Practical project management 12 feb 2014

Based on PMBOK 5TH EditionBY: OMER ALSAYED OMER

MBA, PMP, B.Sc.(Civil Eng.) : PMO manager EWU-DIU [email protected] +249-1234 94 587

KNOWING IS NOT ENOUGH;WE MUST APPLY.

WILLING IS NOT ENOUGH;WE MUST DO.

Johann Wolfgang von Goethe

Learning OutcomesRefresh quickly theories & fundamentals of project management

Initiate, Plan, Execute, Control, and Monitor & Close a project

Develop and manage a project based on case studies.

apply the all PMBOK Guide® knowledge areas to each phase of a project.

cover each phase while applying it in the context of real‐world project work.

Pursue learning through real world experiences and case studies ,in addition to technical competencies.

Using examples from participants’ and the instructor’s own projects.

Using templates form PMI R

% retain of what you learn >> when• lecture.5%5%

• reading.10%10%

• audio‐visual.20%20%

• see a demonstration.30%30%

• engaged in a group discussion.50%50%

• practice what they learned.75%75%

• teach someone else/use90%90%

Project Management Process Group and Knowledge Area MappingKnowledge Area Initiating Planning Executing M& C Closing

4. Project Integration Management DevelopProject Charter 4.2 Develop Project Management Plan 4.3 Direct & Manage Project

Work4.4 Monitor & Control Project Work4.5 Perform Integrated Change Control

4.6 Close Projector Phase

5. Project Scope Management

5.1 Plan Scope Management5.2 Collect Requirements5.3 Define Scope5.4 Create WBS

5.5 Validate Scope5.6 Control Scope

6. Project Time Management

6.1 Plan Schedule Management6.2 Define Activities6.3 Sequence Activities6.4 Estimate Activity Resources6.5 Estimate Activity Durations6.6 Develop Schedule

6.7 Control Schedule

7. Project Cost Management7.1 Plan Cost Management7.2 Estimate Costs7.3 Determine Budget

7.4 Control Costs

8. Project Quality Management 8.1 Plan Quality Management 8.2 Perform Quality Assurance 8.3 Control Quality

9. Project Human Resource Management

9.1 Plan Human ResourceManagement

9.2 Acquire Project Team9.3 Develop Project Team9.4 Manage Project Team

10. Project Communications Management 10.1 Plan Communications Management 10.2 Manage Communications 10.3 Control Communications

11. Project Risk Management

11.1 Plan Risk Management11.2 Identify Risks11.3 Perform Qualitative Risk Analysis11.4 Perform Quantitative Risk Analysis11.5 Plan Risk Responses

11.6 Control Risks

12. Project Procurement Management 12.1 Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements 12.4 Close Procurements

13. Project Stakeholder Management IdentifyStakeholders

13.2 Plan StakeholderManagement

13.3 Manage StakeholderEngagement

13.4 Control StakeholderEngagement

Project Management Process Group

Initiation, 2, 4%

Planning, 24, 51%

Executing, 8, 17%

M&C, 11, 24%

Closing, 2, 4%

process

Initiation

Planning

Executing

M&C

Closing

Project Management Process Interactions

closingclosing

0‐1‐2‐3

Initiating our project

Initiation . • project

selection• Project statement of work

Project charter • Project

charter contents (PMBOK)

• PROJECT CHARTER St

akeh

olde

rs • Identify Stakeholders

• Stakeholder Analysis

• Stakeholder register

Inputs

Project Statement of workBusiness caseContractEEFOPA

T&T

Expert judgmentOutput

Project Charter

AUTHORIZES

A narrative description of products, services, or results to be delivered by the project.

Strategic plan

Business need

Product/S/R scope description

SOW references

Statement Of Work ‐ sampleProject Title:Project Title:

• BP‐TC building

Introduction / Background Introduction / Background • Brain Power Training Centre has 5 years master plan to extend it’s training & education and consultancy activities

• BPTC is targeting to optimize their training capacity in quantity & quality and entering new market segments, adding new innovated courses and material

• BPTC plans to design & construct ONE‐OF‐A‐KIND new training center building

Objectives Objectives • To increase training hours per year from 1,000 to 5,000 training hours per year .

