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Transcript of Entrepreneurship and Innovation in Media
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Entrepreneurship and innovation
in Mass media
Body of knowledge
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Introduction – Course Importance
To overcome the challenges of the future, the media industry needs toinnovate.
Inovative ideas, project selection and planning, scope, time, cost and quality management, HR, communication, risk supervision and handling are crucial
to project success in media, as in any other industry.
The course will expose participants to fresh and innovative thinking related tomedia business issues, providing a solid understanding of project managementmethods in all media industries: Newspapers, TV, New media, etc.
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Introduction – Course Goals
After this course, students will be able to:
Understand innovation and its importance in a company
Generate inovative ideas Understand/chose the optimum methods of managing an innovative
project
Understand the main organizational influences on a media project
Establish clear and achievable objectives
Balance the competing demands for quality, scope, time and cost Adapt the specifications, plans, and approach to the different concerns
and expectations of the various stakeholders
Create work breakdown structure
Assign responsibility of project components
Develop and complete a project plan for an innovative project
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Understanding Innovation
Innovation is not only about generating creative ideas. Innovation only results when creative idea is put to use. However, the implementationphase is where many good ideas fail.
Kumar Nochur – professor at Boston University
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Are YOU an Innovation champion?
Do you have a strong conviction about the merit of and need for theinnovation?
Do you have a strong sense of ownership of the innovation, even if it originated with someone else?
Do you have an overpowering desire to get the innovation accepted andimplemented?
Do you have a willingness to commit time, energy, and other personal resourcesover an extended period of time, well beyond the demands of your formal jobdescription, to promote the innovation?
Do you have a willingness to experience negative reactions and setbacks as you
try to implement the innovation?
If you answered yes to most of these questions, you are already on the road to becoming an
innovation champion!
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Innovation – STEP I
GENERATING CREATIVE IDEAS
1. Conduct effective brainstorming sessions
2. You already have a briliant idea to sell to the stakeholders
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Generating Creative Ideas
EFFECTIVE BRAINSTORMING SESSIONS
Find a comfortable meeting environment Invite people with different backgrounds and degrees of expertise
Appoint one person to record the ideas that come from the session.
Define the problem you want solved clearly, and lay out any criteria to be met.Make it clear that that the objective of the meeting is to generate as many
ideas as possible.
Make sure that you give everyone a fair opportunity to contribute.
Encourage people to develop other people's ideas, or to use other ideas tocreate new ones.
Encourage an enthusiastic, uncritical attitude among members of the group.
Let people have fun brainstorming.
Ensure that no train of thought is followed for too long. Make sure that yougenerate a sufficient number of different ideas, as well as exploring individualideas in detail.
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Generating Creative Ideas
EFFECTIVE BRAINSTORMING SESSIONS
Use the techniques below during brainstorming sessions: Ask the stupid question. Pose questions about how to achieve the opposite of
your aims, for example, what’s the most stupid thing we could do?
How would another business go about this? How would a auto garagehandle this problem? A bank?
Wisdom from Famous People. What would Oprah or Basescu?
Forced associations. Select a random a word from a book, newspaper, ormagazine, and brainstorm how your issue relates to that word.
Look at Smaller Pieces. Break up issue into smaller components and explore
the issue at that level. Reverse Assumptions. For example, assumptions about newspapers would be
they have pages, articles, pictures. What about a newspaper with no pages,articles or pictures.
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Generating Creative Ideas
EFFECTIVE BRAINSTORMING
SESSIONS
After the session, edit the brainstorming notes,arrange the ideas in related groups and send acopy to each participant as soon as possible.
Ask each participant to select the 5 ideas he thinksare best. Request that he also explain why theseideas are most promising and how he wouldimplement them.
Be sure to include a deadline for when you’d like theideas returned.
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STEP II – Innovation implementation
Project Management
II. Project Roles and
Responsibilities
IV. Project Initiation
I. Introduction to Project
Management
VI. Project Planning
(Detail Level)
V. Project Planning
(High Level)
VII. Project Execution and
Control
VIII. Project closeout
III. Organizational
Influences on Project
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Introduction to Project
Management
Chapter I
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What is a project?
A project is a temporary endeavor undertaken to create a
unique product, service, or result. There are several characteristics that describes any project:
Projects are intended to change things
Projects have a timeframe with a beginning and an end
Projects have to be planned Projects use resources and need a budget
Projects require evaluation – the criteria for evaluation need
to be established from the beginning
Projects have an outcome , which is not necessarily known at
the outset Projects involve people
Project involve limited time, money, and resources (human
and machinery) with which to accomplish a goal
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Projects vs. innovation and strategic plan
Projects’ purposes:
Projects are means of achieving an organization’s strategic plan Promote change Promote innovation
Answer to: A market demand An organizational need Customers request A technological advance
New trends, etc
“The need to be right all the time is the biggest bar to new ideas. It is better to have enough
ideas for some of them to be wrong than to be always right by having no ideas”
Edward de Bono
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Projects stakeholders
Project stakeholders are individuals and organizations that are actively involved in the project,
or whose interests may be affected as a result of project execution or project completion.
Project
manager
Project
sponsor
Project
Management Team
Project Team
Project Stakeholders
PROJECT
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What is project management?
Project management is the application of knowledge, skills,tools and techniques to project activities to meet project requirements.
