Project Management Essentials - in1touch AIA Conf... · Project Management Essentials Project...
Transcript of Project Management Essentials - in1touch AIA Conf... · Project Management Essentials Project...
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Project Management Essentials
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2011 copy2
Dale received his Doctorate of Project Management from RMIT University in Australia
Dale is President of The Project Management Centre of Excellence Inc
He is the former Executive Director for the BC Governments Project Management Centre of Excellence Prior to this he was the Assistant Deputy Minster of Business Transformation at the BC Public Service Agency as well as the BC Leadership Centre
Dale holds a PMP and a CMC designation and his volunteer work includes in past positions as President for the Vancouver Island PMI Chapter and CMC He is also the past Knowledge Lead for PMI Government Special Interest Group
Dale also teaches in the discipline of project management and leadership at the University of Victoria Royal Roads UBC UNBC York Athabasca Jaio Tong Shanghai Pearl River (Guangzhou) Universities
He has 12 publications to his credit
He is the winner of PMIrsquos Project of the year
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By the end of this Workshop you will be more aware of the importance of
Identifying and selecting successful projects
Establishing a project framework
Developing a project charter (authorization)
Developing a communication plan
Identifying project risk and mitigation strategies
Developing a project plan
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy4
1 Project Management Fundamentals 130 - 200
2 Project Initiation 200 - 230
3 Break 230 - 245
4 Project Planning 245 - 315
5 Project Execution 315 - 330
6 Project Monitoring and Control 330 - 345
7 Project Close-out 345 - 400
8 Wrap-Up Closing Comments 400 - 415
9 Questions 400 - 430
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Project Management Fundamentals
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A temporary endeavour undertaken to create a unique product service or result
copyPMI reg PMBOK Guide 2017 Edition
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Increase profit
Increase productivity
Market demand
Legislative requirements
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy8
The application of knowledge skills tools and techniques to project activities to meet project requirements
copyPMI reg PMBOK Guide 2017 Edition
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Discipline
Project
Management
Science Artbull PMBoK
bull MS Project
bull Technical
Competence
amp KSAs
bull Leadership
bull Change
Management
bull Stakeholder
Relations
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy10
Increased likelihood of success
Reduced duplication
Quicker start up time
Better resource utilization
More effective management information
Better risk management
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Scope
Project Management Centre of Excellence Inc 2018 copy14
Average
Time
Cost
Feature 69
74
59
The project is
completed and
operational but
over budget late
and with fewer
features
Project completed on time
on budget with all
features amp functions
originally specified
The project is cancelled
before completion or
never implemented
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1 On time on budget and
to specifications
2 Meet or exceed
stakeholder expectations
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy16
Senior Management Support
Clear Goals
Competent Project Manager
Adequate Resourcing
Project Management Framework
Change Control System
Project Vision
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$
Time
Initiation Planning Close Out
INITIAL CHARTER PLAN DELIVERABLE PIR
Initiation Planning Execution Close Out
INITIAL CHARTER PLAN DELIVERABLE CLOSE OUT REPORT
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy18
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
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Stakeholder Management
19
IntegrationManagement
Time Management
Cost Management
QualityManagement
HumanResource
Management
CommunicationManagement
RiskManagement
ProcurementManagement
ScopeManagement
Project Management Centre of Excellence Inc 2018 copy
Scope
Human Resource
Management
Quality
Management
Fixes
Risk
ManagementCommunication
Management
Procurement
Management
Integration
Management
20
Inco
rre
ct
exp
ecta
tio
ns
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PM
CustomerClientUser
Project Team members
Management team
Sponsor
PMO
Performing Organization
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Project Sponsor
Project Manager
Project Team Working Groups
StakeholdersSteering Committee
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The person that provides
the financial resources in
cash or in kind for the
project and has ultimate
accountability for project
success
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Has overall
responsibility for the success of the project
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Consists of all individuals and groups who will be part of andor affected by the results of the
project
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Executive Director
Manger of
Functional Area 2
Manager of
Functional Area 3
Manager of
Functional Area 1
Manager Of
Functional Area 2
Resource Resource
Resource
Resource for
Project 3
Resource for
Project 3
Resource
Project Manager
for
Project 3
Resource
Resource for
Project 3
Resource
Resource
Resource for
Project 3
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1 What is a project
2 What is project management
3 What is a lifecycle
4 What are the 4 phases
5 What are the 5 processes
6 Who are the key stakeholders
7 What are the 10 knowledge areas
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Defines and authorizes the project or a project phase
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
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Project Selection
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Project definition (preliminary scope statement)
Product service or result
Acceptance criteria
Requirements
Assumptions and constraints
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1 Right Need
2 Right Solution
3 Right Way
4 Right Benefit
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Mandatory
Legislated
Discretionary
Business
End user
Technical
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Do we want a Project Manager or a Project Leader
Can a certified PMP Project Manager successfully manage any project
What Key PM skills do you need
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ManagementLeadership
S
T
E
W
A
R
D
S
H
I
P
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Team Building
Coordination Skills
Interpersonal Skills
Communication Skills
Conflict Resolution Skills
Analytical Thinking
Strategic Thinking
Trouble Shooting
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Trust
Influence
Negotiate
Awareness
38Project Management Centre of Excellence Inc
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Trust = Speed Cost
OR
Trust = Speed Cost
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1 Predictability
2 Reciprocation
3 Consistency and Commitment
4 Social Evidence
5 Authority
6 Liking
7 Scarcity
8 Self-interest
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42
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Project Management Centre of Excellence Inc
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Project Charter
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What is the what
What is the why
4Rs
Project Manager or Project Leader
Preliminary Scope Statement
Output ndash Project Charter
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The processes performed to define and mature the project scope develop the project management plan and identify and schedule the project activities that
occur within the project Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
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Stakeholder Management
47
IntegrationManagement
Time Management
Cost Management
QualityManagement
HumanResource
Management
CommunicationManagement
RiskManagement
ProcurementManagement
ScopeManagement
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Deliver the project results
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Specific
Measurable
Agreed-upon
Realistic
Time component
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In-Scope Out of Scope
Includes both
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Plan and hold an event
Start
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Task A Task BFSbull Finish to Start
bull Finish to Finish Task C
Task D
FF
bull Start to Start Task E
Task F
SS
bull Start to Finish Task G Task HSF
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CP= the sequence of schedule activities that determines the duration of the project
CPM-the longest path through the project forms the critical path and is also the shortest time in which a project can be completed
CPM=Forward andor backward pass
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B
Start
A
C
Finish
E
F
D
2 frac12 day float
BD
2
1 8
3 4 5 6 7
In Days
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Who does the work
Select project team
Roles and Responsibilities Matrix
RACI chart
Resources can be internal or external
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35 h
20 h 15 h
30 h 35 h 35 h
25 h
5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for Bob
Hou
rs W
ork
ed
Ove
rtim
e
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35 h
20 h 15 h
30 h 35 h 35 h
20 h5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for BobH
ou
rs W
ork
ed
Ove
rtim
e
5 h
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Day 1 Day 2 Day 3 Day 4 Day 6Day 5
1 brick layer
to do 6 days
of work will
take 6 days
2 brick layer
to do 6 days
of work will
take 3 days
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The planned dates for performing schedule activities and the planned dates for meeting
schedule milestones
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De-scoping
ndash Analyzing alternatives on the critical path to determine how to reduce the schedule for the least amount of cost
ndash Not always a viable alternative
Crashing
ndash Analyzing the critical path to determine where to reduce the schedule for the least amount of cost while bring extra resources on
ndash Not always a viable alternative
Fast-Tracking
ndash Phases or activities that would have normally being done in sequence are done in parallel
ndash Can result in rework and increased risk
ndash Requires 3 X the amount of planning
Least $
A B
B
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Estimating
Budget preparation
Forecasting
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Co
st
Project target Cost
Time
Performance
Measurement
Baseline
Define the Work
Define the
Baseline Budget
Define the
Baseline ScheduleContingency
Budget
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Order of magnitude
Budget
Definitive
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Top down
Analogous
Parametric
Vendor bids
Bottom up
Detailed (piece by piece)
Three point or PERT
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The How
What is In and Out of Scope (detailed)
All the Work and only the Work
Network Diagram
Estimating
Critical Path
Output ndash Project Plan
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Those processes performed
to complete the work
defined in the project
management plan to satisfy the project specifications
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
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Destructive
Intervention
Constructive
Opportunity
Influence of
Stakeholders
and
Opportunity
to add value
Cost
Curve
$
Time
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An uncertain event or condition
that if it occurs has a positive
or negative effect on one or
more of the project objectives
such as scope schedule
cost and quality
copyPMBOK regGuide Sixth Edition
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ldquoIncludes processes concerned with conducting risk
management planning identification analysis
responses and monitoring and control on a projectrdquo
copyPMBOK regGuide Sixth Edition
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Before the risk
Focus on prevention amp
planning
After the risk
Focus on recovery
Project
Start Project
Finish
Avoid Mitigate or Transfer Risks Use contingency plans
RiskManagement
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HighLow Impact
Hig
h
Low
Threaten
Failure
Minor
impactBig Impact if Occurs
ldquoEarthquakerdquo
Disruptive
ldquoDeath by
1000 cutsrdquo
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Minimizes reactive crisis management
Increases likelihood of project success
Increases profitability
Prevents events impacting triple constraints
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1 Project Purpose
2 Objectives
3 Identified Risks
4 Risk Assessment
5 Risk Prevention
6 Risk Mitigation
7 Resources
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Work with your team and sponsor to identify stakeholders
Brainstorming works to develop a list that can be reviewed and finalized by the team
Key Stakeholders will usually emerge on their own
Stakeholders are persons and
organizations whose interests may be
positively or negatively affected by the
execution or completion of the project
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Ask each stakeholder 2 questions
bullWhat are your three major expectations from this project
bullWhat are your three major concerns related to this project
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Keep InformedMonitor(Minimal effort)
Manage Relationship
Closely
Keep Satisfied
InterestLow High
Low
High
Power
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1 Analysis What do they need to know amp what do we want to say
1 Decide Communication Objectives2 Determine Vulnerabilities amp Issues3 Develop Key Messages4 Perform Stakeholder Analysis (interests concerns)
2 Design amp Build What methods and tools should we use
1 Build Communication Vehicles (reports websites etc)
3 Develop Plan Who How and When should they receive it
1 Develop Communication Plan 2 Update Overall Workplan for Communication Activities
4 Do it1 Execute Communication Plan2 Modify amp Adjust as needed
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1 Project Purpose
2 Objectives
3 Potential Issues
4 Key Messages
5 AudiencesStakeholders
6 Communication Vehicles
7 Communication Plan Matrix
8 Resources
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Planned the Work Now Work the Plan
But What IF (Risk Management)
85 of what PMs do is Communication
Stakeholder Management is Critical to Project
Success
Output ndash Unique product service delivery or
result
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Those processes required to
track review and regulate the
progress and performance of
the project identify any areas in
which changes to the plan are
required and initiate the
corresponding changes
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
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Is daily monitoring at the team level of resources tasks and schedule It is hellip
A vital component of tracking and managing progress
Managing the triple constraints
Relatively simple ldquouser friendlyrdquo and inexpensive
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Tasks
Requirements
Timing and performance
Resource utilization and outsourcing
Scope deliverables completion and product quality
Process improvement possibilities and lessons learned
Schedule and cost performance
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Initiate Assess Resolve CloseApprove
Senior team
a change
Senior team
member initiates
a change
Project manager
accepts or rejects
Project manager
accepts or rejects
change request
Change Analyst
makes assessment of
the change and gives
recommendations
Managers acceptChange Analyst
makes assessment of
the change and gives
recommendations
or reject the
change based on
the assessment
and
Managers accept
or reject the
change based on
the assessment
and
recommendations Project manager
creates and assigns
tasks if necessary
and updates project
plan
Document
closureReject
Accept
Accept
Reject
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Project
Phase 1
Phase 2
Phase 3
Stage
Gate
Planning
Go No Go Decisions
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Today
Planned
Burned
Earned
Time
Co
st
CV
Planned
Finished
Actual
Finished
Late
Over
Budget
Cost Variance (CV) = Earned ndash Burned
Schedule Variance (SV) = Earned ndash Planned
SV
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complete to date
Dashboard ndash scope quality time budget
Milestones and deliverables
Target revised complete
Budget
Approved spent to date estimated cost of work remaining estimated total cost
Major Risks amp Issues requiring reviewdecision
Accomplishments Plans for Next Period
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0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
its
of
wo
rk 5050 rule
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0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
it o
f w
ork
5050 rule
5070 rule
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Status Reporting
Change Control
Earned Value
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The process of finalizing all activities across all of the project process groups to formally close the project
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
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Administrative Contract Closure
Acceptance and hand off
Staff re-deployment
Facilities and equipment decommissioning
Project Evaluation
Celebration
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Lesson Learned
versus
Post Implementation Reviews
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Close out activities
Knowledge Management Lessons Learned
Post Implementation Review
Close out Report
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Dr Dale Christenson DPM PMP CMC
E-mail dchristensonpmcoeca
Web WWWPMCOECA
492018
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By the end of this Workshop you will be more aware of the importance of
Identifying and selecting successful projects
Establishing a project framework
Developing a project charter (authorization)
Developing a communication plan
Identifying project risk and mitigation strategies
Developing a project plan
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy4
1 Project Management Fundamentals 130 - 200
2 Project Initiation 200 - 230
3 Break 230 - 245
4 Project Planning 245 - 315
5 Project Execution 315 - 330
6 Project Monitoring and Control 330 - 345
7 Project Close-out 345 - 400
8 Wrap-Up Closing Comments 400 - 415
9 Questions 400 - 430
492018
3
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Project Management Fundamentals
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy6
A temporary endeavour undertaken to create a unique product service or result
copyPMI reg PMBOK Guide 2017 Edition
492018
4
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy7
Increase profit
Increase productivity
Market demand
Legislative requirements
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy8
The application of knowledge skills tools and techniques to project activities to meet project requirements
copyPMI reg PMBOK Guide 2017 Edition
492018
5
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy9
Discipline
Project
Management
Science Artbull PMBoK
bull MS Project
bull Technical
Competence
amp KSAs
bull Leadership
bull Change
Management
bull Stakeholder
Relations
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy10
Increased likelihood of success
Reduced duplication
Quicker start up time
Better resource utilization
More effective management information
Better risk management
492018
6
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Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
492018
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Scope
Project Management Centre of Excellence Inc 2018 copy14
Average
Time
Cost
Feature 69
74
59
The project is
completed and
operational but
over budget late
and with fewer
features
Project completed on time
on budget with all
features amp functions
originally specified
The project is cancelled
before completion or
never implemented
492018
8
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1 On time on budget and
to specifications
2 Meet or exceed
stakeholder expectations
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy16
Senior Management Support
Clear Goals
Competent Project Manager
Adequate Resourcing
Project Management Framework
Change Control System
Project Vision
492018
9
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy17
$
Time
Initiation Planning Close Out
INITIAL CHARTER PLAN DELIVERABLE PIR
Initiation Planning Execution Close Out
INITIAL CHARTER PLAN DELIVERABLE CLOSE OUT REPORT
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy18
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
10
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Stakeholder Management
19
IntegrationManagement
Time Management
Cost Management
QualityManagement
HumanResource
Management
CommunicationManagement
RiskManagement
ProcurementManagement
ScopeManagement
Project Management Centre of Excellence Inc 2018 copy
Scope
Human Resource
Management
Quality
Management
Fixes
Risk
ManagementCommunication
Management
Procurement
Management
Integration
Management
20
Inco
rre
ct
exp
ecta
tio
ns
492018
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PM
CustomerClientUser
Project Team members
Management team
Sponsor
PMO
Performing Organization
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Project Sponsor
Project Manager
Project Team Working Groups
StakeholdersSteering Committee
492018
12
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The person that provides
the financial resources in
cash or in kind for the
project and has ultimate
accountability for project
success
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy24
Has overall
responsibility for the success of the project
492018
13
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Consists of all individuals and groups who will be part of andor affected by the results of the
project
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy26
Executive Director
Manger of
Functional Area 2
Manager of
Functional Area 3
Manager of
Functional Area 1
Manager Of
Functional Area 2
Resource Resource
Resource
Resource for
Project 3
Resource for
Project 3
Resource
Project Manager
for
Project 3
Resource
Resource for
Project 3
Resource
Resource
Resource for
Project 3
492018
14
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1 What is a project
2 What is project management
3 What is a lifecycle
4 What are the 4 phases
5 What are the 5 processes
6 Who are the key stakeholders
7 What are the 10 knowledge areas
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy28
Defines and authorizes the project or a project phase
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
15
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy29
Project Selection
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy30
Project definition (preliminary scope statement)
Product service or result
Acceptance criteria
Requirements
Assumptions and constraints
492018
16
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy31
Project Management Centre of Excellence Inc 2018 copyApril 9 2018
32
492018
17
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy33
1 Right Need
2 Right Solution
3 Right Way
4 Right Benefit
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy34
Mandatory
Legislated
Discretionary
Business
End user
Technical
492018
18
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy35
Do we want a Project Manager or a Project Leader
Can a certified PMP Project Manager successfully manage any project
What Key PM skills do you need
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
ManagementLeadership
S
T
E
W
A
R
D
S
H
I
P
492018
19
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy37
Team Building
Coordination Skills
Interpersonal Skills
Communication Skills
Conflict Resolution Skills
Analytical Thinking
Strategic Thinking
Trouble Shooting
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Trust
Influence
Negotiate
Awareness
38Project Management Centre of Excellence Inc
492018
20
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Trust = Speed Cost
OR
Trust = Speed Cost
Project Management Centre of Excellence Inc 2018 copy40
492018
21
1 Predictability
2 Reciprocation
3 Consistency and Commitment
4 Social Evidence
5 Authority
6 Liking
7 Scarcity
8 Self-interest
Project Management Centre of Excellence Inc 2018 copy492018Project Management Centre of Excellence Inc copy 2014
42
492018
22
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy43
Project Management Centre of Excellence Inc
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy44
Project Charter
492018
23
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy45
What is the what
What is the why
4Rs
Project Manager or Project Leader
Preliminary Scope Statement
Output ndash Project Charter
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy46
The processes performed to define and mature the project scope develop the project management plan and identify and schedule the project activities that
occur within the project Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
24
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Stakeholder Management
47
IntegrationManagement
Time Management
Cost Management
QualityManagement
HumanResource
Management
CommunicationManagement
RiskManagement
ProcurementManagement
ScopeManagement
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy48
Deliver the project results
492018
25
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy49
Specific
Measurable
Agreed-upon
Realistic
Time component
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy50
In-Scope Out of Scope
Includes both
492018
26
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy52
Plan and hold an event
Start
492018
27
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy53
Task A Task BFSbull Finish to Start
bull Finish to Finish Task C
Task D
FF
bull Start to Start Task E
Task F
SS
bull Start to Finish Task G Task HSF
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy54
CP= the sequence of schedule activities that determines the duration of the project
CPM-the longest path through the project forms the critical path and is also the shortest time in which a project can be completed
CPM=Forward andor backward pass
492018
28
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy55
B
Start
A
C
Finish
E
F
D
2 frac12 day float
BD
2
1 8
3 4 5 6 7
In Days
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy56
Who does the work
Select project team
Roles and Responsibilities Matrix
RACI chart
Resources can be internal or external
492018
29
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy57
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy58
35 h
20 h 15 h
30 h 35 h 35 h
25 h
5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for Bob
Hou
rs W
ork
ed
Ove
rtim
e
492018
30
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy59
35 h
20 h 15 h
30 h 35 h 35 h
20 h5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for BobH
ou
rs W
ork
ed
Ove
rtim
e
5 h
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy60
Day 1 Day 2 Day 3 Day 4 Day 6Day 5
1 brick layer
to do 6 days
of work will
take 6 days
2 brick layer
to do 6 days
of work will
take 3 days
492018
31
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy61
The planned dates for performing schedule activities and the planned dates for meeting
schedule milestones
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy62
De-scoping
ndash Analyzing alternatives on the critical path to determine how to reduce the schedule for the least amount of cost
ndash Not always a viable alternative
Crashing
ndash Analyzing the critical path to determine where to reduce the schedule for the least amount of cost while bring extra resources on
ndash Not always a viable alternative
Fast-Tracking
ndash Phases or activities that would have normally being done in sequence are done in parallel
ndash Can result in rework and increased risk
ndash Requires 3 X the amount of planning
Least $
A B
B
492018
32
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy63
Estimating
Budget preparation
Forecasting
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy64
Co
st
Project target Cost
Time
Performance
Measurement
Baseline
Define the Work
Define the
Baseline Budget
Define the
Baseline ScheduleContingency
Budget
492018
33
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy65
Order of magnitude
Budget
Definitive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy66
Top down
Analogous
Parametric
Vendor bids
Bottom up
Detailed (piece by piece)
Three point or PERT
492018
34
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy67
The How
What is In and Out of Scope (detailed)
All the Work and only the Work
Network Diagram
Estimating
Critical Path
Output ndash Project Plan
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy68
Those processes performed
to complete the work
defined in the project
management plan to satisfy the project specifications
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
35
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy69
Destructive
Intervention
Constructive
Opportunity
Influence of
Stakeholders
and
Opportunity
to add value
Cost
Curve
$
Time
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy70
An uncertain event or condition
that if it occurs has a positive
or negative effect on one or
more of the project objectives
such as scope schedule
cost and quality
copyPMBOK regGuide Sixth Edition
492018
36
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy71
ldquoIncludes processes concerned with conducting risk
management planning identification analysis
responses and monitoring and control on a projectrdquo
copyPMBOK regGuide Sixth Edition
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Before the risk
Focus on prevention amp
planning
After the risk
Focus on recovery
Project
Start Project
Finish
Avoid Mitigate or Transfer Risks Use contingency plans
RiskManagement
492018
37
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy73
HighLow Impact
Hig
h
Low
Threaten
Failure
Minor
impactBig Impact if Occurs
ldquoEarthquakerdquo
Disruptive
ldquoDeath by
1000 cutsrdquo
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy74
Minimizes reactive crisis management
Increases likelihood of project success
Increases profitability
Prevents events impacting triple constraints
492018
38
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy75
1 Project Purpose
2 Objectives
3 Identified Risks
4 Risk Assessment
5 Risk Prevention
6 Risk Mitigation
7 Resources
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy76
492018
39
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy77
Work with your team and sponsor to identify stakeholders
Brainstorming works to develop a list that can be reviewed and finalized by the team
Key Stakeholders will usually emerge on their own
Stakeholders are persons and
organizations whose interests may be
positively or negatively affected by the
execution or completion of the project
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy78
Ask each stakeholder 2 questions
bullWhat are your three major expectations from this project
bullWhat are your three major concerns related to this project
492018
40
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy79
Keep InformedMonitor(Minimal effort)
Manage Relationship
Closely
Keep Satisfied
InterestLow High
Low
High
Power
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy80
1 Analysis What do they need to know amp what do we want to say
1 Decide Communication Objectives2 Determine Vulnerabilities amp Issues3 Develop Key Messages4 Perform Stakeholder Analysis (interests concerns)
2 Design amp Build What methods and tools should we use
1 Build Communication Vehicles (reports websites etc)
3 Develop Plan Who How and When should they receive it
1 Develop Communication Plan 2 Update Overall Workplan for Communication Activities
4 Do it1 Execute Communication Plan2 Modify amp Adjust as needed
492018
41
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy81
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy82
1 Project Purpose
2 Objectives
3 Potential Issues
4 Key Messages
5 AudiencesStakeholders
6 Communication Vehicles
7 Communication Plan Matrix
8 Resources
492018
42
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy83
Planned the Work Now Work the Plan
But What IF (Risk Management)
85 of what PMs do is Communication
Stakeholder Management is Critical to Project
Success
Output ndash Unique product service delivery or
result
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy84
Those processes required to
track review and regulate the
progress and performance of
the project identify any areas in
which changes to the plan are
required and initiate the
corresponding changes
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
43
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy85
Is daily monitoring at the team level of resources tasks and schedule It is hellip
A vital component of tracking and managing progress
Managing the triple constraints
Relatively simple ldquouser friendlyrdquo and inexpensive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy86
Tasks
Requirements
Timing and performance
Resource utilization and outsourcing
Scope deliverables completion and product quality
Process improvement possibilities and lessons learned
Schedule and cost performance
492018
44
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy87
Initiate Assess Resolve CloseApprove
Senior team
a change
Senior team
member initiates
a change
Project manager
accepts or rejects
Project manager
accepts or rejects
change request
Change Analyst
makes assessment of
the change and gives
recommendations
Managers acceptChange Analyst
makes assessment of
the change and gives
recommendations
or reject the
change based on
the assessment
and
Managers accept
or reject the
change based on
the assessment
and
recommendations Project manager
creates and assigns
tasks if necessary
and updates project
plan
Document
closureReject
Accept
Accept
Reject
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy88
Project
Phase 1
Phase 2
Phase 3
Stage
Gate
Planning
Go No Go Decisions
492018
45
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy89
Today
Planned
Burned
Earned
Time
Co
st
CV
Planned
Finished
Actual
Finished
Late
Over
Budget
Cost Variance (CV) = Earned ndash Burned
Schedule Variance (SV) = Earned ndash Planned
SV
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy90
complete to date
Dashboard ndash scope quality time budget
Milestones and deliverables
Target revised complete
Budget
Approved spent to date estimated cost of work remaining estimated total cost
Major Risks amp Issues requiring reviewdecision
Accomplishments Plans for Next Period
492018
46
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy91
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
its
of
wo
rk 5050 rule
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy92
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
it o
f w
ork
5050 rule
5070 rule
492018
47
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy93
Status Reporting
Change Control
Earned Value
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy94
The process of finalizing all activities across all of the project process groups to formally close the project
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
48
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy95
Administrative Contract Closure
Acceptance and hand off
Staff re-deployment
Facilities and equipment decommissioning
Project Evaluation
Celebration
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Lesson Learned
versus
Post Implementation Reviews
492018
49
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy97
Close out activities
Knowledge Management Lessons Learned
Post Implementation Review
Close out Report
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy98
Dr Dale Christenson DPM PMP CMC
E-mail dchristensonpmcoeca
Web WWWPMCOECA
492018
3
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy5
Project Management Fundamentals
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy6
A temporary endeavour undertaken to create a unique product service or result
copyPMI reg PMBOK Guide 2017 Edition
492018
4
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy7
Increase profit
Increase productivity
Market demand
Legislative requirements
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy8
The application of knowledge skills tools and techniques to project activities to meet project requirements
copyPMI reg PMBOK Guide 2017 Edition
492018
5
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy9
Discipline
Project
Management
Science Artbull PMBoK
bull MS Project
bull Technical
Competence
amp KSAs
bull Leadership
bull Change
Management
bull Stakeholder
Relations
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy10
Increased likelihood of success
Reduced duplication
Quicker start up time
Better resource utilization
More effective management information
Better risk management
492018
6
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
492018
7
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy13
Scope
Project Management Centre of Excellence Inc 2018 copy14
Average
Time
Cost
Feature 69
74
59
The project is
completed and
operational but
over budget late
and with fewer
features
Project completed on time
on budget with all
features amp functions
originally specified
The project is cancelled
before completion or
never implemented
492018
8
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
1 On time on budget and
to specifications
2 Meet or exceed
stakeholder expectations
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy16
Senior Management Support
Clear Goals
Competent Project Manager
Adequate Resourcing
Project Management Framework
Change Control System
Project Vision
492018
9
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy17
$
Time
Initiation Planning Close Out
INITIAL CHARTER PLAN DELIVERABLE PIR
Initiation Planning Execution Close Out
INITIAL CHARTER PLAN DELIVERABLE CLOSE OUT REPORT
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy18
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
10
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Stakeholder Management
19
IntegrationManagement
Time Management
Cost Management
QualityManagement
HumanResource
Management
CommunicationManagement
RiskManagement
ProcurementManagement
ScopeManagement
Project Management Centre of Excellence Inc 2018 copy
Scope
Human Resource
Management
Quality
Management
Fixes
Risk
ManagementCommunication
Management
Procurement
Management
Integration
Management
20
Inco
rre
ct
exp
ecta
tio
ns
492018
11
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy21
PM
CustomerClientUser
Project Team members
Management team
Sponsor
PMO
Performing Organization
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Project Sponsor
Project Manager
Project Team Working Groups
StakeholdersSteering Committee
492018
12
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy23
The person that provides
the financial resources in
cash or in kind for the
project and has ultimate
accountability for project
success
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy24
Has overall
responsibility for the success of the project
492018
13
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy25
Consists of all individuals and groups who will be part of andor affected by the results of the
project
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy26
Executive Director
Manger of
Functional Area 2
Manager of
Functional Area 3
Manager of
Functional Area 1
Manager Of
Functional Area 2
Resource Resource
Resource
Resource for
Project 3
Resource for
Project 3
Resource
Project Manager
for
Project 3
Resource
Resource for
Project 3
Resource
Resource
Resource for
Project 3
492018
14
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy27
1 What is a project
2 What is project management
3 What is a lifecycle
4 What are the 4 phases
5 What are the 5 processes
6 Who are the key stakeholders
7 What are the 10 knowledge areas
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy28
Defines and authorizes the project or a project phase
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
15
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy29
Project Selection
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy30
Project definition (preliminary scope statement)
Product service or result
Acceptance criteria
Requirements
Assumptions and constraints
492018
16
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy31
Project Management Centre of Excellence Inc 2018 copyApril 9 2018
32
492018
17
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy33
1 Right Need
2 Right Solution
3 Right Way
4 Right Benefit
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy34
Mandatory
Legislated
Discretionary
Business
End user
Technical
492018
18
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy35
Do we want a Project Manager or a Project Leader
Can a certified PMP Project Manager successfully manage any project
What Key PM skills do you need
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
ManagementLeadership
S
T
E
W
A
R
D
S
H
I
P
492018
19
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy37
Team Building
Coordination Skills
Interpersonal Skills
Communication Skills
Conflict Resolution Skills
Analytical Thinking
Strategic Thinking
Trouble Shooting
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Trust
Influence
Negotiate
Awareness
38Project Management Centre of Excellence Inc
492018
20
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Trust = Speed Cost
OR
Trust = Speed Cost
Project Management Centre of Excellence Inc 2018 copy40
492018
21
1 Predictability
2 Reciprocation
3 Consistency and Commitment
4 Social Evidence
5 Authority
6 Liking
7 Scarcity
8 Self-interest
Project Management Centre of Excellence Inc 2018 copy492018Project Management Centre of Excellence Inc copy 2014
42
492018
22
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy43
Project Management Centre of Excellence Inc
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy44
Project Charter
492018
23
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy45
What is the what
What is the why
4Rs
Project Manager or Project Leader
Preliminary Scope Statement
Output ndash Project Charter
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy46
The processes performed to define and mature the project scope develop the project management plan and identify and schedule the project activities that
occur within the project Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
24
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Stakeholder Management
47
IntegrationManagement
Time Management
Cost Management
QualityManagement
HumanResource
Management
CommunicationManagement
RiskManagement
ProcurementManagement
ScopeManagement
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy48
Deliver the project results
492018
25
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy49
Specific
Measurable
Agreed-upon
Realistic
Time component
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy50
In-Scope Out of Scope
Includes both
492018
26
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy52
Plan and hold an event
Start
492018
27
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy53
Task A Task BFSbull Finish to Start
bull Finish to Finish Task C
Task D
FF
bull Start to Start Task E
Task F
SS
bull Start to Finish Task G Task HSF
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy54
CP= the sequence of schedule activities that determines the duration of the project
CPM-the longest path through the project forms the critical path and is also the shortest time in which a project can be completed
CPM=Forward andor backward pass
492018
28
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy55
B
Start
A
C
Finish
E
F
D
2 frac12 day float
BD
2
1 8
3 4 5 6 7
In Days
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy56
Who does the work
Select project team
Roles and Responsibilities Matrix
RACI chart
Resources can be internal or external
492018
29
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy57
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy58
35 h
20 h 15 h
30 h 35 h 35 h
25 h
5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for Bob
Hou
rs W
ork
ed
Ove
rtim
e
492018
30
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy59
35 h
20 h 15 h
30 h 35 h 35 h
20 h5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for BobH
ou
rs W
ork
ed
Ove
rtim
e
5 h
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy60
Day 1 Day 2 Day 3 Day 4 Day 6Day 5
1 brick layer
to do 6 days
of work will
take 6 days
2 brick layer
to do 6 days
of work will
take 3 days
492018
31
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy61
The planned dates for performing schedule activities and the planned dates for meeting
schedule milestones
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy62
De-scoping
ndash Analyzing alternatives on the critical path to determine how to reduce the schedule for the least amount of cost
ndash Not always a viable alternative
Crashing
ndash Analyzing the critical path to determine where to reduce the schedule for the least amount of cost while bring extra resources on
ndash Not always a viable alternative
Fast-Tracking
ndash Phases or activities that would have normally being done in sequence are done in parallel
ndash Can result in rework and increased risk
ndash Requires 3 X the amount of planning
Least $
A B
B
492018
32
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy63
Estimating
Budget preparation
Forecasting
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy64
Co
st
Project target Cost
Time
Performance
Measurement
Baseline
Define the Work
Define the
Baseline Budget
Define the
Baseline ScheduleContingency
Budget
492018
33
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy65
Order of magnitude
Budget
Definitive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy66
Top down
Analogous
Parametric
Vendor bids
Bottom up
Detailed (piece by piece)
Three point or PERT
492018
34
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy67
The How
What is In and Out of Scope (detailed)
All the Work and only the Work
Network Diagram
Estimating
Critical Path
Output ndash Project Plan
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy68
Those processes performed
to complete the work
defined in the project
management plan to satisfy the project specifications
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
35
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy69
Destructive
Intervention
Constructive
Opportunity
Influence of
Stakeholders
and
Opportunity
to add value
Cost
Curve
$
Time
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy70
An uncertain event or condition
that if it occurs has a positive
or negative effect on one or
more of the project objectives
such as scope schedule
cost and quality
copyPMBOK regGuide Sixth Edition
492018
36
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy71
ldquoIncludes processes concerned with conducting risk
management planning identification analysis
responses and monitoring and control on a projectrdquo
copyPMBOK regGuide Sixth Edition
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Before the risk
Focus on prevention amp
planning
After the risk
Focus on recovery
Project
Start Project
Finish
Avoid Mitigate or Transfer Risks Use contingency plans
RiskManagement
492018
37
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy73
HighLow Impact
Hig
h
Low
Threaten
Failure
Minor
impactBig Impact if Occurs
ldquoEarthquakerdquo
Disruptive
ldquoDeath by
1000 cutsrdquo
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy74
Minimizes reactive crisis management
Increases likelihood of project success
Increases profitability
Prevents events impacting triple constraints
492018
38
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy75
1 Project Purpose
2 Objectives
3 Identified Risks
4 Risk Assessment
5 Risk Prevention
6 Risk Mitigation
7 Resources
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy76
492018
39
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy77
Work with your team and sponsor to identify stakeholders
Brainstorming works to develop a list that can be reviewed and finalized by the team
Key Stakeholders will usually emerge on their own
Stakeholders are persons and
organizations whose interests may be
positively or negatively affected by the
execution or completion of the project
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy78
Ask each stakeholder 2 questions
bullWhat are your three major expectations from this project
bullWhat are your three major concerns related to this project
492018
40
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy79
Keep InformedMonitor(Minimal effort)
Manage Relationship
Closely
Keep Satisfied
InterestLow High
Low
High
Power
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy80
1 Analysis What do they need to know amp what do we want to say
1 Decide Communication Objectives2 Determine Vulnerabilities amp Issues3 Develop Key Messages4 Perform Stakeholder Analysis (interests concerns)
2 Design amp Build What methods and tools should we use
1 Build Communication Vehicles (reports websites etc)
3 Develop Plan Who How and When should they receive it
1 Develop Communication Plan 2 Update Overall Workplan for Communication Activities
4 Do it1 Execute Communication Plan2 Modify amp Adjust as needed
492018
41
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy81
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy82
1 Project Purpose
2 Objectives
3 Potential Issues
4 Key Messages
5 AudiencesStakeholders
6 Communication Vehicles
7 Communication Plan Matrix
8 Resources
492018
42
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy83
Planned the Work Now Work the Plan
But What IF (Risk Management)
85 of what PMs do is Communication
Stakeholder Management is Critical to Project
Success
Output ndash Unique product service delivery or
result
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy84
Those processes required to
track review and regulate the
progress and performance of
the project identify any areas in
which changes to the plan are
required and initiate the
corresponding changes
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
43
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy85
Is daily monitoring at the team level of resources tasks and schedule It is hellip
A vital component of tracking and managing progress
Managing the triple constraints
Relatively simple ldquouser friendlyrdquo and inexpensive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy86
Tasks
Requirements
Timing and performance
Resource utilization and outsourcing
Scope deliverables completion and product quality
Process improvement possibilities and lessons learned
Schedule and cost performance
492018
44
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy87
Initiate Assess Resolve CloseApprove
Senior team
a change
Senior team
member initiates
a change
Project manager
accepts or rejects
Project manager
accepts or rejects
change request
Change Analyst
makes assessment of
the change and gives
recommendations
Managers acceptChange Analyst
makes assessment of
the change and gives
recommendations
or reject the
change based on
the assessment
and
Managers accept
or reject the
change based on
the assessment
and
recommendations Project manager
creates and assigns
tasks if necessary
and updates project
plan
Document
closureReject
Accept
Accept
Reject
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy88
Project
Phase 1
Phase 2
Phase 3
Stage
Gate
Planning
Go No Go Decisions
492018
45
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy89
Today
Planned
Burned
Earned
Time
Co
st
CV
Planned
Finished
Actual
Finished
Late
Over
Budget
Cost Variance (CV) = Earned ndash Burned
Schedule Variance (SV) = Earned ndash Planned
SV
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy90
complete to date
Dashboard ndash scope quality time budget
Milestones and deliverables
Target revised complete
Budget
Approved spent to date estimated cost of work remaining estimated total cost
Major Risks amp Issues requiring reviewdecision
Accomplishments Plans for Next Period
492018
46
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy91
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
its
of
wo
rk 5050 rule
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy92
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
it o
f w
ork
5050 rule
5070 rule
492018
47
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy93
Status Reporting
Change Control
Earned Value
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy94
The process of finalizing all activities across all of the project process groups to formally close the project
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
48
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy95
Administrative Contract Closure
Acceptance and hand off
Staff re-deployment
Facilities and equipment decommissioning
Project Evaluation
Celebration
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Lesson Learned