Scope of work Scope of work • Project work includes • Design ,Construction & management of BP‐TC building

Project charter contents (PMBOK)Project

PURPOSE or justification,

Measurable project OBJECTIVES and related success

criteria,

High‐level REQUIREMENTS,

ASSUMPTIONS and constraints,

High‐level project DESCRIPTIONand boundaries,

High‐level

RISKS,Summary

MILESTONEschedule,

Summary BUDGET,

STAKEHOLDERlist,

Project APPROVAL requirements

Assigned PROJECT MANAGER, responsibility authority

Name and authority of the

SPONSOR

4.1.3.1 PROJECT CHARTER SAMPLE (1/2)

Project : • BPBC Training center building

Project SPONSOR: • Prof. A. S. Jumaa

Project MANAGER: • Engr. M. Rudwan

Project Customer: • BPBC Shareholders

Project PURPOSE or Justification:

• multi‐story building at Khartoum center to accommodate all training , academic & other events of BPBC activities as part of BPBC strategy plan (2013‐2018) to enable it extend its’ existing & develop new program

Project DESCRIPTION: • G+3 story building with training facilities

Project and Product Requirements: • ..

Acceptance Criteria: • Complete all works within specified budget, time frame & industry quality

Initial Risks: • Lack of funding ‐ Governmental permeations –Growing market demand, …

Charter # :001‐08‐13 Date Prepared: December 4,2013

4.1.3.1 PROJECT CHARTER SAMPLE (2/2)

Project Objectives Success Criteria Person Approving

Scope Build‐up area sqm 800 & land scape 800 sqm + 10% QA

Time 24 months 800 sqm + 10% AK

Cost 5 USDG 5 USDG + 6 AK

Quality …. … …

Summary Milestones Due DateProject Design start 1st August 2014

Construction start 15 October 2014

Hand over 31 July 2015

13.1 Identify Stakeholders

Input

Project charterProcurement documentsEEFOPA

T&T

Stakeholder analysisExpert judgmentMeetings

Output

Stakeholder register

13.1 Identify StakeholdersStakeholders

Organizations/Institutions

BPCT‐Board

BPCT‐ Permanent Staff

BPCT‐Part time staff

BPCT‐Admin staff

State Government

MoGW

MoHR

National Council Training

….

Beneficiaries

Professionals

Governmental bodies

private bodies

Graduates

Construction parties

Client representative

Designer

Consultant

Contractors

Stakeholders’ Power / Interest Grid

13.1.2.1 Stakeholder Analysis

BPCT‐Board

Client representative

Designer

Consultant

Professionals (Engineers, Accountants,…)

ContractorsSub‐contractors

suppliers

BPCT‐Part time staff

BPCT‐ Permanent Staff

Development & Labor

Ministry of General worksGraduates

Governmental & private bodies

Ministry of Human Resources

National Council Training

Interest

Power

13.1.3.1 Stakeholder register (PMI)

Name Position Role Contact Requirements Expectations Influence Class.*

Prof. Juma BPCT‐CEO Sponsor H 1

Eng. M. R. BPBC‐DM Designer H 2

Dr. A. R.National Council Training

Governmental Authority H 3

Eng. F.H. DIU‐ID

AB‐Consult

CC Contracting

Project Title: BPBC Training Center Building (BP-TC) Date prepared: ../…/2013

Signature:Stakeholder classification*: Internal/external, supporter/neutral/resistor, etc.

Group work Round#1Grouping (each 4‐6)

Formats ready ◦ blank paper – list◦ P/I Grid◦ S/H Register form

Exercise:

ERP Project (Statement Of Work)Project Title:• ERP System

Introduction / Background • An organization that has no ERP will be running on many kinds of software that do not allow interaction. Customization also may be difficult it in some cases. This will negatively affect the optimized functioning of organization's business activities

Objectives • ERP system enables interactions of marketing, sales, quality control, products processes, supply lines, stocks and many other areas.

Scope of work • implement ERP systems in an organization, electronically syncing functions, processes, and departments into a system with shared data and accessibility.

ERP PROJECT CHARTER

Project : • .

Project SPONSOR: • .

Project MANAGER: • .

Project Customer: • .

Project PURPOSE or Justification: • .

Project DESCRIPTION: • .

Project and Product Requirements: • ..

Acceptance Criteria: • .

Initial Risks: • .