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Project
initiation
Project planning
(High level)
Project planning
(Detailed level)
Project execu-
tion and control
Project
closeout
Cornell Project Management lifecycle
Project
initiation
Project planning
(High level)
Project planning
(Detailed level)
Project
closeout
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Project Initiation
…Develop Project Charter by:
Defining business case or project need
Proposing solution and/or the product description
Identifying the customers of the project and why they will benefitfrom the project
Tying the project to the organization’s business and/or strategic plan
Providing a list of any known constraints and major alternativesconsidered
Including the budget, resource requirements, and governance forcompleting the Project Initiation Plan
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Project Planning (High Level)
…Develop Project Initiation Plan by defining:
Project goals, objectives and scope
Work breakdown structure (WBS) / key deliverables
A milestone schedule, governance
Stakeholder accountabilities, benefits
Costs, high level resource requirements
Management approaches
Communication plan
Risk plan
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Project Planning (Detail Level)
…Develop Project Detail Plan:
Confirm detailed customer requirements
Decompose the Work Breakdown Structure (WBS) to thelevel of detail you plan to use to manage the project
Determine activity sequencing
Plan for resources
Determine activity duration
Create budget from estimated costs
Develop quality plan
Create Baseline Project Plan and Schedule
PROJECT
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Project Execution and Control
…Project Manager’s tasks:
Enable the Project Team to execute the tasks on the projectschedule and develop the product/service the project isexpected to deliver
Monitoring progress, quality, and costs
Identifying and resolving problems
Applying corrective actions
Managing scope changes and risks
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Project Closeout
Project Team assesses the outcome of the project,along with the performance of the Project Team
Soliciting and evaluating feedback from Customers,Project Team members, Consumers, and otherStakeholders.
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Project Roles and Responsibilities
Chapter II
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•Provides support for the Project Manager
• Assists with major issues, problems, andpolicy conflicts, Removes obstacles•Is active in planning the scope
• Approves scope changes; signs off on
major deliverables; approves each
succeeding project phase.
Roles and Responsibilities •Ensures that the Project Teamcompletes the project
•Develops the Project Plan
•Manages the team’s performance of
project tasks•Secure acceptance and approval of
deliverables from the Project Sponsorand Stakeholders
•Communication, including status
reporting, risk management
•Make sure the project is delivered inbudget, on schedule, and within scope
•Executes tasks and producing
deliverables as outlined in the
Project Plan•Is directed by the Project
Manager
•Legitimizes the project’s goals
and objectives
•Keeps abreast of major
project activities•Has final approval of all
scope changes, etc
Project
Manager
Project
Team
Executive
Sponsor
Project
Sponsor/Director
Steering
Committee
Customer
• Approves project deliverables
•Helps resolve issues and policy
decisions
• Approve scope changes, and
provide direction and guidance to
the project
• Approve deliverables
•Review and approve
process deliverables
•Provide subject matter
expertise to the Team
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Roles and Responsibilities - Example
Project Manager
Project Team
Executive Sponsor
Project Sponsor/Directors
Steering Committee
Chief editor of print edition
Publishing house’s General Manager, Chief
editor of print edition, Publishing house’s
online division
Senior Project Manager of publishinghouse’s online division
Representatives from Publishing house’s
board, chief editor of print edition,
representatives of online division
….Launching a local electronic edition of a national daily newspaper
Team members can come from many areas
of the company outside , or they can be
outside consultants. Some of the roles they
will fill on the project are: Technical
Managers and Functional Mangers, editorial
staff, advertising sales staff, etc
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Content
Technology Marketing
Finance Advertising
Sales
Distribution
Production
People
Format
Strategy
Values KNOLEDGE
Media Management System
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Interpersonal skills
Effective communication
Influencing the organization
Leadership
Motivation
Negotiation and conflict management
Problem solving
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Major project documents
1. Project Charter - Formally authorizes the project.
2. Project Scope Statement - States what work is to be
accomplished and what deliverables need to be
produced.
3. Project Management Plan - States how the work will be
performed.
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Understanding Organizational
Influences on a Project
Chapter III
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Organizational Influences
Projects are part of an organization that is larger than theproject
Organizational Influences:
– Management system
– Culture
– Style
– Organizational structure, etc
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Organizational Structures
Functional
Matrix
Projectized Week Matrix
Balanced
Matrix Strong Matrix
Project
Manager’s
Authority
Little to none Limited Low to
Moderate
Moderate to
High
High to almost
Total
Resource
Availability
Little to none Limited Low to
Moderate
Moderate to
High
High to almost
Total Who Controls
the project
budget
Functional
Manager
Functional
Manager Mixed
Project
Manager
Project
Manager
Project
Manager’s Role Part -time Part -time Full-time Full-time Full-time
Project
Management
Administrative
Staff
Part -time Part -time Part -time Full-time Full-time
Organizational
structureProject
Characteristics
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Organizational Influences
Analyze and model Cultural Influences that affect your team performance!