versus
Post Implementation Reviews
492018
49
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy97
Close out activities
Knowledge Management Lessons Learned
Post Implementation Review
Close out Report
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy98
Dr Dale Christenson DPM PMP CMC
E-mail dchristensonpmcoeca
Web WWWPMCOECA
492018
4
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy7
Increase profit
Increase productivity
Market demand
Legislative requirements
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy8
The application of knowledge skills tools and techniques to project activities to meet project requirements
copyPMI reg PMBOK Guide 2017 Edition
492018
5
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy9
Discipline
Project
Management
Science Artbull PMBoK
bull MS Project
bull Technical
Competence
amp KSAs
bull Leadership
bull Change
Management
bull Stakeholder
Relations
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy10
Increased likelihood of success
Reduced duplication
Quicker start up time
Better resource utilization
More effective management information
Better risk management
492018
6
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
492018
7
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy13
Scope
Project Management Centre of Excellence Inc 2018 copy14
Average
Time
Cost
Feature 69
74
59
The project is
completed and
operational but
over budget late
and with fewer
features
Project completed on time
on budget with all
features amp functions
originally specified
The project is cancelled
before completion or
never implemented
492018
8
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
1 On time on budget and
to specifications
2 Meet or exceed
stakeholder expectations
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy16
Senior Management Support
Clear Goals
Competent Project Manager
Adequate Resourcing
Project Management Framework
Change Control System
Project Vision
492018
9
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy17
$
Time
Initiation Planning Close Out
INITIAL CHARTER PLAN DELIVERABLE PIR
Initiation Planning Execution Close Out
INITIAL CHARTER PLAN DELIVERABLE CLOSE OUT REPORT
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy18
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
10
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Stakeholder Management
19
IntegrationManagement
Time Management
Cost Management
QualityManagement
HumanResource
Management
CommunicationManagement
RiskManagement
ProcurementManagement
ScopeManagement
Project Management Centre of Excellence Inc 2018 copy
Scope
Human Resource
Management
Quality
Management
Fixes
Risk
ManagementCommunication
Management
Procurement
Management
Integration
Management
20
Inco
rre
ct
exp
ecta
tio
ns
492018
11
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy21
PM
CustomerClientUser
Project Team members
Management team
Sponsor
PMO
Performing Organization
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Project Sponsor
Project Manager
Project Team Working Groups
StakeholdersSteering Committee
492018
12
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy23
The person that provides
the financial resources in
cash or in kind for the
project and has ultimate
accountability for project
success
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy24
Has overall
responsibility for the success of the project
492018
13
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy25
Consists of all individuals and groups who will be part of andor affected by the results of the
project
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy26
Executive Director
Manger of
Functional Area 2
Manager of
Functional Area 3
Manager of
Functional Area 1
Manager Of
Functional Area 2
Resource Resource
Resource
Resource for
Project 3
Resource for
Project 3
Resource
Project Manager
for
Project 3
Resource
Resource for
Project 3
Resource
Resource
Resource for
Project 3
492018
14
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy27
1 What is a project
2 What is project management
3 What is a lifecycle
4 What are the 4 phases
5 What are the 5 processes
6 Who are the key stakeholders
7 What are the 10 knowledge areas
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy28
Defines and authorizes the project or a project phase
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
15
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy29
Project Selection
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy30
Project definition (preliminary scope statement)
Product service or result
Acceptance criteria
Requirements
Assumptions and constraints
492018
16
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy31
Project Management Centre of Excellence Inc 2018 copyApril 9 2018
32
492018
17
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy33
1 Right Need
2 Right Solution
3 Right Way
4 Right Benefit
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy34
Mandatory
Legislated
Discretionary
Business
End user
Technical
492018
18
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy35
Do we want a Project Manager or a Project Leader
Can a certified PMP Project Manager successfully manage any project
What Key PM skills do you need
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
ManagementLeadership
S
T
E
W
A
R
D
S
H
I
P
492018
19
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy37
Team Building
Coordination Skills
Interpersonal Skills
Communication Skills
Conflict Resolution Skills
Analytical Thinking
Strategic Thinking
Trouble Shooting
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Trust
Influence
Negotiate
Awareness
38Project Management Centre of Excellence Inc
492018
20
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Trust = Speed Cost
OR
Trust = Speed Cost
Project Management Centre of Excellence Inc 2018 copy40
492018
21
1 Predictability
2 Reciprocation
3 Consistency and Commitment
4 Social Evidence
5 Authority
6 Liking
7 Scarcity
8 Self-interest
Project Management Centre of Excellence Inc 2018 copy492018Project Management Centre of Excellence Inc copy 2014
42
492018
22
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy43
Project Management Centre of Excellence Inc
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy44
Project Charter
492018
23
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy45
What is the what
What is the why
4Rs
Project Manager or Project Leader
Preliminary Scope Statement
Output ndash Project Charter
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy46
The processes performed to define and mature the project scope develop the project management plan and identify and schedule the project activities that
occur within the project Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
24
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Stakeholder Management
47
IntegrationManagement
Time Management
Cost Management
QualityManagement
HumanResource
Management
CommunicationManagement
RiskManagement
ProcurementManagement
ScopeManagement
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy48
Deliver the project results
492018
25
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy49
Specific
Measurable
Agreed-upon
Realistic
Time component
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy50
In-Scope Out of Scope
Includes both
492018
26
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy52
Plan and hold an event
Start
492018
27
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy53
Task A Task BFSbull Finish to Start
bull Finish to Finish Task C
Task D
FF
bull Start to Start Task E
Task F
SS
bull Start to Finish Task G Task HSF
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy54
CP= the sequence of schedule activities that determines the duration of the project
CPM-the longest path through the project forms the critical path and is also the shortest time in which a project can be completed
CPM=Forward andor backward pass
492018
28
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy55
B
Start
A
C
Finish
E
F
D
2 frac12 day float
BD
2
1 8
3 4 5 6 7
In Days
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy56
Who does the work
Select project team
Roles and Responsibilities Matrix
RACI chart
Resources can be internal or external
492018
29
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy57
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy58
35 h
20 h 15 h
30 h 35 h 35 h
25 h
5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for Bob
Hou
rs W
ork
ed
Ove
rtim
e
492018
30
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy59
35 h
20 h 15 h
30 h 35 h 35 h
20 h5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for BobH
ou
rs W
ork
ed
Ove
rtim
e
5 h
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy60
Day 1 Day 2 Day 3 Day 4 Day 6Day 5
1 brick layer
to do 6 days
of work will
take 6 days
2 brick layer
to do 6 days
of work will
take 3 days
492018
31
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy61
The planned dates for performing schedule activities and the planned dates for meeting
schedule milestones
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy62
De-scoping
ndash Analyzing alternatives on the critical path to determine how to reduce the schedule for the least amount of cost
ndash Not always a viable alternative
Crashing
ndash Analyzing the critical path to determine where to reduce the schedule for the least amount of cost while bring extra resources on
ndash Not always a viable alternative
Fast-Tracking
ndash Phases or activities that would have normally being done in sequence are done in parallel
ndash Can result in rework and increased risk
ndash Requires 3 X the amount of planning
Least $
A B
B
492018
32
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy63
Estimating
Budget preparation
Forecasting
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy64
Co
st
Project target Cost
Time
Performance
Measurement
Baseline
Define the Work
Define the
Baseline Budget
Define the
Baseline ScheduleContingency
Budget
492018
33
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy65
Order of magnitude
Budget
Definitive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy66
Top down
Analogous
Parametric
Vendor bids
Bottom up
Detailed (piece by piece)
Three point or PERT
492018
34
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy67
The How
What is In and Out of Scope (detailed)
All the Work and only the Work
Network Diagram
Estimating
Critical Path
Output ndash Project Plan
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy68
Those processes performed
to complete the work
defined in the project
management plan to satisfy the project specifications
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
35
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy69
Destructive
Intervention
Constructive
Opportunity
Influence of
Stakeholders
and
Opportunity
to add value
Cost
Curve
$
Time
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy70
An uncertain event or condition
that if it occurs has a positive
or negative effect on one or
more of the project objectives
such as scope schedule
cost and quality
copyPMBOK regGuide Sixth Edition
492018
36
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy71
ldquoIncludes processes concerned with conducting risk
management planning identification analysis
responses and monitoring and control on a projectrdquo
copyPMBOK regGuide Sixth Edition
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Before the risk
Focus on prevention amp
planning
After the risk
Focus on recovery
Project
Start Project
Finish
Avoid Mitigate or Transfer Risks Use contingency plans
RiskManagement
492018
37
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy73
HighLow Impact
Hig
h
Low
Threaten
Failure
Minor
impactBig Impact if Occurs
ldquoEarthquakerdquo
Disruptive
ldquoDeath by
1000 cutsrdquo
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy74
Minimizes reactive crisis management
Increases likelihood of project success
Increases profitability
Prevents events impacting triple constraints
492018
38
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy75
1 Project Purpose
2 Objectives
3 Identified Risks
4 Risk Assessment
5 Risk Prevention
6 Risk Mitigation
7 Resources
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy76
492018
39
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy77
Work with your team and sponsor to identify stakeholders
Brainstorming works to develop a list that can be reviewed and finalized by the team
Key Stakeholders will usually emerge on their own
Stakeholders are persons and
organizations whose interests may be
positively or negatively affected by the
execution or completion of the project
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy78
Ask each stakeholder 2 questions
bullWhat are your three major expectations from this project
bullWhat are your three major concerns related to this project
492018
40
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy79
Keep InformedMonitor(Minimal effort)
Manage Relationship
Closely
Keep Satisfied
InterestLow High
Low
High
Power
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy80
1 Analysis What do they need to know amp what do we want to say
1 Decide Communication Objectives2 Determine Vulnerabilities amp Issues3 Develop Key Messages4 Perform Stakeholder Analysis (interests concerns)
2 Design amp Build What methods and tools should we use
1 Build Communication Vehicles (reports websites etc)
3 Develop Plan Who How and When should they receive it
1 Develop Communication Plan 2 Update Overall Workplan for Communication Activities
4 Do it1 Execute Communication Plan2 Modify amp Adjust as needed
492018
41
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy81
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy82
1 Project Purpose
2 Objectives
3 Potential Issues
4 Key Messages
5 AudiencesStakeholders
6 Communication Vehicles
7 Communication Plan Matrix
8 Resources
492018
42
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy83
Planned the Work Now Work the Plan
But What IF (Risk Management)
85 of what PMs do is Communication
Stakeholder Management is Critical to Project
Success
Output ndash Unique product service delivery or
result
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy84
Those processes required to
track review and regulate the
progress and performance of
the project identify any areas in
which changes to the plan are
required and initiate the
corresponding changes
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
43
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy85
Is daily monitoring at the team level of resources tasks and schedule It is hellip
A vital component of tracking and managing progress
Managing the triple constraints
Relatively simple ldquouser friendlyrdquo and inexpensive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy86
Tasks
Requirements
Timing and performance
Resource utilization and outsourcing
Scope deliverables completion and product quality
Process improvement possibilities and lessons learned
Schedule and cost performance
492018
44
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy87
Initiate Assess Resolve CloseApprove
Senior team
a change
Senior team
member initiates
a change
Project manager
accepts or rejects
Project manager
accepts or rejects
change request
Change Analyst
makes assessment of
the change and gives
recommendations
Managers acceptChange Analyst
makes assessment of
the change and gives
recommendations
or reject the
change based on
the assessment
and
Managers accept
or reject the
change based on
the assessment
and
recommendations Project manager
creates and assigns
tasks if necessary
and updates project
plan
Document
closureReject
Accept
Accept
Reject
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy88
Project
Phase 1
Phase 2
Phase 3
Stage
Gate
Planning
Go No Go Decisions
492018
45
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy89
Today
Planned
Burned
Earned
Time
Co
st
CV
Planned
Finished
Actual
Finished
Late
Over
Budget
Cost Variance (CV) = Earned ndash Burned
Schedule Variance (SV) = Earned ndash Planned
SV
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy90
complete to date
Dashboard ndash scope quality time budget
Milestones and deliverables
Target revised complete
Budget
Approved spent to date estimated cost of work remaining estimated total cost
Major Risks amp Issues requiring reviewdecision
Accomplishments Plans for Next Period
492018
46
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy91
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
its
of
wo
rk 5050 rule
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy92
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
it o
f w
ork
5050 rule
5070 rule
492018
47
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy93
Status Reporting
Change Control
Earned Value
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy94
The process of finalizing all activities across all of the project process groups to formally close the project
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
48
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy95
Administrative Contract Closure
Acceptance and hand off
Staff re-deployment
Facilities and equipment decommissioning
Project Evaluation
Celebration
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Lesson Learned
versus
Post Implementation Reviews
492018
49
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy97
Close out activities
Knowledge Management Lessons Learned
Post Implementation Review
Close out Report
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy98
Dr Dale Christenson DPM PMP CMC
E-mail dchristensonpmcoeca
Web WWWPMCOECA
492018
5
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy9
Discipline
Project
Management
Science Artbull PMBoK
bull MS Project
bull Technical
Competence
amp KSAs
bull Leadership
bull Change
Management
bull Stakeholder
Relations
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy10
Increased likelihood of success
Reduced duplication
Quicker start up time
Better resource utilization
More effective management information
Better risk management
492018
6
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
492018
7
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy13
Scope
Project Management Centre of Excellence Inc 2018 copy14
Average
Time
Cost
Feature 69
74
59
The project is
completed and
operational but
over budget late
and with fewer
features
Project completed on time
on budget with all
features amp functions
originally specified
The project is cancelled
before completion or
never implemented
492018
8
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
1 On time on budget and
to specifications
2 Meet or exceed
stakeholder expectations
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy16
Senior Management Support
Clear Goals
Competent Project Manager
Adequate Resourcing
Project Management Framework
Change Control System
Project Vision
492018
9
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy17
$
Time
Initiation Planning Close Out
INITIAL CHARTER PLAN DELIVERABLE PIR
Initiation Planning Execution Close Out
INITIAL CHARTER PLAN DELIVERABLE CLOSE OUT REPORT
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy18
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
10
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Stakeholder Management
19
IntegrationManagement
Time Management
Cost Management
QualityManagement
HumanResource
Management
CommunicationManagement
RiskManagement
ProcurementManagement
ScopeManagement
Project Management Centre of Excellence Inc 2018 copy
Scope
Human Resource
Management
Quality
Management
Fixes
Risk
ManagementCommunication
Management
Procurement
Management
Integration
Management
20
Inco
rre
ct
exp
ecta
tio
ns
492018
11
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy21
PM
CustomerClientUser
Project Team members
Management team
Sponsor
PMO
Performing Organization
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Project Sponsor
Project Manager
Project Team Working Groups
StakeholdersSteering Committee
492018
12
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy23
The person that provides
the financial resources in
cash or in kind for the
project and has ultimate
accountability for project
success
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy24
Has overall
responsibility for the success of the project
492018
13
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy25
Consists of all individuals and groups who will be part of andor affected by the results of the
project
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy26
Executive Director
Manger of
Functional Area 2
Manager of
Functional Area 3
Manager of
Functional Area 1
Manager Of
Functional Area 2
Resource Resource
Resource
Resource for
Project 3
Resource for
Project 3
Resource
Project Manager
for
Project 3
Resource
Resource for
Project 3
Resource
Resource
Resource for
Project 3
492018
14
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy27
1 What is a project
2 What is project management
3 What is a lifecycle
4 What are the 4 phases
5 What are the 5 processes
6 Who are the key stakeholders
7 What are the 10 knowledge areas
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy28
Defines and authorizes the project or a project phase
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
15
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy29
Project Selection
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy30
Project definition (preliminary scope statement)
Product service or result
Acceptance criteria
Requirements
Assumptions and constraints
492018
16
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy31
Project Management Centre of Excellence Inc 2018 copyApril 9 2018
32
492018
17
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy33
1 Right Need
2 Right Solution
3 Right Way
4 Right Benefit
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy34
Mandatory
Legislated
Discretionary
Business
End user
Technical
492018
18
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy35
Do we want a Project Manager or a Project Leader
Can a certified PMP Project Manager successfully manage any project
What Key PM skills do you need
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
ManagementLeadership
S
T
E
W
A
R
D
S
H
I
P
492018
19
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy37
Team Building
Coordination Skills
Interpersonal Skills
Communication Skills
Conflict Resolution Skills
Analytical Thinking
Strategic Thinking
Trouble Shooting
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Trust
Influence
Negotiate
Awareness
38Project Management Centre of Excellence Inc
492018
20
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Trust = Speed Cost
OR
Trust = Speed Cost
Project Management Centre of Excellence Inc 2018 copy40
492018
21
1 Predictability
2 Reciprocation
3 Consistency and Commitment
4 Social Evidence
5 Authority
6 Liking
7 Scarcity
8 Self-interest
Project Management Centre of Excellence Inc 2018 copy492018Project Management Centre of Excellence Inc copy 2014
42
492018
22
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy43
Project Management Centre of Excellence Inc
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy44
Project Charter
492018
23
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy45
What is the what
What is the why
4Rs
Project Manager or Project Leader
Preliminary Scope Statement
Output ndash Project Charter
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy46
The processes performed to define and mature the project scope develop the project management plan and identify and schedule the project activities that
occur within the project Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
24
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Stakeholder Management
47
IntegrationManagement
Time Management
Cost Management
QualityManagement
HumanResource
Management
CommunicationManagement
RiskManagement
ProcurementManagement
ScopeManagement
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy48
Deliver the project results
492018
25
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy49
Specific
Measurable
Agreed-upon
Realistic
Time component
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy50
In-Scope Out of Scope
Includes both
492018
26
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy52
Plan and hold an event
Start
492018
27
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy53
Task A Task BFSbull Finish to Start
bull Finish to Finish Task C
Task D
FF
bull Start to Start Task E
Task F
SS
bull Start to Finish Task G Task HSF
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy54
CP= the sequence of schedule activities that determines the duration of the project
CPM-the longest path through the project forms the critical path and is also the shortest time in which a project can be completed
CPM=Forward andor backward pass
492018
28
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy55
B
Start
A
C
Finish
E
F
D
2 frac12 day float
BD
2
1 8
3 4 5 6 7
In Days
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy56
Who does the work
Select project team
Roles and Responsibilities Matrix
RACI chart
Resources can be internal or external
492018
29
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy57
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy58
35 h
20 h 15 h
30 h 35 h 35 h
25 h
5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for Bob
Hou
rs W
ork
ed
Ove
rtim
e
492018
30
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy59
35 h
20 h 15 h
30 h 35 h 35 h
20 h5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for BobH
ou
rs W
ork
ed
Ove
rtim
e
5 h
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy60
Day 1 Day 2 Day 3 Day 4 Day 6Day 5
1 brick layer
to do 6 days
of work will
take 6 days
2 brick layer
to do 6 days
of work will
take 3 days
492018
31
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy61
The planned dates for performing schedule activities and the planned dates for meeting
schedule milestones
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy62
De-scoping
ndash Analyzing alternatives on the critical path to determine how to reduce the schedule for the least amount of cost
ndash Not always a viable alternative
Crashing
ndash Analyzing the critical path to determine where to reduce the schedule for the least amount of cost while bring extra resources on
ndash Not always a viable alternative
Fast-Tracking
ndash Phases or activities that would have normally being done in sequence are done in parallel
ndash Can result in rework and increased risk
ndash Requires 3 X the amount of planning
Least $
A B
B
492018
32
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy63
Estimating
Budget preparation
Forecasting
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy64
Co
st
Project target Cost
Time
Performance
Measurement
Baseline
Define the Work
Define the
Baseline Budget
Define the
Baseline ScheduleContingency
Budget
492018
33
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy65
Order of magnitude
Budget
Definitive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy66
Top down
Analogous
Parametric
Vendor bids
Bottom up
Detailed (piece by piece)
Three point or PERT
492018
34
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy67
The How
What is In and Out of Scope (detailed)
All the Work and only the Work
Network Diagram
Estimating
Critical Path
Output ndash Project Plan
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy68
Those processes performed
to complete the work
defined in the project
management plan to satisfy the project specifications
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
35
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy69
Destructive
Intervention
Constructive
Opportunity
Influence of
Stakeholders
and
Opportunity
to add value
Cost
Curve
$
Time
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy70
An uncertain event or condition
that if it occurs has a positive
or negative effect on one or
more of the project objectives
such as scope schedule
cost and quality
copyPMBOK regGuide Sixth Edition
492018
36
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy71
ldquoIncludes processes concerned with conducting risk
management planning identification analysis
responses and monitoring and control on a projectrdquo
copyPMBOK regGuide Sixth Edition
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Before the risk
Focus on prevention amp
planning
After the risk
Focus on recovery
Project
Start Project
Finish
Avoid Mitigate or Transfer Risks Use contingency plans
RiskManagement
492018
37
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy73
HighLow Impact
Hig
h
Low
Threaten
Failure
Minor
impactBig Impact if Occurs
ldquoEarthquakerdquo
Disruptive
ldquoDeath by
1000 cutsrdquo
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy74
Minimizes reactive crisis management
Increases likelihood of project success
Increases profitability
Prevents events impacting triple constraints
492018
38
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy75
1 Project Purpose
2 Objectives
3 Identified Risks
4 Risk Assessment
5 Risk Prevention
6 Risk Mitigation
7 Resources
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy76
492018
39
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy77
Work with your team and sponsor to identify stakeholders
Brainstorming works to develop a list that can be reviewed and finalized by the team
Key Stakeholders will usually emerge on their own
Stakeholders are persons and
organizations whose interests may be
positively or negatively affected by the
execution or completion of the project
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy78
Ask each stakeholder 2 questions
bullWhat are your three major expectations from this project
bullWhat are your three major concerns related to this project
492018
40
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy79
Keep InformedMonitor(Minimal effort)
Manage Relationship
Closely
Keep Satisfied
InterestLow High
Low
High
Power
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy80
1 Analysis What do they need to know amp what do we want to say
1 Decide Communication Objectives2 Determine Vulnerabilities amp Issues3 Develop Key Messages4 Perform Stakeholder Analysis (interests concerns)
2 Design amp Build What methods and tools should we use
1 Build Communication Vehicles (reports websites etc)
3 Develop Plan Who How and When should they receive it
1 Develop Communication Plan 2 Update Overall Workplan for Communication Activities
4 Do it1 Execute Communication Plan2 Modify amp Adjust as needed
492018
41
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy81
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy82
1 Project Purpose
2 Objectives
3 Potential Issues
4 Key Messages
5 AudiencesStakeholders
6 Communication Vehicles
7 Communication Plan Matrix
8 Resources
492018
42
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy83
Planned the Work Now Work the Plan
But What IF (Risk Management)
85 of what PMs do is Communication
Stakeholder Management is Critical to Project
Success
Output ndash Unique product service delivery or
result
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy84
Those processes required to
track review and regulate the
progress and performance of
the project identify any areas in
which changes to the plan are
required and initiate the
corresponding changes
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
43
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy85
Is daily monitoring at the team level of resources tasks and schedule It is hellip
A vital component of tracking and managing progress
Managing the triple constraints
Relatively simple ldquouser friendlyrdquo and inexpensive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy86
Tasks
Requirements
Timing and performance
Resource utilization and outsourcing
Scope deliverables completion and product quality
Process improvement possibilities and lessons learned
Schedule and cost performance
492018
44
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy87
Initiate Assess Resolve CloseApprove
Senior team
a change
Senior team
member initiates
a change
Project manager
accepts or rejects
Project manager
accepts or rejects
change request
Change Analyst
makes assessment of
the change and gives
recommendations
Managers acceptChange Analyst
makes assessment of
the change and gives
recommendations
or reject the
change based on
the assessment
and
Managers accept
or reject the
change based on
the assessment
and
recommendations Project manager
creates and assigns
tasks if necessary
and updates project
plan
Document
closureReject
Accept
Accept
Reject
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy88
Project
Phase 1
Phase 2
Phase 3
Stage
Gate
Planning
Go No Go Decisions
492018
45
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy89
Today
Planned
Burned
Earned
Time
Co
st
CV
Planned
Finished
Actual
Finished
Late
Over
Budget
Cost Variance (CV) = Earned ndash Burned
Schedule Variance (SV) = Earned ndash Planned
SV
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy90
complete to date
Dashboard ndash scope quality time budget
Milestones and deliverables
Target revised complete
Budget
Approved spent to date estimated cost of work remaining estimated total cost
Major Risks amp Issues requiring reviewdecision
Accomplishments Plans for Next Period
492018
46
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy91
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
its
of
wo
rk 5050 rule
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy92
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
it o
f w
ork
5050 rule
5070 rule
492018
47
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy93
Status Reporting
Change Control
Earned Value
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy94
The process of finalizing all activities across all of the project process groups to formally close the project
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
48
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy95
Administrative Contract Closure
Acceptance and hand off
Staff re-deployment
Facilities and equipment decommissioning
Project Evaluation
Celebration
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Lesson Learned
versus
Post Implementation Reviews
492018
49
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy97
Close out activities
Knowledge Management Lessons Learned
Post Implementation Review
Close out Report
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy98
Dr Dale Christenson DPM PMP CMC
E-mail dchristensonpmcoeca
Web WWWPMCOECA
492018
6
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
492018
7
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy13
Scope
Project Management Centre of Excellence Inc 2018 copy14
Average
Time
Cost
Feature 69
74
59
The project is
completed and
operational but
over budget late
and with fewer
features
Project completed on time
on budget with all
features amp functions
originally specified
The project is cancelled
before completion or
never implemented
492018
8
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
1 On time on budget and
to specifications
2 Meet or exceed
stakeholder expectations
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy16
Senior Management Support
Clear Goals
Competent Project Manager
Adequate Resourcing
Project Management Framework
Change Control System
Project Vision
492018
9
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy17
$
Time
Initiation Planning Close Out
INITIAL CHARTER PLAN DELIVERABLE PIR
Initiation Planning Execution Close Out
INITIAL CHARTER PLAN DELIVERABLE CLOSE OUT REPORT
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy18
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
10
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Stakeholder Management
19
IntegrationManagement
Time Management
Cost Management
QualityManagement
HumanResource
Management
CommunicationManagement
RiskManagement
ProcurementManagement
ScopeManagement
Project Management Centre of Excellence Inc 2018 copy
Scope
Human Resource
Management
Quality
Management
Fixes
Risk
ManagementCommunication
Management
Procurement
Management
Integration
Management
20
Inco
rre
ct
exp
ecta
tio
ns
492018
11
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy21
PM
CustomerClientUser
Project Team members
Management team
Sponsor
PMO
Performing Organization
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Project Sponsor
Project Manager
Project Team Working Groups
StakeholdersSteering Committee
492018
12
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy23
The person that provides
the financial resources in
cash or in kind for the
project and has ultimate
accountability for project
success
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy24
Has overall
responsibility for the success of the project
492018
13
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy25
Consists of all individuals and groups who will be part of andor affected by the results of the
project
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy26
Executive Director
Manger of
Functional Area 2
Manager of
Functional Area 3
Manager of
Functional Area 1
Manager Of
Functional Area 2
Resource Resource
Resource
Resource for
Project 3
Resource for
Project 3
Resource
Project Manager
for
Project 3
Resource
Resource for
Project 3
Resource
Resource
Resource for
Project 3
492018
14
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy27
1 What is a project
2 What is project management
3 What is a lifecycle
4 What are the 4 phases
5 What are the 5 processes
6 Who are the key stakeholders
7 What are the 10 knowledge areas
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy28
Defines and authorizes the project or a project phase
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
15
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy29
Project Selection
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy30
Project definition (preliminary scope statement)
Product service or result
Acceptance criteria
Requirements
Assumptions and constraints
492018
16
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy31
Project Management Centre of Excellence Inc 2018 copyApril 9 2018
32
492018
17
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy33
1 Right Need
2 Right Solution
3 Right Way
4 Right Benefit
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy34
Mandatory
Legislated
Discretionary
Business
End user
Technical
492018
18
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy35
Do we want a Project Manager or a Project Leader
Can a certified PMP Project Manager successfully manage any project
What Key PM skills do you need
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
ManagementLeadership
S
T
E
W
A
R
D
S
H
I
P
492018
19
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy37
Team Building
Coordination Skills
Interpersonal Skills
Communication Skills
Conflict Resolution Skills
Analytical Thinking
Strategic Thinking
Trouble Shooting
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Trust
Influence
Negotiate
Awareness
38Project Management Centre of Excellence Inc
492018
20
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Trust = Speed Cost
OR
Trust = Speed Cost
Project Management Centre of Excellence Inc 2018 copy40
492018
21
1 Predictability
2 Reciprocation
3 Consistency and Commitment
4 Social Evidence
5 Authority
6 Liking
7 Scarcity
8 Self-interest
Project Management Centre of Excellence Inc 2018 copy492018Project Management Centre of Excellence Inc copy 2014
42
492018
22
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy43
Project Management Centre of Excellence Inc
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy44
Project Charter
492018
23
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy45
What is the what
What is the why
4Rs
Project Manager or Project Leader
Preliminary Scope Statement
Output ndash Project Charter
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy46
The processes performed to define and mature the project scope develop the project management plan and identify and schedule the project activities that
occur within the project Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
24
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Stakeholder Management
47
IntegrationManagement
Time Management
Cost Management
QualityManagement
HumanResource
Management
CommunicationManagement
RiskManagement
ProcurementManagement
ScopeManagement
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy48
Deliver the project results
492018
25
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy49
Specific
Measurable
Agreed-upon
Realistic
Time component
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy50
In-Scope Out of Scope
Includes both
492018
26
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy52
Plan and hold an event
Start
492018
27
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy53
Task A Task BFSbull Finish to Start
bull Finish to Finish Task C
Task D
FF
bull Start to Start Task E
Task F
SS
bull Start to Finish Task G Task HSF
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy54
CP= the sequence of schedule activities that determines the duration of the project
CPM-the longest path through the project forms the critical path and is also the shortest time in which a project can be completed
CPM=Forward andor backward pass
492018
28
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy55
B
Start
A
C
Finish
E
F
D
2 frac12 day float
BD
2
1 8
3 4 5 6 7
In Days
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy56
Who does the work
Select project team
Roles and Responsibilities Matrix
RACI chart
Resources can be internal or external
492018
29
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy57
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy58
35 h
20 h 15 h
30 h 35 h 35 h
25 h
5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for Bob
Hou
rs W
ork
ed
Ove
rtim
e
492018
30
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy59
35 h
20 h 15 h
30 h 35 h 35 h
20 h5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for BobH
ou
rs W
ork
ed
Ove
rtim
e
5 h
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy60
Day 1 Day 2 Day 3 Day 4 Day 6Day 5
1 brick layer
to do 6 days
of work will
take 6 days
2 brick layer
to do 6 days
of work will
take 3 days
492018
31
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy61
The planned dates for performing schedule activities and the planned dates for meeting
schedule milestones
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy62
De-scoping
ndash Analyzing alternatives on the critical path to determine how to reduce the schedule for the least amount of cost
ndash Not always a viable alternative
Crashing
ndash Analyzing the critical path to determine where to reduce the schedule for the least amount of cost while bring extra resources on
ndash Not always a viable alternative
Fast-Tracking
ndash Phases or activities that would have normally being done in sequence are done in parallel
ndash Can result in rework and increased risk
ndash Requires 3 X the amount of planning
Least $
A B
B
492018
32
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy63
Estimating
Budget preparation
Forecasting
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy64
Co
st
Project target Cost
Time
Performance
Measurement
Baseline
Define the Work
Define the
Baseline Budget
Define the
Baseline ScheduleContingency
Budget
492018
33
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy65
Order of magnitude
Budget
Definitive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy66
Top down
Analogous
Parametric
Vendor bids
Bottom up
Detailed (piece by piece)
Three point or PERT
492018
34
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy67
The How
What is In and Out of Scope (detailed)
All the Work and only the Work
Network Diagram
Estimating
Critical Path
Output ndash Project Plan
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy68
Those processes performed
to complete the work
defined in the project
management plan to satisfy the project specifications
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
35
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy69
Destructive
Intervention
Constructive
Opportunity
Influence of
Stakeholders
and
Opportunity
to add value
Cost
Curve
$
Time
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy70
An uncertain event or condition
that if it occurs has a positive
or negative effect on one or
more of the project objectives
such as scope schedule
cost and quality
copyPMBOK regGuide Sixth Edition
492018
36
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy71
ldquoIncludes processes concerned with conducting risk
management planning identification analysis
responses and monitoring and control on a projectrdquo
copyPMBOK regGuide Sixth Edition
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Before the risk
Focus on prevention amp
planning
After the risk
Focus on recovery
Project
Start Project
Finish
Avoid Mitigate or Transfer Risks Use contingency plans
RiskManagement
492018
37
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy73
HighLow Impact
Hig
h
Low
Threaten
Failure
Minor
impactBig Impact if Occurs
ldquoEarthquakerdquo
Disruptive
ldquoDeath by
1000 cutsrdquo
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy74
Minimizes reactive crisis management
Increases likelihood of project success
Increases profitability
Prevents events impacting triple constraints
492018
38
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy75
1 Project Purpose
2 Objectives
3 Identified Risks
4 Risk Assessment
5 Risk Prevention
6 Risk Mitigation
7 Resources
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy76
492018
39
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy77
Work with your team and sponsor to identify stakeholders
Brainstorming works to develop a list that can be reviewed and finalized by the team
Key Stakeholders will usually emerge on their own
Stakeholders are persons and
organizations whose interests may be
positively or negatively affected by the
execution or completion of the project
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy78
Ask each stakeholder 2 questions
bullWhat are your three major expectations from this project
bullWhat are your three major concerns related to this project
492018
40
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy79
Keep InformedMonitor(Minimal effort)
Manage Relationship
Closely
Keep Satisfied
InterestLow High
Low
High
Power
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy80
1 Analysis What do they need to know amp what do we want to say
1 Decide Communication Objectives2 Determine Vulnerabilities amp Issues3 Develop Key Messages4 Perform Stakeholder Analysis (interests concerns)
2 Design amp Build What methods and tools should we use
1 Build Communication Vehicles (reports websites etc)
3 Develop Plan Who How and When should they receive it
1 Develop Communication Plan 2 Update Overall Workplan for Communication Activities
4 Do it1 Execute Communication Plan2 Modify amp Adjust as needed
492018
41
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy81
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy82
1 Project Purpose
2 Objectives
3 Potential Issues
4 Key Messages
5 AudiencesStakeholders
6 Communication Vehicles
7 Communication Plan Matrix
8 Resources
492018
42
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy83
Planned the Work Now Work the Plan
But What IF (Risk Management)
85 of what PMs do is Communication
Stakeholder Management is Critical to Project
Success
Output ndash Unique product service delivery or
result
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy84
Those processes required to
track review and regulate the
progress and performance of
the project identify any areas in
which changes to the plan are
required and initiate the
corresponding changes
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
43
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy85
Is daily monitoring at the team level of resources tasks and schedule It is hellip
A vital component of tracking and managing progress
Managing the triple constraints
Relatively simple ldquouser friendlyrdquo and inexpensive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy86
Tasks
Requirements
Timing and performance
Resource utilization and outsourcing
Scope deliverables completion and product quality
Process improvement possibilities and lessons learned
Schedule and cost performance
492018
44
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy87
Initiate Assess Resolve CloseApprove
Senior team
a change
Senior team
member initiates
a change
Project manager
accepts or rejects
Project manager
accepts or rejects
change request
Change Analyst
makes assessment of
the change and gives
recommendations
Managers acceptChange Analyst
makes assessment of
the change and gives
recommendations
or reject the
change based on
the assessment
and
Managers accept
or reject the
change based on
the assessment
and
recommendations Project manager
creates and assigns
tasks if necessary
and updates project
plan
Document
closureReject
Accept
Accept
Reject
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy88
Project
Phase 1
Phase 2
Phase 3
Stage
Gate
Planning
Go No Go Decisions
492018
45
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy89
Today
Planned
Burned
Earned
Time
Co
st
CV
Planned
Finished
Actual
Finished
Late
Over
Budget
Cost Variance (CV) = Earned ndash Burned
Schedule Variance (SV) = Earned ndash Planned
SV
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy90
complete to date
Dashboard ndash scope quality time budget
Milestones and deliverables
Target revised complete
Budget
Approved spent to date estimated cost of work remaining estimated total cost
Major Risks amp Issues requiring reviewdecision
Accomplishments Plans for Next Period
492018
46
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy91
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
its
of
wo
rk 5050 rule
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy92
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
it o
f w
ork
5050 rule
5070 rule
492018
47
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy93
Status Reporting
Change Control
Earned Value
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy94
The process of finalizing all activities across all of the project process groups to formally close the project
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
48
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy95
Administrative Contract Closure
Acceptance and hand off
Staff re-deployment
Facilities and equipment decommissioning
Project Evaluation
Celebration
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Lesson Learned
versus
Post Implementation Reviews
492018
49
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy97
Close out activities
Knowledge Management Lessons Learned
Post Implementation Review
Close out Report
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy98
Dr Dale Christenson DPM PMP CMC
E-mail dchristensonpmcoeca
Web WWWPMCOECA
492018
7
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy13
Scope
Project Management Centre of Excellence Inc 2018 copy14
Average
Time
Cost
Feature 69
74
59
The project is
completed and
operational but
over budget late
and with fewer
features
Project completed on time
on budget with all
features amp functions
originally specified
The project is cancelled
before completion or
never implemented
492018
8
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
1 On time on budget and
to specifications
2 Meet or exceed
stakeholder expectations
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy16
Senior Management Support
Clear Goals
Competent Project Manager
Adequate Resourcing
Project Management Framework
Change Control System
Project Vision
492018
9
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy17
$
Time
Initiation Planning Close Out
INITIAL CHARTER PLAN DELIVERABLE PIR
Initiation Planning Execution Close Out
INITIAL CHARTER PLAN DELIVERABLE CLOSE OUT REPORT
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy18
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
10
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Stakeholder Management
19
IntegrationManagement
Time Management
Cost Management
QualityManagement
HumanResource
Management
CommunicationManagement
RiskManagement
ProcurementManagement
ScopeManagement
Project Management Centre of Excellence Inc 2018 copy
Scope
Human Resource
Management
Quality
Management
Fixes
Risk
ManagementCommunication
Management
Procurement
Management
Integration
Management
20
Inco
rre
ct
exp
ecta
tio
ns
492018
11
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy21
PM
CustomerClientUser
Project Team members
Management team
Sponsor
PMO
Performing Organization
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Project Sponsor
Project Manager
Project Team Working Groups
StakeholdersSteering Committee
492018
12
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy23
The person that provides
the financial resources in
cash or in kind for the
project and has ultimate
accountability for project
success
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy24
Has overall
responsibility for the success of the project
492018
13
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy25
Consists of all individuals and groups who will be part of andor affected by the results of the
project
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy26
Executive Director
Manger of
Functional Area 2
Manager of
Functional Area 3
Manager of
Functional Area 1
Manager Of
Functional Area 2
Resource Resource
Resource
Resource for
Project 3
Resource for
Project 3
Resource
Project Manager
for
Project 3
Resource
Resource for
Project 3
Resource
Resource
Resource for
Project 3
492018
14
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy27
