• Identify Likely Solutions
• Use Decision Making Tool
• Select a Final Solution
• Complete Independent Reviews
• Create Work Breakdown Structure
Define Solution / System
Decision Making Tool
Option 1 Option 2 Option 3 Option 4
Weight 2 3 1 1
Complexity 2 3 1 4
Efficiency 2 3 3 1
Customer 2 2 3 1
Time 2 5 2 4
Development 4 5 2 4
Supplies $ 4 4 2 3
Score 18 25 14 18
1. List all areas of Solution/System2. Rate each option on it’s own (don’t compare at this point)3. Score each option
Best = 1Medium = 3Worst = 5
4. Total Scores5. Compare top 2 per scoring (weigh pros & cons)
Define Solution / System - One
Define Solution / System - Two
Team Structure: Defined Work
7 November 2006Program Management BasicsPurdue FIRST Programs Slide 12
Work
Organization
Budget
Team Structure: Organization
7 November 2006Program Management BasicsPurdue FIRST Programs Slide 13
Work
Organization
Budget
Team Structure: Budget
7 November 2006Program Management BasicsPurdue FIRST Programs Slide 14
Work
Organization
Budget
• Identify Key Deliverables
• Identify Critical Dates (FIRST, School, and so on)
• Estimate Task Durations
• Identify Task Dependencies
• Create Draft Schedule
• Review, Revise Until Issues Resolved
• Gain Acceptance From Stakeholders
Create a Schedule
Do what you have planned Do only what you have planned
Feedback and repeat from the top…
It’s important to document all activities during the execution phase
Executing
Design & Analysis
• Manufacture Components
• Make & Test Subsystems
• Integrate Subsystems and Test
• Audits and Reviews • Document Change Request
• Manage Change / Monitor Progress
• Manage Risk
• Complete & Deliver Product
Time to Execute
Gather feedback from all area leaders Sort feedback Manage and monitor resources
◦ People◦ Supplies◦ Tools
Manage schedule changes
Monitoring and Controlling
A project is closed upon successful implementation
This is a formal process to make sure you have met and completed all areas of the plan
Ensure your customer has their needs met Ensure your stakeholders have their needs
met
Closing
Start here…
Match people with their strengths and skills◦ Develop a skills matrix
Really helpful for rookie teams Identifies what training is needed, where you need to
get outside help (mentors) ◦ Develop an organizational chart
This must match the team structure and show every role’s responsibilities
◦ Everyone knows their role and responsibility
Step 1: Team Structure
Create a Work Breakdown Structure◦ Simply put it is a list of everything that you need
to do to complete the process Determine the form and function of every part and
what they need to do for you Fundraising, major events, support equipment, travel
and so on This ultimately becomes your project plan and needs
to be as detailed as you choose it to be so you can finish the plan and schedule
◦ Needs to match your Team Structure
Step 2: Plan the work
Estimate each item or system using a Resource Loading Diagram along with a Network Diagram◦ How much time (work hours) will each task take?◦ How many people are available and how many
hours are they available?◦ How many days/hours do you have to complete
the project?◦ Where are you short handed? How can you adjust
the schedule or tasks to make up for shortages? Make sure you are not double booking people
Step 2: Plan the work (cont.)
Make a simple project schedule which shows who’s doing what and when◦ Make it easy to read and update
Stick to your plan Monitor progress and update the schedule to show completed items
◦ Meet with the various team leads to obtain updates and learn any issues that arise Be flexible, you may have to alter the plan but this adds risk and could have
negative effect on project• Project Manager has a very important role
◦ Keep everyone productive, keep everyone positive, keep everyone on the same page, keep everyone motivated, keep everyone…you get the picture
◦ Ensure you add some elements of fun into the project◦ Show appreciation for team members
Celebrate completion of major items Acknowledge those going above and beyond
COMMUNICATE, COMMUNICATE, COMMUNICATE
Step 3: Develop a Project Schedule
Plan and schedule design reviews◦ Every day? Every other day? This needs to be held
until the design is completed Document! Be specific and detailed
◦ How subsystems will work together and connect as they are designed, built and integrated
Check your interfaces in the reviews ◦ If there are changes, it must be fully investigated,
documented in the plan, is understood and agreed upon Understand how the change will affect all tasks down the
line◦ Change Request Form
Step 4: Design Review
“What If” Leave a little time for disasters and unforeseen
issues Testing is essential to reduce risk – ensure you have
test cycles in your plan Set goals for features and functions and categorize
as “must have”, “Nice to have”, “wish list”◦ If a time crunch occurs then having these
prioritized will help you trim off which features and functions without stopping everything to discuss and determine what can fall off the plan.
Step 5: Risk Management
Failure Modes and Effective Analysis◦ Consider systems components◦ Identify symptoms of failure◦ Identify root cause◦ Predict consequences to other subsystems◦ Rank failure modes by severity (sev 1 hot, sev 2
medium, sev 3 low)◦ Rank failures by probability (sev 1 likely, sev 2
possible, sev 3 unlikely)
Step 5: Risk Management (cont.)
Step 6: Execute! ! !
Meet regularly with all area leaders Share and document all problems Manage and monitor resources
◦ People◦ Supplies◦ Tools
Manage schedule changes Adjust as needed
Step 7: Monitor & Control
Post season hold a Roses & Onions session◦ From what went well to what disasters occurred
Document so planning for next year can take them into account
Make sure you have met and completed all areas of the plan, including documentation
Throw a party for the team and celebrate your accomplishments!
Step 8: Close the Project
Resources and samples
USFIRST.org◦ Team Organization & Management
Project Management Institute◦ Project Management Book of Knowledge (PMBOK)
Resources