–
•Centralization practices
•Formalization
•Organizational hierarchy
•Decision Making
•Communication
•Do not make improvements
too soon
•Spend time learning about
the group’s culture
•Meet your team (individually
and collectively)
• Avoid predetermined
assumptions about a new group
Practices & Values Suggestions
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Project Initiation
Chapter IV
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Purpose of Project Initiation phase
To evaluate proposed projects and to reach a
consensus on the projects to be selected
– The Project Charter is presented
– The strength of a project’s Business Case and the viability of the proposed solution are evaluated
– Is analyzed if the project is consistent with the institution’s
business and strategic plan, and if the Project Planning
budget is affordable
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Project Initiation processes
Develop Project Charter
Evaluate Project Charter
Select Project Charter
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Develop Project Charter
Develop
Business
Case
Develop
Proposed
Solution
Describe
Alternatives
Considered
Develop
Project
Governance
Develop Budget
and Resources for
Project Planning
•identify an existing
business need anddeveloping a potential
solution to meet that need
•project key goals and
objectives
•deliverables•estimation of cost andresources
•identify special funding
sources available
•summary of the
business need and
the project result
•optimal solution to
address that need
•how the solution
fits into theorganization’s
business plan
• valuation of all
alternatives
considered
•justification of the
solution selected
•list any known
factors (constraints)that limit theultimate project’s
execution
•Budget and
resources requiredto develop the
Project Initiation
Plan (time and cost
estimates for the
overall project)
•Defines the management
organization that will be in
place for Project Planning
(High Level) to produce the
Project Initiation Plan
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Evaluate Project Charter
…Choosing the right projects criteria:
Cost
Time
Scope
Risks
Support of the organization’s mission and strategic plan
Required Resources and Involvement of more than one
functional area Project needs within or outside of standards and procedures
Internal and external influences on this particular project
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Select Project Charter
…Possible scenarios: 1. A decision is made to
proceed with the projectStart Project Planning
2. A decision cannot be made
on the project without some
additional information
The required information
are added in order to go to
the next evaluation cycle
3. A decision is made to decline
the Charter
A detailed explanation for
the decision should
accompany the message
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Project Charter Template
Project Title:
Project Start Date: Projected Finish Date:Project Manager:
Business Case____________________________________________________________
Objectives & Description of Deliverables______________________________________
Proposed Solution_________________________________________________ _______
Alternatives considered____________________________________________________
Budget and Resources_____________________________________________________
Roles and Responsibilities_________________________________________________
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Project Initiation ChecklistItem Description Completion
Date
Comments
Formulate business case / need / problem andanticipated benefits
Identify project objectives and describe the project
Research potential approaches and solutions
Identify and recommend one or more chosen solutions
Document alternatives considered and why rejected
Review solution’s fit with organization’s strategic plan
Estimate costs of all resources & materials required for
the project planning phase (high level)
If other estimated costs are known, include them in the
Charter
Identify project funding strategies
Complete Project Charter and submit for approval
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Project Planning (High Level)
Chapter V
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Project Planning (High Level) processes
1. Prepare for the Project
2. Develop the Project Initiation Plan
3. Confirm Approval to Proceed to Next Phase
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1. Prepare for the project phase
Assign the Project Manager Project Manager
Identify Initial Project Team Project Team
Review Historical Information Information Reviewed
Conduct Project Kick-off
Meeting
Kick-off Meeting
Establish Project Repository Project Repository
Task Task deliverables
Identifying Project Manager and Project
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Identifying Project Manager and Project
Team
Project Sponsor/Director Project Manager
Appropriate Stakeholders Project Team
assigns
Identify the names in
the organization who
could fill the roles
required by project
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Historical Info and Kick-off Meeting
• Strategic plan and/or
business plan• Project Charter, including
the initial Business Case• Project selection criteria• Project knowledge and
experience of the
individuals on the Project Team, etc
Historical Information review
• Formally marks the beginning of the project
• Project Sponsor/Directorassemble the entire Project Team to discuss his vision of the project, demonstratesupport, and advocate projectsuccess
• Project Team members areintroduced to each other• Project Manager describes the
approach of project’s tasks
Conduct project kick-off meeting
b h
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Establish Project Repository
Project Charter and supporting documentation, including the Business Case
The Project Initiation Plan (PIP) Any working documents or informal documents defining Budget, Scope,
Schedule Project Plan (Detail) which includes the Project Schedules Project financials Project Scope changes and requests log Project status reports Team member progress reports and timesheets (if applicable) Issues log and details (open and resolved) Project acceptance log by deliverable Products
Risk Plan if separate from the Project Initiation Plan Audit results if encountered Correspondence, including any pivotal or decision-making memos, letters,
email, etc. Meeting minutes
2 D l j i i i l
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2. Develop Project Initiation Plan
Refine Business Case
Define Goals and Objectives
Define Project Scope
Develop High-Level Schedule
Identify and DocumentStakeholders’ Involvement
Task deliverables
Develop Communications Plan
Establish benefits and Budget
Define Governance and ResourcingDefine Management Approach
Develop High Level Risk Plan
Task
Produce Project Initiation Plan
Executive Summary
Goals and Objectives Definition
Scope Definition
WBS/High-Level Project Schedule
Stakeholder Accountabilities
Communication Plan
Preliminary Budget /Benefits
Governance and Resourcing PlanManagement Plans
High Level Risk Plan
Project Initiation Plan
D fi G l d Obj i
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Define Goals and Objectives
Provide a clear picture of what the project is trying to
accomplish
You can use the S M A R T Objectives as a guideline in developing
the project Objectives.S pecific: Explicit, clear, understandable ( for example, writtenfrom a business perspective)
Measurable: Quantifiable (typically making reference to business
metrics, quantity, quality, cost, or time)
Attainable: Reachable, within capabilitiesRealistic: Relevant, right approachT ime-bound: Specific time period
D fi G l d Obj i
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Define Goals and Objectives
How to define a critical success factor ?
Complete the following sentence: "The project will be
a success if _____________."
D fi P j S
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Define Project Scope
The Functional Scope Project Interdependencies The Data Scope
The Technology Scope The Organizational Scope The Key Deliverables The Specific Objectives and Success
Change Management
D fi P j S
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Define Project Scope
Scope – key issue in a major business concept
called Triple Constraints:
– Budget
– Scope
– Schedule
D l Hi h L l S h d l
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Develop High-Level Schedule
…is a calendar -based representation of work that will be accomplished during a project
First step: Create Work Breakdown Structure (WBS) - graphical
representation of task associated to the project
Second step: A preliminary list of the roles and skills required toperform the necessary work
Third step: Project Manager develops High-Level Project Schedule
(using a scheduling tool, for example, Microsoft Project) – The High-Level Schedule will include the Key Tasks and Deliverables
that were developed during this planning stage and the Milestones of
the Project.