1 What is a project
2 What is project management
3 What is a lifecycle
4 What are the 4 phases
5 What are the 5 processes
6 Who are the key stakeholders
7 What are the 10 knowledge areas
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy28
Defines and authorizes the project or a project phase
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
15
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy29
Project Selection
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy30
Project definition (preliminary scope statement)
Product service or result
Acceptance criteria
Requirements
Assumptions and constraints
492018
16
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy31
Project Management Centre of Excellence Inc 2018 copyApril 9 2018
32
492018
17
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy33
1 Right Need
2 Right Solution
3 Right Way
4 Right Benefit
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy34
Mandatory
Legislated
Discretionary
Business
End user
Technical
492018
18
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy35
Do we want a Project Manager or a Project Leader
Can a certified PMP Project Manager successfully manage any project
What Key PM skills do you need
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
ManagementLeadership
S
T
E
W
A
R
D
S
H
I
P
492018
19
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy37
Team Building
Coordination Skills
Interpersonal Skills
Communication Skills
Conflict Resolution Skills
Analytical Thinking
Strategic Thinking
Trouble Shooting
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Trust
Influence
Negotiate
Awareness
38Project Management Centre of Excellence Inc
492018
20
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Trust = Speed Cost
OR
Trust = Speed Cost
Project Management Centre of Excellence Inc 2018 copy40
492018
21
1 Predictability
2 Reciprocation
3 Consistency and Commitment
4 Social Evidence
5 Authority
6 Liking
7 Scarcity
8 Self-interest
Project Management Centre of Excellence Inc 2018 copy492018Project Management Centre of Excellence Inc copy 2014
42
492018
22
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy43
Project Management Centre of Excellence Inc
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy44
Project Charter
492018
23
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy45
What is the what
What is the why
4Rs
Project Manager or Project Leader
Preliminary Scope Statement
Output ndash Project Charter
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy46
The processes performed to define and mature the project scope develop the project management plan and identify and schedule the project activities that
occur within the project Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
24
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Stakeholder Management
47
IntegrationManagement
Time Management
Cost Management
QualityManagement
HumanResource
Management
CommunicationManagement
RiskManagement
ProcurementManagement
ScopeManagement
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy48
Deliver the project results
492018
25
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy49
Specific
Measurable
Agreed-upon
Realistic
Time component
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy50
In-Scope Out of Scope
Includes both
492018
26
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy52
Plan and hold an event
Start
492018
27
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy53
Task A Task BFSbull Finish to Start
bull Finish to Finish Task C
Task D
FF
bull Start to Start Task E
Task F
SS
bull Start to Finish Task G Task HSF
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy54
CP= the sequence of schedule activities that determines the duration of the project
CPM-the longest path through the project forms the critical path and is also the shortest time in which a project can be completed
CPM=Forward andor backward pass
492018
28
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy55
B
Start
A
C
Finish
E
F
D
2 frac12 day float
BD
2
1 8
3 4 5 6 7
In Days
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy56
Who does the work
Select project team
Roles and Responsibilities Matrix
RACI chart
Resources can be internal or external
492018
29
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy57
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy58
35 h
20 h 15 h
30 h 35 h 35 h
25 h
5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for Bob
Hou
rs W
ork
ed
Ove
rtim
e
492018
30
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy59
35 h
20 h 15 h
30 h 35 h 35 h
20 h5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for BobH
ou
rs W
ork
ed
Ove
rtim
e
5 h
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy60
Day 1 Day 2 Day 3 Day 4 Day 6Day 5
1 brick layer
to do 6 days
of work will
take 6 days
2 brick layer
to do 6 days
of work will
take 3 days
492018
31
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy61
The planned dates for performing schedule activities and the planned dates for meeting
schedule milestones
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy62
De-scoping
ndash Analyzing alternatives on the critical path to determine how to reduce the schedule for the least amount of cost
ndash Not always a viable alternative
Crashing
ndash Analyzing the critical path to determine where to reduce the schedule for the least amount of cost while bring extra resources on
ndash Not always a viable alternative
Fast-Tracking
ndash Phases or activities that would have normally being done in sequence are done in parallel
ndash Can result in rework and increased risk
ndash Requires 3 X the amount of planning
Least $
A B
B
492018
32
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy63
Estimating
Budget preparation
Forecasting
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy64
Co
st
Project target Cost
Time
Performance
Measurement
Baseline
Define the Work
Define the
Baseline Budget
Define the
Baseline ScheduleContingency
Budget
492018
33
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy65
Order of magnitude
Budget
Definitive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy66
Top down
Analogous
Parametric
Vendor bids
Bottom up
Detailed (piece by piece)
Three point or PERT
492018
34
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy67
The How
What is In and Out of Scope (detailed)
All the Work and only the Work
Network Diagram
Estimating
Critical Path
Output ndash Project Plan
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy68
Those processes performed
to complete the work
defined in the project
management plan to satisfy the project specifications
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
35
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy69
Destructive
Intervention
Constructive
Opportunity
Influence of
Stakeholders
and
Opportunity
to add value
Cost
Curve
$
Time
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy70
An uncertain event or condition
that if it occurs has a positive
or negative effect on one or
more of the project objectives
such as scope schedule
cost and quality
copyPMBOK regGuide Sixth Edition
492018
36
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy71
ldquoIncludes processes concerned with conducting risk
management planning identification analysis
responses and monitoring and control on a projectrdquo
copyPMBOK regGuide Sixth Edition
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Before the risk
Focus on prevention amp
planning
After the risk
Focus on recovery
Project
Start Project
Finish
Avoid Mitigate or Transfer Risks Use contingency plans
RiskManagement
492018
37
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy73
HighLow Impact
Hig
h
Low
Threaten
Failure
Minor
impactBig Impact if Occurs
ldquoEarthquakerdquo
Disruptive
ldquoDeath by
1000 cutsrdquo
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy74
Minimizes reactive crisis management
Increases likelihood of project success
Increases profitability
Prevents events impacting triple constraints
492018
38
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy75
1 Project Purpose
2 Objectives
3 Identified Risks
4 Risk Assessment
5 Risk Prevention
6 Risk Mitigation
7 Resources
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy76
492018
39
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy77
Work with your team and sponsor to identify stakeholders
Brainstorming works to develop a list that can be reviewed and finalized by the team
Key Stakeholders will usually emerge on their own
Stakeholders are persons and
organizations whose interests may be
positively or negatively affected by the
execution or completion of the project
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy78
Ask each stakeholder 2 questions
bullWhat are your three major expectations from this project
bullWhat are your three major concerns related to this project
492018
40
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy79
Keep InformedMonitor(Minimal effort)
Manage Relationship
Closely
Keep Satisfied
InterestLow High
Low
High
Power
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy80
1 Analysis What do they need to know amp what do we want to say
1 Decide Communication Objectives2 Determine Vulnerabilities amp Issues3 Develop Key Messages4 Perform Stakeholder Analysis (interests concerns)
2 Design amp Build What methods and tools should we use
1 Build Communication Vehicles (reports websites etc)
3 Develop Plan Who How and When should they receive it
1 Develop Communication Plan 2 Update Overall Workplan for Communication Activities
4 Do it1 Execute Communication Plan2 Modify amp Adjust as needed
492018
41
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy81
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy82
1 Project Purpose
2 Objectives
3 Potential Issues
4 Key Messages
5 AudiencesStakeholders
6 Communication Vehicles
7 Communication Plan Matrix
8 Resources
492018
42
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy83
Planned the Work Now Work the Plan
But What IF (Risk Management)
85 of what PMs do is Communication
Stakeholder Management is Critical to Project
Success
Output ndash Unique product service delivery or
result
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy84
Those processes required to
track review and regulate the
progress and performance of
the project identify any areas in
which changes to the plan are
required and initiate the
corresponding changes
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
43
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy85
Is daily monitoring at the team level of resources tasks and schedule It is hellip
A vital component of tracking and managing progress
Managing the triple constraints
Relatively simple ldquouser friendlyrdquo and inexpensive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy86
Tasks
Requirements
Timing and performance
Resource utilization and outsourcing
Scope deliverables completion and product quality
Process improvement possibilities and lessons learned
Schedule and cost performance
492018
44
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy87
Initiate Assess Resolve CloseApprove
Senior team
a change
Senior team
member initiates
a change
Project manager
accepts or rejects
Project manager
accepts or rejects
change request
Change Analyst
makes assessment of
the change and gives
recommendations
Managers acceptChange Analyst
makes assessment of
the change and gives
recommendations
or reject the
change based on
the assessment
and
Managers accept
or reject the
change based on
the assessment
and
recommendations Project manager
creates and assigns
tasks if necessary
and updates project
plan
Document
closureReject
Accept
Accept
Reject
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy88
Project
Phase 1
Phase 2
Phase 3
Stage
Gate
Planning
Go No Go Decisions
492018
45
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy89
Today
Planned
Burned
Earned
Time
Co
st
CV
Planned
Finished
Actual
Finished
Late
Over
Budget
Cost Variance (CV) = Earned ndash Burned
Schedule Variance (SV) = Earned ndash Planned
SV
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy90
complete to date
Dashboard ndash scope quality time budget
Milestones and deliverables
Target revised complete
Budget
Approved spent to date estimated cost of work remaining estimated total cost
Major Risks amp Issues requiring reviewdecision
Accomplishments Plans for Next Period
492018
46
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy91
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
its
of
wo
rk 5050 rule
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy92
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
it o
f w
ork
5050 rule
5070 rule
492018
47
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy93
Status Reporting
Change Control
Earned Value
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy94
The process of finalizing all activities across all of the project process groups to formally close the project
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
48
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy95
Administrative Contract Closure
Acceptance and hand off
Staff re-deployment
Facilities and equipment decommissioning
Project Evaluation
Celebration
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Lesson Learned
versus
Post Implementation Reviews
492018
49
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy97
Close out activities
Knowledge Management Lessons Learned
Post Implementation Review
Close out Report
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy98
Dr Dale Christenson DPM PMP CMC
E-mail dchristensonpmcoeca
Web WWWPMCOECA
492018
8
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
1 On time on budget and
to specifications
2 Meet or exceed
stakeholder expectations
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy16
Senior Management Support
Clear Goals
Competent Project Manager
Adequate Resourcing
Project Management Framework
Change Control System
Project Vision
492018
9
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy17
$
Time
Initiation Planning Close Out
INITIAL CHARTER PLAN DELIVERABLE PIR
Initiation Planning Execution Close Out
INITIAL CHARTER PLAN DELIVERABLE CLOSE OUT REPORT
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy18
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
10
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Stakeholder Management
19
IntegrationManagement
Time Management
Cost Management
QualityManagement
HumanResource
Management
CommunicationManagement
RiskManagement
ProcurementManagement
ScopeManagement
Project Management Centre of Excellence Inc 2018 copy
Scope
Human Resource
Management
Quality
Management
Fixes
Risk
ManagementCommunication
Management
Procurement
Management
Integration
Management
20
Inco
rre
ct
exp
ecta
tio
ns
492018
11
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy21
PM
CustomerClientUser
Project Team members
Management team
Sponsor
PMO
Performing Organization
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Project Sponsor
Project Manager
Project Team Working Groups
StakeholdersSteering Committee
492018
12
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy23
The person that provides
the financial resources in
cash or in kind for the
project and has ultimate
accountability for project
success
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy24
Has overall
responsibility for the success of the project
492018
13
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy25
Consists of all individuals and groups who will be part of andor affected by the results of the
project
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy26
Executive Director
Manger of
Functional Area 2
Manager of
Functional Area 3
Manager of
Functional Area 1
Manager Of
Functional Area 2
Resource Resource
Resource
Resource for
Project 3
Resource for
Project 3
Resource
Project Manager
for
Project 3
Resource
Resource for
Project 3
Resource
Resource
Resource for
Project 3
492018
14
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy27
1 What is a project
2 What is project management
3 What is a lifecycle
4 What are the 4 phases
5 What are the 5 processes
6 Who are the key stakeholders
7 What are the 10 knowledge areas
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy28
Defines and authorizes the project or a project phase
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
15
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy29
Project Selection
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy30
Project definition (preliminary scope statement)
Product service or result
Acceptance criteria
Requirements
Assumptions and constraints
492018
16
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy31
Project Management Centre of Excellence Inc 2018 copyApril 9 2018
32
492018
17
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy33
1 Right Need
2 Right Solution
3 Right Way
4 Right Benefit
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy34
Mandatory
Legislated
Discretionary
Business
End user
Technical
492018
18
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy35
Do we want a Project Manager or a Project Leader
Can a certified PMP Project Manager successfully manage any project
What Key PM skills do you need
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
ManagementLeadership
S
T
E
W
A
R
D
S
H
I
P
492018
19
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy37
Team Building
Coordination Skills
Interpersonal Skills
Communication Skills
Conflict Resolution Skills
Analytical Thinking
Strategic Thinking
Trouble Shooting
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Trust
Influence
Negotiate
Awareness
38Project Management Centre of Excellence Inc
492018
20
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Trust = Speed Cost
OR
Trust = Speed Cost
Project Management Centre of Excellence Inc 2018 copy40
492018
21
1 Predictability
2 Reciprocation
3 Consistency and Commitment
4 Social Evidence
5 Authority
6 Liking
7 Scarcity
8 Self-interest
Project Management Centre of Excellence Inc 2018 copy492018Project Management Centre of Excellence Inc copy 2014
42
492018
22
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy43
Project Management Centre of Excellence Inc
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy44
Project Charter
492018
23
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy45
What is the what
What is the why
4Rs
Project Manager or Project Leader
Preliminary Scope Statement
Output ndash Project Charter
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy46
The processes performed to define and mature the project scope develop the project management plan and identify and schedule the project activities that
occur within the project Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
24
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Stakeholder Management
47
IntegrationManagement
Time Management
Cost Management
QualityManagement
HumanResource
Management
CommunicationManagement
RiskManagement
ProcurementManagement
ScopeManagement
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy48
Deliver the project results
492018
25
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy49
Specific
Measurable
Agreed-upon
Realistic
Time component
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy50
In-Scope Out of Scope
Includes both
492018
26
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy52
Plan and hold an event
Start
492018
27
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy53
Task A Task BFSbull Finish to Start
bull Finish to Finish Task C
Task D
FF
bull Start to Start Task E
Task F
SS
bull Start to Finish Task G Task HSF
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy54
CP= the sequence of schedule activities that determines the duration of the project
CPM-the longest path through the project forms the critical path and is also the shortest time in which a project can be completed
CPM=Forward andor backward pass
492018
28
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy55
B
Start
A
C
Finish
E
F
D
2 frac12 day float
BD
2
1 8
3 4 5 6 7
In Days
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy56
Who does the work
Select project team
Roles and Responsibilities Matrix
RACI chart
Resources can be internal or external
492018
29
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy57
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy58
35 h
20 h 15 h
30 h 35 h 35 h
25 h
5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for Bob
Hou
rs W
ork
ed
Ove
rtim
e
492018
30
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy59
35 h
20 h 15 h
30 h 35 h 35 h
20 h5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for BobH
ou
rs W
ork
ed
Ove
rtim
e
5 h
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy60
Day 1 Day 2 Day 3 Day 4 Day 6Day 5
1 brick layer
to do 6 days
of work will
take 6 days
2 brick layer
to do 6 days
of work will
take 3 days
492018
31
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy61
The planned dates for performing schedule activities and the planned dates for meeting
schedule milestones
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy62
De-scoping
ndash Analyzing alternatives on the critical path to determine how to reduce the schedule for the least amount of cost
ndash Not always a viable alternative
Crashing
ndash Analyzing the critical path to determine where to reduce the schedule for the least amount of cost while bring extra resources on
ndash Not always a viable alternative
Fast-Tracking
ndash Phases or activities that would have normally being done in sequence are done in parallel
ndash Can result in rework and increased risk
ndash Requires 3 X the amount of planning
Least $
A B
B
492018
32
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy63
Estimating
Budget preparation
Forecasting
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy64
Co
st
Project target Cost
Time
Performance
Measurement
Baseline
Define the Work
Define the
Baseline Budget
Define the
Baseline ScheduleContingency
Budget
492018
33
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy65
Order of magnitude
Budget
Definitive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy66
Top down
Analogous
Parametric
Vendor bids
Bottom up
Detailed (piece by piece)
Three point or PERT
492018
34
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy67
The How
What is In and Out of Scope (detailed)
All the Work and only the Work
Network Diagram
Estimating
Critical Path
Output ndash Project Plan
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy68
Those processes performed
to complete the work
defined in the project
management plan to satisfy the project specifications
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
35
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy69
Destructive
Intervention
Constructive
Opportunity
Influence of
Stakeholders
and
Opportunity
to add value
Cost
Curve
$
Time
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy70
An uncertain event or condition
that if it occurs has a positive
or negative effect on one or
more of the project objectives
such as scope schedule
cost and quality
copyPMBOK regGuide Sixth Edition
492018
36
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy71
ldquoIncludes processes concerned with conducting risk
management planning identification analysis
responses and monitoring and control on a projectrdquo
copyPMBOK regGuide Sixth Edition
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Before the risk
Focus on prevention amp
planning
After the risk
Focus on recovery
Project
Start Project
Finish
Avoid Mitigate or Transfer Risks Use contingency plans
RiskManagement
492018
37
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy73
HighLow Impact
Hig
h
Low
Threaten
Failure
Minor
impactBig Impact if Occurs
ldquoEarthquakerdquo
Disruptive
ldquoDeath by
1000 cutsrdquo
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy74
Minimizes reactive crisis management
Increases likelihood of project success
Increases profitability
Prevents events impacting triple constraints
492018
38
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy75
1 Project Purpose
2 Objectives
3 Identified Risks
4 Risk Assessment
5 Risk Prevention
6 Risk Mitigation
7 Resources
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy76
492018
39
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy77
Work with your team and sponsor to identify stakeholders
Brainstorming works to develop a list that can be reviewed and finalized by the team
Key Stakeholders will usually emerge on their own
Stakeholders are persons and
organizations whose interests may be
positively or negatively affected by the
execution or completion of the project
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy78
Ask each stakeholder 2 questions
bullWhat are your three major expectations from this project
bullWhat are your three major concerns related to this project
492018
40
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy79
Keep InformedMonitor(Minimal effort)
Manage Relationship
Closely
Keep Satisfied
InterestLow High
Low
High
Power
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy80
1 Analysis What do they need to know amp what do we want to say
1 Decide Communication Objectives2 Determine Vulnerabilities amp Issues3 Develop Key Messages4 Perform Stakeholder Analysis (interests concerns)
2 Design amp Build What methods and tools should we use
1 Build Communication Vehicles (reports websites etc)
3 Develop Plan Who How and When should they receive it
1 Develop Communication Plan 2 Update Overall Workplan for Communication Activities
4 Do it1 Execute Communication Plan2 Modify amp Adjust as needed
492018
41
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Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy82
1 Project Purpose
2 Objectives
3 Potential Issues
4 Key Messages
5 AudiencesStakeholders
6 Communication Vehicles
7 Communication Plan Matrix
8 Resources
492018
42
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy83
Planned the Work Now Work the Plan
But What IF (Risk Management)
85 of what PMs do is Communication
Stakeholder Management is Critical to Project
Success
Output ndash Unique product service delivery or
result
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy84
Those processes required to
track review and regulate the
progress and performance of
the project identify any areas in
which changes to the plan are
required and initiate the
corresponding changes
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
43
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy85
Is daily monitoring at the team level of resources tasks and schedule It is hellip
A vital component of tracking and managing progress
Managing the triple constraints
Relatively simple ldquouser friendlyrdquo and inexpensive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy86
Tasks
Requirements
Timing and performance
Resource utilization and outsourcing
Scope deliverables completion and product quality
Process improvement possibilities and lessons learned
Schedule and cost performance
492018
44
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy87
Initiate Assess Resolve CloseApprove
Senior team
a change
Senior team
member initiates
a change
Project manager
accepts or rejects
Project manager
accepts or rejects
change request
Change Analyst
makes assessment of
the change and gives
recommendations
Managers acceptChange Analyst
makes assessment of
the change and gives
recommendations
or reject the
change based on
the assessment
and
Managers accept
or reject the
change based on
the assessment
and
recommendations Project manager
creates and assigns
tasks if necessary
and updates project
plan
Document
closureReject
Accept
Accept
Reject
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy88
Project
Phase 1
Phase 2
Phase 3
Stage
Gate
Planning
Go No Go Decisions
492018
45
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy89
Today
Planned
Burned
Earned
Time
Co
st
CV
Planned
Finished
Actual
Finished
Late
Over
Budget
Cost Variance (CV) = Earned ndash Burned
Schedule Variance (SV) = Earned ndash Planned
SV
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy90
complete to date
Dashboard ndash scope quality time budget
Milestones and deliverables
Target revised complete
Budget
Approved spent to date estimated cost of work remaining estimated total cost
Major Risks amp Issues requiring reviewdecision
Accomplishments Plans for Next Period
492018
46
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy91
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
its
of
wo
rk 5050 rule
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy92
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
it o
f w
ork
5050 rule
5070 rule
492018
47
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy93
Status Reporting
Change Control
Earned Value
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy94
The process of finalizing all activities across all of the project process groups to formally close the project
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
48
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy95
Administrative Contract Closure
Acceptance and hand off
Staff re-deployment
Facilities and equipment decommissioning
Project Evaluation
Celebration
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Lesson Learned
versus
Post Implementation Reviews
492018
49
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy97
Close out activities
Knowledge Management Lessons Learned
Post Implementation Review
Close out Report
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy98
Dr Dale Christenson DPM PMP CMC
E-mail dchristensonpmcoeca
Web WWWPMCOECA
492018
9
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy17
$
Time
Initiation Planning Close Out
INITIAL CHARTER PLAN DELIVERABLE PIR
Initiation Planning Execution Close Out
INITIAL CHARTER PLAN DELIVERABLE CLOSE OUT REPORT
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy18
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
10
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Stakeholder Management
19
IntegrationManagement
Time Management
Cost Management
QualityManagement
HumanResource
Management
CommunicationManagement
RiskManagement
ProcurementManagement
ScopeManagement
Project Management Centre of Excellence Inc 2018 copy
Scope
Human Resource
Management
Quality
Management
Fixes
Risk
ManagementCommunication
Management
Procurement
Management
Integration
Management
20
Inco
rre
ct
exp
ecta
tio
ns
492018
11
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy21
PM
CustomerClientUser
Project Team members
Management team
Sponsor
PMO
Performing Organization
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Project Sponsor
Project Manager
Project Team Working Groups
StakeholdersSteering Committee
492018
12
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy23
The person that provides
the financial resources in
cash or in kind for the
project and has ultimate
accountability for project
success
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy24
Has overall
responsibility for the success of the project
492018
13
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy25
Consists of all individuals and groups who will be part of andor affected by the results of the
project
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy26
Executive Director
Manger of
Functional Area 2
Manager of
Functional Area 3
Manager of
Functional Area 1
Manager Of
Functional Area 2
Resource Resource
Resource
Resource for
Project 3
Resource for
Project 3
Resource
Project Manager
for
Project 3
Resource
Resource for
Project 3
Resource
Resource
Resource for
Project 3
492018
14
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy27
1 What is a project
2 What is project management
3 What is a lifecycle
4 What are the 4 phases
5 What are the 5 processes
6 Who are the key stakeholders
7 What are the 10 knowledge areas
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy28
Defines and authorizes the project or a project phase
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
15
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy29
Project Selection
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy30
Project definition (preliminary scope statement)
Product service or result
Acceptance criteria
Requirements
Assumptions and constraints
492018
16
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy31
Project Management Centre of Excellence Inc 2018 copyApril 9 2018
32
492018
17
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy33
1 Right Need
2 Right Solution
3 Right Way
4 Right Benefit
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy34
Mandatory
Legislated
Discretionary
Business
End user
Technical
492018
18
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy35
Do we want a Project Manager or a Project Leader
Can a certified PMP Project Manager successfully manage any project
What Key PM skills do you need
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
ManagementLeadership
S
T
E
W
A
R
D
S
H
I
P
492018
19
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy37
Team Building
Coordination Skills
Interpersonal Skills
Communication Skills
Conflict Resolution Skills
Analytical Thinking
Strategic Thinking
Trouble Shooting
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Trust
Influence
Negotiate
Awareness
38Project Management Centre of Excellence Inc
492018
20
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Trust = Speed Cost
OR
Trust = Speed Cost
Project Management Centre of Excellence Inc 2018 copy40
492018
21
1 Predictability
2 Reciprocation
3 Consistency and Commitment
4 Social Evidence
5 Authority
6 Liking
7 Scarcity
8 Self-interest
Project Management Centre of Excellence Inc 2018 copy492018Project Management Centre of Excellence Inc copy 2014
42
492018
22
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy43
Project Management Centre of Excellence Inc
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy44
Project Charter
492018
23
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy45
What is the what
What is the why
4Rs
Project Manager or Project Leader
Preliminary Scope Statement
Output ndash Project Charter
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy46
The processes performed to define and mature the project scope develop the project management plan and identify and schedule the project activities that
occur within the project Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
24
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Stakeholder Management
47
IntegrationManagement
Time Management
Cost Management
QualityManagement
HumanResource
Management
CommunicationManagement
RiskManagement
ProcurementManagement
ScopeManagement
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy48
Deliver the project results
492018
25
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy49
Specific
Measurable
Agreed-upon
Realistic
Time component
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy50
In-Scope Out of Scope
Includes both
492018
26
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy52
Plan and hold an event
Start
492018
27
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy53
Task A Task BFSbull Finish to Start
bull Finish to Finish Task C
Task D
FF
bull Start to Start Task E
Task F
SS
bull Start to Finish Task G Task HSF
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy54
CP= the sequence of schedule activities that determines the duration of the project
CPM-the longest path through the project forms the critical path and is also the shortest time in which a project can be completed
CPM=Forward andor backward pass
492018
28
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy55
B
Start
A
C
Finish
E
F
D
2 frac12 day float
BD
2
1 8
3 4 5 6 7
In Days
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy56
Who does the work
Select project team
Roles and Responsibilities Matrix
RACI chart
Resources can be internal or external
492018
29
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy57
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy58
35 h
20 h 15 h
30 h 35 h 35 h
25 h
5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for Bob
Hou
rs W
ork
ed
Ove
rtim
e
492018
30
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy59
35 h
20 h 15 h
30 h 35 h 35 h
20 h5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for BobH
ou
rs W
ork
ed
Ove
rtim
e
5 h
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy60
Day 1 Day 2 Day 3 Day 4 Day 6Day 5
1 brick layer
to do 6 days
of work will
take 6 days
2 brick layer
to do 6 days
of work will
take 3 days
492018
31
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy61
The planned dates for performing schedule activities and the planned dates for meeting
schedule milestones
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy62
De-scoping
ndash Analyzing alternatives on the critical path to determine how to reduce the schedule for the least amount of cost
ndash Not always a viable alternative
Crashing
ndash Analyzing the critical path to determine where to reduce the schedule for the least amount of cost while bring extra resources on
ndash Not always a viable alternative
Fast-Tracking
ndash Phases or activities that would have normally being done in sequence are done in parallel
ndash Can result in rework and increased risk
ndash Requires 3 X the amount of planning
Least $
A B
B
492018
32
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy63
Estimating
Budget preparation
Forecasting
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy64
Co
st
Project target Cost
Time
Performance
Measurement
Baseline
Define the Work
Define the
Baseline Budget
Define the
Baseline ScheduleContingency
Budget
492018
33
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy65
Order of magnitude
Budget
Definitive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy66
Top down
Analogous
Parametric
Vendor bids
Bottom up
Detailed (piece by piece)
Three point or PERT
492018
34
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy67
The How
What is In and Out of Scope (detailed)
All the Work and only the Work
Network Diagram
Estimating
Critical Path
Output ndash Project Plan
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy68
Those processes performed
to complete the work
defined in the project
management plan to satisfy the project specifications
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
35
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy69
Destructive
Intervention
Constructive
Opportunity
Influence of
Stakeholders
and
Opportunity
to add value
Cost
Curve
$
Time
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy70
An uncertain event or condition
that if it occurs has a positive
or negative effect on one or
more of the project objectives
such as scope schedule
cost and quality
copyPMBOK regGuide Sixth Edition
492018
36
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy71
ldquoIncludes processes concerned with conducting risk
management planning identification analysis
responses and monitoring and control on a projectrdquo
copyPMBOK regGuide Sixth Edition
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Before the risk
Focus on prevention amp
planning
After the risk
Focus on recovery
Project
Start Project
Finish
Avoid Mitigate or Transfer Risks Use contingency plans
RiskManagement
492018
37
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy73
HighLow Impact
Hig
h
Low
Threaten
Failure
Minor
impactBig Impact if Occurs
ldquoEarthquakerdquo
Disruptive
ldquoDeath by
1000 cutsrdquo
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy74
Minimizes reactive crisis management
Increases likelihood of project success
Increases profitability
Prevents events impacting triple constraints
492018
38
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy75
1 Project Purpose
2 Objectives
3 Identified Risks
4 Risk Assessment
5 Risk Prevention
6 Risk Mitigation
7 Resources
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy76
492018
39
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy77
Work with your team and sponsor to identify stakeholders
Brainstorming works to develop a list that can be reviewed and finalized by the team
Key Stakeholders will usually emerge on their own
Stakeholders are persons and
organizations whose interests may be
positively or negatively affected by the
execution or completion of the project
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy78
Ask each stakeholder 2 questions
bullWhat are your three major expectations from this project
bullWhat are your three major concerns related to this project
492018
40
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy79
Keep InformedMonitor(Minimal effort)
Manage Relationship
Closely
Keep Satisfied
InterestLow High
Low
High
Power
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy80
1 Analysis What do they need to know amp what do we want to say
1 Decide Communication Objectives2 Determine Vulnerabilities amp Issues3 Develop Key Messages4 Perform Stakeholder Analysis (interests concerns)
2 Design amp Build What methods and tools should we use
1 Build Communication Vehicles (reports websites etc)
3 Develop Plan Who How and When should they receive it
1 Develop Communication Plan 2 Update Overall Workplan for Communication Activities
4 Do it1 Execute Communication Plan2 Modify amp Adjust as needed
492018
41
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy81
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy82
1 Project Purpose
2 Objectives
3 Potential Issues
4 Key Messages
5 AudiencesStakeholders
6 Communication Vehicles
7 Communication Plan Matrix
8 Resources
492018
42
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy83
Planned the Work Now Work the Plan
But What IF (Risk Management)
85 of what PMs do is Communication
Stakeholder Management is Critical to Project
Success
Output ndash Unique product service delivery or
result
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy84
Those processes required to
track review and regulate the
progress and performance of
the project identify any areas in
which changes to the plan are
required and initiate the
corresponding changes
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
43
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy85
Is daily monitoring at the team level of resources tasks and schedule It is hellip
A vital component of tracking and managing progress
Managing the triple constraints
Relatively simple ldquouser friendlyrdquo and inexpensive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy86
Tasks
Requirements
Timing and performance
Resource utilization and outsourcing
Scope deliverables completion and product quality
Process improvement possibilities and lessons learned
Schedule and cost performance
492018
44
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy87
Initiate Assess Resolve CloseApprove
Senior team
a change
Senior team
member initiates
a change
Project manager
accepts or rejects
Project manager
accepts or rejects
change request
Change Analyst
makes assessment of
the change and gives
recommendations
Managers acceptChange Analyst
makes assessment of
the change and gives
recommendations
or reject the
change based on
the assessment
and
Managers accept
or reject the
change based on
the assessment
and
recommendations Project manager
creates and assigns
tasks if necessary
and updates project
plan
Document
closureReject
Accept
Accept
Reject
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy88
Project
Phase 1
Phase 2
Phase 3
Stage
Gate
Planning
Go No Go Decisions
492018
45
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy89
Today
Planned
Burned
Earned
Time
Co
st
CV
Planned
Finished
Actual
Finished
Late
Over
Budget
Cost Variance (CV) = Earned ndash Burned
Schedule Variance (SV) = Earned ndash Planned
SV
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy90
complete to date
Dashboard ndash scope quality time budget
Milestones and deliverables
Target revised complete
Budget
Approved spent to date estimated cost of work remaining estimated total cost
Major Risks amp Issues requiring reviewdecision
Accomplishments Plans for Next Period
492018
46
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy91
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
its
of
wo
rk 5050 rule
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy92
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
it o
f w
ork
5050 rule
5070 rule
492018
47
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy93
Status Reporting
Change Control
Earned Value
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy94
The process of finalizing all activities across all of the project process groups to formally close the project
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
48
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy95
Administrative Contract Closure
Acceptance and hand off
Staff re-deployment
Facilities and equipment decommissioning
Project Evaluation
Celebration
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Lesson Learned
versus
Post Implementation Reviews
492018
49
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy97
Close out activities
Knowledge Management Lessons Learned
Post Implementation Review
Close out Report
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy98
Dr Dale Christenson DPM PMP CMC
E-mail dchristensonpmcoeca
Web WWWPMCOECA
492018
10
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Stakeholder Management
19
IntegrationManagement
Time Management
Cost Management
QualityManagement
HumanResource
Management
CommunicationManagement
RiskManagement
ProcurementManagement
ScopeManagement
Project Management Centre of Excellence Inc 2018 copy
Scope
Human Resource
Management
Quality
Management
Fixes
Risk
ManagementCommunication
Management
Procurement
Management
Integration
Management
20
Inco
rre
ct
exp
ecta
tio
ns
492018
11
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy21
PM
CustomerClientUser
Project Team members
Management team
Sponsor
PMO
Performing Organization
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Project Sponsor
Project Manager
Project Team Working Groups
StakeholdersSteering Committee
492018
12
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy23
The person that provides
the financial resources in
cash or in kind for the
project and has ultimate
accountability for project
success
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy24
Has overall
responsibility for the success of the project
492018
13
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy25
Consists of all individuals and groups who will be part of andor affected by the results of the
project
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy26
Executive Director
Manger of
Functional Area 2
Manager of
Functional Area 3
Manager of
Functional Area 1
Manager Of
Functional Area 2
Resource Resource
Resource
Resource for
Project 3
Resource for
Project 3
Resource
Project Manager
for
Project 3
Resource
Resource for
Project 3
Resource
Resource
Resource for
Project 3
492018
14
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy27
1 What is a project
2 What is project management
3 What is a lifecycle
4 What are the 4 phases
5 What are the 5 processes
6 Who are the key stakeholders
7 What are the 10 knowledge areas
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy28
Defines and authorizes the project or a project phase
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
15
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy29
Project Selection
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy30
Project definition (preliminary scope statement)
Product service or result
Acceptance criteria
Requirements
Assumptions and constraints
492018
16
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy31
Project Management Centre of Excellence Inc 2018 copyApril 9 2018
32
492018
17
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy33
1 Right Need
2 Right Solution
3 Right Way
4 Right Benefit
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy34
Mandatory
Legislated
Discretionary
Business
End user
Technical
492018
18
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy35
Do we want a Project Manager or a Project Leader
Can a certified PMP Project Manager successfully manage any project
What Key PM skills do you need
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
ManagementLeadership
S
T
E
W
A
R
D
S
H
I
P
492018
19
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy37
Team Building
Coordination Skills
Interpersonal Skills
Communication Skills
Conflict Resolution Skills
Analytical Thinking
Strategic Thinking
Trouble Shooting
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Trust
Influence
Negotiate
Awareness
38Project Management Centre of Excellence Inc
492018
20
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Trust = Speed Cost
OR
Trust = Speed Cost
Project Management Centre of Excellence Inc 2018 copy40
492018
21
1 Predictability
2 Reciprocation
3 Consistency and Commitment
4 Social Evidence
5 Authority
6 Liking
7 Scarcity
8 Self-interest
Project Management Centre of Excellence Inc 2018 copy492018Project Management Centre of Excellence Inc copy 2014
42
492018
22
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy43
Project Management Centre of Excellence Inc
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy44
Project Charter
492018
23
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy45
What is the what
What is the why
4Rs
Project Manager or Project Leader
Preliminary Scope Statement
Output ndash Project Charter
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy46
The processes performed to define and mature the project scope develop the project management plan and identify and schedule the project activities that
occur within the project Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
24
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Stakeholder Management
47
IntegrationManagement
Time Management
Cost Management
QualityManagement
HumanResource
Management
CommunicationManagement
RiskManagement
ProcurementManagement
ScopeManagement
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy48
Deliver the project results
492018
25
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy49
Specific
Measurable
Agreed-upon
Realistic
Time component
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy50
In-Scope Out of Scope
Includes both
492018
26
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy52
Plan and hold an event
Start
492018
27
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy53
Task A Task BFSbull Finish to Start
bull Finish to Finish Task C
Task D
FF
bull Start to Start Task E
Task F
SS
bull Start to Finish Task G Task HSF
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy54
CP= the sequence of schedule activities that determines the duration of the project
CPM-the longest path through the project forms the critical path and is also the shortest time in which a project can be completed
CPM=Forward andor backward pass
492018
28
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy55
B
Start
A
C
Finish
E
F
D
2 frac12 day float
BD
2
1 8
3 4 5 6 7
In Days
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy56
Who does the work
Select project team
Roles and Responsibilities Matrix
RACI chart
Resources can be internal or external
492018
29
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy57
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy58
35 h
20 h 15 h
30 h 35 h 35 h
25 h
5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for Bob
Hou
rs W
ork
ed
Ove
rtim
e
492018
30
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy59
35 h
20 h 15 h
30 h 35 h 35 h
20 h5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for BobH
ou
rs W
ork
ed
Ove
rtim
e
5 h
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy60
Day 1 Day 2 Day 3 Day 4 Day 6Day 5
1 brick layer
to do 6 days
of work will
take 6 days
2 brick layer
to do 6 days
of work will
take 3 days
492018
31
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy61
The planned dates for performing schedule activities and the planned dates for meeting
schedule milestones
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy62
De-scoping
ndash Analyzing alternatives on the critical path to determine how to reduce the schedule for the least amount of cost
ndash Not always a viable alternative
Crashing
ndash Analyzing the critical path to determine where to reduce the schedule for the least amount of cost while bring extra resources on
ndash Not always a viable alternative
Fast-Tracking
ndash Phases or activities that would have normally being done in sequence are done in parallel
ndash Can result in rework and increased risk
ndash Requires 3 X the amount of planning
Least $
A B
B
492018
32
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy63
Estimating
Budget preparation
Forecasting
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy64
Co
st
Project target Cost
Time
Performance
Measurement
Baseline
Define the Work
Define the
Baseline Budget
Define the
Baseline ScheduleContingency
Budget
492018
33
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy65
Order of magnitude
Budget
Definitive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy66
Top down
Analogous
Parametric
Vendor bids
Bottom up
Detailed (piece by piece)
Three point or PERT
492018
34
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy67
The How
What is In and Out of Scope (detailed)
All the Work and only the Work
Network Diagram
Estimating
Critical Path
Output ndash Project Plan
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy68
Those processes performed
to complete the work
defined in the project
management plan to satisfy the project specifications
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
35
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy69
Destructive
Intervention
Constructive
Opportunity
Influence of