Charter # :001‐08‐13 Date Prepared: December 4,2013

STAKEHOLDER ANALYSIS MATRIX & Register form

Planning our projectIntegration

• Planning processes• Develop project management plan

• Project management plan

Scope

• Plan scope management

• Requirements management plan

• Collect req. process• Requirements documentation

• Define scope process• Project scope statement

• Create WBS process• WBS • WBS dictionary

cost

• Estimate Costs

Risk

• Identify Risks process

• Risk register

Analogous vs. Parametric cost example

Planning processes•4.2 Develop Project Management Plan

4. Project Integration Management

•5.1 Plan Scope Management•5.2 Collect Requirements•5.3 Define Scope•5.4 Create WBS


•6.1 Plan Schedule Management•6.2 Define Activities•6.3 Sequence Activities•6.4 Estimate Activity Resources•6.5 Estimate Activity Durations•6.6 Develop Schedule6. Project Time Management

•7.1 Plan Cost Management•7.2 Estimate Costs•7.3 Determine Budget

7. Project Cost Management

•8.1 Plan Quality Management

8. Project Quality Management

•9.1 Plan Human Resource Management


•10.1 Plan Communications Management

10. Project Communications Management

•11.1 Plan Risk Management•11.2 Identify Risks•11.3 Perform Qualitative Risk Analysis•11.4 Perform Quantitative Risk Analysis•11.5 Plan Risk Responses


•12.1 Plan Procurement Management

12. Project Procurement Management

•13.2 Plan Stakeholder Management

13. Project Stakeholder Management

4.2 Develop Project Management Plan

Inputs

Project charterOutputs from other processesEnterprise environmental factorsOrganizational process assets

Tools & Techniques

Expert judgmentFacilitation Techniques

Outputs

Project management plan

defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive project management plan.

Subsidiaries' PlansScope management plan

Requirements management plan

Schedule management plan

Cost management plan

Quality management plan

Process improvement plan

Human resource management plan

Communications management plan

Risk management plan

Procurement management plan

Stakeholder management plan

4.2.3.1 PROJECT MANAGEMENT PLAN Template (1/2)

Project Title: …..Date Prepared: …….

Project Life Cycle:

…..

Variance and Baseline Management

Schedule Variance Threshold:……

Schedule Baseline Management:…..

Cost Variance Threshold:….

Cost Baseline Management:…..

Scope Variance Threshold:….

Scope Baseline Management:….

Quality Variance Threshold:….

Performance Requirements Management:….

Project Reviews:……

Tailoring Decisions:……

Project‐Specific Considerations:…..

4.2.3.1 PROJECT MANAGEMENT PLAN Template (2/2)

Subsidiary Management Plans:

Area ApproachRequirements Management PlanScope Management PlanSchedule Management PlanCost Management PlanQuality Management PlanProcess Improvement PlanHuman Resources Management PlanCommunications Management PlanRisk Management PlanProcurement Management PlanChange Management PlanConfiguration Management Plan

Baselines:Attach all project baselines.

Samples of PROJECT MANAGEMENT PLAN

5.3 Define Scope

InputsScope management planProject charterRequirements documentationOrganizational process assets

Tools & TechniquesExpert judgmentProduct analysisAlternatives generationFacilitation Techniques

OutputsProject scope statementProject documents updates

DETAILED description of the project and product.boundaries -requirements collected will be INCLUDED in and excluded.

5.3.3.1 PROJECT SCOPE STATEMENT SAMPLEProject Title: ….. Date Prepared: ……. P 1/2

Product Scope Description:

Four story building with training facilities

Project Deliverables:• 4 story building of 800 sqm

• Electromechanical

• Landscaping

• Furniture

• Training facilities

Project Acceptance Criteria:• As in the project charter with addition of:

• …

Project Exclusions:• Land acquire -Bank finance - ……

Project Constraints:

P 2/2Project Assumptions:

Site is ready for construction by October 2013First design set (foundation structural drawings are completed by mid-September 2013) …….

7.2.2 Estimate Costs: Tools and Techniques7.2.2.2 Analogous Estimating

uses the values:• Cost, budget• or measures (size, weight), • complexity• from a previous, similar project• as the basis for estimating the same parameter

adjusted for adjusted for

differences in

complexity.

used when used when

limited detailed

information

Uses Uses

information & expert judgment.

lessless

costly,

time,

lessless

accurate.

7.2.2 Estimate Costs: Tools and Techniques7.2.2.3 Parametric Estimating

• between relevant historical data and other variables (building m2) .

statistical relationship

• the sophistication • underlying data built into the model.

produce higher levels of accuracy depending upon:

1 sqm cost $2

10 sqm cost $20 +approx.