W k B kd S (WBS)
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Work Breakdown Structure (WBS)
Element
Number
WBS Elements
Activity, Task, or Sub-
Task
Definition of Activity, Task, or
Sub-Task (Description)
Responsible
Person or
Group
Estimated (E) orActual (A) Cost
(Cross reference
to budget)
Project Phase
(Cross reference
to schedule)
1
23
Id if S k h ld I l
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Identify Stakeholders Involvement
Stakeholder Analysis and Management is a critical part of every project
Key stakeholders are identified during the Project Planning
(High Level) and documented in the Project Initiation Planand is reviewed again during Project Planning (Detail Level)
Failure to address stakeholder issues is a major cause of project failures.
D l C i i Pl
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Develop a Communication Plan
…Describes the means by which project communications will occur. The communication process must be bi-directional.
Rules to settle:
What the communication is and its purpose and who it goes to
How often and how quickly information needs to be disseminated
By what method the Project Manager and Stakeholders prefer toreceive information (via phone, email, paper)
The communication mechanism currently used in the organization,and how it might be leveraged or improved
The effectiveness of communications in past projects and whether
specific improvements were recommended
A great way to communicate with the Project Sponsor and/or Project Director and the Customer Representatives is to conduct a status meeting
E bli h B fi d B d
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Establish Benefits and Budget
Document the project benefits in order to gain support of all the stakeholders
– Example: Increase in revenue, avoid revenue loss, reducecosts, avoid cost increases, improved service, protect or
increase market share
Project Manager calculates the preliminary budget that willbe required to complete project activities.
– All aspects of the project, including the cost of humanresources, equipment, travel, materials, consultants, andsupplies, should be incorporated.
D fi M t A h
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Define Management Approaches
Mode of Accomplishment
Issues Management
Change Management
Risk Management
Procurement Plan
Reporting
Ri k M t
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Risk Management
Risk Management along project life cycle:
Project Initiation: stakeholders will be informed of the risk management process
Project Planning (Detail Level): a detailed risk plan will bedeveloped, including the identification and assessment of risksand the planning of strategies to minimize or avoid the risks
Project end: evaluate the success of the risk management plan
D l p Hi h L l Ri k Pl
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Develop High Level Risk Plan
Identify Risks
Quantify and Document Risk
Produce Project Initiation Plan
Id ntif Ri k
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Identify Risks
A list of risks is documented in the Project Initiation Plan, and as thescope, schedule, budget, and resource plan are refined during ProjectPlanning (Detail Level), it is updated to reflect further risks identified.
The project should be analyzed for risk in areas such as:
• culture of the performing organization
• anticipated impact on the performing organization of the resulting product or service
• the level to which the end result is defined (the more complete the definition,
the lower the possibility of risk)• technology used on the project (proven vs. new)
• relationships among team members
• impact on work units and number of people affected
Q antif and Doc ment Risk
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Quantify and Document Risk
Risk mitigation strategies may include:
Procurement
Performance Bond or Penalties
Resource Management
Use of Best Practices / Lessons Learned
Quantify and Document Risk
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Quantify and Document Risk
Management Techniques for Risk Response planning can include four types of responses:
Avoidance
Transference
Mitigation
Acceptance
Produce Project Initiation Plan (PIP)
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Produce Project Initiation Plan (PIP)
•the refined business case (refined from the Charter),
•overall goal,
•specific objectives,
•success criteria,
•scope definition,•high level schedule,
•stakeholder accountabilities,
•a communication plan,
• benefits and budget,
• governance and resourcing ,
•the management approaches and a high level risk plan.
At this point, PIP consist of:
Produce Project Initiation Plan (PIP)
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Produce Project Initiation Plan (PIP)
The Project Initiation Plan is used to:
Provide a foundation for the projects with the overall scope andobjectivesPresent a preliminary budget for the Project
Gain confidence of the funding source to be able to proceed to DetailPlanning Guide Project Planning (Detail Level)
Document project planning (High level) assumptions
Facilitate communication among internal and external Stakeholders andunderstand accountabilities
Define key management reviews as to content, extent and timing
3 Confirm Approval to Proceed
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3. Confirm Approval to Proceed
Submit Project Initiation Plan for
Approval Submitted PIP
Gain Approval to Proceed Signed Approval Form
Task Task deliverables
Confirm Approval to Proceed
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Confirm Approval to Proceed
Project Manager should submit PIP to the Executive Sponsor, Project
Sponsor and/or Project Director, Customer Representatives, any funding sources, etc
Project Manager along with the Project team should then schedule oneor more meetings to present the Project Initiation Plan for review anddiscussion.
Project Initiation Plan is signed, indicating approval to proceed toProject Planning (Detail Level).
Measurement of success
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Measurement of success
Do you have a committed, interested and influential Project Sponsor and/or
Project Director attached to the project?
Did you verify that your Project Initiation Plan reflects the vision of the areas
of the performing Organization affected by/involved in the project?
Did you identify specific benefits the product or service developed by your
project will bring to the Customer?
Do you have a clear structure for the project repository?
Has your scope s tatement been reviewed and accepted by Customer
Representatives who will benefit from your project?
In your high-level Project Schedule, do you know if the effort shares allocated
to various project phases correlate to industry-accepted norms?Did you review the impact your project costs will have on upcoming fiscal
year budgets with the Finance office?
Have your staff and materials acquisition plans been reviewed with the
performing organization who will be paying for the staff and products being
acquired?
Has the Project Sponsor and / or Project Director reviewed your high level
Risk Plan?
Are your internal and external Stakeholders satisfied with the frequency and
content of communications you are providing consistent with your
Communications Plan) as evidenced by a lack of complaints?