Stakeholders
and
Opportunity
to add value
Cost
Curve
$
Time
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy70
An uncertain event or condition
that if it occurs has a positive
or negative effect on one or
more of the project objectives
such as scope schedule
cost and quality
copyPMBOK regGuide Sixth Edition
492018
36
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy71
ldquoIncludes processes concerned with conducting risk
management planning identification analysis
responses and monitoring and control on a projectrdquo
copyPMBOK regGuide Sixth Edition
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Before the risk
Focus on prevention amp
planning
After the risk
Focus on recovery
Project
Start Project
Finish
Avoid Mitigate or Transfer Risks Use contingency plans
RiskManagement
492018
37
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy73
HighLow Impact
Hig
h
Low
Threaten
Failure
Minor
impactBig Impact if Occurs
ldquoEarthquakerdquo
Disruptive
ldquoDeath by
1000 cutsrdquo
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy74
Minimizes reactive crisis management
Increases likelihood of project success
Increases profitability
Prevents events impacting triple constraints
492018
38
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy75
1 Project Purpose
2 Objectives
3 Identified Risks
4 Risk Assessment
5 Risk Prevention
6 Risk Mitigation
7 Resources
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy76
492018
39
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy77
Work with your team and sponsor to identify stakeholders
Brainstorming works to develop a list that can be reviewed and finalized by the team
Key Stakeholders will usually emerge on their own
Stakeholders are persons and
organizations whose interests may be
positively or negatively affected by the
execution or completion of the project
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy78
Ask each stakeholder 2 questions
bullWhat are your three major expectations from this project
bullWhat are your three major concerns related to this project
492018
40
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy79
Keep InformedMonitor(Minimal effort)
Manage Relationship
Closely
Keep Satisfied
InterestLow High
Low
High
Power
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy80
1 Analysis What do they need to know amp what do we want to say
1 Decide Communication Objectives2 Determine Vulnerabilities amp Issues3 Develop Key Messages4 Perform Stakeholder Analysis (interests concerns)
2 Design amp Build What methods and tools should we use
1 Build Communication Vehicles (reports websites etc)
3 Develop Plan Who How and When should they receive it
1 Develop Communication Plan 2 Update Overall Workplan for Communication Activities
4 Do it1 Execute Communication Plan2 Modify amp Adjust as needed
492018
41
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy81
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy82
1 Project Purpose
2 Objectives
3 Potential Issues
4 Key Messages
5 AudiencesStakeholders
6 Communication Vehicles
7 Communication Plan Matrix
8 Resources
492018
42
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy83
Planned the Work Now Work the Plan
But What IF (Risk Management)
85 of what PMs do is Communication
Stakeholder Management is Critical to Project
Success
Output ndash Unique product service delivery or
result
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy84
Those processes required to
track review and regulate the
progress and performance of
the project identify any areas in
which changes to the plan are
required and initiate the
corresponding changes
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
43
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy85
Is daily monitoring at the team level of resources tasks and schedule It is hellip
A vital component of tracking and managing progress
Managing the triple constraints
Relatively simple ldquouser friendlyrdquo and inexpensive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy86
Tasks
Requirements
Timing and performance
Resource utilization and outsourcing
Scope deliverables completion and product quality
Process improvement possibilities and lessons learned
Schedule and cost performance
492018
44
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy87
Initiate Assess Resolve CloseApprove
Senior team
a change
Senior team
member initiates
a change
Project manager
accepts or rejects
Project manager
accepts or rejects
change request
Change Analyst
makes assessment of
the change and gives
recommendations
Managers acceptChange Analyst
makes assessment of
the change and gives
recommendations
or reject the
change based on
the assessment
and
Managers accept
or reject the
change based on
the assessment
and
recommendations Project manager
creates and assigns
tasks if necessary
and updates project
plan
Document
closureReject
Accept
Accept
Reject
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy88
Project
Phase 1
Phase 2
Phase 3
Stage
Gate
Planning
Go No Go Decisions
492018
45
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy89
Today
Planned
Burned
Earned
Time
Co
st
CV
Planned
Finished
Actual
Finished
Late
Over
Budget
Cost Variance (CV) = Earned ndash Burned
Schedule Variance (SV) = Earned ndash Planned
SV
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy90
complete to date
Dashboard ndash scope quality time budget
Milestones and deliverables
Target revised complete
Budget
Approved spent to date estimated cost of work remaining estimated total cost
Major Risks amp Issues requiring reviewdecision
Accomplishments Plans for Next Period
492018
46
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy91
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
its
of
wo
rk 5050 rule
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy92
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
it o
f w
ork
5050 rule
5070 rule
492018
47
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy93
Status Reporting
Change Control
Earned Value
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy94
The process of finalizing all activities across all of the project process groups to formally close the project
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
48
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy95
Administrative Contract Closure
Acceptance and hand off
Staff re-deployment
Facilities and equipment decommissioning
Project Evaluation
Celebration
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Lesson Learned
versus
Post Implementation Reviews
492018
49
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy97
Close out activities
Knowledge Management Lessons Learned
Post Implementation Review
Close out Report
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy98
Dr Dale Christenson DPM PMP CMC
E-mail dchristensonpmcoeca
Web WWWPMCOECA
492018
11
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy21
PM
CustomerClientUser
Project Team members
Management team
Sponsor
PMO
Performing Organization
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Project Sponsor
Project Manager
Project Team Working Groups
StakeholdersSteering Committee
492018
12
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy23
The person that provides
the financial resources in
cash or in kind for the
project and has ultimate
accountability for project
success
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy24
Has overall
responsibility for the success of the project
492018
13
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy25
Consists of all individuals and groups who will be part of andor affected by the results of the
project
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy26
Executive Director
Manger of
Functional Area 2
Manager of
Functional Area 3
Manager of
Functional Area 1
Manager Of
Functional Area 2
Resource Resource
Resource
Resource for
Project 3
Resource for
Project 3
Resource
Project Manager
for
Project 3
Resource
Resource for
Project 3
Resource
Resource
Resource for
Project 3
492018
14
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy27
1 What is a project
2 What is project management
3 What is a lifecycle
4 What are the 4 phases
5 What are the 5 processes
6 Who are the key stakeholders
7 What are the 10 knowledge areas
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy28
Defines and authorizes the project or a project phase
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
15
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy29
Project Selection
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy30
Project definition (preliminary scope statement)
Product service or result
Acceptance criteria
Requirements
Assumptions and constraints
492018
16
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy31
Project Management Centre of Excellence Inc 2018 copyApril 9 2018
32
492018
17
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy33
1 Right Need
2 Right Solution
3 Right Way
4 Right Benefit
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy34
Mandatory
Legislated
Discretionary
Business
End user
Technical
492018
18
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy35
Do we want a Project Manager or a Project Leader
Can a certified PMP Project Manager successfully manage any project
What Key PM skills do you need
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
ManagementLeadership
S
T
E
W
A
R
D
S
H
I
P
492018
19
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy37
Team Building
Coordination Skills
Interpersonal Skills
Communication Skills
Conflict Resolution Skills
Analytical Thinking
Strategic Thinking
Trouble Shooting
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Trust
Influence
Negotiate
Awareness
38Project Management Centre of Excellence Inc
492018
20
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Trust = Speed Cost
OR
Trust = Speed Cost
Project Management Centre of Excellence Inc 2018 copy40
492018
21
1 Predictability
2 Reciprocation
3 Consistency and Commitment
4 Social Evidence
5 Authority
6 Liking
7 Scarcity
8 Self-interest
Project Management Centre of Excellence Inc 2018 copy492018Project Management Centre of Excellence Inc copy 2014
42
492018
22
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy43
Project Management Centre of Excellence Inc
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy44
Project Charter
492018
23
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy45
What is the what
What is the why
4Rs
Project Manager or Project Leader
Preliminary Scope Statement
Output ndash Project Charter
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy46
The processes performed to define and mature the project scope develop the project management plan and identify and schedule the project activities that
occur within the project Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
24
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Stakeholder Management
47
IntegrationManagement
Time Management
Cost Management
QualityManagement
HumanResource
Management
CommunicationManagement
RiskManagement
ProcurementManagement
ScopeManagement
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy48
Deliver the project results
492018
25
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy49
Specific
Measurable
Agreed-upon
Realistic
Time component
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy50
In-Scope Out of Scope
Includes both
492018
26
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy52
Plan and hold an event
Start
492018
27
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy53
Task A Task BFSbull Finish to Start
bull Finish to Finish Task C
Task D
FF
bull Start to Start Task E
Task F
SS
bull Start to Finish Task G Task HSF
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy54
CP= the sequence of schedule activities that determines the duration of the project
CPM-the longest path through the project forms the critical path and is also the shortest time in which a project can be completed
CPM=Forward andor backward pass
492018
28
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy55
B
Start
A
C
Finish
E
F
D
2 frac12 day float
BD
2
1 8
3 4 5 6 7
In Days
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy56
Who does the work
Select project team
Roles and Responsibilities Matrix
RACI chart
Resources can be internal or external
492018
29
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy57
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy58
35 h
20 h 15 h
30 h 35 h 35 h
25 h
5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for Bob
Hou
rs W
ork
ed
Ove
rtim
e
492018
30
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy59
35 h
20 h 15 h
30 h 35 h 35 h
20 h5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for BobH
ou
rs W
ork
ed
Ove
rtim
e
5 h
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy60
Day 1 Day 2 Day 3 Day 4 Day 6Day 5
1 brick layer
to do 6 days
of work will
take 6 days
2 brick layer
to do 6 days
of work will
take 3 days
492018
31
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy61
The planned dates for performing schedule activities and the planned dates for meeting
schedule milestones
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy62
De-scoping
ndash Analyzing alternatives on the critical path to determine how to reduce the schedule for the least amount of cost
ndash Not always a viable alternative
Crashing
ndash Analyzing the critical path to determine where to reduce the schedule for the least amount of cost while bring extra resources on
ndash Not always a viable alternative
Fast-Tracking
ndash Phases or activities that would have normally being done in sequence are done in parallel
ndash Can result in rework and increased risk
ndash Requires 3 X the amount of planning
Least $
A B
B
492018
32
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy63
Estimating
Budget preparation
Forecasting
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy64
Co
st
Project target Cost
Time
Performance
Measurement
Baseline
Define the Work
Define the
Baseline Budget
Define the
Baseline ScheduleContingency
Budget
492018
33
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy65
Order of magnitude
Budget
Definitive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy66
Top down
Analogous
Parametric
Vendor bids
Bottom up
Detailed (piece by piece)
Three point or PERT
492018
34
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy67
The How
What is In and Out of Scope (detailed)
All the Work and only the Work
Network Diagram
Estimating
Critical Path
Output ndash Project Plan
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy68
Those processes performed
to complete the work
defined in the project
management plan to satisfy the project specifications
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
35
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy69
Destructive
Intervention
Constructive
Opportunity
Influence of
Stakeholders
and
Opportunity
to add value
Cost
Curve
$
Time
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy70
An uncertain event or condition
that if it occurs has a positive
or negative effect on one or
more of the project objectives
such as scope schedule
cost and quality
copyPMBOK regGuide Sixth Edition
492018
36
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy71
ldquoIncludes processes concerned with conducting risk
management planning identification analysis
responses and monitoring and control on a projectrdquo
copyPMBOK regGuide Sixth Edition
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Before the risk
Focus on prevention amp
planning
After the risk
Focus on recovery
Project
Start Project
Finish
Avoid Mitigate or Transfer Risks Use contingency plans
RiskManagement
492018
37
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy73
HighLow Impact
Hig
h
Low
Threaten
Failure
Minor
impactBig Impact if Occurs
ldquoEarthquakerdquo
Disruptive
ldquoDeath by
1000 cutsrdquo
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy74
Minimizes reactive crisis management
Increases likelihood of project success
Increases profitability
Prevents events impacting triple constraints
492018
38
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy75
1 Project Purpose
2 Objectives
3 Identified Risks
4 Risk Assessment
5 Risk Prevention
6 Risk Mitigation
7 Resources
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy76
492018
39
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy77
Work with your team and sponsor to identify stakeholders
Brainstorming works to develop a list that can be reviewed and finalized by the team
Key Stakeholders will usually emerge on their own
Stakeholders are persons and
organizations whose interests may be
positively or negatively affected by the
execution or completion of the project
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy78
Ask each stakeholder 2 questions
bullWhat are your three major expectations from this project
bullWhat are your three major concerns related to this project
492018
40
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy79
Keep InformedMonitor(Minimal effort)
Manage Relationship
Closely
Keep Satisfied
InterestLow High
Low
High
Power
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy80
1 Analysis What do they need to know amp what do we want to say
1 Decide Communication Objectives2 Determine Vulnerabilities amp Issues3 Develop Key Messages4 Perform Stakeholder Analysis (interests concerns)
2 Design amp Build What methods and tools should we use
1 Build Communication Vehicles (reports websites etc)
3 Develop Plan Who How and When should they receive it
1 Develop Communication Plan 2 Update Overall Workplan for Communication Activities
4 Do it1 Execute Communication Plan2 Modify amp Adjust as needed
492018
41
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy81
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy82
1 Project Purpose
2 Objectives
3 Potential Issues
4 Key Messages
5 AudiencesStakeholders
6 Communication Vehicles
7 Communication Plan Matrix
8 Resources
492018
42
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy83
Planned the Work Now Work the Plan
But What IF (Risk Management)
85 of what PMs do is Communication
Stakeholder Management is Critical to Project
Success
Output ndash Unique product service delivery or
result
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy84
Those processes required to
track review and regulate the
progress and performance of
the project identify any areas in
which changes to the plan are
required and initiate the
corresponding changes
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
43
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy85
Is daily monitoring at the team level of resources tasks and schedule It is hellip
A vital component of tracking and managing progress
Managing the triple constraints
Relatively simple ldquouser friendlyrdquo and inexpensive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy86
Tasks
Requirements
Timing and performance
Resource utilization and outsourcing
Scope deliverables completion and product quality
Process improvement possibilities and lessons learned
Schedule and cost performance
492018
44
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy87
Initiate Assess Resolve CloseApprove
Senior team
a change
Senior team
member initiates
a change
Project manager
accepts or rejects
Project manager
accepts or rejects
change request
Change Analyst
makes assessment of
the change and gives
recommendations
Managers acceptChange Analyst
makes assessment of
the change and gives
recommendations
or reject the
change based on
the assessment
and
Managers accept
or reject the
change based on
the assessment
and
recommendations Project manager
creates and assigns
tasks if necessary
and updates project
plan
Document
closureReject
Accept
Accept
Reject
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy88
Project
Phase 1
Phase 2
Phase 3
Stage
Gate
Planning
Go No Go Decisions
492018
45
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy89
Today
Planned
Burned
Earned
Time
Co
st
CV
Planned
Finished
Actual
Finished
Late
Over
Budget
Cost Variance (CV) = Earned ndash Burned
Schedule Variance (SV) = Earned ndash Planned
SV
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy90
complete to date
Dashboard ndash scope quality time budget
Milestones and deliverables
Target revised complete
Budget
Approved spent to date estimated cost of work remaining estimated total cost
Major Risks amp Issues requiring reviewdecision
Accomplishments Plans for Next Period
492018
46
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy91
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
its
of
wo
rk 5050 rule
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy92
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
it o
f w
ork
5050 rule
5070 rule
492018
47
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy93
Status Reporting
Change Control
Earned Value
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy94
The process of finalizing all activities across all of the project process groups to formally close the project
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
48
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy95
Administrative Contract Closure
Acceptance and hand off
Staff re-deployment
Facilities and equipment decommissioning
Project Evaluation
Celebration
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Lesson Learned
versus
Post Implementation Reviews
492018
49
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy97
Close out activities
Knowledge Management Lessons Learned
Post Implementation Review
Close out Report
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy98
Dr Dale Christenson DPM PMP CMC
E-mail dchristensonpmcoeca
Web WWWPMCOECA
492018
12
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy23
The person that provides
the financial resources in
cash or in kind for the
project and has ultimate
accountability for project
success
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy24
Has overall
responsibility for the success of the project
492018
13
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy25
Consists of all individuals and groups who will be part of andor affected by the results of the
project
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy26
Executive Director
Manger of
Functional Area 2
Manager of
Functional Area 3
Manager of
Functional Area 1
Manager Of
Functional Area 2
Resource Resource
Resource
Resource for
Project 3
Resource for
Project 3
Resource
Project Manager
for
Project 3
Resource
Resource for
Project 3
Resource
Resource
Resource for
Project 3
492018
14
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy27
1 What is a project
2 What is project management
3 What is a lifecycle
4 What are the 4 phases
5 What are the 5 processes
6 Who are the key stakeholders
7 What are the 10 knowledge areas
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy28
Defines and authorizes the project or a project phase
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
15
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy29
Project Selection
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy30
Project definition (preliminary scope statement)
Product service or result
Acceptance criteria
Requirements
Assumptions and constraints
492018
16
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy31
Project Management Centre of Excellence Inc 2018 copyApril 9 2018
32
492018
17
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy33
1 Right Need
2 Right Solution
3 Right Way
4 Right Benefit
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy34
Mandatory
Legislated
Discretionary
Business
End user
Technical
492018
18
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy35
Do we want a Project Manager or a Project Leader
Can a certified PMP Project Manager successfully manage any project
What Key PM skills do you need
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
ManagementLeadership
S
T
E
W
A
R
D
S
H
I
P
492018
19
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy37
Team Building
Coordination Skills
Interpersonal Skills
Communication Skills
Conflict Resolution Skills
Analytical Thinking
Strategic Thinking
Trouble Shooting
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Trust
Influence
Negotiate
Awareness
38Project Management Centre of Excellence Inc
492018
20
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Trust = Speed Cost
OR
Trust = Speed Cost
Project Management Centre of Excellence Inc 2018 copy40
492018
21
1 Predictability
2 Reciprocation
3 Consistency and Commitment
4 Social Evidence
5 Authority
6 Liking
7 Scarcity
8 Self-interest
Project Management Centre of Excellence Inc 2018 copy492018Project Management Centre of Excellence Inc copy 2014
42
492018
22
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy43
Project Management Centre of Excellence Inc
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy44
Project Charter
492018
23
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy45
What is the what
What is the why
4Rs
Project Manager or Project Leader
Preliminary Scope Statement
Output ndash Project Charter
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy46
The processes performed to define and mature the project scope develop the project management plan and identify and schedule the project activities that
occur within the project Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
24
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Stakeholder Management
47
IntegrationManagement
Time Management
Cost Management
QualityManagement
HumanResource
Management
CommunicationManagement
RiskManagement
ProcurementManagement
ScopeManagement
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy48
Deliver the project results
492018
25
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy49
Specific
Measurable
Agreed-upon
Realistic
Time component
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy50
In-Scope Out of Scope
Includes both
492018
26
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy52
Plan and hold an event
Start
492018
27
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy53
Task A Task BFSbull Finish to Start
bull Finish to Finish Task C
Task D
FF
bull Start to Start Task E
Task F
SS
bull Start to Finish Task G Task HSF
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy54
CP= the sequence of schedule activities that determines the duration of the project
CPM-the longest path through the project forms the critical path and is also the shortest time in which a project can be completed
CPM=Forward andor backward pass
492018
28
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy55
B
Start
A
C
Finish
E
F
D
2 frac12 day float
BD
2
1 8
3 4 5 6 7
In Days
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy56
Who does the work
Select project team
Roles and Responsibilities Matrix
RACI chart
Resources can be internal or external
492018
29
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy57
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy58
35 h
20 h 15 h
30 h 35 h 35 h
25 h
5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for Bob
Hou
rs W
ork
ed
Ove
rtim
e
492018
30
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy59
35 h
20 h 15 h
30 h 35 h 35 h
20 h5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for BobH
ou
rs W
ork
ed
Ove
rtim
e
5 h
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy60
Day 1 Day 2 Day 3 Day 4 Day 6Day 5
1 brick layer
to do 6 days
of work will
take 6 days
2 brick layer
to do 6 days
of work will
take 3 days
492018
31
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy61
The planned dates for performing schedule activities and the planned dates for meeting
schedule milestones
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy62
De-scoping
ndash Analyzing alternatives on the critical path to determine how to reduce the schedule for the least amount of cost
ndash Not always a viable alternative
Crashing
ndash Analyzing the critical path to determine where to reduce the schedule for the least amount of cost while bring extra resources on
ndash Not always a viable alternative
Fast-Tracking
ndash Phases or activities that would have normally being done in sequence are done in parallel
ndash Can result in rework and increased risk
ndash Requires 3 X the amount of planning
Least $
A B
B
492018
32
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy63
Estimating
Budget preparation
Forecasting
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy64
Co
st
Project target Cost
Time
Performance
Measurement
Baseline
Define the Work
Define the
Baseline Budget
Define the
Baseline ScheduleContingency
Budget
492018
33
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy65
Order of magnitude
Budget
Definitive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy66
Top down
Analogous
Parametric
Vendor bids
Bottom up
Detailed (piece by piece)
Three point or PERT
492018
34
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy67
The How
What is In and Out of Scope (detailed)
All the Work and only the Work
Network Diagram
Estimating
Critical Path
Output ndash Project Plan
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy68
Those processes performed
to complete the work
defined in the project
management plan to satisfy the project specifications
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
35
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy69
Destructive
Intervention
Constructive
Opportunity
Influence of
Stakeholders
and
Opportunity
to add value
Cost
Curve
$
Time
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy70
An uncertain event or condition
that if it occurs has a positive
or negative effect on one or
more of the project objectives
such as scope schedule
cost and quality
copyPMBOK regGuide Sixth Edition
492018
36
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy71
ldquoIncludes processes concerned with conducting risk
management planning identification analysis
responses and monitoring and control on a projectrdquo
copyPMBOK regGuide Sixth Edition
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Before the risk
Focus on prevention amp
planning
After the risk
Focus on recovery
Project
Start Project
Finish
Avoid Mitigate or Transfer Risks Use contingency plans
RiskManagement
492018
37
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy73
HighLow Impact
Hig
h
Low
Threaten
Failure
Minor
impactBig Impact if Occurs
ldquoEarthquakerdquo
Disruptive
ldquoDeath by
1000 cutsrdquo
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy74
Minimizes reactive crisis management
Increases likelihood of project success
Increases profitability
Prevents events impacting triple constraints
492018
38
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy75
1 Project Purpose
2 Objectives
3 Identified Risks
4 Risk Assessment
5 Risk Prevention
6 Risk Mitigation
7 Resources
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy76
492018
39
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy77
Work with your team and sponsor to identify stakeholders
Brainstorming works to develop a list that can be reviewed and finalized by the team
Key Stakeholders will usually emerge on their own
Stakeholders are persons and
organizations whose interests may be
positively or negatively affected by the
execution or completion of the project
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy78
Ask each stakeholder 2 questions
bullWhat are your three major expectations from this project
bullWhat are your three major concerns related to this project
492018
40
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy79
Keep InformedMonitor(Minimal effort)
Manage Relationship
Closely
Keep Satisfied
InterestLow High
Low
High
Power
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy80
1 Analysis What do they need to know amp what do we want to say
1 Decide Communication Objectives2 Determine Vulnerabilities amp Issues3 Develop Key Messages4 Perform Stakeholder Analysis (interests concerns)
2 Design amp Build What methods and tools should we use
1 Build Communication Vehicles (reports websites etc)
3 Develop Plan Who How and When should they receive it
1 Develop Communication Plan 2 Update Overall Workplan for Communication Activities
4 Do it1 Execute Communication Plan2 Modify amp Adjust as needed
492018
41
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy81
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy82
1 Project Purpose
2 Objectives
3 Potential Issues
4 Key Messages
5 AudiencesStakeholders
6 Communication Vehicles
7 Communication Plan Matrix
8 Resources
492018
42
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy83
Planned the Work Now Work the Plan
But What IF (Risk Management)
85 of what PMs do is Communication
Stakeholder Management is Critical to Project
Success
Output ndash Unique product service delivery or
result
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy84
Those processes required to
track review and regulate the
progress and performance of
the project identify any areas in
which changes to the plan are
required and initiate the
corresponding changes
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
43
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy85
Is daily monitoring at the team level of resources tasks and schedule It is hellip
A vital component of tracking and managing progress
Managing the triple constraints
Relatively simple ldquouser friendlyrdquo and inexpensive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy86
Tasks
Requirements
Timing and performance
Resource utilization and outsourcing
Scope deliverables completion and product quality
Process improvement possibilities and lessons learned
Schedule and cost performance
492018
44
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy87
Initiate Assess Resolve CloseApprove
Senior team
a change
Senior team
member initiates
a change
Project manager
accepts or rejects
Project manager
accepts or rejects
change request
Change Analyst
makes assessment of
the change and gives
recommendations
Managers acceptChange Analyst
makes assessment of
the change and gives
recommendations
or reject the
change based on
the assessment
and
Managers accept
or reject the
change based on
the assessment
and
recommendations Project manager
creates and assigns
tasks if necessary
and updates project
plan
Document
closureReject
Accept
Accept
Reject
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy88
Project
Phase 1
Phase 2
Phase 3
Stage
Gate
Planning
Go No Go Decisions
492018
45
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy89
Today
Planned
Burned
Earned
Time
Co
st
CV
Planned
Finished
Actual
Finished
Late
Over
Budget
Cost Variance (CV) = Earned ndash Burned
Schedule Variance (SV) = Earned ndash Planned
SV
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy90
complete to date
Dashboard ndash scope quality time budget
Milestones and deliverables
Target revised complete
Budget
Approved spent to date estimated cost of work remaining estimated total cost
Major Risks amp Issues requiring reviewdecision
Accomplishments Plans for Next Period
492018
46
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy91
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
its
of
wo
rk 5050 rule
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy92
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
it o
f w
ork
5050 rule
5070 rule
492018
47
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy93
Status Reporting
Change Control
Earned Value
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy94
The process of finalizing all activities across all of the project process groups to formally close the project
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
48
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy95
Administrative Contract Closure
Acceptance and hand off
Staff re-deployment
Facilities and equipment decommissioning
Project Evaluation
Celebration
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Lesson Learned
versus
Post Implementation Reviews
492018
49
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy97
Close out activities
Knowledge Management Lessons Learned
Post Implementation Review
Close out Report
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy98
Dr Dale Christenson DPM PMP CMC
E-mail dchristensonpmcoeca
Web WWWPMCOECA
492018
13
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy25
Consists of all individuals and groups who will be part of andor affected by the results of the
project
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy26
Executive Director
Manger of
Functional Area 2
Manager of
Functional Area 3
Manager of
Functional Area 1
Manager Of
Functional Area 2
Resource Resource
Resource
Resource for
Project 3
Resource for
Project 3
Resource
Project Manager
for
Project 3
Resource
Resource for
Project 3
Resource
Resource
Resource for
Project 3
492018
14
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy27
1 What is a project
2 What is project management
3 What is a lifecycle
4 What are the 4 phases
5 What are the 5 processes
6 Who are the key stakeholders
7 What are the 10 knowledge areas
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy28
Defines and authorizes the project or a project phase
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
15
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy29
Project Selection
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy30
Project definition (preliminary scope statement)
Product service or result
Acceptance criteria
Requirements
Assumptions and constraints
492018
16
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy31
Project Management Centre of Excellence Inc 2018 copyApril 9 2018
32
492018
17
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy33
1 Right Need
2 Right Solution
3 Right Way
4 Right Benefit
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy34
Mandatory
Legislated
Discretionary
Business
End user
Technical
492018
18
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy35
Do we want a Project Manager or a Project Leader
Can a certified PMP Project Manager successfully manage any project
What Key PM skills do you need
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
ManagementLeadership
S
T
E
W
A
R
D
S
H
I
P
492018
19
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy37
Team Building
Coordination Skills
Interpersonal Skills
Communication Skills
Conflict Resolution Skills
Analytical Thinking
Strategic Thinking
Trouble Shooting
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Trust
Influence
Negotiate
Awareness
38Project Management Centre of Excellence Inc
492018
20
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Trust = Speed Cost
OR
Trust = Speed Cost
Project Management Centre of Excellence Inc 2018 copy40
492018
21
1 Predictability
2 Reciprocation
3 Consistency and Commitment
4 Social Evidence
5 Authority
6 Liking
7 Scarcity
8 Self-interest
Project Management Centre of Excellence Inc 2018 copy492018Project Management Centre of Excellence Inc copy 2014
42
492018
22
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy43
Project Management Centre of Excellence Inc
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy44
Project Charter
492018
23
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy45
What is the what
What is the why
4Rs
Project Manager or Project Leader
Preliminary Scope Statement
Output ndash Project Charter
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy46
The processes performed to define and mature the project scope develop the project management plan and identify and schedule the project activities that
occur within the project Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
24
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Stakeholder Management
47
IntegrationManagement
Time Management
Cost Management
QualityManagement
HumanResource
Management
CommunicationManagement
RiskManagement
ProcurementManagement
ScopeManagement
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy48
Deliver the project results
492018
25
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy49
Specific
Measurable
Agreed-upon
Realistic
Time component
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy50
In-Scope Out of Scope
Includes both
492018
26
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy52
Plan and hold an event
Start
492018
27
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy53
Task A Task BFSbull Finish to Start
bull Finish to Finish Task C
Task D
FF
bull Start to Start Task E
Task F
SS
bull Start to Finish Task G Task HSF
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy54
CP= the sequence of schedule activities that determines the duration of the project
CPM-the longest path through the project forms the critical path and is also the shortest time in which a project can be completed
CPM=Forward andor backward pass
492018
28
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy55
B
Start
A
C
Finish
E
F
D
2 frac12 day float
BD
2
1 8
3 4 5 6 7
In Days
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy56
Who does the work
Select project team
Roles and Responsibilities Matrix
RACI chart
Resources can be internal or external
492018
29
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy57
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy58
35 h
20 h 15 h
30 h 35 h 35 h
25 h
5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for Bob
Hou
rs W
ork
ed
Ove
rtim
e
492018
30
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy59
35 h
20 h 15 h
30 h 35 h 35 h
20 h5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for BobH
ou
rs W
ork
ed
Ove
rtim
e
5 h
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy60
Day 1 Day 2 Day 3 Day 4 Day 6Day 5
1 brick layer
to do 6 days
of work will
take 6 days
2 brick layer
to do 6 days
of work will
take 3 days
492018
31
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy61
The planned dates for performing schedule activities and the planned dates for meeting
schedule milestones
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy62
De-scoping
ndash Analyzing alternatives on the critical path to determine how to reduce the schedule for the least amount of cost
ndash Not always a viable alternative
Crashing
ndash Analyzing the critical path to determine where to reduce the schedule for the least amount of cost while bring extra resources on
ndash Not always a viable alternative
Fast-Tracking
ndash Phases or activities that would have normally being done in sequence are done in parallel
ndash Can result in rework and increased risk
ndash Requires 3 X the amount of planning
Least $
A B
B
492018
32
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy63
Estimating
Budget preparation
Forecasting
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy64
Co
st
Project target Cost
Time
Performance
Measurement
Baseline
Define the Work
Define the
Baseline Budget
Define the
Baseline ScheduleContingency
Budget
492018
33
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy65
Order of magnitude
Budget
Definitive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy66
Top down
Analogous
Parametric
Vendor bids
Bottom up
Detailed (piece by piece)
Three point or PERT
492018
34
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy67
The How
What is In and Out of Scope (detailed)
All the Work and only the Work
Network Diagram
Estimating
Critical Path
Output ndash Project Plan
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy68
Those processes performed
to complete the work
defined in the project
management plan to satisfy the project specifications
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
35
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy69
Destructive
Intervention
Constructive
Opportunity
Influence of
Stakeholders
and
Opportunity
to add value
Cost
Curve
$
Time
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy70
An uncertain event or condition
that if it occurs has a positive
or negative effect on one or
more of the project objectives
such as scope schedule
cost and quality
copyPMBOK regGuide Sixth Edition
492018
36
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy71
ldquoIncludes processes concerned with conducting risk
management planning identification analysis
responses and monitoring and control on a projectrdquo
copyPMBOK regGuide Sixth Edition
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Before the risk
Focus on prevention amp
planning
After the risk
Focus on recovery
Project
Start Project
Finish
Avoid Mitigate or Transfer Risks Use contingency plans
RiskManagement
492018
37
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy73
HighLow Impact
Hig
h
Low
Threaten
Failure
Minor
impactBig Impact if Occurs
ldquoEarthquakerdquo
Disruptive
ldquoDeath by
1000 cutsrdquo
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy74
Minimizes reactive crisis management
Increases likelihood of project success
Increases profitability
Prevents events impacting triple constraints
492018
38
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy75
1 Project Purpose
2 Objectives
3 Identified Risks
4 Risk Assessment
5 Risk Prevention
6 Risk Mitigation
7 Resources
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy76
492018
39
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy77
Work with your team and sponsor to identify stakeholders
Brainstorming works to develop a list that can be reviewed and finalized by the team
Key Stakeholders will usually emerge on their own
Stakeholders are persons and
organizations whose interests may be
positively or negatively affected by the
execution or completion of the project
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy78
Ask each stakeholder 2 questions
bullWhat are your three major expectations from this project
bullWhat are your three major concerns related to this project
492018
40
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy79
Keep InformedMonitor(Minimal effort)
Manage Relationship
Closely
Keep Satisfied
InterestLow High
Low
High
Power
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy80
1 Analysis What do they need to know amp what do we want to say
1 Decide Communication Objectives2 Determine Vulnerabilities amp Issues3 Develop Key Messages4 Perform Stakeholder Analysis (interests concerns)
2 Design amp Build What methods and tools should we use
1 Build Communication Vehicles (reports websites etc)
3 Develop Plan Who How and When should they receive it
1 Develop Communication Plan 2 Update Overall Workplan for Communication Activities
4 Do it1 Execute Communication Plan2 Modify amp Adjust as needed
492018
41
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy81
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy82
1 Project Purpose
2 Objectives
3 Potential Issues
4 Key Messages
5 AudiencesStakeholders
6 Communication Vehicles
7 Communication Plan Matrix
8 Resources
492018
42
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy83
Planned the Work Now Work the Plan
But What IF (Risk Management)
85 of what PMs do is Communication
Stakeholder Management is Critical to Project
Success
Output ndash Unique product service delivery or
result
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy84
Those processes required to
track review and regulate the
progress and performance of
the project identify any areas in
which changes to the plan are
required and initiate the
corresponding changes
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
43
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy85
Is daily monitoring at the team level of resources tasks and schedule It is hellip
A vital component of tracking and managing progress
Managing the triple constraints
Relatively simple ldquouser friendlyrdquo and inexpensive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy86
Tasks
Requirements
Timing and performance
Resource utilization and outsourcing
Scope deliverables completion and product quality
Process improvement possibilities and lessons learned
Schedule and cost performance
492018
44
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy87
Initiate Assess Resolve CloseApprove
Senior team
a change
Senior team
member initiates
a change
Project manager
accepts or rejects
Project manager
accepts or rejects
change request
Change Analyst
makes assessment of
the change and gives
recommendations
Managers acceptChange Analyst
makes assessment of
the change and gives
recommendations
or reject the
change based on
the assessment
and
Managers accept
or reject the
change based on
the assessment
and
recommendations Project manager
creates and assigns
tasks if necessary
and updates project
plan
Document
closureReject
Accept
Accept
Reject
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy88
Project
Phase 1
Phase 2
Phase 3
Stage
Gate
Planning
Go No Go Decisions
492018
45
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy89
Today
Planned
Burned
Earned
Time
Co
st
CV
Planned
Finished
Actual
Finished
Late
Over
Budget
Cost Variance (CV) = Earned ndash Burned
Schedule Variance (SV) = Earned ndash Planned
SV
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy90
complete to date
Dashboard ndash scope quality time budget
Milestones and deliverables
Target revised complete
Budget
Approved spent to date estimated cost of work remaining estimated total cost
Major Risks amp Issues requiring reviewdecision
Accomplishments Plans for Next Period
492018
46
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy91
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
its
of
wo
rk 5050 rule
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy92
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
it o
f w
ork
5050 rule
5070 rule
492018
47
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy93
Status Reporting
Change Control
Earned Value
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy94
The process of finalizing all activities across all of the project process groups to formally close the project
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
48
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy95
Administrative Contract Closure
Acceptance and hand off
Staff re-deployment
Facilities and equipment decommissioning
Project Evaluation
Celebration
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Lesson Learned
versus
Post Implementation Reviews
492018
49
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy97
Close out activities
Knowledge Management Lessons Learned
Post Implementation Review
Close out Report
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy98
Dr Dale Christenson DPM PMP CMC
E-mail dchristensonpmcoeca
Web WWWPMCOECA
492018
14
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy27
1 What is a project
2 What is project management
3 What is a lifecycle
4 What are the 4 phases
5 What are the 5 processes
6 Who are the key stakeholders
7 What are the 10 knowledge areas
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy28
Defines and authorizes the project or a project phase
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
15
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy29
Project Selection
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy30
Project definition (preliminary scope statement)
Product service or result
Acceptance criteria
Requirements
Assumptions and constraints
492018
16
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy31
Project Management Centre of Excellence Inc 2018 copyApril 9 2018
32
492018
17
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy33
1 Right Need
2 Right Solution
3 Right Way
4 Right Benefit
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy34
Mandatory
Legislated
Discretionary
Business
End user
Technical
492018
18
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy35
Do we want a Project Manager or a Project Leader
Can a certified PMP Project Manager successfully manage any project
What Key PM skills do you need
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
ManagementLeadership
S
T
E
W
A
R
D
S
H
I
P
492018
19
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy37
Team Building
Coordination Skills
Interpersonal Skills
Communication Skills
Conflict Resolution Skills
Analytical Thinking
Strategic Thinking
Trouble Shooting
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Trust
Influence
Negotiate
Awareness
38Project Management Centre of Excellence Inc
492018
20
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Trust = Speed Cost
OR
Trust = Speed Cost
Project Management Centre of Excellence Inc 2018 copy40
492018
21
1 Predictability
2 Reciprocation
3 Consistency and Commitment
4 Social Evidence
5 Authority
6 Liking
7 Scarcity
8 Self-interest
Project Management Centre of Excellence Inc 2018 copy492018Project Management Centre of Excellence Inc copy 2014
42
492018
22
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy43
Project Management Centre of Excellence Inc
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy44
Project Charter
492018
23
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy45
What is the what
What is the why
4Rs
Project Manager or Project Leader
Preliminary Scope Statement
Output ndash Project Charter
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy46
The processes performed to define and mature the project scope develop the project management plan and identify and schedule the project activities that
occur within the project Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
24
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Stakeholder Management
47
IntegrationManagement
Time Management
Cost Management
QualityManagement
HumanResource
Management
CommunicationManagement
RiskManagement
ProcurementManagement
ScopeManagement
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy48
Deliver the project results
492018
25
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy49
Specific
Measurable
Agreed-upon
Realistic
Time component
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy50
In-Scope Out of Scope
Includes both
492018
26