Estimating techniques

Analogous

L

Initiation

Parametric

M

Planning

3‐points

H

Final plan

Bottom‐up

VH

executing

Analogous vs. Parametric Example

oYou are the project manager for the annual Earth Day 5k road race, with three primary components: marketing, registration, and race‐day coordination.

oFor marketing, there will be 500 flyers printed up at a cost $0.20 each.It took two weeks for the flyers to be printed for last year event, so you estimate two weeks for the printing of the brochures for this event.

oLast year it took one week to design the on‐line registration form and the cost to host the registration website was $850.00 You estimate the same this year.

oThere will be four people used to coordinate the race. Each resource will be paid $25 per hour and they will be working an estimated seven hours, based on the race last year.

Marketing:• 500 flyers • cost $0.20 each• 2 weeks printing

Registration• website• $850.00• one week

Coordination• 4 people• $25 per hour • seven hours

Group work Round # 2Determine which TYPEof estimate (cost & duration) for:

1. marketing,

2. registration,

3. race‐day coordination

Analogous vs. Parametric Example

Coordination

Cost: $700 parametric estimating ‐ 4 x $25 x 7 Duration: 7 hours analogous

Registration

Cost: $850 analogous Duration: one week analogous

Marketing

Cost: $100 for brochures parametric estimating 500 x $0.20 Duration: two weeks analogous

Executing

Executing processes

Direct & Manage Project Work

Work performance data

Executing processes•4.3 Direct & Manage Project Work•4.3 Direct & Manage Project Work


•8.2 Perform Quality Assurance•8.2 Perform Quality Assurance


•9.2 Acquire Project Team•9.3 Develop Project Team•9.4 Manage Project Team

•9.2 Acquire Project Team•9.3 Develop Project Team•9.4 Manage Project Team


•10.2 Manage Communications•10.2 Manage Communications


•12.2 Conduct Procurements•12.2 Conduct Procurements


•13.3 Manage Stakeholder Engagement•13.3 Manage Stakeholder Engagement


INPU

TS

9.4.1 Manage Project Team:

10.3.1 Control Communications:

11.2.1 Identify Risks:

13.4.1 Control Stakeholder Engagement:

OUTPU

TS

4.4.3 Monitor and Control Project Work

9.4.3 Manage Project Team

10.2.3 Manage Communications

10.3.3 Control Communications

13.3.3 Manage Stakeholder Engagement

13.4.3 Control Stakeholder Engagement

project document used to document & monitor elements under discussion or in dispute between project stakeholders

Issue Log•9.4.1.4•10.3.1.3•13.4.1.2

Project Documents

•11.2.1.10•13.4.1.4

Project Documents

Updates

• 4.4.3.4• 9.4.3.3• 10.2.3.3• 10.3.3.4• 13.4.3.4

Organizational Process Assets

Updates

• 10.2.3.4• 13.3.3.5

Issue Log • 13.3.3.1

Issue log templatePMI

Issue ID Category Issue Impact on Objectives

Urgency

Responsible Party

Actions Status Due Date Comments

Issue log sample

Monitoring & Control

Monitoring & Control processes

Monitor & Control Project Work

Control ScopeSCOPE CREEP

Work performance reports

Control Costs (EV‐AC‐CPI)

Control risk process

Variance analysis

Monitoring & Control processes•4.4 Monitor & Control Project Work•4.5 Perform Integrated Change Control


•5.5 Validate Scope•5.6 Control Scope


•6.7 Control Schedule


•7.4 Control Costs


•8.3 Control Quality


•.


•10.3 Control Communications


•11.6 Control Risks


•12.3 Control Procurements


•13.4 Control Stakeholder Engagement


5.6 Control Scopemonitoring the status of the project and product scope and managing changes to the scope baseline.

Inputs

Project management planRequirements documentationRequirements traceability matrixWork performance dataOrganizational processassets

Tools & Techniques

Variance analysis Outputs

Work performance informationChange requestsProject management plan updatesProject documents updatesOrganizational process assets updates

SCOPE CREEPControlling

• the project scope

ensures

• all requested changes and recommended corrective or preventive actions

are processed

• through the Perform Integrated Change Control process

The uncontrolled •expansion to product or project scope

without •adjustments to time, cost, and resources

is referred •to as SCOPE CREEP.

Change is inevitable; therefore some type of change control process is mandatory for every project

• elevation of 1,825 ft (556 m) above sea level, • 175 ft (53 m) above the stream bed. • capacity of 30,000 acre∙ft (37,000,000 m3)

June 1923

• capacity of the reservoir 32,000 acre‐feet (39,000,000 m3).