Have you proactively sought to gauge Stakeholders’ satisfaction level?
Do you have an approval form signed by your Project Sponsor and/or Project
Director authorizing you to proceed to Project Planning, or to halt the project?
Have you provided sufficient information in your Project Initiation Plan to
allow the Project Sponsor and/or Project Director to take the necess ary
action?
Yes /
No
Prepare for the Project
Develop Project Initiation Plan
Confirm Approval to Proceed
Process Measurements of Success
Risks and Ways to avoid pitfalls
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Risks and Ways to avoid pitfalls
Process Task Why is it important?
Prepare for the Project
Identify Project Sponsor
A project without a Project Sponsor is like a ship without a
rudder: no matter how sleek the hull or how tall the
masts, it just can't get anywhere useful.
Conduct Kick-off MeetingTo continue with a ship metaphor, it’s important to get
everybody on board before setting sail!
Develop Project Initiation
Plan
Develop High-Level
ScheduleCan't sail the seven seas without a map!
Identify and Document RisksIdentifying and documenting risks is like putting up
lighthouses. Fewer wrecks.
Develop Communications
Plan
Frequent and comprehensive communications is one of the
key project success factors.
Confirm Approval to Proceed Gain Approval Signature Just how far out on the plank are you willing to walk? Wethought so...
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Project Planning (Detail Level)
Chapter VI
Purpose of Project Planning (Detail Level)
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Purpose of Project Planning (Detail Level)
…Defines the exact parameters of a project and ensure that all the pre-requisites for Project Execution and Control are in place.
The project definition and scope are validated
The Triple Constraints – Project Scope, Budget, and Schedule – arerefined and confirmed
Risk assessment activities advance to the mitigation stage
The components of the Project Initiation Plan are further developed
Additional Project Team members are brought on board
Project sponsorship and commitment are re-confirmed
Project Planning (Detail Level) processes
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Project Planning (Detail Level) processes
1. Conduct the Detail Planning Kick-off
2. Develop the Detail (Baseline) Project Plan
3. Perform Risk Assessment
4. Refine Management Plans
5. Confirm Approval to Proceed
1 Conduct the Detail Planning Kick-off
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1. Conduct the Detail Planning Kick-off
Orient New Project Team
Members Team Members Oriented
Review Outputs of Project
Planning (High Level) – PIP Project Outputs Reviewed
Kick Off Project Planning
(Detail Level)
Project Outputs ReviewedKick-off Meeting Agenda
Kick-off Meeting Notes
Task Task deliverables
Orient New Project Team Members
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Orient New Project Team Members
Goal: enhance the ability of new team members to contribute quickly and positively to the projects
desired outcome.
Useful information for new tram members: All relevant project information from Project Initiation and Project
Planning (High Level)
Organization charts for the Project Team and performing Organization
Information on project roles and responsibilities
General information about the Customer
Logistics
Project procedures
Review PIP
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Review PIP
Review the Project Charter and Project Initiation
Plan
– The review of materials may spark innovative ideas fromnew team members since they bring different and variedexperiences to the project.
Kick Off Project Planning (Detail Level)
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Kick Off Project Planning (Detail Level)
Introduction of new team members
Roles and responsibilities of each team member
Restating project background and objective(s)
Most recent Project Schedule and timeline Identified risks
Communication strategy
Current project status, including open issues and actionitems
2 Develop the Detail (Baseline) Project Pla
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2. Develop the Detail (Baseline) Project Pla
Confirm Customer Requirements
Decompose the Work Breakdown
Structure (WBS)
Determine Activity Sequencing
Plan for Resources
Determine Activity Duration
Task deliverables
Create Budget from Estimated
Costs
Create Baseline Project Plan and
Schedule
Develop Quality Plan
Task
Updated Project Plan
WBS
Precedence Diagram
Resources Identified
Effort and Duration Estimates Project Schedule
Project Budget
Quality Plan
Baseline Project Plan
Confirm Customer Requirements
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Confirm Customer Requirements
Refinements to the Project Scope are essential to projectsuccess
The final scope document has to reflect a mutual agreementbetween all parties (Customer, Stakeholders, Project Team,etc)
Project Team must refine the scope statement to clearly defineeach deliverable including exact definition of what will be
produced and what will not be produced
Communication between Project Manager and Customer iscrucial
Decompose WBS
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Decompose WBS
The work is subdivided into smaller, moremanageable components
Constituent components of each deliverableshould be described in terms of tangible,
verifiable results to facilitate performance
measurement
Decompose WBS - Example
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Decompose WBS Example
How to Decompose WBS?
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How to Decompose WBS?
Respond to:
– Am I able to clearly define the component?
– Am I able to clearly state what will be done to complete the work and what will NOT be done?
– Am I able to estimate the time needed to complete the component?
– Am I able to assign an individual or organizational unit who will be responsible for completing the work?
– Am I able to assign a explicit cost of completing the work?
If the answer to any of these questions is No, that particularcomponent needs to be further broken down
Determine Activity Sequencing
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Determine Activity Sequencing
The deliverables in WBS may be further subdivided into theactivities
The activities to produce each component can besequenced, meaning the identification and documentationof logical relationships between project activities:
– Finish-to-start
– Finish-to-finish
– Start-to-start
– Start-to-finish
Plan for Resources
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Plan for Resources
Involves determining what physical resources (people,equipment, materials) and what quantities of each should be used and when they would be needed to perform project activities
Determine Activity Duration
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Determine Activity Duration
Use the revised Project Scope, the refined Work BreakdownStructure, and resources availability to develop activities durationthat will then be input into the schedule
Obtain individual input on effort estimates (in the case of smallprojects) or from Team leaders (in the case of big projects)
Take into account people skills, absenteeism, meetings, discussions,and staff interaction
Be aware of Calendars, Constraints and Elapsed Time
Determine Activity Duration
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Determine Activity Duration
Management Techniques for Activity Duration Estimating:
Expert Judgment
Analogous estimating
Quantitatively based durations
Reserve time (contingency)
Important: Project Manager should determine the project critical path. If any task on the critical path is delayed, the entire project will be delayed.