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy52
Plan and hold an event
Start
492018
27
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy53
Task A Task BFSbull Finish to Start
bull Finish to Finish Task C
Task D
FF
bull Start to Start Task E
Task F
SS
bull Start to Finish Task G Task HSF
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy54
CP= the sequence of schedule activities that determines the duration of the project
CPM-the longest path through the project forms the critical path and is also the shortest time in which a project can be completed
CPM=Forward andor backward pass
492018
28
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy55
B
Start
A
C
Finish
E
F
D
2 frac12 day float
BD
2
1 8
3 4 5 6 7
In Days
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy56
Who does the work
Select project team
Roles and Responsibilities Matrix
RACI chart
Resources can be internal or external
492018
29
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy57
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy58
35 h
20 h 15 h
30 h 35 h 35 h
25 h
5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for Bob
Hou
rs W
ork
ed
Ove
rtim
e
492018
30
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy59
35 h
20 h 15 h
30 h 35 h 35 h
20 h5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for BobH
ou
rs W
ork
ed
Ove
rtim
e
5 h
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy60
Day 1 Day 2 Day 3 Day 4 Day 6Day 5
1 brick layer
to do 6 days
of work will
take 6 days
2 brick layer
to do 6 days
of work will
take 3 days
492018
31
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy61
The planned dates for performing schedule activities and the planned dates for meeting
schedule milestones
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy62
De-scoping
ndash Analyzing alternatives on the critical path to determine how to reduce the schedule for the least amount of cost
ndash Not always a viable alternative
Crashing
ndash Analyzing the critical path to determine where to reduce the schedule for the least amount of cost while bring extra resources on
ndash Not always a viable alternative
Fast-Tracking
ndash Phases or activities that would have normally being done in sequence are done in parallel
ndash Can result in rework and increased risk
ndash Requires 3 X the amount of planning
Least $
A B
B
492018
32
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy63
Estimating
Budget preparation
Forecasting
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy64
Co
st
Project target Cost
Time
Performance
Measurement
Baseline
Define the Work
Define the
Baseline Budget
Define the
Baseline ScheduleContingency
Budget
492018
33
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy65
Order of magnitude
Budget
Definitive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy66
Top down
Analogous
Parametric
Vendor bids
Bottom up
Detailed (piece by piece)
Three point or PERT
492018
34
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy67
The How
What is In and Out of Scope (detailed)
All the Work and only the Work
Network Diagram
Estimating
Critical Path
Output ndash Project Plan
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy68
Those processes performed
to complete the work
defined in the project
management plan to satisfy the project specifications
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
35
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy69
Destructive
Intervention
Constructive
Opportunity
Influence of
Stakeholders
and
Opportunity
to add value
Cost
Curve
$
Time
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy70
An uncertain event or condition
that if it occurs has a positive
or negative effect on one or
more of the project objectives
such as scope schedule
cost and quality
copyPMBOK regGuide Sixth Edition
492018
36
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy71
ldquoIncludes processes concerned with conducting risk
management planning identification analysis
responses and monitoring and control on a projectrdquo
copyPMBOK regGuide Sixth Edition
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Before the risk
Focus on prevention amp
planning
After the risk
Focus on recovery
Project
Start Project
Finish
Avoid Mitigate or Transfer Risks Use contingency plans
RiskManagement
492018
37
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy73
HighLow Impact
Hig
h
Low
Threaten
Failure
Minor
impactBig Impact if Occurs
ldquoEarthquakerdquo
Disruptive
ldquoDeath by
1000 cutsrdquo
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy74
Minimizes reactive crisis management
Increases likelihood of project success
Increases profitability
Prevents events impacting triple constraints
492018
38
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy75
1 Project Purpose
2 Objectives
3 Identified Risks
4 Risk Assessment
5 Risk Prevention
6 Risk Mitigation
7 Resources
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy76
492018
39
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy77
Work with your team and sponsor to identify stakeholders
Brainstorming works to develop a list that can be reviewed and finalized by the team
Key Stakeholders will usually emerge on their own
Stakeholders are persons and
organizations whose interests may be
positively or negatively affected by the
execution or completion of the project
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy78
Ask each stakeholder 2 questions
bullWhat are your three major expectations from this project
bullWhat are your three major concerns related to this project
492018
40
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy79
Keep InformedMonitor(Minimal effort)
Manage Relationship
Closely
Keep Satisfied
InterestLow High
Low
High
Power
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy80
1 Analysis What do they need to know amp what do we want to say
1 Decide Communication Objectives2 Determine Vulnerabilities amp Issues3 Develop Key Messages4 Perform Stakeholder Analysis (interests concerns)
2 Design amp Build What methods and tools should we use
1 Build Communication Vehicles (reports websites etc)
3 Develop Plan Who How and When should they receive it
1 Develop Communication Plan 2 Update Overall Workplan for Communication Activities
4 Do it1 Execute Communication Plan2 Modify amp Adjust as needed
492018
41
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy81
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy82
1 Project Purpose
2 Objectives
3 Potential Issues
4 Key Messages
5 AudiencesStakeholders
6 Communication Vehicles
7 Communication Plan Matrix
8 Resources
492018
42
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy83
Planned the Work Now Work the Plan
But What IF (Risk Management)
85 of what PMs do is Communication
Stakeholder Management is Critical to Project
Success
Output ndash Unique product service delivery or
result
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy84
Those processes required to
track review and regulate the
progress and performance of
the project identify any areas in
which changes to the plan are
required and initiate the
corresponding changes
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
43
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy85
Is daily monitoring at the team level of resources tasks and schedule It is hellip
A vital component of tracking and managing progress
Managing the triple constraints
Relatively simple ldquouser friendlyrdquo and inexpensive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy86
Tasks
Requirements
Timing and performance
Resource utilization and outsourcing
Scope deliverables completion and product quality
Process improvement possibilities and lessons learned
Schedule and cost performance
492018
44
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy87
Initiate Assess Resolve CloseApprove
Senior team
a change
Senior team
member initiates
a change
Project manager
accepts or rejects
Project manager
accepts or rejects
change request
Change Analyst
makes assessment of
the change and gives
recommendations
Managers acceptChange Analyst
makes assessment of
the change and gives
recommendations
or reject the
change based on
the assessment
and
Managers accept
or reject the
change based on
the assessment
and
recommendations Project manager
creates and assigns
tasks if necessary
and updates project
plan
Document
closureReject
Accept
Accept
Reject
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy88
Project
Phase 1
Phase 2
Phase 3
Stage
Gate
Planning
Go No Go Decisions
492018
45
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy89
Today
Planned
Burned
Earned
Time
Co
st
CV
Planned
Finished
Actual
Finished
Late
Over
Budget
Cost Variance (CV) = Earned ndash Burned
Schedule Variance (SV) = Earned ndash Planned
SV
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy90
complete to date
Dashboard ndash scope quality time budget
Milestones and deliverables
Target revised complete
Budget
Approved spent to date estimated cost of work remaining estimated total cost
Major Risks amp Issues requiring reviewdecision
Accomplishments Plans for Next Period
492018
46
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy91
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
its
of
wo
rk 5050 rule
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy92
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
it o
f w
ork
5050 rule
5070 rule
492018
47
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy93
Status Reporting
Change Control
Earned Value
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy94
The process of finalizing all activities across all of the project process groups to formally close the project
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
48
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy95
Administrative Contract Closure
Acceptance and hand off
Staff re-deployment
Facilities and equipment decommissioning
Project Evaluation
Celebration
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Lesson Learned
versus
Post Implementation Reviews
492018
49
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy97
Close out activities
Knowledge Management Lessons Learned
Post Implementation Review
Close out Report
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy98
Dr Dale Christenson DPM PMP CMC
E-mail dchristensonpmcoeca
Web WWWPMCOECA
492018
15
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy29
Project Selection
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy30
Project definition (preliminary scope statement)
Product service or result
Acceptance criteria
Requirements
Assumptions and constraints
492018
16
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy31
Project Management Centre of Excellence Inc 2018 copyApril 9 2018
32
492018
17
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy33
1 Right Need
2 Right Solution
3 Right Way
4 Right Benefit
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy34
Mandatory
Legislated
Discretionary
Business
End user
Technical
492018
18
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy35
Do we want a Project Manager or a Project Leader
Can a certified PMP Project Manager successfully manage any project
What Key PM skills do you need
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
ManagementLeadership
S
T
E
W
A
R
D
S
H
I
P
492018
19
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy37
Team Building
Coordination Skills
Interpersonal Skills
Communication Skills
Conflict Resolution Skills
Analytical Thinking
Strategic Thinking
Trouble Shooting
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Trust
Influence
Negotiate
Awareness
38Project Management Centre of Excellence Inc
492018
20
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Trust = Speed Cost
OR
Trust = Speed Cost
Project Management Centre of Excellence Inc 2018 copy40
492018
21
1 Predictability
2 Reciprocation
3 Consistency and Commitment
4 Social Evidence
5 Authority
6 Liking
7 Scarcity
8 Self-interest
Project Management Centre of Excellence Inc 2018 copy492018Project Management Centre of Excellence Inc copy 2014
42
492018
22
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy43
Project Management Centre of Excellence Inc
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy44
Project Charter
492018
23
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy45
What is the what
What is the why
4Rs
Project Manager or Project Leader
Preliminary Scope Statement
Output ndash Project Charter
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy46
The processes performed to define and mature the project scope develop the project management plan and identify and schedule the project activities that
occur within the project Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
24
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Stakeholder Management
47
IntegrationManagement
Time Management
Cost Management
QualityManagement
HumanResource
Management
CommunicationManagement
RiskManagement
ProcurementManagement
ScopeManagement
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy48
Deliver the project results
492018
25
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy49
Specific
Measurable
Agreed-upon
Realistic
Time component
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy50
In-Scope Out of Scope
Includes both
492018
26
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy52
Plan and hold an event
Start
492018
27
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy53
Task A Task BFSbull Finish to Start
bull Finish to Finish Task C
Task D
FF
bull Start to Start Task E
Task F
SS
bull Start to Finish Task G Task HSF
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy54
CP= the sequence of schedule activities that determines the duration of the project
CPM-the longest path through the project forms the critical path and is also the shortest time in which a project can be completed
CPM=Forward andor backward pass
492018
28
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy55
B
Start
A
C
Finish
E
F
D
2 frac12 day float
BD
2
1 8
3 4 5 6 7
In Days
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy56
Who does the work
Select project team
Roles and Responsibilities Matrix
RACI chart
Resources can be internal or external
492018
29
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy57
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy58
35 h
20 h 15 h
30 h 35 h 35 h
25 h
5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for Bob
Hou
rs W
ork
ed
Ove
rtim
e
492018
30
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy59
35 h
20 h 15 h
30 h 35 h 35 h
20 h5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for BobH
ou
rs W
ork
ed
Ove
rtim
e
5 h
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy60
Day 1 Day 2 Day 3 Day 4 Day 6Day 5
1 brick layer
to do 6 days
of work will
take 6 days
2 brick layer
to do 6 days
of work will
take 3 days
492018
31
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy61
The planned dates for performing schedule activities and the planned dates for meeting
schedule milestones
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy62
De-scoping
ndash Analyzing alternatives on the critical path to determine how to reduce the schedule for the least amount of cost
ndash Not always a viable alternative
Crashing
ndash Analyzing the critical path to determine where to reduce the schedule for the least amount of cost while bring extra resources on
ndash Not always a viable alternative
Fast-Tracking
ndash Phases or activities that would have normally being done in sequence are done in parallel
ndash Can result in rework and increased risk
ndash Requires 3 X the amount of planning
Least $
A B
B
492018
32
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy63
Estimating
Budget preparation
Forecasting
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy64
Co
st
Project target Cost
Time
Performance
Measurement
Baseline
Define the Work
Define the
Baseline Budget
Define the
Baseline ScheduleContingency
Budget
492018
33
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy65
Order of magnitude
Budget
Definitive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy66
Top down
Analogous
Parametric
Vendor bids
Bottom up
Detailed (piece by piece)
Three point or PERT
492018
34
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy67
The How
What is In and Out of Scope (detailed)
All the Work and only the Work
Network Diagram
Estimating
Critical Path
Output ndash Project Plan
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy68
Those processes performed
to complete the work
defined in the project
management plan to satisfy the project specifications
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
35
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy69
Destructive
Intervention
Constructive
Opportunity
Influence of
Stakeholders
and
Opportunity
to add value
Cost
Curve
$
Time
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy70
An uncertain event or condition
that if it occurs has a positive
or negative effect on one or
more of the project objectives
such as scope schedule
cost and quality
copyPMBOK regGuide Sixth Edition
492018
36
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy71
ldquoIncludes processes concerned with conducting risk
management planning identification analysis
responses and monitoring and control on a projectrdquo
copyPMBOK regGuide Sixth Edition
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Before the risk
Focus on prevention amp
planning
After the risk
Focus on recovery
Project
Start Project
Finish
Avoid Mitigate or Transfer Risks Use contingency plans
RiskManagement
492018
37
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy73
HighLow Impact
Hig
h
Low
Threaten
Failure
Minor
impactBig Impact if Occurs
ldquoEarthquakerdquo
Disruptive
ldquoDeath by
1000 cutsrdquo
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy74
Minimizes reactive crisis management
Increases likelihood of project success
Increases profitability
Prevents events impacting triple constraints
492018
38
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy75
1 Project Purpose
2 Objectives
3 Identified Risks
4 Risk Assessment
5 Risk Prevention
6 Risk Mitigation
7 Resources
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy76
492018
39
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy77
Work with your team and sponsor to identify stakeholders
Brainstorming works to develop a list that can be reviewed and finalized by the team
Key Stakeholders will usually emerge on their own
Stakeholders are persons and
organizations whose interests may be
positively or negatively affected by the
execution or completion of the project
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy78
Ask each stakeholder 2 questions
bullWhat are your three major expectations from this project
bullWhat are your three major concerns related to this project
492018
40
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy79
Keep InformedMonitor(Minimal effort)
Manage Relationship
Closely
Keep Satisfied
InterestLow High
Low
High
Power
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy80
1 Analysis What do they need to know amp what do we want to say
1 Decide Communication Objectives2 Determine Vulnerabilities amp Issues3 Develop Key Messages4 Perform Stakeholder Analysis (interests concerns)
2 Design amp Build What methods and tools should we use
1 Build Communication Vehicles (reports websites etc)
3 Develop Plan Who How and When should they receive it
1 Develop Communication Plan 2 Update Overall Workplan for Communication Activities
4 Do it1 Execute Communication Plan2 Modify amp Adjust as needed
492018
41
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy81
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy82
1 Project Purpose
2 Objectives
3 Potential Issues
4 Key Messages
5 AudiencesStakeholders
6 Communication Vehicles
7 Communication Plan Matrix
8 Resources
492018
42
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy83
Planned the Work Now Work the Plan
But What IF (Risk Management)
85 of what PMs do is Communication
Stakeholder Management is Critical to Project
Success
Output ndash Unique product service delivery or
result
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy84
Those processes required to
track review and regulate the
progress and performance of
the project identify any areas in
which changes to the plan are
required and initiate the
corresponding changes
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
43
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy85
Is daily monitoring at the team level of resources tasks and schedule It is hellip
A vital component of tracking and managing progress
Managing the triple constraints
Relatively simple ldquouser friendlyrdquo and inexpensive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy86
Tasks
Requirements
Timing and performance
Resource utilization and outsourcing
Scope deliverables completion and product quality
Process improvement possibilities and lessons learned
Schedule and cost performance
492018
44
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy87
Initiate Assess Resolve CloseApprove
Senior team
a change
Senior team
member initiates
a change
Project manager
accepts or rejects
Project manager
accepts or rejects
change request
Change Analyst
makes assessment of
the change and gives
recommendations
Managers acceptChange Analyst
makes assessment of
the change and gives
recommendations
or reject the
change based on
the assessment
and
Managers accept
or reject the
change based on
the assessment
and
recommendations Project manager
creates and assigns
tasks if necessary
and updates project
plan
Document
closureReject
Accept
Accept
Reject
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy88
Project
Phase 1
Phase 2
Phase 3
Stage
Gate
Planning
Go No Go Decisions
492018
45
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy89
Today
Planned
Burned
Earned
Time
Co
st
CV
Planned
Finished
Actual
Finished
Late
Over
Budget
Cost Variance (CV) = Earned ndash Burned
Schedule Variance (SV) = Earned ndash Planned
SV
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy90
complete to date
Dashboard ndash scope quality time budget
Milestones and deliverables
Target revised complete
Budget
Approved spent to date estimated cost of work remaining estimated total cost
Major Risks amp Issues requiring reviewdecision
Accomplishments Plans for Next Period
492018
46
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy91
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
its
of
wo
rk 5050 rule
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy92
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
it o
f w
ork
5050 rule
5070 rule
492018
47
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy93
Status Reporting
Change Control
Earned Value
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy94
The process of finalizing all activities across all of the project process groups to formally close the project
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
48
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy95
Administrative Contract Closure
Acceptance and hand off
Staff re-deployment
Facilities and equipment decommissioning
Project Evaluation
Celebration
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Lesson Learned
versus
Post Implementation Reviews
492018
49
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy97
Close out activities
Knowledge Management Lessons Learned
Post Implementation Review
Close out Report
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy98
Dr Dale Christenson DPM PMP CMC
E-mail dchristensonpmcoeca
Web WWWPMCOECA
492018
16
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy31
Project Management Centre of Excellence Inc 2018 copyApril 9 2018
32
492018
17
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy33
1 Right Need
2 Right Solution
3 Right Way
4 Right Benefit
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy34
Mandatory
Legislated
Discretionary
Business
End user
Technical
492018
18
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy35
Do we want a Project Manager or a Project Leader
Can a certified PMP Project Manager successfully manage any project
What Key PM skills do you need
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
ManagementLeadership
S
T
E
W
A
R
D
S
H
I
P
492018
19
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy37
Team Building
Coordination Skills
Interpersonal Skills
Communication Skills
Conflict Resolution Skills
Analytical Thinking
Strategic Thinking
Trouble Shooting
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Trust
Influence
Negotiate
Awareness
38Project Management Centre of Excellence Inc
492018
20
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Trust = Speed Cost
OR
Trust = Speed Cost
Project Management Centre of Excellence Inc 2018 copy40
492018
21
1 Predictability
2 Reciprocation
3 Consistency and Commitment
4 Social Evidence
5 Authority
6 Liking
7 Scarcity
8 Self-interest
Project Management Centre of Excellence Inc 2018 copy492018Project Management Centre of Excellence Inc copy 2014
42
492018
22
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy43
Project Management Centre of Excellence Inc
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy44
Project Charter
492018
23
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy45
What is the what
What is the why
4Rs
Project Manager or Project Leader
Preliminary Scope Statement
Output ndash Project Charter
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy46
The processes performed to define and mature the project scope develop the project management plan and identify and schedule the project activities that
occur within the project Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
24
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Stakeholder Management
47
IntegrationManagement
Time Management
Cost Management
QualityManagement
HumanResource
Management
CommunicationManagement
RiskManagement
ProcurementManagement
ScopeManagement
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy48
Deliver the project results
492018
25
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy49
Specific
Measurable
Agreed-upon
Realistic
Time component
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy50
In-Scope Out of Scope
Includes both
492018
26
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy52
Plan and hold an event
Start
492018
27
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy53
Task A Task BFSbull Finish to Start
bull Finish to Finish Task C
Task D
FF
bull Start to Start Task E
Task F
SS
bull Start to Finish Task G Task HSF
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy54
CP= the sequence of schedule activities that determines the duration of the project
CPM-the longest path through the project forms the critical path and is also the shortest time in which a project can be completed
CPM=Forward andor backward pass
492018
28
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy55
B
Start
A
C
Finish
E
F
D
2 frac12 day float
BD
2
1 8
3 4 5 6 7
In Days
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy56
Who does the work
Select project team
Roles and Responsibilities Matrix
RACI chart
Resources can be internal or external
492018
29
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy57
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy58
35 h
20 h 15 h
30 h 35 h 35 h
25 h
5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for Bob
Hou
rs W
ork
ed
Ove
rtim
e
492018
30
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy59
35 h
20 h 15 h
30 h 35 h 35 h
20 h5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for BobH
ou
rs W
ork
ed
Ove
rtim
e
5 h
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy60
Day 1 Day 2 Day 3 Day 4 Day 6Day 5
1 brick layer
to do 6 days
of work will
take 6 days
2 brick layer
to do 6 days
of work will
take 3 days
492018
31
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy61
The planned dates for performing schedule activities and the planned dates for meeting
schedule milestones
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy62
De-scoping
ndash Analyzing alternatives on the critical path to determine how to reduce the schedule for the least amount of cost
ndash Not always a viable alternative
Crashing
ndash Analyzing the critical path to determine where to reduce the schedule for the least amount of cost while bring extra resources on
ndash Not always a viable alternative
Fast-Tracking
ndash Phases or activities that would have normally being done in sequence are done in parallel
ndash Can result in rework and increased risk
ndash Requires 3 X the amount of planning
Least $
A B
B
492018
32
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy63
Estimating
Budget preparation
Forecasting
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy64
Co
st
Project target Cost
Time
Performance
Measurement
Baseline
Define the Work
Define the
Baseline Budget
Define the
Baseline ScheduleContingency
Budget
492018
33
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy65
Order of magnitude
Budget
Definitive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy66
Top down
Analogous
Parametric
Vendor bids
Bottom up
Detailed (piece by piece)
Three point or PERT
492018
34
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy67
The How
What is In and Out of Scope (detailed)
All the Work and only the Work
Network Diagram
Estimating
Critical Path
Output ndash Project Plan
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy68
Those processes performed
to complete the work
defined in the project
management plan to satisfy the project specifications
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
35
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy69
Destructive
Intervention
Constructive
Opportunity
Influence of
Stakeholders
and
Opportunity
to add value
Cost
Curve
$
Time
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy70
An uncertain event or condition
that if it occurs has a positive
or negative effect on one or
more of the project objectives
such as scope schedule
cost and quality
copyPMBOK regGuide Sixth Edition
492018
36
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy71
ldquoIncludes processes concerned with conducting risk
management planning identification analysis
responses and monitoring and control on a projectrdquo
copyPMBOK regGuide Sixth Edition
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Before the risk
Focus on prevention amp
planning
After the risk
Focus on recovery
Project
Start Project
Finish
Avoid Mitigate or Transfer Risks Use contingency plans
RiskManagement
492018
37
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy73
HighLow Impact
Hig
h
Low
Threaten
Failure
Minor
impactBig Impact if Occurs
ldquoEarthquakerdquo
Disruptive
ldquoDeath by
1000 cutsrdquo
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy74
Minimizes reactive crisis management
Increases likelihood of project success
Increases profitability
Prevents events impacting triple constraints
492018
38
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy75
1 Project Purpose
2 Objectives
3 Identified Risks
4 Risk Assessment
5 Risk Prevention
6 Risk Mitigation
7 Resources
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy76
492018
39
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy77
Work with your team and sponsor to identify stakeholders
Brainstorming works to develop a list that can be reviewed and finalized by the team
Key Stakeholders will usually emerge on their own
Stakeholders are persons and
organizations whose interests may be
positively or negatively affected by the
execution or completion of the project
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy78
Ask each stakeholder 2 questions
bullWhat are your three major expectations from this project
bullWhat are your three major concerns related to this project
492018
40
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy79
Keep InformedMonitor(Minimal effort)
Manage Relationship
Closely
Keep Satisfied
InterestLow High
Low
High
Power
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy80
1 Analysis What do they need to know amp what do we want to say
1 Decide Communication Objectives2 Determine Vulnerabilities amp Issues3 Develop Key Messages4 Perform Stakeholder Analysis (interests concerns)
2 Design amp Build What methods and tools should we use
1 Build Communication Vehicles (reports websites etc)
3 Develop Plan Who How and When should they receive it
1 Develop Communication Plan 2 Update Overall Workplan for Communication Activities
4 Do it1 Execute Communication Plan2 Modify amp Adjust as needed
492018
41
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy81
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy82
1 Project Purpose
2 Objectives
3 Potential Issues
4 Key Messages
5 AudiencesStakeholders
6 Communication Vehicles
7 Communication Plan Matrix
8 Resources
492018
42
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy83
Planned the Work Now Work the Plan
But What IF (Risk Management)
85 of what PMs do is Communication
Stakeholder Management is Critical to Project
Success
Output ndash Unique product service delivery or
result
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy84
Those processes required to
track review and regulate the
progress and performance of
the project identify any areas in
which changes to the plan are
required and initiate the
corresponding changes
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
43
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy85
Is daily monitoring at the team level of resources tasks and schedule It is hellip
A vital component of tracking and managing progress
Managing the triple constraints
Relatively simple ldquouser friendlyrdquo and inexpensive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy86
Tasks
Requirements
Timing and performance
Resource utilization and outsourcing
Scope deliverables completion and product quality
Process improvement possibilities and lessons learned
Schedule and cost performance
492018
44
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy87
Initiate Assess Resolve CloseApprove
Senior team
a change
Senior team
member initiates
a change
Project manager
accepts or rejects
Project manager
accepts or rejects
change request
Change Analyst
makes assessment of
the change and gives
recommendations
Managers acceptChange Analyst
makes assessment of
the change and gives
recommendations
or reject the
change based on
the assessment
and
Managers accept
or reject the
change based on
the assessment
and
recommendations Project manager
creates and assigns
tasks if necessary
and updates project
plan
Document
closureReject
Accept
Accept
Reject
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy88
Project
Phase 1
Phase 2
Phase 3
Stage
Gate
Planning
Go No Go Decisions
492018
45
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy89
Today
Planned
Burned
Earned
Time
Co
st
CV
Planned
Finished
Actual
Finished
Late
Over
Budget
Cost Variance (CV) = Earned ndash Burned
Schedule Variance (SV) = Earned ndash Planned
SV
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy90
complete to date
Dashboard ndash scope quality time budget
Milestones and deliverables
Target revised complete
Budget
Approved spent to date estimated cost of work remaining estimated total cost
Major Risks amp Issues requiring reviewdecision
Accomplishments Plans for Next Period
492018
46
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy91
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
its
of
wo
rk 5050 rule
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy92
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
it o
f w
ork
5050 rule
5070 rule
492018
47
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy93
Status Reporting
Change Control
Earned Value
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy94
The process of finalizing all activities across all of the project process groups to formally close the project
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
48
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy95
Administrative Contract Closure
Acceptance and hand off
Staff re-deployment
Facilities and equipment decommissioning
Project Evaluation
Celebration
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Lesson Learned
versus
Post Implementation Reviews
492018
49
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy97
Close out activities
Knowledge Management Lessons Learned
Post Implementation Review
Close out Report
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy98
Dr Dale Christenson DPM PMP CMC
E-mail dchristensonpmcoeca
Web WWWPMCOECA
492018
17
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy33
1 Right Need
2 Right Solution
3 Right Way
4 Right Benefit
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy34
Mandatory
Legislated
Discretionary
Business
End user
Technical
492018
18
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy35
Do we want a Project Manager or a Project Leader
Can a certified PMP Project Manager successfully manage any project
What Key PM skills do you need
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
ManagementLeadership
S
T
E
W
A
R
D
S
H
I
P
492018
19
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy37
Team Building
Coordination Skills
Interpersonal Skills
Communication Skills
Conflict Resolution Skills
Analytical Thinking
Strategic Thinking
Trouble Shooting
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Trust
Influence
Negotiate
Awareness
38Project Management Centre of Excellence Inc
492018
20
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Trust = Speed Cost
OR
Trust = Speed Cost
Project Management Centre of Excellence Inc 2018 copy40
492018
21
1 Predictability
2 Reciprocation
3 Consistency and Commitment
4 Social Evidence
5 Authority
6 Liking
7 Scarcity
8 Self-interest
Project Management Centre of Excellence Inc 2018 copy492018Project Management Centre of Excellence Inc copy 2014
42
492018
22
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy43
Project Management Centre of Excellence Inc
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy44
Project Charter
492018
23
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy45
What is the what
What is the why
4Rs
Project Manager or Project Leader
Preliminary Scope Statement
Output ndash Project Charter
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy46
The processes performed to define and mature the project scope develop the project management plan and identify and schedule the project activities that
occur within the project Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
24
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Stakeholder Management
47
IntegrationManagement
Time Management
Cost Management
QualityManagement
HumanResource
Management
CommunicationManagement
RiskManagement
ProcurementManagement
ScopeManagement
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy48
Deliver the project results
492018
25
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy49
Specific
Measurable
Agreed-upon
Realistic
Time component
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy50
In-Scope Out of Scope
Includes both
492018
26
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy52
Plan and hold an event
Start
492018
27
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy53
Task A Task BFSbull Finish to Start
bull Finish to Finish Task C
Task D
FF
bull Start to Start Task E
Task F
SS
bull Start to Finish Task G Task HSF
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy54
CP= the sequence of schedule activities that determines the duration of the project
CPM-the longest path through the project forms the critical path and is also the shortest time in which a project can be completed
CPM=Forward andor backward pass
492018
28
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy55
B
Start
A
C
Finish
E
F
D
2 frac12 day float
BD
2
1 8
3 4 5 6 7
In Days
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy56
Who does the work
Select project team
Roles and Responsibilities Matrix
RACI chart
Resources can be internal or external
492018
29
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy57
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy58
35 h
20 h 15 h
30 h 35 h 35 h
25 h
5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for Bob
Hou
rs W
ork
ed
Ove
rtim
e
492018
30
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy59
35 h
20 h 15 h
30 h 35 h 35 h
20 h5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for BobH
ou
rs W
ork
ed
Ove
rtim
e
5 h
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy60
Day 1 Day 2 Day 3 Day 4 Day 6Day 5
1 brick layer
to do 6 days
of work will
take 6 days
2 brick layer
to do 6 days
of work will
take 3 days
492018
31
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy61
The planned dates for performing schedule activities and the planned dates for meeting
schedule milestones
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy62
De-scoping
ndash Analyzing alternatives on the critical path to determine how to reduce the schedule for the least amount of cost
ndash Not always a viable alternative
Crashing
ndash Analyzing the critical path to determine where to reduce the schedule for the least amount of cost while bring extra resources on
ndash Not always a viable alternative
Fast-Tracking
ndash Phases or activities that would have normally being done in sequence are done in parallel
ndash Can result in rework and increased risk
ndash Requires 3 X the amount of planning
Least $
A B
B
492018
32
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy63
Estimating
Budget preparation
Forecasting
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy64
Co
st
Project target Cost
Time
Performance
Measurement
Baseline
Define the Work
Define the
Baseline Budget
Define the
Baseline ScheduleContingency
Budget
492018
33
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy65
Order of magnitude
Budget
Definitive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy66
Top down
Analogous
Parametric
Vendor bids
Bottom up
Detailed (piece by piece)
Three point or PERT
492018
34
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy67
The How
What is In and Out of Scope (detailed)
All the Work and only the Work
Network Diagram
Estimating
Critical Path
Output ndash Project Plan
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy68
Those processes performed
to complete the work
defined in the project
management plan to satisfy the project specifications
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
35
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy69
Destructive
Intervention
Constructive
Opportunity
Influence of
Stakeholders
and
Opportunity
to add value
Cost
Curve
$
Time
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy70
An uncertain event or condition
that if it occurs has a positive
or negative effect on one or
more of the project objectives
such as scope schedule
cost and quality
copyPMBOK regGuide Sixth Edition
492018
36
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy71
ldquoIncludes processes concerned with conducting risk
management planning identification analysis
responses and monitoring and control on a projectrdquo
copyPMBOK regGuide Sixth Edition
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Before the risk
Focus on prevention amp
planning
After the risk
Focus on recovery
Project
Start Project
Finish
Avoid Mitigate or Transfer Risks Use contingency plans
RiskManagement
492018
37
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy73
HighLow Impact
Hig
h
Low
Threaten
Failure
Minor
impactBig Impact if Occurs
ldquoEarthquakerdquo
Disruptive
ldquoDeath by
1000 cutsrdquo
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy74
Minimizes reactive crisis management
Increases likelihood of project success
Increases profitability
Prevents events impacting triple constraints
492018
38
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy75
1 Project Purpose
2 Objectives
3 Identified Risks
4 Risk Assessment
5 Risk Prevention
6 Risk Mitigation
7 Resources
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy76
492018
39
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy77
Work with your team and sponsor to identify stakeholders
Brainstorming works to develop a list that can be reviewed and finalized by the team
Key Stakeholders will usually emerge on their own
Stakeholders are persons and
organizations whose interests may be
positively or negatively affected by the
execution or completion of the project
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy78
Ask each stakeholder 2 questions
bullWhat are your three major expectations from this project
bullWhat are your three major concerns related to this project
492018
40
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy79
Keep InformedMonitor(Minimal effort)
Manage Relationship
Closely
Keep Satisfied
InterestLow High
Low
High
Power
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy80
1 Analysis What do they need to know amp what do we want to say
1 Decide Communication Objectives2 Determine Vulnerabilities amp Issues3 Develop Key Messages4 Perform Stakeholder Analysis (interests concerns)
2 Design amp Build What methods and tools should we use
1 Build Communication Vehicles (reports websites etc)
3 Develop Plan Who How and When should they receive it
1 Develop Communication Plan 2 Update Overall Workplan for Communication Activities
4 Do it1 Execute Communication Plan2 Modify amp Adjust as needed
492018
41
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy81
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy82
1 Project Purpose
2 Objectives
3 Potential Issues
4 Key Messages
5 AudiencesStakeholders
6 Communication Vehicles
7 Communication Plan Matrix
8 Resources
492018
42
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy83
Planned the Work Now Work the Plan
But What IF (Risk Management)
85 of what PMs do is Communication
Stakeholder Management is Critical to Project
Success
Output ndash Unique product service delivery or
result
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy84
Those processes required to
track review and regulate the
progress and performance of
the project identify any areas in
which changes to the plan are
required and initiate the
corresponding changes
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
43
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy85
Is daily monitoring at the team level of resources tasks and schedule It is hellip
A vital component of tracking and managing progress
Managing the triple constraints
Relatively simple ldquouser friendlyrdquo and inexpensive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy86
Tasks
Requirements
Timing and performance
Resource utilization and outsourcing
Scope deliverables completion and product quality
Process improvement possibilities and lessons learned
Schedule and cost performance
492018
44
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy87
Initiate Assess Resolve CloseApprove
Senior team
a change
Senior team
member initiates
a change
Project manager
accepts or rejects
Project manager
accepts or rejects
change request
Change Analyst
makes assessment of
the change and gives
recommendations
Managers acceptChange Analyst
makes assessment of
the change and gives
recommendations
or reject the
change based on
the assessment
and
Managers accept
or reject the
change based on
the assessment
and
recommendations Project manager
creates and assigns
tasks if necessary
and updates project
plan
Document
closureReject
Accept
Accept
Reject
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy88
Project
Phase 1
Phase 2
Phase 3
Stage
Gate
Planning
Go No Go Decisions
492018
45
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy89
Today
Planned
Burned
Earned
Time
Co
st
CV
Planned
Finished
Actual
Finished
Late
Over
Budget
Cost Variance (CV) = Earned ndash Burned
Schedule Variance (SV) = Earned ndash Planned
SV
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy90
complete to date
Dashboard ndash scope quality time budget
Milestones and deliverables
Target revised complete
Budget
Approved spent to date estimated cost of work remaining estimated total cost
Major Risks amp Issues requiring reviewdecision
Accomplishments Plans for Next Period
492018
46
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy91
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
its
of
wo
rk 5050 rule
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy92
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
it o
f w
ork
5050 rule
5070 rule
492018
47
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy93
Status Reporting
Change Control
Earned Value
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy94
The process of finalizing all activities across all of the project process groups to formally close the project
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
48
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy95
Administrative Contract Closure
Acceptance and hand off
Staff re-deployment
Facilities and equipment decommissioning
Project Evaluation
Celebration
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Lesson Learned
versus
Post Implementation Reviews
492018
49
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy97
Close out activities
Knowledge Management Lessons Learned
Post Implementation Review
Close out Report
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy98
Dr Dale Christenson DPM PMP CMC
E-mail dchristensonpmcoeca
Web WWWPMCOECA
492018
18
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy35
Do we want a Project Manager or a Project Leader
Can a certified PMP Project Manager successfully manage any project
What Key PM skills do you need
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
ManagementLeadership
S
T
E
W
A
R
D
S
H
I
P
492018
19
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy37
Team Building
Coordination Skills
Interpersonal Skills
Communication Skills
Conflict Resolution Skills
Analytical Thinking
Strategic Thinking
Trouble Shooting
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Trust
Influence
Negotiate
Awareness
38Project Management Centre of Excellence Inc
492018
20
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Trust = Speed Cost
OR
Trust = Speed Cost
Project Management Centre of Excellence Inc 2018 copy40
492018
21
1 Predictability
2 Reciprocation
3 Consistency and Commitment
4 Social Evidence
5 Authority
6 Liking
7 Scarcity
8 Self-interest
Project Management Centre of Excellence Inc 2018 copy492018Project Management Centre of Excellence Inc copy 2014
42
492018
22
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy43
Project Management Centre of Excellence Inc
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy44
Project Charter
492018
23
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy45
What is the what
What is the why
4Rs
Project Manager or Project Leader
Preliminary Scope Statement
Output ndash Project Charter
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy46
The processes performed to define and mature the project scope develop the project management plan and identify and schedule the project activities that
occur within the project Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
24
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Stakeholder Management
47
IntegrationManagement
Time Management
Cost Management
QualityManagement
HumanResource
Management
CommunicationManagement
RiskManagement
ProcurementManagement
ScopeManagement
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy48
Deliver the project results
492018
25
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy49
Specific
Measurable
Agreed-upon
Realistic
Time component
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy50
In-Scope Out of Scope
Includes both
492018
26
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy52
Plan and hold an event
Start
492018
27
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy53
Task A Task BFSbull Finish to Start
bull Finish to Finish Task C
Task D
FF
bull Start to Start Task E
Task F
SS
bull Start to Finish Task G Task HSF
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy54
CP= the sequence of schedule activities that determines the duration of the project
CPM-the longest path through the project forms the critical path and is also the shortest time in which a project can be completed
CPM=Forward andor backward pass
492018
28
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy55
B
Start
A
C
Finish
E
F
D
2 frac12 day float
BD
2
1 8
3 4 5 6 7
In Days
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy56
Who does the work
Select project team
Roles and Responsibilities Matrix
RACI chart
Resources can be internal or external
492018
29
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy57
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy58
35 h
20 h 15 h
30 h 35 h 35 h
25 h
5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for Bob
Hou
rs W
ork
ed
Ove
rtim
e
492018
30
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy59
35 h
20 h 15 h
30 h 35 h 35 h
20 h5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for BobH
ou
rs W
ork
ed
Ove
rtim
e
5 h
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy60
Day 1 Day 2 Day 3 Day 4 Day 6Day 5
1 brick layer
to do 6 days
of work will
take 6 days
2 brick layer
to do 6 days
of work will
take 3 days
492018
31
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy61
The planned dates for performing schedule activities and the planned dates for meeting
schedule milestones
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy62
De-scoping
ndash Analyzing alternatives on the critical path to determine how to reduce the schedule for the least amount of cost
ndash Not always a viable alternative
Crashing
ndash Analyzing the critical path to determine where to reduce the schedule for the least amount of cost while bring extra resources on
ndash Not always a viable alternative