July 1, 1924

• capacity of 38,000 acre‐feet (47,000,000 m3)• height would be 185 ft (56 m)

March 1925

• Water began to fill the reservoir.

March 1, 1926

• Two and a half minutes before midnight > the St. Francis Dam disastrously failed. the resulting flood killed up to 600 people

March 12, 1928

47,000,000 m3

(56 m H)

39,000,000 m3

37,000,000 m3

53 m H

St. Francis Dam (scope creep story)

7.4 Control Costs

Inputs

Cost management planProject funding requirementsWork performance dataOrganizational process assets

Tools & Techniques

Earned value managementForecastingTo-complete performance index (TCPI)Performance reviewsProject management softwareReserve analysis

Outputs

Work performance informationCost forecastsChange requestsProject management plan updatesProject documents updatesOrganizational process assets updates

of monitoring the status of the project to update the project costs and managingchanges to the cost baseline.

7.4.2 Control Costs: Tools and Techniques7.4.2.1 Earned Value ManagementIt integrates the scope ,cost & schedule baselines, to form the performance baseline

• authorized budget planned for the work to be accomplished for an activity or WP/CA.• The total of the PV (performance measurement baseline PMB ,also known as budget at completion BAC).

Planned value. Planned value.

• a measure of work performed expressed in terms of the budget authorized for that work.

Earned value. Earned value.

• realized cost incurred for the work performed on an activity during a specific time period.

Actual cost. Actual cost.

7.4.2 Control Costs: Tools and Techniques7.4.2.1 Earned Value Management

•SV = EV – PVSchedule variance

•CV= EV − ACCost variance

•SPI = EV/PVSchedule

performance index

•CPI = EV/ACCost

performance index

PV EV AC

1‐Jan‐13 0 0 0

1‐Feb‐13 1000 800 1200

1‐Mar‐13 1500 1200 1800

1‐Apr‐13 2500

1‐May‐13 3000

1‐Jun‐13 3600

Group work Round # 3Calculate the followings

1. BAC

2. CV & SV

3. Cumulative CPI, SPI

4. ETC

5. EAC

7.4.2 Control Costs: Tools and Techniques7.4.2.1 Earned Value Management

PV, 1500

PV, 3600

EV, 1200

AC, 1800

ETC, 5400

0

1000

2000

3000

4000

5000

6000

Jan‐13 Feb‐13 Mar‐13 Apr‐13 May‐13 Jun‐13

CUM COST

Jan‐13 Feb‐13 Mar‐13 Apr‐13 May‐13 Jun‐13PV 0 1000 1500 2500 3000 3600EV 0 800 1200AC 0 1200 1800ETC 0 1200 1800 3750 4500 5400

the budgeted rate:

EAC = AC + (BAC –EV)

= 1800 + (3600‐1200) =4,200

the present CPI

EAC = BAC / CPI

=3600/.6667=5,400

considering both SPI and CPI factors

EAC = AC + [(BAC –EV) / (CPI × SPI)]

=1800 + {(3600‐1200)/(.6667*.83)}

=6,135

Closing

Closing processes

Close Project or Phase process

Close Procurements process

Closed procurements

Organizational process assets updates (lessons learned)

Project close‐out

Closing processes•4.6 Close Project or Phase









• 12.4 Close Procurements



4.6 Close Project or Phase

Inputs

Project management planAccepted deliverablesOrganizational process assets

Tools & Techniques

Expert judgmentAnalytical techniquesMeetings

Outputs

Final product, service, or result transitionOrganizational process assets updates

FINALIZING all activities across all of the Project Management Process Groups to formally complete the phase or project.

12.4 Close Procurements

Inputs

Project management planProcurement documents

Tools & Techniques

Procurement auditsProcurement negotiationsRecords management system

Outputs

Closed procurementsOrganizational process assets updates

COMPLETING each project procurement

12.4.3.1 Closed procurements

Vendor Performance Analysis

What Worked Well:

What Can Be Improved:

Record of Contract Changes

Record of Contract Disputes

Organizational process assets updates (lessons learned)

What Worked Well:

What Can Be Improved:

Risks and IssuesID Risk or Issue Description Response Comments

Quality Defects

Project close‐out

Useful sites

2t‐PM

preparepm.comPmi.orgOliverlehmann.com

arab‐eng.org pmstudy.com

+249‐123494587

Practical project management 12 feb 2014

Business

Transcript of Practical project management 12 feb 2014