Gannt Chart Example
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Gannt Chart Example
Create Budget from Estimated Costs
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C eate udget o Est ated Costs
Recalculate the budget required to complete project activities and tasks!
Consider all costs including the cost of human resources, equipment,travel, materials and supplies
Use available documents:
– Project Schedule
– Staff Acquisition
– Resource Requirements and Costs – Materials Acquisition
– Preliminary Budget Estimate
Develop Quality Plan
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p Q y
Check if changes have occurred to the Project Scope, Customer
requirements, external standards or regulations, or any other aspect of theproject that will affect the quality policy established for each deliverable during Project Planning (High Level).
– If the standards are no longer valid, the quality policy must bechanged appropriately
Quality plan must comprise:
– Quality policy created in Project Planning (High Level) and revisedin Project Planning (Detail)
– All quality activities establish by PM and Customer to beimplemented during project life cycle to ensure the defined quality standards will be met ( quality assurance ) like Collecting projectdocumentation, Conducting audits, Verifying businessrequirements, etc
Create Project Plan Baseline
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j
Includes:
Project Plan - an updated version of the Project Initiation Plan
Baseline Project Schedule - a revised, definitive representation of
activities, durations, dependencies, resources and milestones, to thelevel understood at this point in the project lifecycle
Quality Plan - the quality policy defined during Project Planning (High Level) and refined during Project Planning (Detail)
Budget - a revised, more accurate estimate of the dollars requiredto complete the project
3. Perform Risk Assessment
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Identify New Risks
Quantify Risks
Task Task deliverables
Update Risk Plan Risk Management
Worksheet
Identify New Risks, Update Existing
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p g
Risks
Review the list of risks initially identified in the ProjectImitation Plan to determine if all risks remain applicable
Introduce additional risk variables (if the case), occurredduring Project Planning, specific to Scope, Schedule and Cost
Project Manager verifies the updated list of risks with theProject Team and Project Sponsor and/or Project Director
Consider both internal and external risks
Quantify Risk
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Q y
Evaluate each risk in terms of the likelihood of itsoccurrence and the magnitude of its impact
Quantify risks (using high, medium, low criteria)displayed in the Risk Management Worksheet
Always take into account stakeholder risk tolerance
Determine the level of risk tolerance for the project
4. Refine Management Plans
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g
Refine Management Plans
defined in the PIP
Change Control ProcessChange Log
Issue Management and
Escalation Process
Open/Closed Issues Log
Refine the Communication Plan Communication Plan
Task Task deliverables
Define the Organizational
Change Management Plan
Organizational Change
Management Plan
Refine Management Plans defined in
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the PIP
Step A. Refine Change Control Process
Identify the person(s) authorized to request a changeIdentify the person responsible for analyzing the request
The timeframe allowed for a change request to be approved orrejected The process to follow if no timely decision is made
The percentage of the overall Project Budget that has been reservedfor project changes
Refine Management Plans defined in
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the PIP
Step B. Refine Issue Management and EscalationProcess
Issue management involves capturing, reporting,
escalating, tracking, and resolving problems that occur as aproject progresses
Issue management process must define:
– How issues will be captured and tracked – How issues will be prioritized – How and when issues will be escalated for
resolution
Refine the Communication Plan
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…Manage communication by deciding:
How project information will be collected and stored
The distribution structure, specifically detailing what, how, and
when information will flow
The method by which information will be accessed if it is needed
Remember, there can never be TOO MUCH communication!
Define Organizational Change
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Management Plan
People
Process Culture
How theindividuals usingthe product will beaffected by itsrelease?
How the product of the
project will affect already
existing business processes?
How severe the projects
culture shock will be?
Change Management Plan
Project Plan
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j1. Executive Summary
2. Goals and Objectives
3. Success Criteria4. Project Scope
5. Baseline Project Schedule
• WBS (Decomposed to the level the project will bemanaged)
• Effort and Duration Estimates
• Project Schedule (Detail)• Project Budget
• Project Resourcing
6. Stakeholder Roles and Responsibilities
7. Communications Plan
8. Change Control Process and Change Log9. Organizational Change Management Plan
10. Issue Escalation and Management Process and Issues Log
11. Quality Plan
12. Risk Management Worksheet
5. Confirm Approval to Proceed
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pp
Prepare Formal Acceptance
Package
Project Plan (Detail Level)
Submit Project Plan (Detail
Level) for Approval
Submitted Project Plan(Detail Level)
Task Task deliverables
Gain Approval Signed Approval Form
Confirm Approval
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pp
Prepare Formal
Acceptance Package
Submit Project Plan
(Detail Level)for Approval
Gain Approval
•Project Manager and
Project Sponsor shouldreview the Business Need• A copy for each documentdeveloped until this stageneeds to be archived as theBaseline Project Plan
•Project Manager should schedule a
meeting with Project Sponsor todiscuss the Detail Project Plan andgain agreement to secure the nextphase of the project• The Project Plan (Detail Level)should be sent to all attendees in
advance of the meeting •Project Manager should review andthen organize the deliverables into acohesive deliverable package andprepare a formal approval form.