Fast-Tracking
ndash Phases or activities that would have normally being done in sequence are done in parallel
ndash Can result in rework and increased risk
ndash Requires 3 X the amount of planning
Least $
A B
B
492018
32
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy63
Estimating
Budget preparation
Forecasting
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy64
Co
st
Project target Cost
Time
Performance
Measurement
Baseline
Define the Work
Define the
Baseline Budget
Define the
Baseline ScheduleContingency
Budget
492018
33
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy65
Order of magnitude
Budget
Definitive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy66
Top down
Analogous
Parametric
Vendor bids
Bottom up
Detailed (piece by piece)
Three point or PERT
492018
34
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy67
The How
What is In and Out of Scope (detailed)
All the Work and only the Work
Network Diagram
Estimating
Critical Path
Output ndash Project Plan
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy68
Those processes performed
to complete the work
defined in the project
management plan to satisfy the project specifications
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
35
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy69
Destructive
Intervention
Constructive
Opportunity
Influence of
Stakeholders
and
Opportunity
to add value
Cost
Curve
$
Time
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy70
An uncertain event or condition
that if it occurs has a positive
or negative effect on one or
more of the project objectives
such as scope schedule
cost and quality
copyPMBOK regGuide Sixth Edition
492018
36
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy71
ldquoIncludes processes concerned with conducting risk
management planning identification analysis
responses and monitoring and control on a projectrdquo
copyPMBOK regGuide Sixth Edition
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Before the risk
Focus on prevention amp
planning
After the risk
Focus on recovery
Project
Start Project
Finish
Avoid Mitigate or Transfer Risks Use contingency plans
RiskManagement
492018
37
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy73
HighLow Impact
Hig
h
Low
Threaten
Failure
Minor
impactBig Impact if Occurs
ldquoEarthquakerdquo
Disruptive
ldquoDeath by
1000 cutsrdquo
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy74
Minimizes reactive crisis management
Increases likelihood of project success
Increases profitability
Prevents events impacting triple constraints
492018
38
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy75
1 Project Purpose
2 Objectives
3 Identified Risks
4 Risk Assessment
5 Risk Prevention
6 Risk Mitigation
7 Resources
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy76
492018
39
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy77
Work with your team and sponsor to identify stakeholders
Brainstorming works to develop a list that can be reviewed and finalized by the team
Key Stakeholders will usually emerge on their own
Stakeholders are persons and
organizations whose interests may be
positively or negatively affected by the
execution or completion of the project
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy78
Ask each stakeholder 2 questions
bullWhat are your three major expectations from this project
bullWhat are your three major concerns related to this project
492018
40
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy79
Keep InformedMonitor(Minimal effort)
Manage Relationship
Closely
Keep Satisfied
InterestLow High
Low
High
Power
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy80
1 Analysis What do they need to know amp what do we want to say
1 Decide Communication Objectives2 Determine Vulnerabilities amp Issues3 Develop Key Messages4 Perform Stakeholder Analysis (interests concerns)
2 Design amp Build What methods and tools should we use
1 Build Communication Vehicles (reports websites etc)
3 Develop Plan Who How and When should they receive it
1 Develop Communication Plan 2 Update Overall Workplan for Communication Activities
4 Do it1 Execute Communication Plan2 Modify amp Adjust as needed
492018
41
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy81
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy82
1 Project Purpose
2 Objectives
3 Potential Issues
4 Key Messages
5 AudiencesStakeholders
6 Communication Vehicles
7 Communication Plan Matrix
8 Resources
492018
42
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy83
Planned the Work Now Work the Plan
But What IF (Risk Management)
85 of what PMs do is Communication
Stakeholder Management is Critical to Project
Success
Output ndash Unique product service delivery or
result
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy84
Those processes required to
track review and regulate the
progress and performance of
the project identify any areas in
which changes to the plan are
required and initiate the
corresponding changes
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
43
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy85
Is daily monitoring at the team level of resources tasks and schedule It is hellip
A vital component of tracking and managing progress
Managing the triple constraints
Relatively simple ldquouser friendlyrdquo and inexpensive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy86
Tasks
Requirements
Timing and performance
Resource utilization and outsourcing
Scope deliverables completion and product quality
Process improvement possibilities and lessons learned
Schedule and cost performance
492018
44
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy87
Initiate Assess Resolve CloseApprove
Senior team
a change
Senior team
member initiates
a change
Project manager
accepts or rejects
Project manager
accepts or rejects
change request
Change Analyst
makes assessment of
the change and gives
recommendations
Managers acceptChange Analyst
makes assessment of
the change and gives
recommendations
or reject the
change based on
the assessment
and
Managers accept
or reject the
change based on
the assessment
and
recommendations Project manager
creates and assigns
tasks if necessary
and updates project
plan
Document
closureReject
Accept
Accept
Reject
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy88
Project
Phase 1
Phase 2
Phase 3
Stage
Gate
Planning
Go No Go Decisions
492018
45
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy89
Today
Planned
Burned
Earned
Time
Co
st
CV
Planned
Finished
Actual
Finished
Late
Over
Budget
Cost Variance (CV) = Earned ndash Burned
Schedule Variance (SV) = Earned ndash Planned
SV
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy90
complete to date
Dashboard ndash scope quality time budget
Milestones and deliverables
Target revised complete
Budget
Approved spent to date estimated cost of work remaining estimated total cost
Major Risks amp Issues requiring reviewdecision
Accomplishments Plans for Next Period
492018
46
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy91
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
its
of
wo
rk 5050 rule
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy92
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
it o
f w
ork
5050 rule
5070 rule
492018
47
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy93
Status Reporting
Change Control
Earned Value
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy94
The process of finalizing all activities across all of the project process groups to formally close the project
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
48
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy95
Administrative Contract Closure
Acceptance and hand off
Staff re-deployment
Facilities and equipment decommissioning
Project Evaluation
Celebration
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Lesson Learned
versus
Post Implementation Reviews
492018
49
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy97
Close out activities
Knowledge Management Lessons Learned
Post Implementation Review
Close out Report
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy98
Dr Dale Christenson DPM PMP CMC
E-mail dchristensonpmcoeca
Web WWWPMCOECA
492018
19
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy37
Team Building
Coordination Skills
Interpersonal Skills
Communication Skills
Conflict Resolution Skills
Analytical Thinking
Strategic Thinking
Trouble Shooting
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Trust
Influence
Negotiate
Awareness
38Project Management Centre of Excellence Inc
492018
20
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Trust = Speed Cost
OR
Trust = Speed Cost
Project Management Centre of Excellence Inc 2018 copy40
492018
21
1 Predictability
2 Reciprocation
3 Consistency and Commitment
4 Social Evidence
5 Authority
6 Liking
7 Scarcity
8 Self-interest
Project Management Centre of Excellence Inc 2018 copy492018Project Management Centre of Excellence Inc copy 2014
42
492018
22
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy43
Project Management Centre of Excellence Inc
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy44
Project Charter
492018
23
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy45
What is the what
What is the why
4Rs
Project Manager or Project Leader
Preliminary Scope Statement
Output ndash Project Charter
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy46
The processes performed to define and mature the project scope develop the project management plan and identify and schedule the project activities that
occur within the project Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
24
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Stakeholder Management
47
IntegrationManagement
Time Management
Cost Management
QualityManagement
HumanResource
Management
CommunicationManagement
RiskManagement
ProcurementManagement
ScopeManagement
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy48
Deliver the project results
492018
25
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy49
Specific
Measurable
Agreed-upon
Realistic
Time component
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy50
In-Scope Out of Scope
Includes both
492018
26
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy52
Plan and hold an event
Start
492018
27
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy53
Task A Task BFSbull Finish to Start
bull Finish to Finish Task C
Task D
FF
bull Start to Start Task E
Task F
SS
bull Start to Finish Task G Task HSF
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy54
CP= the sequence of schedule activities that determines the duration of the project
CPM-the longest path through the project forms the critical path and is also the shortest time in which a project can be completed
CPM=Forward andor backward pass
492018
28
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy55
B
Start
A
C
Finish
E
F
D
2 frac12 day float
BD
2
1 8
3 4 5 6 7
In Days
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy56
Who does the work
Select project team
Roles and Responsibilities Matrix
RACI chart
Resources can be internal or external
492018
29
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy57
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy58
35 h
20 h 15 h
30 h 35 h 35 h
25 h
5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for Bob
Hou
rs W
ork
ed
Ove
rtim
e
492018
30
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy59
35 h
20 h 15 h
30 h 35 h 35 h
20 h5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for BobH
ou
rs W
ork
ed
Ove
rtim
e
5 h
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy60
Day 1 Day 2 Day 3 Day 4 Day 6Day 5
1 brick layer
to do 6 days
of work will
take 6 days
2 brick layer
to do 6 days
of work will
take 3 days
492018
31
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy61
The planned dates for performing schedule activities and the planned dates for meeting
schedule milestones
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy62
De-scoping
ndash Analyzing alternatives on the critical path to determine how to reduce the schedule for the least amount of cost
ndash Not always a viable alternative
Crashing
ndash Analyzing the critical path to determine where to reduce the schedule for the least amount of cost while bring extra resources on
ndash Not always a viable alternative
Fast-Tracking
ndash Phases or activities that would have normally being done in sequence are done in parallel
ndash Can result in rework and increased risk
ndash Requires 3 X the amount of planning
Least $
A B
B
492018
32
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy63
Estimating
Budget preparation
Forecasting
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy64
Co
st
Project target Cost
Time
Performance
Measurement
Baseline
Define the Work
Define the
Baseline Budget
Define the
Baseline ScheduleContingency
Budget
492018
33
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy65
Order of magnitude
Budget
Definitive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy66
Top down
Analogous
Parametric
Vendor bids
Bottom up
Detailed (piece by piece)
Three point or PERT
492018
34
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy67
The How
What is In and Out of Scope (detailed)
All the Work and only the Work
Network Diagram
Estimating
Critical Path
Output ndash Project Plan
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy68
Those processes performed
to complete the work
defined in the project
management plan to satisfy the project specifications
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
35
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy69
Destructive
Intervention
Constructive
Opportunity
Influence of
Stakeholders
and
Opportunity
to add value
Cost
Curve
$
Time
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy70
An uncertain event or condition
that if it occurs has a positive
or negative effect on one or
more of the project objectives
such as scope schedule
cost and quality
copyPMBOK regGuide Sixth Edition
492018
36
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy71
ldquoIncludes processes concerned with conducting risk
management planning identification analysis
responses and monitoring and control on a projectrdquo
copyPMBOK regGuide Sixth Edition
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Before the risk
Focus on prevention amp
planning
After the risk
Focus on recovery
Project
Start Project
Finish
Avoid Mitigate or Transfer Risks Use contingency plans
RiskManagement
492018
37
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy73
HighLow Impact
Hig
h
Low
Threaten
Failure
Minor
impactBig Impact if Occurs
ldquoEarthquakerdquo
Disruptive
ldquoDeath by
1000 cutsrdquo
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy74
Minimizes reactive crisis management
Increases likelihood of project success
Increases profitability
Prevents events impacting triple constraints
492018
38
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy75
1 Project Purpose
2 Objectives
3 Identified Risks
4 Risk Assessment
5 Risk Prevention
6 Risk Mitigation
7 Resources
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy76
492018
39
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy77
Work with your team and sponsor to identify stakeholders
Brainstorming works to develop a list that can be reviewed and finalized by the team
Key Stakeholders will usually emerge on their own
Stakeholders are persons and
organizations whose interests may be
positively or negatively affected by the
execution or completion of the project
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy78
Ask each stakeholder 2 questions
bullWhat are your three major expectations from this project
bullWhat are your three major concerns related to this project
492018
40
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy79
Keep InformedMonitor(Minimal effort)
Manage Relationship
Closely
Keep Satisfied
InterestLow High
Low
High
Power
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy80
1 Analysis What do they need to know amp what do we want to say
1 Decide Communication Objectives2 Determine Vulnerabilities amp Issues3 Develop Key Messages4 Perform Stakeholder Analysis (interests concerns)
2 Design amp Build What methods and tools should we use
1 Build Communication Vehicles (reports websites etc)
3 Develop Plan Who How and When should they receive it
1 Develop Communication Plan 2 Update Overall Workplan for Communication Activities
4 Do it1 Execute Communication Plan2 Modify amp Adjust as needed
492018
41
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy81
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy82
1 Project Purpose
2 Objectives
3 Potential Issues
4 Key Messages
5 AudiencesStakeholders
6 Communication Vehicles
7 Communication Plan Matrix
8 Resources
492018
42
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy83
Planned the Work Now Work the Plan
But What IF (Risk Management)
85 of what PMs do is Communication
Stakeholder Management is Critical to Project
Success
Output ndash Unique product service delivery or
result
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy84
Those processes required to
track review and regulate the
progress and performance of
the project identify any areas in
which changes to the plan are
required and initiate the
corresponding changes
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
43
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy85
Is daily monitoring at the team level of resources tasks and schedule It is hellip
A vital component of tracking and managing progress
Managing the triple constraints
Relatively simple ldquouser friendlyrdquo and inexpensive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy86
Tasks
Requirements
Timing and performance
Resource utilization and outsourcing
Scope deliverables completion and product quality
Process improvement possibilities and lessons learned
Schedule and cost performance
492018
44
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy87
Initiate Assess Resolve CloseApprove
Senior team
a change
Senior team
member initiates
a change
Project manager
accepts or rejects
Project manager
accepts or rejects
change request
Change Analyst
makes assessment of
the change and gives
recommendations
Managers acceptChange Analyst
makes assessment of
the change and gives
recommendations
or reject the
change based on
the assessment
and
Managers accept
or reject the
change based on
the assessment
and
recommendations Project manager
creates and assigns
tasks if necessary
and updates project
plan
Document
closureReject
Accept
Accept
Reject
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy88
Project
Phase 1
Phase 2
Phase 3
Stage
Gate
Planning
Go No Go Decisions
492018
45
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy89
Today
Planned
Burned
Earned
Time
Co
st
CV
Planned
Finished
Actual
Finished
Late
Over
Budget
Cost Variance (CV) = Earned ndash Burned
Schedule Variance (SV) = Earned ndash Planned
SV
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy90
complete to date
Dashboard ndash scope quality time budget
Milestones and deliverables
Target revised complete
Budget
Approved spent to date estimated cost of work remaining estimated total cost
Major Risks amp Issues requiring reviewdecision
Accomplishments Plans for Next Period
492018
46
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy91
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
its
of
wo
rk 5050 rule
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy92
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
it o
f w
ork
5050 rule
5070 rule
492018
47
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy93
Status Reporting
Change Control
Earned Value
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy94
The process of finalizing all activities across all of the project process groups to formally close the project
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
48
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy95
Administrative Contract Closure
Acceptance and hand off
Staff re-deployment
Facilities and equipment decommissioning
Project Evaluation
Celebration
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Lesson Learned
versus
Post Implementation Reviews
492018
49
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy97
Close out activities
Knowledge Management Lessons Learned
Post Implementation Review
Close out Report
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy98
Dr Dale Christenson DPM PMP CMC
E-mail dchristensonpmcoeca
Web WWWPMCOECA
492018
20
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Trust = Speed Cost
OR
Trust = Speed Cost
Project Management Centre of Excellence Inc 2018 copy40
492018
21
1 Predictability
2 Reciprocation
3 Consistency and Commitment
4 Social Evidence
5 Authority
6 Liking
7 Scarcity
8 Self-interest
Project Management Centre of Excellence Inc 2018 copy492018Project Management Centre of Excellence Inc copy 2014
42
492018
22
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy43
Project Management Centre of Excellence Inc
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy44
Project Charter
492018
23
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy45
What is the what
What is the why
4Rs
Project Manager or Project Leader
Preliminary Scope Statement
Output ndash Project Charter
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy46
The processes performed to define and mature the project scope develop the project management plan and identify and schedule the project activities that
occur within the project Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
24
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Stakeholder Management
47
IntegrationManagement
Time Management
Cost Management
QualityManagement
HumanResource
Management
CommunicationManagement
RiskManagement
ProcurementManagement
ScopeManagement
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy48
Deliver the project results
492018
25
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy49
Specific
Measurable
Agreed-upon
Realistic
Time component
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy50
In-Scope Out of Scope
Includes both
492018
26
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy52
Plan and hold an event
Start
492018
27
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy53
Task A Task BFSbull Finish to Start
bull Finish to Finish Task C
Task D
FF
bull Start to Start Task E
Task F
SS
bull Start to Finish Task G Task HSF
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy54
CP= the sequence of schedule activities that determines the duration of the project
CPM-the longest path through the project forms the critical path and is also the shortest time in which a project can be completed
CPM=Forward andor backward pass
492018
28
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy55
B
Start
A
C
Finish
E
F
D
2 frac12 day float
BD
2
1 8
3 4 5 6 7
In Days
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy56
Who does the work
Select project team
Roles and Responsibilities Matrix
RACI chart
Resources can be internal or external
492018
29
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy57
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy58
35 h
20 h 15 h
30 h 35 h 35 h
25 h
5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for Bob
Hou
rs W
ork
ed
Ove
rtim
e
492018
30
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy59
35 h
20 h 15 h
30 h 35 h 35 h
20 h5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for BobH
ou
rs W
ork
ed
Ove
rtim
e
5 h
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy60
Day 1 Day 2 Day 3 Day 4 Day 6Day 5
1 brick layer
to do 6 days
of work will
take 6 days
2 brick layer
to do 6 days
of work will
take 3 days
492018
31
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy61
The planned dates for performing schedule activities and the planned dates for meeting
schedule milestones
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy62
De-scoping
ndash Analyzing alternatives on the critical path to determine how to reduce the schedule for the least amount of cost
ndash Not always a viable alternative
Crashing
ndash Analyzing the critical path to determine where to reduce the schedule for the least amount of cost while bring extra resources on
ndash Not always a viable alternative
Fast-Tracking
ndash Phases or activities that would have normally being done in sequence are done in parallel
ndash Can result in rework and increased risk
ndash Requires 3 X the amount of planning
Least $
A B
B
492018
32
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy63
Estimating
Budget preparation
Forecasting
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy64
Co
st
Project target Cost
Time
Performance
Measurement
Baseline
Define the Work
Define the
Baseline Budget
Define the
Baseline ScheduleContingency
Budget
492018
33
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy65
Order of magnitude
Budget
Definitive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy66
Top down
Analogous
Parametric
Vendor bids
Bottom up
Detailed (piece by piece)
Three point or PERT
492018
34
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy67
The How
What is In and Out of Scope (detailed)
All the Work and only the Work
Network Diagram
Estimating
Critical Path
Output ndash Project Plan
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy68
Those processes performed
to complete the work
defined in the project
management plan to satisfy the project specifications
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
35
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy69
Destructive
Intervention
Constructive
Opportunity
Influence of
Stakeholders
and
Opportunity
to add value
Cost
Curve
$
Time
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy70
An uncertain event or condition
that if it occurs has a positive
or negative effect on one or
more of the project objectives
such as scope schedule
cost and quality
copyPMBOK regGuide Sixth Edition
492018
36
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy71
ldquoIncludes processes concerned with conducting risk
management planning identification analysis
responses and monitoring and control on a projectrdquo
copyPMBOK regGuide Sixth Edition
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Before the risk
Focus on prevention amp
planning
After the risk
Focus on recovery
Project
Start Project
Finish
Avoid Mitigate or Transfer Risks Use contingency plans
RiskManagement
492018
37
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy73
HighLow Impact
Hig
h
Low
Threaten
Failure
Minor
impactBig Impact if Occurs
ldquoEarthquakerdquo
Disruptive
ldquoDeath by
1000 cutsrdquo
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy74
Minimizes reactive crisis management
Increases likelihood of project success
Increases profitability
Prevents events impacting triple constraints
492018
38
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy75
1 Project Purpose
2 Objectives
3 Identified Risks
4 Risk Assessment
5 Risk Prevention
6 Risk Mitigation
7 Resources
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy76
492018
39
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy77
Work with your team and sponsor to identify stakeholders
Brainstorming works to develop a list that can be reviewed and finalized by the team
Key Stakeholders will usually emerge on their own
Stakeholders are persons and
organizations whose interests may be
positively or negatively affected by the
execution or completion of the project
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy78
Ask each stakeholder 2 questions
bullWhat are your three major expectations from this project
bullWhat are your three major concerns related to this project
492018
40
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy79
Keep InformedMonitor(Minimal effort)
Manage Relationship
Closely
Keep Satisfied
InterestLow High
Low
High
Power
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy80
1 Analysis What do they need to know amp what do we want to say
1 Decide Communication Objectives2 Determine Vulnerabilities amp Issues3 Develop Key Messages4 Perform Stakeholder Analysis (interests concerns)
2 Design amp Build What methods and tools should we use
1 Build Communication Vehicles (reports websites etc)
3 Develop Plan Who How and When should they receive it
1 Develop Communication Plan 2 Update Overall Workplan for Communication Activities
4 Do it1 Execute Communication Plan2 Modify amp Adjust as needed
492018
41
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy81
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy82
1 Project Purpose
2 Objectives
3 Potential Issues
4 Key Messages
5 AudiencesStakeholders
6 Communication Vehicles
7 Communication Plan Matrix
8 Resources
492018
42
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy83
Planned the Work Now Work the Plan
But What IF (Risk Management)
85 of what PMs do is Communication
Stakeholder Management is Critical to Project
Success
Output ndash Unique product service delivery or
result
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy84
Those processes required to
track review and regulate the
progress and performance of
the project identify any areas in
which changes to the plan are
required and initiate the
corresponding changes
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
43
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy85
Is daily monitoring at the team level of resources tasks and schedule It is hellip
A vital component of tracking and managing progress
Managing the triple constraints
Relatively simple ldquouser friendlyrdquo and inexpensive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy86
Tasks
Requirements
Timing and performance
Resource utilization and outsourcing
Scope deliverables completion and product quality
Process improvement possibilities and lessons learned
Schedule and cost performance
492018
44
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy87
Initiate Assess Resolve CloseApprove
Senior team
a change
Senior team
member initiates
a change
Project manager
accepts or rejects
Project manager
accepts or rejects
change request
Change Analyst
makes assessment of
the change and gives
recommendations
Managers acceptChange Analyst
makes assessment of
the change and gives
recommendations
or reject the
change based on
the assessment
and
Managers accept
or reject the
change based on
the assessment
and
recommendations Project manager
creates and assigns
tasks if necessary
and updates project
plan
Document
closureReject
Accept
Accept
Reject
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy88
Project
Phase 1
Phase 2
Phase 3
Stage
Gate
Planning
Go No Go Decisions
492018
45
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy89
Today
Planned
Burned
Earned
Time
Co
st
CV
Planned
Finished
Actual
Finished
Late
Over
Budget
Cost Variance (CV) = Earned ndash Burned
Schedule Variance (SV) = Earned ndash Planned
SV
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy90
complete to date
Dashboard ndash scope quality time budget
Milestones and deliverables
Target revised complete
Budget
Approved spent to date estimated cost of work remaining estimated total cost
Major Risks amp Issues requiring reviewdecision
Accomplishments Plans for Next Period
492018
46
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy91
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
its
of
wo
rk 5050 rule
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy92
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
it o
f w
ork
5050 rule
5070 rule
492018
47
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy93
Status Reporting
Change Control
Earned Value
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy94
The process of finalizing all activities across all of the project process groups to formally close the project
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
48
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy95
Administrative Contract Closure
Acceptance and hand off
Staff re-deployment
Facilities and equipment decommissioning
Project Evaluation
Celebration
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Lesson Learned
versus
Post Implementation Reviews
492018
49
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy97
Close out activities
Knowledge Management Lessons Learned
Post Implementation Review
Close out Report
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy98
Dr Dale Christenson DPM PMP CMC
E-mail dchristensonpmcoeca
Web WWWPMCOECA
492018
21
1 Predictability
2 Reciprocation
3 Consistency and Commitment
4 Social Evidence
5 Authority
6 Liking
7 Scarcity
8 Self-interest
Project Management Centre of Excellence Inc 2018 copy492018Project Management Centre of Excellence Inc copy 2014
42
492018
22
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy43
Project Management Centre of Excellence Inc
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy44
Project Charter
492018
23
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy45
What is the what
What is the why
4Rs
Project Manager or Project Leader
Preliminary Scope Statement
Output ndash Project Charter
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy46
The processes performed to define and mature the project scope develop the project management plan and identify and schedule the project activities that
occur within the project Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
24
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Stakeholder Management
47
IntegrationManagement
Time Management
Cost Management
QualityManagement
HumanResource
Management
CommunicationManagement
RiskManagement
ProcurementManagement
ScopeManagement
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy48
Deliver the project results
492018
25
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy49
Specific
Measurable
Agreed-upon
Realistic
Time component
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy50
In-Scope Out of Scope
Includes both
492018
26
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy52
Plan and hold an event
Start
492018
27
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy53
Task A Task BFSbull Finish to Start
bull Finish to Finish Task C
Task D
FF
bull Start to Start Task E
Task F
SS
bull Start to Finish Task G Task HSF
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy54
CP= the sequence of schedule activities that determines the duration of the project
CPM-the longest path through the project forms the critical path and is also the shortest time in which a project can be completed
CPM=Forward andor backward pass
492018
28
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy55
B
Start
A
C
Finish
E
F
D
2 frac12 day float
BD
2
1 8
3 4 5 6 7
In Days
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy56
Who does the work
Select project team
Roles and Responsibilities Matrix
RACI chart
Resources can be internal or external
492018
29
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy57
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy58
35 h
20 h 15 h
30 h 35 h 35 h
25 h
5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for Bob
Hou
rs W
ork
ed
Ove
rtim
e
492018
30
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy59
35 h
20 h 15 h
30 h 35 h 35 h
20 h5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for BobH
ou
rs W
ork
ed
Ove
rtim
e
5 h
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy60
Day 1 Day 2 Day 3 Day 4 Day 6Day 5
1 brick layer
to do 6 days
of work will
take 6 days
2 brick layer
to do 6 days
of work will
take 3 days
492018
31
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy61
The planned dates for performing schedule activities and the planned dates for meeting
schedule milestones
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy62
De-scoping
ndash Analyzing alternatives on the critical path to determine how to reduce the schedule for the least amount of cost
ndash Not always a viable alternative
Crashing
ndash Analyzing the critical path to determine where to reduce the schedule for the least amount of cost while bring extra resources on
ndash Not always a viable alternative
Fast-Tracking
ndash Phases or activities that would have normally being done in sequence are done in parallel
ndash Can result in rework and increased risk
ndash Requires 3 X the amount of planning
Least $
A B
B
492018
32
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy63
Estimating
Budget preparation
Forecasting
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy64
Co
st
Project target Cost
Time
Performance
Measurement
Baseline
Define the Work
Define the
Baseline Budget
Define the
Baseline ScheduleContingency
Budget
492018
33
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy65
Order of magnitude
Budget
Definitive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy66
Top down
Analogous
Parametric
Vendor bids
Bottom up
Detailed (piece by piece)
Three point or PERT
492018
34
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy67
The How
What is In and Out of Scope (detailed)
All the Work and only the Work
Network Diagram
Estimating
Critical Path
Output ndash Project Plan
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy68
Those processes performed
to complete the work
defined in the project
management plan to satisfy the project specifications
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
35
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy69
Destructive
Intervention
Constructive
Opportunity
Influence of
Stakeholders
and
Opportunity
to add value
Cost
Curve
$
Time
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy70
An uncertain event or condition
that if it occurs has a positive
or negative effect on one or
more of the project objectives
such as scope schedule
cost and quality
copyPMBOK regGuide Sixth Edition
492018
36
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy71
ldquoIncludes processes concerned with conducting risk
management planning identification analysis
responses and monitoring and control on a projectrdquo
copyPMBOK regGuide Sixth Edition
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Before the risk
Focus on prevention amp
planning
After the risk
Focus on recovery
Project
Start Project
Finish
Avoid Mitigate or Transfer Risks Use contingency plans
RiskManagement
492018
37
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy73
HighLow Impact
Hig
h
Low
Threaten
Failure
Minor
impactBig Impact if Occurs
ldquoEarthquakerdquo
Disruptive
ldquoDeath by
1000 cutsrdquo
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy74
Minimizes reactive crisis management
Increases likelihood of project success
Increases profitability
Prevents events impacting triple constraints
492018
38
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy75
1 Project Purpose
2 Objectives
3 Identified Risks
4 Risk Assessment
5 Risk Prevention
6 Risk Mitigation
7 Resources
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy76
492018
39
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy77
Work with your team and sponsor to identify stakeholders
Brainstorming works to develop a list that can be reviewed and finalized by the team
Key Stakeholders will usually emerge on their own
Stakeholders are persons and
organizations whose interests may be
positively or negatively affected by the
execution or completion of the project
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy78
Ask each stakeholder 2 questions
bullWhat are your three major expectations from this project
bullWhat are your three major concerns related to this project
492018
40
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy79
Keep InformedMonitor(Minimal effort)
Manage Relationship
Closely
Keep Satisfied
InterestLow High
Low
High
Power
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy80
1 Analysis What do they need to know amp what do we want to say
1 Decide Communication Objectives2 Determine Vulnerabilities amp Issues3 Develop Key Messages4 Perform Stakeholder Analysis (interests concerns)
2 Design amp Build What methods and tools should we use
1 Build Communication Vehicles (reports websites etc)
3 Develop Plan Who How and When should they receive it
1 Develop Communication Plan 2 Update Overall Workplan for Communication Activities
4 Do it1 Execute Communication Plan2 Modify amp Adjust as needed
492018
41
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy81
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy82
1 Project Purpose
2 Objectives
3 Potential Issues
4 Key Messages
5 AudiencesStakeholders
6 Communication Vehicles
7 Communication Plan Matrix
8 Resources
492018
42
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy83
Planned the Work Now Work the Plan
But What IF (Risk Management)
85 of what PMs do is Communication
Stakeholder Management is Critical to Project
Success
Output ndash Unique product service delivery or
result
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy84
Those processes required to
track review and regulate the
progress and performance of
the project identify any areas in
which changes to the plan are
required and initiate the
corresponding changes
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
43
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy85
Is daily monitoring at the team level of resources tasks and schedule It is hellip
A vital component of tracking and managing progress
Managing the triple constraints
Relatively simple ldquouser friendlyrdquo and inexpensive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy86
Tasks
Requirements
Timing and performance
Resource utilization and outsourcing
Scope deliverables completion and product quality
Process improvement possibilities and lessons learned
Schedule and cost performance
492018
44
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy87
Initiate Assess Resolve CloseApprove
Senior team
a change
Senior team
member initiates
a change
Project manager
accepts or rejects
Project manager
accepts or rejects
change request
Change Analyst
makes assessment of
the change and gives
recommendations
Managers acceptChange Analyst
makes assessment of
the change and gives
recommendations
or reject the
change based on
the assessment
and
Managers accept
or reject the
change based on
the assessment
and
recommendations Project manager
creates and assigns
tasks if necessary
and updates project
plan
Document
closureReject
Accept
Accept
Reject
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy88
Project
Phase 1
Phase 2
Phase 3
Stage
Gate
Planning
Go No Go Decisions
492018
45
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy89
Today
Planned
Burned
Earned
Time
Co
st
CV
Planned
Finished
Actual
Finished
Late
Over
Budget
Cost Variance (CV) = Earned ndash Burned
Schedule Variance (SV) = Earned ndash Planned
SV
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy90
complete to date
Dashboard ndash scope quality time budget
Milestones and deliverables
Target revised complete
Budget
Approved spent to date estimated cost of work remaining estimated total cost
Major Risks amp Issues requiring reviewdecision
Accomplishments Plans for Next Period
492018
46
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy91
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
its
of
wo
rk 5050 rule
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy92
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
it o
f w
ork
5050 rule
5070 rule
492018
47
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy93
Status Reporting
Change Control
Earned Value
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy94
The process of finalizing all activities across all of the project process groups to formally close the project
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
48
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy95
Administrative Contract Closure
Acceptance and hand off
Staff re-deployment
Facilities and equipment decommissioning
Project Evaluation
Celebration
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Lesson Learned
versus
Post Implementation Reviews
492018
49
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy97
Close out activities
Knowledge Management Lessons Learned
Post Implementation Review
Close out Report
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy98
Dr Dale Christenson DPM PMP CMC
E-mail dchristensonpmcoeca
Web WWWPMCOECA
492018
22
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy43
Project Management Centre of Excellence Inc
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy44
Project Charter
492018
23
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy45
What is the what
What is the why
4Rs
Project Manager or Project Leader
Preliminary Scope Statement
Output ndash Project Charter
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy46
The processes performed to define and mature the project scope develop the project management plan and identify and schedule the project activities that
occur within the project Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
24
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Stakeholder Management
47
IntegrationManagement
Time Management
Cost Management
QualityManagement
HumanResource
Management
CommunicationManagement
RiskManagement
ProcurementManagement
ScopeManagement
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy48
Deliver the project results
492018
25
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy49
Specific
Measurable
Agreed-upon
Realistic
Time component
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy50
In-Scope Out of Scope
Includes both
492018
26
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy52
Plan and hold an event
Start
492018
27
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy53
Task A Task BFSbull Finish to Start
bull Finish to Finish Task C
Task D
FF
bull Start to Start Task E
Task F
SS
bull Start to Finish Task G Task HSF
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy54
CP= the sequence of schedule activities that determines the duration of the project
CPM-the longest path through the project forms the critical path and is also the shortest time in which a project can be completed
CPM=Forward andor backward pass
492018
28
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy55
B
Start
A
C
Finish
E
F
D
2 frac12 day float
BD
2
1 8
3 4 5 6 7
In Days
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy56
Who does the work
Select project team
Roles and Responsibilities Matrix
RACI chart
Resources can be internal or external
492018
29
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy57
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy58
35 h
20 h 15 h
30 h 35 h 35 h
25 h
5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for Bob
Hou
rs W
ork
ed
Ove
rtim
e
492018
30
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy59
35 h
20 h 15 h
30 h 35 h 35 h
20 h5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for BobH
ou
rs W
ork
ed
Ove
rtim
e
5 h
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy60
Day 1 Day 2 Day 3 Day 4 Day 6Day 5
1 brick layer
to do 6 days
of work will
take 6 days
2 brick layer
to do 6 days
of work will
take 3 days
492018
31
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy61
The planned dates for performing schedule activities and the planned dates for meeting
schedule milestones
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy62
De-scoping
ndash Analyzing alternatives on the critical path to determine how to reduce the schedule for the least amount of cost
ndash Not always a viable alternative
Crashing
ndash Analyzing the critical path to determine where to reduce the schedule for the least amount of cost while bring extra resources on
ndash Not always a viable alternative
Fast-Tracking
ndash Phases or activities that would have normally being done in sequence are done in parallel
ndash Can result in rework and increased risk
ndash Requires 3 X the amount of planning
Least $
A B
B
492018
32
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy63
Estimating
Budget preparation
Forecasting
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy64
Co
st
Project target Cost
Time
Performance
Measurement
Baseline
Define the Work
Define the
Baseline Budget
Define the
Baseline ScheduleContingency
Budget
492018
33
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy65
Order of magnitude
Budget
Definitive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy66
Top down
Analogous
Parametric
Vendor bids
Bottom up
Detailed (piece by piece)
Three point or PERT
492018
34
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy67
The How
What is In and Out of Scope (detailed)
All the Work and only the Work
Network Diagram
Estimating
Critical Path
Output ndash Project Plan
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy68
Those processes performed
to complete the work
defined in the project
management plan to satisfy the project specifications
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
35
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy69
Destructive
Intervention
Constructive
Opportunity
Influence of
Stakeholders
and
Opportunity
to add value
Cost
Curve
$
Time
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy70
An uncertain event or condition
that if it occurs has a positive
or negative effect on one or
more of the project objectives
such as scope schedule
cost and quality
copyPMBOK regGuide Sixth Edition
492018
36
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy71
ldquoIncludes processes concerned with conducting risk
management planning identification analysis
responses and monitoring and control on a projectrdquo
copyPMBOK regGuide Sixth Edition
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Before the risk
Focus on prevention amp
planning
After the risk
Focus on recovery
Project
Start Project
Finish
Avoid Mitigate or Transfer Risks Use contingency plans
RiskManagement
492018
37
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy73
HighLow Impact
Hig
h
Low
Threaten
Failure
Minor
impactBig Impact if Occurs
ldquoEarthquakerdquo
Disruptive
ldquoDeath by
1000 cutsrdquo
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy74
Minimizes reactive crisis management
Increases likelihood of project success
Increases profitability
Prevents events impacting triple constraints
492018
38
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy75
1 Project Purpose
2 Objectives
3 Identified Risks
4 Risk Assessment
5 Risk Prevention
6 Risk Mitigation
7 Resources
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy76
492018
39
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy77
Work with your team and sponsor to identify stakeholders
Brainstorming works to develop a list that can be reviewed and finalized by the team
Key Stakeholders will usually emerge on their own
Stakeholders are persons and
organizations whose interests may be
positively or negatively affected by the
execution or completion of the project
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy78
Ask each stakeholder 2 questions
bullWhat are your three major expectations from this project
bullWhat are your three major concerns related to this project
492018
40
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy79
Keep InformedMonitor(Minimal effort)
Manage Relationship
Closely
Keep Satisfied
InterestLow High
Low
High
Power
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy80
1 Analysis What do they need to know amp what do we want to say
1 Decide Communication Objectives2 Determine Vulnerabilities amp Issues3 Develop Key Messages4 Perform Stakeholder Analysis (interests concerns)
2 Design amp Build What methods and tools should we use
1 Build Communication Vehicles (reports websites etc)
3 Develop Plan Who How and When should they receive it
1 Develop Communication Plan 2 Update Overall Workplan for Communication Activities
4 Do it1 Execute Communication Plan2 Modify amp Adjust as needed
492018
41
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy81
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy82
1 Project Purpose
2 Objectives
3 Potential Issues
4 Key Messages
5 AudiencesStakeholders
6 Communication Vehicles
7 Communication Plan Matrix
8 Resources
492018
42
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy83
Planned the Work Now Work the Plan
But What IF (Risk Management)
85 of what PMs do is Communication
Stakeholder Management is Critical to Project
Success
Output ndash Unique product service delivery or
result
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy84
Those processes required to
track review and regulate the
progress and performance of
the project identify any areas in
which changes to the plan are
required and initiate the
corresponding changes
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
43
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy85
Is daily monitoring at the team level of resources tasks and schedule It is hellip
A vital component of tracking and managing progress
Managing the triple constraints
Relatively simple ldquouser friendlyrdquo and inexpensive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy86
Tasks
Requirements
Timing and performance
Resource utilization and outsourcing
Scope deliverables completion and product quality
Process improvement possibilities and lessons learned
Schedule and cost performance
492018
44
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy87
Initiate Assess Resolve CloseApprove
Senior team
a change
Senior team
member initiates
a change
Project manager
accepts or rejects
Project manager
accepts or rejects
change request
Change Analyst
makes assessment of
the change and gives
recommendations
Managers acceptChange Analyst
makes assessment of
the change and gives
recommendations
or reject the
change based on
the assessment
and
Managers accept
or reject the
change based on
the assessment
and
recommendations Project manager
creates and assigns
tasks if necessary
and updates project
plan
Document
closureReject
Accept
Accept
Reject