•Project Manager must
present the acceptancepackage to the ProjectSponsor and obtain hissignature, indicating approval o proceed toProject Execution and
Control.•If the Project Sponsordoes not approve thepackage, he shouldindicate the reason forrejection.
Measurement of Success
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Process Measurements of Success Yes /
No
Conduct Project Planning
(Detail Level) Kickoff
Do your team members have complementary skill sets, with no apparent gaps as per
project approach? If not, have you obtained authorization to provide them with necessary
and timely training?
Develop Detail Project
Schedule
Have the supervisors of all resources assigned to tasks on your project agreed to release
those resources on the dates your project is expecting them?
Perform Risk AssessmentDoes your Project Sponsor and/or Project Director agree with your risk prioritization?
Do the other decision-makers agree with your risk mitigation actions?
Refine Management Plans
Do your Customers and Stakeholders agree with your definition of what constitutes a
change?
Have you verified that the folks responsible for signing off on change control items and
deliverable approval forms actually have authority and are willing to approve the items of
expected magnitude and type?
Do your Customers understand the pre-determined acceptance criteria for all deliverables?
Have the persons you identified as “arbiters” for issue escalation agreed to serve in that
capacity?
Have the expenditures associated with your team Training Plan been approved?
Is your Project Sponsor and/or Project Director sure that your organization will be ready to
implement the product or service that your project will develop?
Confirm Approval to ProceedDo you have an approval form signed by your Project Sponsor and/or Project Director
authorizing you to proceed to Project Execution and Control, or to halt the project?
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Project Execution and Control
Chapter VII
Purpose of Project Execution & Control
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… develop the product or service that the project was commissioned to deliver
Utilize all the plans, schedules, procedures, and templates that
were prepared and anticipated during prior work
Deal with change while minimizing impact on the project’s
Triple Constraints
The result: product of the project is fully developed, tested,accepted, implemented, etc
Project Execution & Control processes
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1. Conduct Project Execution & Control Kick-Off
2. Manage Triple Constraints
3. Monitor and Control Risks
4. Manage Project Execution and Control
5. Gain Project Acceptance
1. Conduct Project Execution & ControlKi k Off
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Kick-Off
Orient new Team Members
Review Project Materials
Task Task deliverables
Kick Off Project Execution Kick-off Meeting AgendaKick-off Meeting Notes
Project Planning Outputs
reviewed
Team Members Prepared to
Work
Orient New Project Team Members
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…Present all relevant information to new team members
Project Initiation, Project Planning (High Level),and Project Planning (Detail Level)
Organization charts Project Team, etc
General information on the Customer
Logistics
Project procedures
Review Project Materials
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1. Project Charter, Project Initiation Plan
2. Triple Constraints (Scope, Schedule, Budget)3. Risk Management Worksheet
4. Description of Stakeholder Involvement
5. Communications Plan
6. Time and Cost Baseline7. Communications Management Process
8. Change Control Process
9. Acceptance Management Process
10. Issue Management and Escalation Process11. Training Plan
12. Project Implementation
Kick Off Project Execution
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Introduction of new team members Roles and responsibilities of each team member
Restating the objective(s) of the project and goals for
Execution and Control
Latest Project Schedule and timeline
Project risks and mitigation plans
Current project status, including open issues and action
items
2. Manage Triple Constraints
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Manage Project Scope
Manage Project Schedule
Task Task deliverables
Manage Project Budget Updated Budget
Scope under control
Updated Project Schedule
Manage Project Scope
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Project Managers is ought ensure that the project produces ALL the work but ONLY the work required and documentedin the Project Scope
Any deviation to what appears in the scope document isconsidered change and must be handled using the changecontrol process
Continuous communication between the Project Manager,
Project Sponsor and / or Project Director, and CustomerRepresentative is crucial in managing scope.
Manage Project Schedule
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Is the project on track?
Are there any issues that are becoming evident that need to beaddressed now?
Which tasks are taking more time than estimated? Less time?
If a task is late, what is the effect on subsequent tasks?
What is the next deliverable to be produced and when is it scheduledto be complete?
What is the amount of effort expended so far and how much isremaining?
Are any Project Team members over-allocated or under-allocated?
How much of the time allocated has been expended to date and what is the time required to complete the project?
Implement Quality Control
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QUALITY INDICATORS
P o o r Q u a l i t y
H i g h Q u a
l i t y
Increased costs
Low morale
Low Customer satisfaction
Increased risk
Lower costs
Happy, productive
Project Team
Delivery of what the
Customer wants
Lower risk
Implement Quality Control
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METHODS
Conduct Peer
Reviews
Use Quality
Checklists
Maintain and
Analyze the
Project Schedule
Maintain and
Analyze the
Project Schedule
A Pear review is a thorough review of a specific deliverable,conducted by members of the Project Team who are the
day-to-day peers of the individuals who produced the work
Both the Project Manager and Project Team members can
create and make use of various checklists to be sure items
are not overlooked while a product is being developed.
Updating the Project Schedule on a regular basis while
keeping a close watch on the timeline and budget is the
primary mechanism to measure quality of the schedule
A project audit is a process to note what is being done well,
to identify real or potential issues, and to suggest ways for
improvement.