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy88
Project
Phase 1
Phase 2
Phase 3
Stage
Gate
Planning
Go No Go Decisions
492018
45
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy89
Today
Planned
Burned
Earned
Time
Co
st
CV
Planned
Finished
Actual
Finished
Late
Over
Budget
Cost Variance (CV) = Earned ndash Burned
Schedule Variance (SV) = Earned ndash Planned
SV
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy90
complete to date
Dashboard ndash scope quality time budget
Milestones and deliverables
Target revised complete
Budget
Approved spent to date estimated cost of work remaining estimated total cost
Major Risks amp Issues requiring reviewdecision
Accomplishments Plans for Next Period
492018
46
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy91
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
its
of
wo
rk 5050 rule
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy92
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
it o
f w
ork
5050 rule
5070 rule
492018
47
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy93
Status Reporting
Change Control
Earned Value
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy94
The process of finalizing all activities across all of the project process groups to formally close the project
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
48
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy95
Administrative Contract Closure
Acceptance and hand off
Staff re-deployment
Facilities and equipment decommissioning
Project Evaluation
Celebration
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Lesson Learned
versus
Post Implementation Reviews
492018
49
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy97
Close out activities
Knowledge Management Lessons Learned
Post Implementation Review
Close out Report
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy98
Dr Dale Christenson DPM PMP CMC
E-mail dchristensonpmcoeca
Web WWWPMCOECA
492018
23
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy45
What is the what
What is the why
4Rs
Project Manager or Project Leader
Preliminary Scope Statement
Output ndash Project Charter
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy46
The processes performed to define and mature the project scope develop the project management plan and identify and schedule the project activities that
occur within the project Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
24
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Stakeholder Management
47
IntegrationManagement
Time Management
Cost Management
QualityManagement
HumanResource
Management
CommunicationManagement
RiskManagement
ProcurementManagement
ScopeManagement
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy48
Deliver the project results
492018
25
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy49
Specific
Measurable
Agreed-upon
Realistic
Time component
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy50
In-Scope Out of Scope
Includes both
492018
26
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy52
Plan and hold an event
Start
492018
27
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy53
Task A Task BFSbull Finish to Start
bull Finish to Finish Task C
Task D
FF
bull Start to Start Task E
Task F
SS
bull Start to Finish Task G Task HSF
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy54
CP= the sequence of schedule activities that determines the duration of the project
CPM-the longest path through the project forms the critical path and is also the shortest time in which a project can be completed
CPM=Forward andor backward pass
492018
28
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy55
B
Start
A
C
Finish
E
F
D
2 frac12 day float
BD
2
1 8
3 4 5 6 7
In Days
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy56
Who does the work
Select project team
Roles and Responsibilities Matrix
RACI chart
Resources can be internal or external
492018
29
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy57
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy58
35 h
20 h 15 h
30 h 35 h 35 h
25 h
5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for Bob
Hou
rs W
ork
ed
Ove
rtim
e
492018
30
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy59
35 h
20 h 15 h
30 h 35 h 35 h
20 h5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for BobH
ou
rs W
ork
ed
Ove
rtim
e
5 h
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy60
Day 1 Day 2 Day 3 Day 4 Day 6Day 5
1 brick layer
to do 6 days
of work will
take 6 days
2 brick layer
to do 6 days
of work will
take 3 days
492018
31
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy61
The planned dates for performing schedule activities and the planned dates for meeting
schedule milestones
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy62
De-scoping
ndash Analyzing alternatives on the critical path to determine how to reduce the schedule for the least amount of cost
ndash Not always a viable alternative
Crashing
ndash Analyzing the critical path to determine where to reduce the schedule for the least amount of cost while bring extra resources on
ndash Not always a viable alternative
Fast-Tracking
ndash Phases or activities that would have normally being done in sequence are done in parallel
ndash Can result in rework and increased risk
ndash Requires 3 X the amount of planning
Least $
A B
B
492018
32
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy63
Estimating
Budget preparation
Forecasting
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy64
Co
st
Project target Cost
Time
Performance
Measurement
Baseline
Define the Work
Define the
Baseline Budget
Define the
Baseline ScheduleContingency
Budget
492018
33
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy65
Order of magnitude
Budget
Definitive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy66
Top down
Analogous
Parametric
Vendor bids
Bottom up
Detailed (piece by piece)
Three point or PERT
492018
34
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy67
The How
What is In and Out of Scope (detailed)
All the Work and only the Work
Network Diagram
Estimating
Critical Path
Output ndash Project Plan
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy68
Those processes performed
to complete the work
defined in the project
management plan to satisfy the project specifications
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
35
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy69
Destructive
Intervention
Constructive
Opportunity
Influence of
Stakeholders
and
Opportunity
to add value
Cost
Curve
$
Time
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy70
An uncertain event or condition
that if it occurs has a positive
or negative effect on one or
more of the project objectives
such as scope schedule
cost and quality
copyPMBOK regGuide Sixth Edition
492018
36
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy71
ldquoIncludes processes concerned with conducting risk
management planning identification analysis
responses and monitoring and control on a projectrdquo
copyPMBOK regGuide Sixth Edition
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Before the risk
Focus on prevention amp
planning
After the risk
Focus on recovery
Project
Start Project
Finish
Avoid Mitigate or Transfer Risks Use contingency plans
RiskManagement
492018
37
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy73
HighLow Impact
Hig
h
Low
Threaten
Failure
Minor
impactBig Impact if Occurs
ldquoEarthquakerdquo
Disruptive
ldquoDeath by
1000 cutsrdquo
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy74
Minimizes reactive crisis management
Increases likelihood of project success
Increases profitability
Prevents events impacting triple constraints
492018
38
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy75
1 Project Purpose
2 Objectives
3 Identified Risks
4 Risk Assessment
5 Risk Prevention
6 Risk Mitigation
7 Resources
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy76
492018
39
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy77
Work with your team and sponsor to identify stakeholders
Brainstorming works to develop a list that can be reviewed and finalized by the team
Key Stakeholders will usually emerge on their own
Stakeholders are persons and
organizations whose interests may be
positively or negatively affected by the
execution or completion of the project
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy78
Ask each stakeholder 2 questions
bullWhat are your three major expectations from this project
bullWhat are your three major concerns related to this project
492018
40
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy79
Keep InformedMonitor(Minimal effort)
Manage Relationship
Closely
Keep Satisfied
InterestLow High
Low
High
Power
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy80
1 Analysis What do they need to know amp what do we want to say
1 Decide Communication Objectives2 Determine Vulnerabilities amp Issues3 Develop Key Messages4 Perform Stakeholder Analysis (interests concerns)
2 Design amp Build What methods and tools should we use
1 Build Communication Vehicles (reports websites etc)
3 Develop Plan Who How and When should they receive it
1 Develop Communication Plan 2 Update Overall Workplan for Communication Activities
4 Do it1 Execute Communication Plan2 Modify amp Adjust as needed
492018
41
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy81
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy82
1 Project Purpose
2 Objectives
3 Potential Issues
4 Key Messages
5 AudiencesStakeholders
6 Communication Vehicles
7 Communication Plan Matrix
8 Resources
492018
42
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy83
Planned the Work Now Work the Plan
But What IF (Risk Management)
85 of what PMs do is Communication
Stakeholder Management is Critical to Project
Success
Output ndash Unique product service delivery or
result
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy84
Those processes required to
track review and regulate the
progress and performance of
the project identify any areas in
which changes to the plan are
required and initiate the
corresponding changes
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
43
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy85
Is daily monitoring at the team level of resources tasks and schedule It is hellip
A vital component of tracking and managing progress
Managing the triple constraints
Relatively simple ldquouser friendlyrdquo and inexpensive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy86
Tasks
Requirements
Timing and performance
Resource utilization and outsourcing
Scope deliverables completion and product quality
Process improvement possibilities and lessons learned
Schedule and cost performance
492018
44
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy87
Initiate Assess Resolve CloseApprove
Senior team
a change
Senior team
member initiates
a change
Project manager
accepts or rejects
Project manager
accepts or rejects
change request
Change Analyst
makes assessment of
the change and gives
recommendations
Managers acceptChange Analyst
makes assessment of
the change and gives
recommendations
or reject the
change based on
the assessment
and
Managers accept
or reject the
change based on
the assessment
and
recommendations Project manager
creates and assigns
tasks if necessary
and updates project
plan
Document
closureReject
Accept
Accept
Reject
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy88
Project
Phase 1
Phase 2
Phase 3
Stage
Gate
Planning
Go No Go Decisions
492018
45
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy89
Today
Planned
Burned
Earned
Time
Co
st
CV
Planned
Finished
Actual
Finished
Late
Over
Budget
Cost Variance (CV) = Earned ndash Burned
Schedule Variance (SV) = Earned ndash Planned
SV
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy90
complete to date
Dashboard ndash scope quality time budget
Milestones and deliverables
Target revised complete
Budget
Approved spent to date estimated cost of work remaining estimated total cost
Major Risks amp Issues requiring reviewdecision
Accomplishments Plans for Next Period
492018
46
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy91
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
its
of
wo
rk 5050 rule
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy92
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
it o
f w
ork
5050 rule
5070 rule
492018
47
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy93
Status Reporting
Change Control
Earned Value
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy94
The process of finalizing all activities across all of the project process groups to formally close the project
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
48
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy95
Administrative Contract Closure
Acceptance and hand off
Staff re-deployment
Facilities and equipment decommissioning
Project Evaluation
Celebration
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Lesson Learned
versus
Post Implementation Reviews
492018
49
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy97
Close out activities
Knowledge Management Lessons Learned
Post Implementation Review
Close out Report
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy98
Dr Dale Christenson DPM PMP CMC
E-mail dchristensonpmcoeca
Web WWWPMCOECA
492018
24
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Stakeholder Management
47
IntegrationManagement
Time Management
Cost Management
QualityManagement
HumanResource
Management
CommunicationManagement
RiskManagement
ProcurementManagement
ScopeManagement
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy48
Deliver the project results
492018
25
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy49
Specific
Measurable
Agreed-upon
Realistic
Time component
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy50
In-Scope Out of Scope
Includes both
492018
26
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy52
Plan and hold an event
Start
492018
27
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy53
Task A Task BFSbull Finish to Start
bull Finish to Finish Task C
Task D
FF
bull Start to Start Task E
Task F
SS
bull Start to Finish Task G Task HSF
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy54
CP= the sequence of schedule activities that determines the duration of the project
CPM-the longest path through the project forms the critical path and is also the shortest time in which a project can be completed
CPM=Forward andor backward pass
492018
28
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy55
B
Start
A
C
Finish
E
F
D
2 frac12 day float
BD
2
1 8
3 4 5 6 7
In Days
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy56
Who does the work
Select project team
Roles and Responsibilities Matrix
RACI chart
Resources can be internal or external
492018
29
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy57
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy58
35 h
20 h 15 h
30 h 35 h 35 h
25 h
5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for Bob
Hou
rs W
ork
ed
Ove
rtim
e
492018
30
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy59
35 h
20 h 15 h
30 h 35 h 35 h
20 h5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for BobH
ou
rs W
ork
ed
Ove
rtim
e
5 h
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy60
Day 1 Day 2 Day 3 Day 4 Day 6Day 5
1 brick layer
to do 6 days
of work will
take 6 days
2 brick layer
to do 6 days
of work will
take 3 days
492018
31
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy61
The planned dates for performing schedule activities and the planned dates for meeting
schedule milestones
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy62
De-scoping
ndash Analyzing alternatives on the critical path to determine how to reduce the schedule for the least amount of cost
ndash Not always a viable alternative
Crashing
ndash Analyzing the critical path to determine where to reduce the schedule for the least amount of cost while bring extra resources on
ndash Not always a viable alternative
Fast-Tracking
ndash Phases or activities that would have normally being done in sequence are done in parallel
ndash Can result in rework and increased risk
ndash Requires 3 X the amount of planning
Least $
A B
B
492018
32
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy63
Estimating
Budget preparation
Forecasting
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy64
Co
st
Project target Cost
Time
Performance
Measurement
Baseline
Define the Work
Define the
Baseline Budget
Define the
Baseline ScheduleContingency
Budget
492018
33
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy65
Order of magnitude
Budget
Definitive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy66
Top down
Analogous
Parametric
Vendor bids
Bottom up
Detailed (piece by piece)
Three point or PERT
492018
34
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy67
The How
What is In and Out of Scope (detailed)
All the Work and only the Work
Network Diagram
Estimating
Critical Path
Output ndash Project Plan
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy68
Those processes performed
to complete the work
defined in the project
management plan to satisfy the project specifications
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
35
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy69
Destructive
Intervention
Constructive
Opportunity
Influence of
Stakeholders
and
Opportunity
to add value
Cost
Curve
$
Time
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy70
An uncertain event or condition
that if it occurs has a positive
or negative effect on one or
more of the project objectives
such as scope schedule
cost and quality
copyPMBOK regGuide Sixth Edition
492018
36
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy71
ldquoIncludes processes concerned with conducting risk
management planning identification analysis
responses and monitoring and control on a projectrdquo
copyPMBOK regGuide Sixth Edition
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Before the risk
Focus on prevention amp
planning
After the risk
Focus on recovery
Project
Start Project
Finish
Avoid Mitigate or Transfer Risks Use contingency plans
RiskManagement
492018
37
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy73
HighLow Impact
Hig
h
Low
Threaten
Failure
Minor
impactBig Impact if Occurs
ldquoEarthquakerdquo
Disruptive
ldquoDeath by
1000 cutsrdquo
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy74
Minimizes reactive crisis management
Increases likelihood of project success
Increases profitability
Prevents events impacting triple constraints
492018
38
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy75
1 Project Purpose
2 Objectives
3 Identified Risks
4 Risk Assessment
5 Risk Prevention
6 Risk Mitigation
7 Resources
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy76
492018
39
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy77
Work with your team and sponsor to identify stakeholders
Brainstorming works to develop a list that can be reviewed and finalized by the team
Key Stakeholders will usually emerge on their own
Stakeholders are persons and
organizations whose interests may be
positively or negatively affected by the
execution or completion of the project
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy78
Ask each stakeholder 2 questions
bullWhat are your three major expectations from this project
bullWhat are your three major concerns related to this project
492018
40
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy79
Keep InformedMonitor(Minimal effort)
Manage Relationship
Closely
Keep Satisfied
InterestLow High
Low
High
Power
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy80
1 Analysis What do they need to know amp what do we want to say
1 Decide Communication Objectives2 Determine Vulnerabilities amp Issues3 Develop Key Messages4 Perform Stakeholder Analysis (interests concerns)
2 Design amp Build What methods and tools should we use
1 Build Communication Vehicles (reports websites etc)
3 Develop Plan Who How and When should they receive it
1 Develop Communication Plan 2 Update Overall Workplan for Communication Activities
4 Do it1 Execute Communication Plan2 Modify amp Adjust as needed
492018
41
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy81
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy82
1 Project Purpose
2 Objectives
3 Potential Issues
4 Key Messages
5 AudiencesStakeholders
6 Communication Vehicles
7 Communication Plan Matrix
8 Resources
492018
42
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy83
Planned the Work Now Work the Plan
But What IF (Risk Management)
85 of what PMs do is Communication
Stakeholder Management is Critical to Project
Success
Output ndash Unique product service delivery or
result
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy84
Those processes required to
track review and regulate the
progress and performance of
the project identify any areas in
which changes to the plan are
required and initiate the
corresponding changes
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
43
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy85
Is daily monitoring at the team level of resources tasks and schedule It is hellip
A vital component of tracking and managing progress
Managing the triple constraints
Relatively simple ldquouser friendlyrdquo and inexpensive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy86
Tasks
Requirements
Timing and performance
Resource utilization and outsourcing
Scope deliverables completion and product quality
Process improvement possibilities and lessons learned
Schedule and cost performance
492018
44
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy87
Initiate Assess Resolve CloseApprove
Senior team
a change
Senior team
member initiates
a change
Project manager
accepts or rejects
Project manager
accepts or rejects
change request
Change Analyst
makes assessment of
the change and gives
recommendations
Managers acceptChange Analyst
makes assessment of
the change and gives
recommendations
or reject the
change based on
the assessment
and
Managers accept
or reject the
change based on
the assessment
and
recommendations Project manager
creates and assigns
tasks if necessary
and updates project
plan
Document
closureReject
Accept
Accept
Reject
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy88
Project
Phase 1
Phase 2
Phase 3
Stage
Gate
Planning
Go No Go Decisions
492018
45
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy89
Today
Planned
Burned
Earned
Time
Co
st
CV
Planned
Finished
Actual
Finished
Late
Over
Budget
Cost Variance (CV) = Earned ndash Burned
Schedule Variance (SV) = Earned ndash Planned
SV
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy90
complete to date
Dashboard ndash scope quality time budget
Milestones and deliverables
Target revised complete
Budget
Approved spent to date estimated cost of work remaining estimated total cost
Major Risks amp Issues requiring reviewdecision
Accomplishments Plans for Next Period
492018
46
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy91
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
its
of
wo
rk 5050 rule
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy92
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
it o
f w
ork
5050 rule
5070 rule
492018
47
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy93
Status Reporting
Change Control
Earned Value
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy94
The process of finalizing all activities across all of the project process groups to formally close the project
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
48
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy95
Administrative Contract Closure
Acceptance and hand off
Staff re-deployment
Facilities and equipment decommissioning
Project Evaluation
Celebration
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Lesson Learned
versus
Post Implementation Reviews
492018
49
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy97
Close out activities
Knowledge Management Lessons Learned
Post Implementation Review
Close out Report
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy98
Dr Dale Christenson DPM PMP CMC
E-mail dchristensonpmcoeca
Web WWWPMCOECA
492018
25
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy49
Specific
Measurable
Agreed-upon
Realistic
Time component
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy50
In-Scope Out of Scope
Includes both
492018
26
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy52
Plan and hold an event
Start
492018
27
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy53
Task A Task BFSbull Finish to Start
bull Finish to Finish Task C
Task D
FF
bull Start to Start Task E
Task F
SS
bull Start to Finish Task G Task HSF
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy54
CP= the sequence of schedule activities that determines the duration of the project
CPM-the longest path through the project forms the critical path and is also the shortest time in which a project can be completed
CPM=Forward andor backward pass
492018
28
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy55
B
Start
A
C
Finish
E
F
D
2 frac12 day float
BD
2
1 8
3 4 5 6 7
In Days
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy56
Who does the work
Select project team
Roles and Responsibilities Matrix
RACI chart
Resources can be internal or external
492018
29
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy57
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy58
35 h
20 h 15 h
30 h 35 h 35 h
25 h
5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for Bob
Hou
rs W
ork
ed
Ove
rtim
e
492018
30
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy59
35 h
20 h 15 h
30 h 35 h 35 h
20 h5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for BobH
ou
rs W
ork
ed
Ove
rtim
e
5 h
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy60
Day 1 Day 2 Day 3 Day 4 Day 6Day 5
1 brick layer
to do 6 days
of work will
take 6 days
2 brick layer
to do 6 days
of work will
take 3 days
492018
31
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy61
The planned dates for performing schedule activities and the planned dates for meeting
schedule milestones
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy62
De-scoping
ndash Analyzing alternatives on the critical path to determine how to reduce the schedule for the least amount of cost
ndash Not always a viable alternative
Crashing
ndash Analyzing the critical path to determine where to reduce the schedule for the least amount of cost while bring extra resources on
ndash Not always a viable alternative
Fast-Tracking
ndash Phases or activities that would have normally being done in sequence are done in parallel
ndash Can result in rework and increased risk
ndash Requires 3 X the amount of planning
Least $
A B
B
492018
32
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy63
Estimating
Budget preparation
Forecasting
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy64
Co
st
Project target Cost
Time
Performance
Measurement
Baseline
Define the Work
Define the
Baseline Budget
Define the
Baseline ScheduleContingency
Budget
492018
33
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy65
Order of magnitude
Budget
Definitive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy66
Top down
Analogous
Parametric
Vendor bids
Bottom up
Detailed (piece by piece)
Three point or PERT
492018
34
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy67
The How
What is In and Out of Scope (detailed)
All the Work and only the Work
Network Diagram
Estimating
Critical Path
Output ndash Project Plan
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy68
Those processes performed
to complete the work
defined in the project
management plan to satisfy the project specifications
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
35
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy69
Destructive
Intervention
Constructive
Opportunity
Influence of
Stakeholders
and
Opportunity
to add value
Cost
Curve
$
Time
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy70
An uncertain event or condition
that if it occurs has a positive
or negative effect on one or
more of the project objectives
such as scope schedule
cost and quality
copyPMBOK regGuide Sixth Edition
492018
36
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy71
ldquoIncludes processes concerned with conducting risk
management planning identification analysis
responses and monitoring and control on a projectrdquo
copyPMBOK regGuide Sixth Edition
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Before the risk
Focus on prevention amp
planning
After the risk
Focus on recovery
Project
Start Project
Finish
Avoid Mitigate or Transfer Risks Use contingency plans
RiskManagement
492018
37
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy73
HighLow Impact
Hig
h
Low
Threaten
Failure
Minor
impactBig Impact if Occurs
ldquoEarthquakerdquo
Disruptive
ldquoDeath by
1000 cutsrdquo
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy74
Minimizes reactive crisis management
Increases likelihood of project success
Increases profitability
Prevents events impacting triple constraints
492018
38
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy75
1 Project Purpose
2 Objectives
3 Identified Risks
4 Risk Assessment
5 Risk Prevention
6 Risk Mitigation
7 Resources
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy76
492018
39
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy77
Work with your team and sponsor to identify stakeholders
Brainstorming works to develop a list that can be reviewed and finalized by the team
Key Stakeholders will usually emerge on their own
Stakeholders are persons and
organizations whose interests may be
positively or negatively affected by the
execution or completion of the project
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy78
Ask each stakeholder 2 questions
bullWhat are your three major expectations from this project
bullWhat are your three major concerns related to this project
492018
40
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy79
Keep InformedMonitor(Minimal effort)
Manage Relationship
Closely
Keep Satisfied
InterestLow High
Low
High
Power
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy80
1 Analysis What do they need to know amp what do we want to say
1 Decide Communication Objectives2 Determine Vulnerabilities amp Issues3 Develop Key Messages4 Perform Stakeholder Analysis (interests concerns)
2 Design amp Build What methods and tools should we use
1 Build Communication Vehicles (reports websites etc)
3 Develop Plan Who How and When should they receive it
1 Develop Communication Plan 2 Update Overall Workplan for Communication Activities
4 Do it1 Execute Communication Plan2 Modify amp Adjust as needed
492018
41
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy81
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy82
1 Project Purpose
2 Objectives
3 Potential Issues
4 Key Messages
5 AudiencesStakeholders
6 Communication Vehicles
7 Communication Plan Matrix
8 Resources
492018
42
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy83
Planned the Work Now Work the Plan
But What IF (Risk Management)
85 of what PMs do is Communication
Stakeholder Management is Critical to Project
Success
Output ndash Unique product service delivery or
result
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy84
Those processes required to
track review and regulate the
progress and performance of
the project identify any areas in
which changes to the plan are
required and initiate the
corresponding changes
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
43
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy85
Is daily monitoring at the team level of resources tasks and schedule It is hellip
A vital component of tracking and managing progress
Managing the triple constraints
Relatively simple ldquouser friendlyrdquo and inexpensive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy86
Tasks
Requirements
Timing and performance
Resource utilization and outsourcing
Scope deliverables completion and product quality
Process improvement possibilities and lessons learned
Schedule and cost performance
492018
44
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy87
Initiate Assess Resolve CloseApprove
Senior team
a change
Senior team
member initiates
a change
Project manager
accepts or rejects
Project manager
accepts or rejects
change request
Change Analyst
makes assessment of
the change and gives
recommendations
Managers acceptChange Analyst
makes assessment of
the change and gives
recommendations
or reject the
change based on
the assessment
and
Managers accept
or reject the
change based on
the assessment
and
recommendations Project manager
creates and assigns
tasks if necessary
and updates project
plan
Document
closureReject
Accept
Accept
Reject
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy88
Project
Phase 1
Phase 2
Phase 3
Stage
Gate
Planning
Go No Go Decisions
492018
45
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy89
Today
Planned
Burned
Earned
Time
Co
st
CV
Planned
Finished
Actual
Finished
Late
Over
Budget
Cost Variance (CV) = Earned ndash Burned
Schedule Variance (SV) = Earned ndash Planned
SV
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy90
complete to date
Dashboard ndash scope quality time budget
Milestones and deliverables
Target revised complete
Budget
Approved spent to date estimated cost of work remaining estimated total cost
Major Risks amp Issues requiring reviewdecision
Accomplishments Plans for Next Period
492018
46
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy91
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
its
of
wo
rk 5050 rule
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy92
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
it o
f w
ork
5050 rule
5070 rule
492018
47
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy93
Status Reporting
Change Control
Earned Value
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy94
The process of finalizing all activities across all of the project process groups to formally close the project
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
48
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy95
Administrative Contract Closure
Acceptance and hand off
Staff re-deployment
Facilities and equipment decommissioning
Project Evaluation
Celebration
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Lesson Learned
versus
Post Implementation Reviews
492018
49
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy97
Close out activities
Knowledge Management Lessons Learned
Post Implementation Review
Close out Report
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy98
Dr Dale Christenson DPM PMP CMC
E-mail dchristensonpmcoeca
Web WWWPMCOECA
492018
26
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy52
Plan and hold an event
Start
492018
27
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy53
Task A Task BFSbull Finish to Start
bull Finish to Finish Task C
Task D
FF
bull Start to Start Task E
Task F
SS
bull Start to Finish Task G Task HSF
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy54
CP= the sequence of schedule activities that determines the duration of the project
CPM-the longest path through the project forms the critical path and is also the shortest time in which a project can be completed
CPM=Forward andor backward pass
492018
28
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy55
B
Start
A
C
Finish
E
F
D
2 frac12 day float
BD
2
1 8
3 4 5 6 7
In Days
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy56
Who does the work
Select project team
Roles and Responsibilities Matrix
RACI chart
Resources can be internal or external
492018
29
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy57
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy58
35 h
20 h 15 h
30 h 35 h 35 h
25 h
5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for Bob
Hou
rs W
ork
ed
Ove
rtim
e
492018
30
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy59
35 h
20 h 15 h
30 h 35 h 35 h
20 h5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for BobH
ou
rs W
ork
ed
Ove
rtim
e
5 h
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy60
Day 1 Day 2 Day 3 Day 4 Day 6Day 5
1 brick layer
to do 6 days
of work will
take 6 days
2 brick layer
to do 6 days
of work will
take 3 days
492018
31
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy61
The planned dates for performing schedule activities and the planned dates for meeting
schedule milestones
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy62
De-scoping
ndash Analyzing alternatives on the critical path to determine how to reduce the schedule for the least amount of cost
ndash Not always a viable alternative
Crashing
ndash Analyzing the critical path to determine where to reduce the schedule for the least amount of cost while bring extra resources on
ndash Not always a viable alternative
Fast-Tracking
ndash Phases or activities that would have normally being done in sequence are done in parallel
ndash Can result in rework and increased risk
ndash Requires 3 X the amount of planning
Least $
A B
B
492018
32
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy63
Estimating
Budget preparation
Forecasting
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy64
Co
st
Project target Cost
Time
Performance
Measurement
Baseline
Define the Work
Define the
Baseline Budget
Define the
Baseline ScheduleContingency
Budget
492018
33
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy65
Order of magnitude
Budget
Definitive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy66
Top down
Analogous
Parametric
Vendor bids
Bottom up
Detailed (piece by piece)
Three point or PERT
492018
34
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy67
The How
What is In and Out of Scope (detailed)
All the Work and only the Work
Network Diagram
Estimating
Critical Path
Output ndash Project Plan
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy68
Those processes performed
to complete the work
defined in the project
management plan to satisfy the project specifications
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
35
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy69
Destructive
Intervention
Constructive
Opportunity
Influence of
Stakeholders
and
Opportunity
to add value
Cost
Curve
$
Time
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy70
An uncertain event or condition
that if it occurs has a positive
or negative effect on one or
more of the project objectives
such as scope schedule
cost and quality
copyPMBOK regGuide Sixth Edition
492018
36
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy71
ldquoIncludes processes concerned with conducting risk
management planning identification analysis
responses and monitoring and control on a projectrdquo
copyPMBOK regGuide Sixth Edition
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Before the risk
Focus on prevention amp
planning
After the risk
Focus on recovery
Project
Start Project
Finish
Avoid Mitigate or Transfer Risks Use contingency plans
RiskManagement
492018
37
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy73
HighLow Impact
Hig
h
Low
Threaten
Failure
Minor
impactBig Impact if Occurs
ldquoEarthquakerdquo
Disruptive
ldquoDeath by
1000 cutsrdquo
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy74
Minimizes reactive crisis management
Increases likelihood of project success
Increases profitability
Prevents events impacting triple constraints
492018
38
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy75
1 Project Purpose
2 Objectives
3 Identified Risks
4 Risk Assessment
5 Risk Prevention
6 Risk Mitigation
7 Resources
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy76
492018
39
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy77
Work with your team and sponsor to identify stakeholders
Brainstorming works to develop a list that can be reviewed and finalized by the team
Key Stakeholders will usually emerge on their own
Stakeholders are persons and
organizations whose interests may be
positively or negatively affected by the
execution or completion of the project
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy78
Ask each stakeholder 2 questions
bullWhat are your three major expectations from this project
bullWhat are your three major concerns related to this project
492018
40
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy79
Keep InformedMonitor(Minimal effort)
Manage Relationship
Closely
Keep Satisfied
InterestLow High
Low
High
Power
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy80
1 Analysis What do they need to know amp what do we want to say
1 Decide Communication Objectives2 Determine Vulnerabilities amp Issues3 Develop Key Messages4 Perform Stakeholder Analysis (interests concerns)
2 Design amp Build What methods and tools should we use
1 Build Communication Vehicles (reports websites etc)
3 Develop Plan Who How and When should they receive it
1 Develop Communication Plan 2 Update Overall Workplan for Communication Activities
4 Do it1 Execute Communication Plan2 Modify amp Adjust as needed
492018
41
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy81
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy82
1 Project Purpose
2 Objectives
3 Potential Issues
4 Key Messages
5 AudiencesStakeholders
6 Communication Vehicles
7 Communication Plan Matrix
8 Resources
492018
42
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy83
Planned the Work Now Work the Plan
But What IF (Risk Management)
85 of what PMs do is Communication
Stakeholder Management is Critical to Project
Success
Output ndash Unique product service delivery or
result
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy84
Those processes required to
track review and regulate the
progress and performance of
the project identify any areas in
which changes to the plan are
required and initiate the
corresponding changes
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
43
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy85
Is daily monitoring at the team level of resources tasks and schedule It is hellip
A vital component of tracking and managing progress
Managing the triple constraints
Relatively simple ldquouser friendlyrdquo and inexpensive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy86
Tasks
Requirements
Timing and performance
Resource utilization and outsourcing
Scope deliverables completion and product quality
Process improvement possibilities and lessons learned
Schedule and cost performance
492018
44
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy87
Initiate Assess Resolve CloseApprove
Senior team
a change
Senior team
member initiates
a change
Project manager
accepts or rejects
Project manager
accepts or rejects
change request
Change Analyst
makes assessment of
the change and gives
recommendations
Managers acceptChange Analyst
makes assessment of
the change and gives
recommendations
or reject the
change based on
the assessment
and
Managers accept
or reject the
change based on
the assessment
and
recommendations Project manager
creates and assigns
tasks if necessary
and updates project
plan
Document
closureReject
Accept
Accept
Reject
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy88
Project
Phase 1
Phase 2
Phase 3
Stage
Gate
Planning
Go No Go Decisions
492018
45
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy89
Today
Planned
Burned
Earned
Time
Co
st
CV
Planned
Finished
Actual
Finished
Late
Over
Budget
Cost Variance (CV) = Earned ndash Burned
Schedule Variance (SV) = Earned ndash Planned
SV
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy90
complete to date
Dashboard ndash scope quality time budget
Milestones and deliverables
Target revised complete
Budget
Approved spent to date estimated cost of work remaining estimated total cost
Major Risks amp Issues requiring reviewdecision
Accomplishments Plans for Next Period
492018
46
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy91
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
its
of
wo
rk 5050 rule
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy92
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
it o
f w
ork
5050 rule
5070 rule
492018
47
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy93
Status Reporting
Change Control
Earned Value
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy94
The process of finalizing all activities across all of the project process groups to formally close the project
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
48
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy95
Administrative Contract Closure
Acceptance and hand off
Staff re-deployment
Facilities and equipment decommissioning
Project Evaluation
Celebration
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Lesson Learned
versus
Post Implementation Reviews
492018
49
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy97
Close out activities
Knowledge Management Lessons Learned
Post Implementation Review
Close out Report
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy98
Dr Dale Christenson DPM PMP CMC
E-mail dchristensonpmcoeca
Web WWWPMCOECA
492018
27
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy53
Task A Task BFSbull Finish to Start
bull Finish to Finish Task C
Task D
FF
bull Start to Start Task E
Task F
SS
bull Start to Finish Task G Task HSF
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy54
CP= the sequence of schedule activities that determines the duration of the project
CPM-the longest path through the project forms the critical path and is also the shortest time in which a project can be completed
CPM=Forward andor backward pass
492018
28
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy55
B
Start
A
C
Finish
E
F
D
2 frac12 day float
BD
2
1 8
3 4 5 6 7
In Days
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy56
Who does the work
Select project team
Roles and Responsibilities Matrix
RACI chart
Resources can be internal or external
492018
29
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy57
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy58
35 h
20 h 15 h
30 h 35 h 35 h
25 h
5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for Bob
Hou
rs W
ork
ed
Ove
rtim
e
492018
30
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy59
35 h
20 h 15 h
30 h 35 h 35 h
20 h5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for BobH
ou
rs W
ork
ed
Ove
rtim
e
5 h
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy60
Day 1 Day 2 Day 3 Day 4 Day 6Day 5
1 brick layer
to do 6 days
of work will
take 6 days
2 brick layer
to do 6 days
of work will
take 3 days
492018
31
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy61
The planned dates for performing schedule activities and the planned dates for meeting
schedule milestones
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy62
De-scoping
ndash Analyzing alternatives on the critical path to determine how to reduce the schedule for the least amount of cost
ndash Not always a viable alternative
Crashing
ndash Analyzing the critical path to determine where to reduce the schedule for the least amount of cost while bring extra resources on
ndash Not always a viable alternative
Fast-Tracking
ndash Phases or activities that would have normally being done in sequence are done in parallel
ndash Can result in rework and increased risk
ndash Requires 3 X the amount of planning
Least $
A B
B
492018
32
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy63
Estimating
Budget preparation
Forecasting
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy64
Co
st
Project target Cost
Time
Performance
Measurement
Baseline
Define the Work
Define the
Baseline Budget
Define the
Baseline ScheduleContingency
Budget
492018
33
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy65
Order of magnitude
Budget
Definitive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy66
Top down
Analogous
Parametric
Vendor bids
Bottom up
Detailed (piece by piece)
Three point or PERT
492018
34
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy67
The How
What is In and Out of Scope (detailed)
All the Work and only the Work
Network Diagram
Estimating
Critical Path
Output ndash Project Plan
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy68
Those processes performed
to complete the work
defined in the project
management plan to satisfy the project specifications
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
35
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy69
Destructive
Intervention
Constructive
Opportunity
Influence of
Stakeholders
and
Opportunity
to add value
Cost
Curve
$
Time
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy70
An uncertain event or condition
that if it occurs has a positive
or negative effect on one or
more of the project objectives
such as scope schedule
cost and quality
copyPMBOK regGuide Sixth Edition
492018
36
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy71
ldquoIncludes processes concerned with conducting risk
management planning identification analysis
responses and monitoring and control on a projectrdquo
copyPMBOK regGuide Sixth Edition
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Before the risk
Focus on prevention amp
planning
After the risk
Focus on recovery
Project
Start Project
Finish
Avoid Mitigate or Transfer Risks Use contingency plans
RiskManagement
492018
37
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy73
HighLow Impact
Hig
h
Low
Threaten
Failure
Minor
impactBig Impact if Occurs
ldquoEarthquakerdquo
Disruptive
ldquoDeath by
1000 cutsrdquo
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy74
Minimizes reactive crisis management
Increases likelihood of project success
Increases profitability
Prevents events impacting triple constraints
492018
38
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy75
1 Project Purpose
2 Objectives
3 Identified Risks
4 Risk Assessment
5 Risk Prevention
6 Risk Mitigation
7 Resources
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy76
492018
39
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy77
Work with your team and sponsor to identify stakeholders
Brainstorming works to develop a list that can be reviewed and finalized by the team
Key Stakeholders will usually emerge on their own
Stakeholders are persons and
organizations whose interests may be
positively or negatively affected by the
execution or completion of the project
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy78
Ask each stakeholder 2 questions
bullWhat are your three major expectations from this project
bullWhat are your three major concerns related to this project
492018
40
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy79
Keep InformedMonitor(Minimal effort)
Manage Relationship
Closely
Keep Satisfied
InterestLow High
Low
High
Power
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy80
1 Analysis What do they need to know amp what do we want to say
1 Decide Communication Objectives2 Determine Vulnerabilities amp Issues3 Develop Key Messages4 Perform Stakeholder Analysis (interests concerns)
2 Design amp Build What methods and tools should we use
1 Build Communication Vehicles (reports websites etc)
3 Develop Plan Who How and When should they receive it
1 Develop Communication Plan 2 Update Overall Workplan for Communication Activities
4 Do it1 Execute Communication Plan2 Modify amp Adjust as needed
492018
41
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy81
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy82
1 Project Purpose
2 Objectives
3 Potential Issues
4 Key Messages
5 AudiencesStakeholders
6 Communication Vehicles
7 Communication Plan Matrix
8 Resources
492018
42
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy83
Planned the Work Now Work the Plan
But What IF (Risk Management)
85 of what PMs do is Communication
Stakeholder Management is Critical to Project
Success
Output ndash Unique product service delivery or
result
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy84
Those processes required to
track review and regulate the
progress and performance of
the project identify any areas in
which changes to the plan are
required and initiate the
corresponding changes
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
43
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy85
Is daily monitoring at the team level of resources tasks and schedule It is hellip
A vital component of tracking and managing progress
Managing the triple constraints
Relatively simple ldquouser friendlyrdquo and inexpensive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy86
Tasks
Requirements
Timing and performance
Resource utilization and outsourcing
Scope deliverables completion and product quality
Process improvement possibilities and lessons learned
Schedule and cost performance
492018
44
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy87
Initiate Assess Resolve CloseApprove
Senior team
a change
Senior team
member initiates
a change
Project manager
accepts or rejects
Project manager
accepts or rejects
change request
Change Analyst
makes assessment of
the change and gives
recommendations
Managers acceptChange Analyst
makes assessment of
the change and gives
recommendations
or reject the
change based on
the assessment
and
Managers accept
or reject the
change based on
the assessment
and
recommendations Project manager
creates and assigns
tasks if necessary
and updates project
plan
Document
closureReject
Accept
Accept
Reject
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy88
Project
Phase 1
Phase 2
Phase 3
Stage
Gate
Planning
Go No Go Decisions
492018
45
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy89
Today
Planned
Burned
Earned
Time
Co
st
CV
Planned
Finished
Actual
Finished
Late
Over
Budget
Cost Variance (CV) = Earned ndash Burned
Schedule Variance (SV) = Earned ndash Planned
SV
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy90
complete to date
Dashboard ndash scope quality time budget
Milestones and deliverables
Target revised complete
Budget