Manage Project Budget
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PM job: Ensure that the project is completed within the allocated and approved budget
Examine each time the schedule is updated include:
– Original Contract Value
– Total Approved Changes
– Total Current Budget
– Cost to Date
– Estimate to Complete – Forecast Total
– Project Variance
3. Monitor and Control Risks
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Monitor Risks
Control Risks
Task Task deliverables
Monitor Impact on Triple
Constraints Triple Constraints Managed
Risk Management
Worksheet
Project Status Report
Monitor and Control Risks
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Monitor Risk
Update Risk
Management Worksheet
•Look for new risks•Reassess old ones•Re-evaluate risk mitigation plans
Control Risk Occurred risk is transferred to
Issues Action Plan
•Risk occurred as expected
•Risk occurred different•Risk was unexpected
MonitorImpact on
Triple Constraint
When risk occurs,determine actions
to protect the project
•Risk occurred as expected•Risk occurred different•Risk was unexpected
4. Manage Project Execution & Contro
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Execute Communication Plan
Manage Organizational Change
Task Task deliverables
Organizational Change
Processes Executed
Issues Log and Project
Status Report
Manage Change Control
Manage Deliverable Acceptance
Manage Issues
Project Status Report and
other Communication Tools
Updated Triple Constraints
Project Deliverables
Approved
Manage Project Team High Performing Team
Product of the Project
Manage Deliverable Acceptance
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Manage the acceptance of deliverables! Define the acceptance criteria for deliverables for your project
Determine who will review the deliverables to assure the completenessof information and quality of the work
Identify the Customers designated to be approvers and have theauthority to sign off on the deliverable indicating acceptance
Define any time considerations or escalation process your project may need to manage acceptance of deliverables
Manage Issues
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…The Project Manager is responsible for capturing and tracking issues as soon as they arise, using the issues log
Examples of project issues: – Project Sponsor and / or Project Director is taking another
job – Project Team member start date may be sooner (or later)
than expected – There is a delay in approving or rejecting a change request or
deliverable
– Staff is contemplating a strike – Severe weather is predicted in the area of the technique
supply
Execute Communication Plan
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…Exercise good communication skills: When composing
correspondence, progress reports and when speaking with individuals face to face, you are responsible for clear,unambiguous, and complete information
Conduct a regularly-scheduled meeting with Project Director, using the Status Report to drive the agenda:
– Status Summary – Major Accomplishments
– Project Milestone Report
– Issues analysis and Issue Response
– Change Request Analysis – Risk Analysis Report
– Financial Commentary
– Project Manager's Comments
Manage Organizational Change
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Evaluate the Organizational Change Management Plandocumented during Project Planning
Update all the aspects of Change Management Plan: People,Process, Culture (defined in the Process Planning phase)
Be aware and most of all handle the specific activities that willadequately prepare the performing Organization for the anticipatedchanges
Manage the Project Team
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…To maximize the successful performance of the Project Team, the Project
Manager must:
Execute the
Training PlanManage
Personnel
Changes
Allocate Work
Properly and
Ensure
Accountability
Establish a
Team
Environment
Team-Building Team Recognition
and Rewards
5. Gain Project Acceptance
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Conduct Final Status Meeting
Gain Acceptance Signatures Signed Project Acceptance
Form
Final Project Status Report
Task
Task deliverables
Gain Project Acceptance
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Prepare the final Status Meeting
Obtain the Project Sponsor ‘s approval signature
U
s e a c h e c k l i s t t h r o u g h P r o j e c t
E
x e c u t i o n a n d C o n t r o l p h a s e
Measurement of Success
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Process Measurements of Success Yes
/ No
Conduct ProjectExecution and ControlKick-off
Did you receive confirmation from ALL Project Team members that they agree with their roledescriptions, and that they understand and agree with the project objectives, risks, andtimetables as recorded in the kick-off meeting notes?
Manage Triple
Constraints
Do your team members agree that the estimates to complete for all open tasks are accurate?
Is the Project Sponsor aware of the latest forecast total for the project?
Is your schedule current?
Monitor and Control
RisksHave you adjusted the risk priority level for any risks on the Risk Management Worksheet?
Manage Project
Execution
Were all changes to the scope, schedule, cost or quality parameters of the project made with
a signed Change Control Request?
Have all deliverables been presented to decision makers with prior preview of the deliverable
in progress?
Are all project issues recorded in the Issue Log in the Project Status Report?
Has it been less than two weeks since you held the last status meeting?
Is the status meeting being attended by more than 70% of the Project Team?
Are you confident that the organizational preparedness for the project is proceeding
according to the plan you agreed to?
Are your team members showing no lost time in their Progress Reports?
Gain Project AcceptanceDo you have a Project Approval Form signed by your Project Sponsor and/or Project Director
accepting the project?
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Project Closeout
Chapter VIII
Purpose of Project Closeout
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… assess the project and derive any lessons learned and best practices to be applied to
future projects
Project Closeout
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Solicit Feedback
Conduct Project Assessment
Project Assessment, Project
Metrics, Lessons Learned,
Best Practices
Survey
Task Task deliverables
Provide Performance Feedback Performance Feedback
Archive Project Information Archived Project Repository
A
d m i n i s t r a t i v e
c l o s e o u t
Project Closeout
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Solicit feedback from stakeholders, customers, project teamregarding all aspects of the project: – product effectiveness – triple constraint management – risk and communication management, etc
Meet with select members of the Project Team and stakeholdercommunity to present the summarized results of the feedback surveys, – Gain consensus on what was successful and what was not
– Derive best practices and lessons learned
Project Administrative Closeout
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Document feedback on the accomplishments andperformance of each Project Team member
Apply the specific performance feedback mechanisms (appraisal forms, project exit interviews, etc)
Examine the repository to ensure that ALL relevant project-related material is updated and archived
Measurement of Success
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Process Measurements of Success Yes / No
Conduct Post-
Implementation
Review
Was the survey presented in a way to encourage active participation?
Were feedback results meaningful?
Were best practices and lessons learned appropriately identified anddocumented in such a way as to facilitate their application to all types of
projects?
Perform Administrative
Closeout
Was all project information readily available and easy to consolidate in the
project repository?
Were you able to easily provide performance feedback on team members?