Approved spent to date estimated cost of work remaining estimated total cost
Major Risks amp Issues requiring reviewdecision
Accomplishments Plans for Next Period
492018
46
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy91
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
its
of
wo
rk 5050 rule
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy92
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
it o
f w
ork
5050 rule
5070 rule
492018
47
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy93
Status Reporting
Change Control
Earned Value
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy94
The process of finalizing all activities across all of the project process groups to formally close the project
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
48
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy95
Administrative Contract Closure
Acceptance and hand off
Staff re-deployment
Facilities and equipment decommissioning
Project Evaluation
Celebration
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Lesson Learned
versus
Post Implementation Reviews
492018
49
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy97
Close out activities
Knowledge Management Lessons Learned
Post Implementation Review
Close out Report
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy98
Dr Dale Christenson DPM PMP CMC
E-mail dchristensonpmcoeca
Web WWWPMCOECA
492018
28
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy55
B
Start
A
C
Finish
E
F
D
2 frac12 day float
BD
2
1 8
3 4 5 6 7
In Days
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy56
Who does the work
Select project team
Roles and Responsibilities Matrix
RACI chart
Resources can be internal or external
492018
29
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy57
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy58
35 h
20 h 15 h
30 h 35 h 35 h
25 h
5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for Bob
Hou
rs W
ork
ed
Ove
rtim
e
492018
30
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy59
35 h
20 h 15 h
30 h 35 h 35 h
20 h5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for BobH
ou
rs W
ork
ed
Ove
rtim
e
5 h
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy60
Day 1 Day 2 Day 3 Day 4 Day 6Day 5
1 brick layer
to do 6 days
of work will
take 6 days
2 brick layer
to do 6 days
of work will
take 3 days
492018
31
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy61
The planned dates for performing schedule activities and the planned dates for meeting
schedule milestones
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy62
De-scoping
ndash Analyzing alternatives on the critical path to determine how to reduce the schedule for the least amount of cost
ndash Not always a viable alternative
Crashing
ndash Analyzing the critical path to determine where to reduce the schedule for the least amount of cost while bring extra resources on
ndash Not always a viable alternative
Fast-Tracking
ndash Phases or activities that would have normally being done in sequence are done in parallel
ndash Can result in rework and increased risk
ndash Requires 3 X the amount of planning
Least $
A B
B
492018
32
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy63
Estimating
Budget preparation
Forecasting
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy64
Co
st
Project target Cost
Time
Performance
Measurement
Baseline
Define the Work
Define the
Baseline Budget
Define the
Baseline ScheduleContingency
Budget
492018
33
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy65
Order of magnitude
Budget
Definitive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy66
Top down
Analogous
Parametric
Vendor bids
Bottom up
Detailed (piece by piece)
Three point or PERT
492018
34
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy67
The How
What is In and Out of Scope (detailed)
All the Work and only the Work
Network Diagram
Estimating
Critical Path
Output ndash Project Plan
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy68
Those processes performed
to complete the work
defined in the project
management plan to satisfy the project specifications
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
35
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy69
Destructive
Intervention
Constructive
Opportunity
Influence of
Stakeholders
and
Opportunity
to add value
Cost
Curve
$
Time
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy70
An uncertain event or condition
that if it occurs has a positive
or negative effect on one or
more of the project objectives
such as scope schedule
cost and quality
copyPMBOK regGuide Sixth Edition
492018
36
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy71
ldquoIncludes processes concerned with conducting risk
management planning identification analysis
responses and monitoring and control on a projectrdquo
copyPMBOK regGuide Sixth Edition
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Before the risk
Focus on prevention amp
planning
After the risk
Focus on recovery
Project
Start Project
Finish
Avoid Mitigate or Transfer Risks Use contingency plans
RiskManagement
492018
37
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy73
HighLow Impact
Hig
h
Low
Threaten
Failure
Minor
impactBig Impact if Occurs
ldquoEarthquakerdquo
Disruptive
ldquoDeath by
1000 cutsrdquo
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy74
Minimizes reactive crisis management
Increases likelihood of project success
Increases profitability
Prevents events impacting triple constraints
492018
38
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy75
1 Project Purpose
2 Objectives
3 Identified Risks
4 Risk Assessment
5 Risk Prevention
6 Risk Mitigation
7 Resources
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy76
492018
39
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy77
Work with your team and sponsor to identify stakeholders
Brainstorming works to develop a list that can be reviewed and finalized by the team
Key Stakeholders will usually emerge on their own
Stakeholders are persons and
organizations whose interests may be
positively or negatively affected by the
execution or completion of the project
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy78
Ask each stakeholder 2 questions
bullWhat are your three major expectations from this project
bullWhat are your three major concerns related to this project
492018
40
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy79
Keep InformedMonitor(Minimal effort)
Manage Relationship
Closely
Keep Satisfied
InterestLow High
Low
High
Power
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy80
1 Analysis What do they need to know amp what do we want to say
1 Decide Communication Objectives2 Determine Vulnerabilities amp Issues3 Develop Key Messages4 Perform Stakeholder Analysis (interests concerns)
2 Design amp Build What methods and tools should we use
1 Build Communication Vehicles (reports websites etc)
3 Develop Plan Who How and When should they receive it
1 Develop Communication Plan 2 Update Overall Workplan for Communication Activities
4 Do it1 Execute Communication Plan2 Modify amp Adjust as needed
492018
41
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy81
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy82
1 Project Purpose
2 Objectives
3 Potential Issues
4 Key Messages
5 AudiencesStakeholders
6 Communication Vehicles
7 Communication Plan Matrix
8 Resources
492018
42
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy83
Planned the Work Now Work the Plan
But What IF (Risk Management)
85 of what PMs do is Communication
Stakeholder Management is Critical to Project
Success
Output ndash Unique product service delivery or
result
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy84
Those processes required to
track review and regulate the
progress and performance of
the project identify any areas in
which changes to the plan are
required and initiate the
corresponding changes
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
43
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy85
Is daily monitoring at the team level of resources tasks and schedule It is hellip
A vital component of tracking and managing progress
Managing the triple constraints
Relatively simple ldquouser friendlyrdquo and inexpensive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy86
Tasks
Requirements
Timing and performance
Resource utilization and outsourcing
Scope deliverables completion and product quality
Process improvement possibilities and lessons learned
Schedule and cost performance
492018
44
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy87
Initiate Assess Resolve CloseApprove
Senior team
a change
Senior team
member initiates
a change
Project manager
accepts or rejects
Project manager
accepts or rejects
change request
Change Analyst
makes assessment of
the change and gives
recommendations
Managers acceptChange Analyst
makes assessment of
the change and gives
recommendations
or reject the
change based on
the assessment
and
Managers accept
or reject the
change based on
the assessment
and
recommendations Project manager
creates and assigns
tasks if necessary
and updates project
plan
Document
closureReject
Accept
Accept
Reject
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy88
Project
Phase 1
Phase 2
Phase 3
Stage
Gate
Planning
Go No Go Decisions
492018
45
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy89
Today
Planned
Burned
Earned
Time
Co
st
CV
Planned
Finished
Actual
Finished
Late
Over
Budget
Cost Variance (CV) = Earned ndash Burned
Schedule Variance (SV) = Earned ndash Planned
SV
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy90
complete to date
Dashboard ndash scope quality time budget
Milestones and deliverables
Target revised complete
Budget
Approved spent to date estimated cost of work remaining estimated total cost
Major Risks amp Issues requiring reviewdecision
Accomplishments Plans for Next Period
492018
46
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy91
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
its
of
wo
rk 5050 rule
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy92
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
it o
f w
ork
5050 rule
5070 rule
492018
47
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy93
Status Reporting
Change Control
Earned Value
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy94
The process of finalizing all activities across all of the project process groups to formally close the project
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
48
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy95
Administrative Contract Closure
Acceptance and hand off
Staff re-deployment
Facilities and equipment decommissioning
Project Evaluation
Celebration
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Lesson Learned
versus
Post Implementation Reviews
492018
49
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy97
Close out activities
Knowledge Management Lessons Learned
Post Implementation Review
Close out Report
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy98
Dr Dale Christenson DPM PMP CMC
E-mail dchristensonpmcoeca
Web WWWPMCOECA
492018
29
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy57
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy58
35 h
20 h 15 h
30 h 35 h 35 h
25 h
5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for Bob
Hou
rs W
ork
ed
Ove
rtim
e
492018
30
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy59
35 h
20 h 15 h
30 h 35 h 35 h
20 h5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for BobH
ou
rs W
ork
ed
Ove
rtim
e
5 h
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy60
Day 1 Day 2 Day 3 Day 4 Day 6Day 5
1 brick layer
to do 6 days
of work will
take 6 days
2 brick layer
to do 6 days
of work will
take 3 days
492018
31
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy61
The planned dates for performing schedule activities and the planned dates for meeting
schedule milestones
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy62
De-scoping
ndash Analyzing alternatives on the critical path to determine how to reduce the schedule for the least amount of cost
ndash Not always a viable alternative
Crashing
ndash Analyzing the critical path to determine where to reduce the schedule for the least amount of cost while bring extra resources on
ndash Not always a viable alternative
Fast-Tracking
ndash Phases or activities that would have normally being done in sequence are done in parallel
ndash Can result in rework and increased risk
ndash Requires 3 X the amount of planning
Least $
A B
B
492018
32
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy63
Estimating
Budget preparation
Forecasting
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy64
Co
st
Project target Cost
Time
Performance
Measurement
Baseline
Define the Work
Define the
Baseline Budget
Define the
Baseline ScheduleContingency
Budget
492018
33
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy65
Order of magnitude
Budget
Definitive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy66
Top down
Analogous
Parametric
Vendor bids
Bottom up
Detailed (piece by piece)
Three point or PERT
492018
34
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy67
The How
What is In and Out of Scope (detailed)
All the Work and only the Work
Network Diagram
Estimating
Critical Path
Output ndash Project Plan
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy68
Those processes performed
to complete the work
defined in the project
management plan to satisfy the project specifications
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
35
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy69
Destructive
Intervention
Constructive
Opportunity
Influence of
Stakeholders
and
Opportunity
to add value
Cost
Curve
$
Time
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy70
An uncertain event or condition
that if it occurs has a positive
or negative effect on one or
more of the project objectives
such as scope schedule
cost and quality
copyPMBOK regGuide Sixth Edition
492018
36
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy71
ldquoIncludes processes concerned with conducting risk
management planning identification analysis
responses and monitoring and control on a projectrdquo
copyPMBOK regGuide Sixth Edition
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Before the risk
Focus on prevention amp
planning
After the risk
Focus on recovery
Project
Start Project
Finish
Avoid Mitigate or Transfer Risks Use contingency plans
RiskManagement
492018
37
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy73
HighLow Impact
Hig
h
Low
Threaten
Failure
Minor
impactBig Impact if Occurs
ldquoEarthquakerdquo
Disruptive
ldquoDeath by
1000 cutsrdquo
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy74
Minimizes reactive crisis management
Increases likelihood of project success
Increases profitability
Prevents events impacting triple constraints
492018
38
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy75
1 Project Purpose
2 Objectives
3 Identified Risks
4 Risk Assessment
5 Risk Prevention
6 Risk Mitigation
7 Resources
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy76
492018
39
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy77
Work with your team and sponsor to identify stakeholders
Brainstorming works to develop a list that can be reviewed and finalized by the team
Key Stakeholders will usually emerge on their own
Stakeholders are persons and
organizations whose interests may be
positively or negatively affected by the
execution or completion of the project
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy78
Ask each stakeholder 2 questions
bullWhat are your three major expectations from this project
bullWhat are your three major concerns related to this project
492018
40
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy79
Keep InformedMonitor(Minimal effort)
Manage Relationship
Closely
Keep Satisfied
InterestLow High
Low
High
Power
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy80
1 Analysis What do they need to know amp what do we want to say
1 Decide Communication Objectives2 Determine Vulnerabilities amp Issues3 Develop Key Messages4 Perform Stakeholder Analysis (interests concerns)
2 Design amp Build What methods and tools should we use
1 Build Communication Vehicles (reports websites etc)
3 Develop Plan Who How and When should they receive it
1 Develop Communication Plan 2 Update Overall Workplan for Communication Activities
4 Do it1 Execute Communication Plan2 Modify amp Adjust as needed
492018
41
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy81
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy82
1 Project Purpose
2 Objectives
3 Potential Issues
4 Key Messages
5 AudiencesStakeholders
6 Communication Vehicles
7 Communication Plan Matrix
8 Resources
492018
42
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy83
Planned the Work Now Work the Plan
But What IF (Risk Management)
85 of what PMs do is Communication
Stakeholder Management is Critical to Project
Success
Output ndash Unique product service delivery or
result
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy84
Those processes required to
track review and regulate the
progress and performance of
the project identify any areas in
which changes to the plan are
required and initiate the
corresponding changes
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
43
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy85
Is daily monitoring at the team level of resources tasks and schedule It is hellip
A vital component of tracking and managing progress
Managing the triple constraints
Relatively simple ldquouser friendlyrdquo and inexpensive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy86
Tasks
Requirements
Timing and performance
Resource utilization and outsourcing
Scope deliverables completion and product quality
Process improvement possibilities and lessons learned
Schedule and cost performance
492018
44
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy87
Initiate Assess Resolve CloseApprove
Senior team
a change
Senior team
member initiates
a change
Project manager
accepts or rejects
Project manager
accepts or rejects
change request
Change Analyst
makes assessment of
the change and gives
recommendations
Managers acceptChange Analyst
makes assessment of
the change and gives
recommendations
or reject the
change based on
the assessment
and
Managers accept
or reject the
change based on
the assessment
and
recommendations Project manager
creates and assigns
tasks if necessary
and updates project
plan
Document
closureReject
Accept
Accept
Reject
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy88
Project
Phase 1
Phase 2
Phase 3
Stage
Gate
Planning
Go No Go Decisions
492018
45
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy89
Today
Planned
Burned
Earned
Time
Co
st
CV
Planned
Finished
Actual
Finished
Late
Over
Budget
Cost Variance (CV) = Earned ndash Burned
Schedule Variance (SV) = Earned ndash Planned
SV
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy90
complete to date
Dashboard ndash scope quality time budget
Milestones and deliverables
Target revised complete
Budget
Approved spent to date estimated cost of work remaining estimated total cost
Major Risks amp Issues requiring reviewdecision
Accomplishments Plans for Next Period
492018
46
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy91
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
its
of
wo
rk 5050 rule
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy92
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
it o
f w
ork
5050 rule
5070 rule
492018
47
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy93
Status Reporting
Change Control
Earned Value
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy94
The process of finalizing all activities across all of the project process groups to formally close the project
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
48
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy95
Administrative Contract Closure
Acceptance and hand off
Staff re-deployment
Facilities and equipment decommissioning
Project Evaluation
Celebration
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Lesson Learned
versus
Post Implementation Reviews
492018
49
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy97
Close out activities
Knowledge Management Lessons Learned
Post Implementation Review
Close out Report
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy98
Dr Dale Christenson DPM PMP CMC
E-mail dchristensonpmcoeca
Web WWWPMCOECA
492018
30
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy59
35 h
20 h 15 h
30 h 35 h 35 h
20 h5 h
0
20
40
60
80
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Resource Utilization for BobH
ou
rs W
ork
ed
Ove
rtim
e
5 h
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy60
Day 1 Day 2 Day 3 Day 4 Day 6Day 5
1 brick layer
to do 6 days
of work will
take 6 days
2 brick layer
to do 6 days
of work will
take 3 days
492018
31
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy61
The planned dates for performing schedule activities and the planned dates for meeting
schedule milestones
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy62
De-scoping
ndash Analyzing alternatives on the critical path to determine how to reduce the schedule for the least amount of cost
ndash Not always a viable alternative
Crashing
ndash Analyzing the critical path to determine where to reduce the schedule for the least amount of cost while bring extra resources on
ndash Not always a viable alternative
Fast-Tracking
ndash Phases or activities that would have normally being done in sequence are done in parallel
ndash Can result in rework and increased risk
ndash Requires 3 X the amount of planning
Least $
A B
B
492018
32
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy63
Estimating
Budget preparation
Forecasting
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy64
Co
st
Project target Cost
Time
Performance
Measurement
Baseline
Define the Work
Define the
Baseline Budget
Define the
Baseline ScheduleContingency
Budget
492018
33
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy65
Order of magnitude
Budget
Definitive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy66
Top down
Analogous
Parametric
Vendor bids
Bottom up
Detailed (piece by piece)
Three point or PERT
492018
34
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy67
The How
What is In and Out of Scope (detailed)
All the Work and only the Work
Network Diagram
Estimating
Critical Path
Output ndash Project Plan
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy68
Those processes performed
to complete the work
defined in the project
management plan to satisfy the project specifications
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
35
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy69
Destructive
Intervention
Constructive
Opportunity
Influence of
Stakeholders
and
Opportunity
to add value
Cost
Curve
$
Time
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy70
An uncertain event or condition
that if it occurs has a positive
or negative effect on one or
more of the project objectives
such as scope schedule
cost and quality
copyPMBOK regGuide Sixth Edition
492018
36
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy71
ldquoIncludes processes concerned with conducting risk
management planning identification analysis
responses and monitoring and control on a projectrdquo
copyPMBOK regGuide Sixth Edition
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Before the risk
Focus on prevention amp
planning
After the risk
Focus on recovery
Project
Start Project
Finish
Avoid Mitigate or Transfer Risks Use contingency plans
RiskManagement
492018
37
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy73
HighLow Impact
Hig
h
Low
Threaten
Failure
Minor
impactBig Impact if Occurs
ldquoEarthquakerdquo
Disruptive
ldquoDeath by
1000 cutsrdquo
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy74
Minimizes reactive crisis management
Increases likelihood of project success
Increases profitability
Prevents events impacting triple constraints
492018
38
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy75
1 Project Purpose
2 Objectives
3 Identified Risks
4 Risk Assessment
5 Risk Prevention
6 Risk Mitigation
7 Resources
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy76
492018
39
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy77
Work with your team and sponsor to identify stakeholders
Brainstorming works to develop a list that can be reviewed and finalized by the team
Key Stakeholders will usually emerge on their own
Stakeholders are persons and
organizations whose interests may be
positively or negatively affected by the
execution or completion of the project
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy78
Ask each stakeholder 2 questions
bullWhat are your three major expectations from this project
bullWhat are your three major concerns related to this project
492018
40
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy79
Keep InformedMonitor(Minimal effort)
Manage Relationship
Closely
Keep Satisfied
InterestLow High
Low
High
Power
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy80
1 Analysis What do they need to know amp what do we want to say
1 Decide Communication Objectives2 Determine Vulnerabilities amp Issues3 Develop Key Messages4 Perform Stakeholder Analysis (interests concerns)
2 Design amp Build What methods and tools should we use
1 Build Communication Vehicles (reports websites etc)
3 Develop Plan Who How and When should they receive it
1 Develop Communication Plan 2 Update Overall Workplan for Communication Activities
4 Do it1 Execute Communication Plan2 Modify amp Adjust as needed
492018
41
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy81
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy82
1 Project Purpose
2 Objectives
3 Potential Issues
4 Key Messages
5 AudiencesStakeholders
6 Communication Vehicles
7 Communication Plan Matrix
8 Resources
492018
42
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy83
Planned the Work Now Work the Plan
But What IF (Risk Management)
85 of what PMs do is Communication
Stakeholder Management is Critical to Project
Success
Output ndash Unique product service delivery or
result
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy84
Those processes required to
track review and regulate the
progress and performance of
the project identify any areas in
which changes to the plan are
required and initiate the
corresponding changes
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
43
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy85
Is daily monitoring at the team level of resources tasks and schedule It is hellip
A vital component of tracking and managing progress
Managing the triple constraints
Relatively simple ldquouser friendlyrdquo and inexpensive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy86
Tasks
Requirements
Timing and performance
Resource utilization and outsourcing
Scope deliverables completion and product quality
Process improvement possibilities and lessons learned
Schedule and cost performance
492018
44
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy87
Initiate Assess Resolve CloseApprove
Senior team
a change
Senior team
member initiates
a change
Project manager
accepts or rejects
Project manager
accepts or rejects
change request
Change Analyst
makes assessment of
the change and gives
recommendations
Managers acceptChange Analyst
makes assessment of
the change and gives
recommendations
or reject the
change based on
the assessment
and
Managers accept
or reject the
change based on
the assessment
and
recommendations Project manager
creates and assigns
tasks if necessary
and updates project
plan
Document
closureReject
Accept
Accept
Reject
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy88
Project
Phase 1
Phase 2
Phase 3
Stage
Gate
Planning
Go No Go Decisions
492018
45
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy89
Today
Planned
Burned
Earned
Time
Co
st
CV
Planned
Finished
Actual
Finished
Late
Over
Budget
Cost Variance (CV) = Earned ndash Burned
Schedule Variance (SV) = Earned ndash Planned
SV
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy90
complete to date
Dashboard ndash scope quality time budget
Milestones and deliverables
Target revised complete
Budget
Approved spent to date estimated cost of work remaining estimated total cost
Major Risks amp Issues requiring reviewdecision
Accomplishments Plans for Next Period
492018
46
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy91
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
its
of
wo
rk 5050 rule
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy92
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
it o
f w
ork
5050 rule
5070 rule
492018
47
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy93
Status Reporting
Change Control
Earned Value
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy94
The process of finalizing all activities across all of the project process groups to formally close the project
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
48
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy95
Administrative Contract Closure
Acceptance and hand off
Staff re-deployment
Facilities and equipment decommissioning
Project Evaluation
Celebration
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Lesson Learned
versus
Post Implementation Reviews
492018
49
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy97
Close out activities
Knowledge Management Lessons Learned
Post Implementation Review
Close out Report
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy98
Dr Dale Christenson DPM PMP CMC
E-mail dchristensonpmcoeca
Web WWWPMCOECA
492018
31
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy61
The planned dates for performing schedule activities and the planned dates for meeting
schedule milestones
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy62
De-scoping
ndash Analyzing alternatives on the critical path to determine how to reduce the schedule for the least amount of cost
ndash Not always a viable alternative
Crashing
ndash Analyzing the critical path to determine where to reduce the schedule for the least amount of cost while bring extra resources on
ndash Not always a viable alternative
Fast-Tracking
ndash Phases or activities that would have normally being done in sequence are done in parallel
ndash Can result in rework and increased risk
ndash Requires 3 X the amount of planning
Least $
A B
B
492018
32
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy63
Estimating
Budget preparation
Forecasting
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy64
Co
st
Project target Cost
Time
Performance
Measurement
Baseline
Define the Work
Define the
Baseline Budget
Define the
Baseline ScheduleContingency
Budget
492018
33
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy65
Order of magnitude
Budget
Definitive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy66
Top down
Analogous
Parametric
Vendor bids
Bottom up
Detailed (piece by piece)
Three point or PERT
492018
34
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy67
The How
What is In and Out of Scope (detailed)
All the Work and only the Work
Network Diagram
Estimating
Critical Path
Output ndash Project Plan
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy68
Those processes performed
to complete the work
defined in the project
management plan to satisfy the project specifications
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
35
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy69
Destructive
Intervention
Constructive
Opportunity
Influence of
Stakeholders
and
Opportunity
to add value
Cost
Curve
$
Time
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy70
An uncertain event or condition
that if it occurs has a positive
or negative effect on one or
more of the project objectives
such as scope schedule
cost and quality
copyPMBOK regGuide Sixth Edition
492018
36
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy71
ldquoIncludes processes concerned with conducting risk
management planning identification analysis
responses and monitoring and control on a projectrdquo
copyPMBOK regGuide Sixth Edition
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Before the risk
Focus on prevention amp
planning
After the risk
Focus on recovery
Project
Start Project
Finish
Avoid Mitigate or Transfer Risks Use contingency plans
RiskManagement
492018
37
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy73
HighLow Impact
Hig
h
Low
Threaten
Failure
Minor
impactBig Impact if Occurs
ldquoEarthquakerdquo
Disruptive
ldquoDeath by
1000 cutsrdquo
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy74
Minimizes reactive crisis management
Increases likelihood of project success
Increases profitability
Prevents events impacting triple constraints
492018
38
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy75
1 Project Purpose
2 Objectives
3 Identified Risks
4 Risk Assessment
5 Risk Prevention
6 Risk Mitigation
7 Resources
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy76
492018
39
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy77
Work with your team and sponsor to identify stakeholders
Brainstorming works to develop a list that can be reviewed and finalized by the team
Key Stakeholders will usually emerge on their own
Stakeholders are persons and
organizations whose interests may be
positively or negatively affected by the
execution or completion of the project
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy78
Ask each stakeholder 2 questions
bullWhat are your three major expectations from this project
bullWhat are your three major concerns related to this project
492018
40
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy79
Keep InformedMonitor(Minimal effort)
Manage Relationship
Closely
Keep Satisfied
InterestLow High
Low
High
Power
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy80
1 Analysis What do they need to know amp what do we want to say
1 Decide Communication Objectives2 Determine Vulnerabilities amp Issues3 Develop Key Messages4 Perform Stakeholder Analysis (interests concerns)
2 Design amp Build What methods and tools should we use
1 Build Communication Vehicles (reports websites etc)
3 Develop Plan Who How and When should they receive it
1 Develop Communication Plan 2 Update Overall Workplan for Communication Activities
4 Do it1 Execute Communication Plan2 Modify amp Adjust as needed
492018
41
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy81
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy82
1 Project Purpose
2 Objectives
3 Potential Issues
4 Key Messages
5 AudiencesStakeholders
6 Communication Vehicles
7 Communication Plan Matrix
8 Resources
492018
42
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy83
Planned the Work Now Work the Plan
But What IF (Risk Management)
85 of what PMs do is Communication
Stakeholder Management is Critical to Project
Success
Output ndash Unique product service delivery or
result
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy84
Those processes required to
track review and regulate the
progress and performance of
the project identify any areas in
which changes to the plan are
required and initiate the
corresponding changes
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
43
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy85
Is daily monitoring at the team level of resources tasks and schedule It is hellip
A vital component of tracking and managing progress
Managing the triple constraints
Relatively simple ldquouser friendlyrdquo and inexpensive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy86
Tasks
Requirements
Timing and performance
Resource utilization and outsourcing
Scope deliverables completion and product quality
Process improvement possibilities and lessons learned
Schedule and cost performance
492018
44
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy87
Initiate Assess Resolve CloseApprove
Senior team
a change
Senior team
member initiates
a change
Project manager
accepts or rejects
Project manager
accepts or rejects
change request
Change Analyst
makes assessment of
the change and gives
recommendations
Managers acceptChange Analyst
makes assessment of
the change and gives
recommendations
or reject the
change based on
the assessment
and
Managers accept
or reject the
change based on
the assessment
and
recommendations Project manager
creates and assigns
tasks if necessary
and updates project
plan
Document
closureReject
Accept
Accept
Reject
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy88
Project
Phase 1
Phase 2
Phase 3
Stage
Gate
Planning
Go No Go Decisions
492018
45
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy89
Today
Planned
Burned
Earned
Time
Co
st
CV
Planned
Finished
Actual
Finished
Late
Over
Budget
Cost Variance (CV) = Earned ndash Burned
Schedule Variance (SV) = Earned ndash Planned
SV
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy90
complete to date
Dashboard ndash scope quality time budget
Milestones and deliverables
Target revised complete
Budget
Approved spent to date estimated cost of work remaining estimated total cost
Major Risks amp Issues requiring reviewdecision
Accomplishments Plans for Next Period
492018
46
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy91
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
its
of
wo
rk 5050 rule
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy92
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
it o
f w
ork
5050 rule
5070 rule
492018
47
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy93
Status Reporting
Change Control
Earned Value
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy94
The process of finalizing all activities across all of the project process groups to formally close the project
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
48
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy95
Administrative Contract Closure
Acceptance and hand off
Staff re-deployment
Facilities and equipment decommissioning
Project Evaluation
Celebration
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Lesson Learned
versus
Post Implementation Reviews
492018
49
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy97
Close out activities
Knowledge Management Lessons Learned
Post Implementation Review
Close out Report
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy98
Dr Dale Christenson DPM PMP CMC
E-mail dchristensonpmcoeca
Web WWWPMCOECA
492018
32
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy63
Estimating
Budget preparation
Forecasting
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy64
Co
st
Project target Cost
Time
Performance
Measurement
Baseline
Define the Work
Define the
Baseline Budget
Define the
Baseline ScheduleContingency
Budget
492018
33
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy65
Order of magnitude
Budget
Definitive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy66
Top down
Analogous
Parametric
Vendor bids
Bottom up
Detailed (piece by piece)
Three point or PERT
492018
34
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy67
The How
What is In and Out of Scope (detailed)
All the Work and only the Work
Network Diagram
Estimating
Critical Path
Output ndash Project Plan
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy68
Those processes performed
to complete the work
defined in the project
management plan to satisfy the project specifications
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
35
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy69
Destructive
Intervention
Constructive
Opportunity
Influence of
Stakeholders
and
Opportunity
to add value
Cost
Curve
$
Time
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy70
An uncertain event or condition
that if it occurs has a positive
or negative effect on one or
more of the project objectives
such as scope schedule
cost and quality
copyPMBOK regGuide Sixth Edition
492018
36
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy71
ldquoIncludes processes concerned with conducting risk
management planning identification analysis
responses and monitoring and control on a projectrdquo
copyPMBOK regGuide Sixth Edition
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Before the risk
Focus on prevention amp
planning
After the risk
Focus on recovery
Project
Start Project
Finish
Avoid Mitigate or Transfer Risks Use contingency plans
RiskManagement
492018
37
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy73
HighLow Impact
Hig
h
Low
Threaten
Failure
Minor
impactBig Impact if Occurs
ldquoEarthquakerdquo
Disruptive
ldquoDeath by
1000 cutsrdquo
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy74
Minimizes reactive crisis management
Increases likelihood of project success
Increases profitability
Prevents events impacting triple constraints
492018
38
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy75
1 Project Purpose
2 Objectives
3 Identified Risks
4 Risk Assessment
5 Risk Prevention
6 Risk Mitigation
7 Resources
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy76
492018
39
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy77
Work with your team and sponsor to identify stakeholders
Brainstorming works to develop a list that can be reviewed and finalized by the team
Key Stakeholders will usually emerge on their own
Stakeholders are persons and
organizations whose interests may be
positively or negatively affected by the
execution or completion of the project
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy78
Ask each stakeholder 2 questions
bullWhat are your three major expectations from this project
bullWhat are your three major concerns related to this project
492018
40
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy79
Keep InformedMonitor(Minimal effort)
Manage Relationship
Closely
Keep Satisfied
InterestLow High
Low
High
Power
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy80
1 Analysis What do they need to know amp what do we want to say
1 Decide Communication Objectives2 Determine Vulnerabilities amp Issues3 Develop Key Messages4 Perform Stakeholder Analysis (interests concerns)
2 Design amp Build What methods and tools should we use
1 Build Communication Vehicles (reports websites etc)
3 Develop Plan Who How and When should they receive it
1 Develop Communication Plan 2 Update Overall Workplan for Communication Activities
4 Do it1 Execute Communication Plan2 Modify amp Adjust as needed
492018
41
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy81
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy82
1 Project Purpose
2 Objectives
3 Potential Issues
4 Key Messages
5 AudiencesStakeholders
6 Communication Vehicles
7 Communication Plan Matrix
8 Resources
492018
42
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy83
Planned the Work Now Work the Plan
But What IF (Risk Management)
85 of what PMs do is Communication
Stakeholder Management is Critical to Project
Success
Output ndash Unique product service delivery or
result
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy84
Those processes required to
track review and regulate the
progress and performance of
the project identify any areas in
which changes to the plan are
required and initiate the
corresponding changes
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
43
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy85
Is daily monitoring at the team level of resources tasks and schedule It is hellip
A vital component of tracking and managing progress
Managing the triple constraints
Relatively simple ldquouser friendlyrdquo and inexpensive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy86
Tasks
Requirements
Timing and performance
Resource utilization and outsourcing
Scope deliverables completion and product quality
Process improvement possibilities and lessons learned
Schedule and cost performance
492018
44
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy87
Initiate Assess Resolve CloseApprove
Senior team
a change
Senior team
member initiates
a change
Project manager
accepts or rejects
Project manager
accepts or rejects
change request
Change Analyst
makes assessment of
the change and gives
recommendations
Managers acceptChange Analyst
makes assessment of
the change and gives
recommendations
or reject the
change based on
the assessment
and
Managers accept
or reject the
change based on
the assessment
and
recommendations Project manager
creates and assigns
tasks if necessary
and updates project
plan
Document
closureReject
Accept
Accept
Reject
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy88
Project
Phase 1
Phase 2
Phase 3
Stage
Gate
Planning
Go No Go Decisions
492018
45
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy89
Today
Planned
Burned
Earned
Time
Co
st
CV
Planned
Finished
Actual
Finished
Late
Over
Budget
Cost Variance (CV) = Earned ndash Burned
Schedule Variance (SV) = Earned ndash Planned
SV
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy90
complete to date
Dashboard ndash scope quality time budget
Milestones and deliverables
Target revised complete
Budget
Approved spent to date estimated cost of work remaining estimated total cost
Major Risks amp Issues requiring reviewdecision
Accomplishments Plans for Next Period
492018
46
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy91
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
its
of
wo
rk 5050 rule
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy92
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
it o
f w
ork
5050 rule
5070 rule
492018
47
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy93
Status Reporting
Change Control
Earned Value
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy94
The process of finalizing all activities across all of the project process groups to formally close the project
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
48
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy95
Administrative Contract Closure
Acceptance and hand off
Staff re-deployment
Facilities and equipment decommissioning
Project Evaluation
Celebration
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Lesson Learned
versus
Post Implementation Reviews
492018
49
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy97
Close out activities
Knowledge Management Lessons Learned
Post Implementation Review
Close out Report
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy98
Dr Dale Christenson DPM PMP CMC
E-mail dchristensonpmcoeca
Web WWWPMCOECA
492018
33
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy65
Order of magnitude
Budget
Definitive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy66
Top down
Analogous
Parametric
Vendor bids
Bottom up
Detailed (piece by piece)
Three point or PERT
492018
34
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy67
The How
What is In and Out of Scope (detailed)
All the Work and only the Work
Network Diagram
Estimating
Critical Path
Output ndash Project Plan
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy68
Those processes performed
to complete the work
defined in the project
management plan to satisfy the project specifications
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
35
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy69
Destructive
Intervention
Constructive
Opportunity
Influence of
Stakeholders
and
Opportunity
to add value
Cost
Curve
$
Time
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy70
An uncertain event or condition
that if it occurs has a positive
or negative effect on one or
more of the project objectives
such as scope schedule
cost and quality
copyPMBOK regGuide Sixth Edition
492018
36
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy71
ldquoIncludes processes concerned with conducting risk
management planning identification analysis
responses and monitoring and control on a projectrdquo
copyPMBOK regGuide Sixth Edition
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Before the risk
Focus on prevention amp
planning
After the risk
Focus on recovery
Project
Start Project
Finish
Avoid Mitigate or Transfer Risks Use contingency plans
RiskManagement
492018
37
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy73
HighLow Impact
Hig
h
Low
Threaten
Failure
Minor
impactBig Impact if Occurs
ldquoEarthquakerdquo
Disruptive
ldquoDeath by
1000 cutsrdquo
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy74
Minimizes reactive crisis management
Increases likelihood of project success
Increases profitability
Prevents events impacting triple constraints
492018
38
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy75
1 Project Purpose
2 Objectives
3 Identified Risks
4 Risk Assessment
5 Risk Prevention
6 Risk Mitigation
7 Resources
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy76
492018
39
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy77
Work with your team and sponsor to identify stakeholders
Brainstorming works to develop a list that can be reviewed and finalized by the team
Key Stakeholders will usually emerge on their own
Stakeholders are persons and
organizations whose interests may be
positively or negatively affected by the
execution or completion of the project
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy78
Ask each stakeholder 2 questions
bullWhat are your three major expectations from this project
bullWhat are your three major concerns related to this project
492018
40
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy79
Keep InformedMonitor(Minimal effort)
Manage Relationship
Closely
Keep Satisfied
InterestLow High
Low
High
Power
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy80
1 Analysis What do they need to know amp what do we want to say
1 Decide Communication Objectives2 Determine Vulnerabilities amp Issues3 Develop Key Messages4 Perform Stakeholder Analysis (interests concerns)
2 Design amp Build What methods and tools should we use
1 Build Communication Vehicles (reports websites etc)
3 Develop Plan Who How and When should they receive it
1 Develop Communication Plan 2 Update Overall Workplan for Communication Activities
4 Do it1 Execute Communication Plan2 Modify amp Adjust as needed
492018
41
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy81
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy82
1 Project Purpose
2 Objectives
3 Potential Issues
4 Key Messages
5 AudiencesStakeholders
6 Communication Vehicles
7 Communication Plan Matrix
8 Resources
492018
42
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy83
Planned the Work Now Work the Plan
But What IF (Risk Management)
85 of what PMs do is Communication
Stakeholder Management is Critical to Project
Success
Output ndash Unique product service delivery or
result
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy84
Those processes required to
track review and regulate the
progress and performance of
the project identify any areas in
which changes to the plan are
required and initiate the
corresponding changes
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
43
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy85
Is daily monitoring at the team level of resources tasks and schedule It is hellip
A vital component of tracking and managing progress
Managing the triple constraints
Relatively simple ldquouser friendlyrdquo and inexpensive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy86
Tasks
Requirements
Timing and performance
Resource utilization and outsourcing
Scope deliverables completion and product quality
Process improvement possibilities and lessons learned
Schedule and cost performance
492018
44
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy87
Initiate Assess Resolve CloseApprove
Senior team
a change
Senior team
member initiates
a change
Project manager
accepts or rejects
Project manager
accepts or rejects
change request
Change Analyst
makes assessment of
the change and gives
recommendations
Managers acceptChange Analyst
makes assessment of
the change and gives
recommendations
or reject the
change based on
the assessment
and
Managers accept
or reject the
change based on
the assessment
and
recommendations Project manager
creates and assigns
tasks if necessary
and updates project
plan
Document
closureReject
Accept
Accept
Reject
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy88
Project
Phase 1
Phase 2
Phase 3
Stage
Gate
Planning
Go No Go Decisions
492018
45
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy89
Today
Planned
Burned
Earned
Time
Co
st
CV
Planned
Finished
Actual
Finished
Late
Over
Budget
Cost Variance (CV) = Earned ndash Burned
Schedule Variance (SV) = Earned ndash Planned
SV
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy90
complete to date
Dashboard ndash scope quality time budget
Milestones and deliverables
Target revised complete
Budget
Approved spent to date estimated cost of work remaining estimated total cost
Major Risks amp Issues requiring reviewdecision
Accomplishments Plans for Next Period
492018
46
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy91
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
its
of
wo
rk 5050 rule
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy92
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
it o
f w
ork
5050 rule
5070 rule
492018
47
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy93
Status Reporting
Change Control
Earned Value
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy94
The process of finalizing all activities across all of the project process groups to formally close the project
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
48
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy95
Administrative Contract Closure
Acceptance and hand off
Staff re-deployment
Facilities and equipment decommissioning
Project Evaluation
Celebration
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Lesson Learned
versus
Post Implementation Reviews
492018
49
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy97
Close out activities
Knowledge Management Lessons Learned
Post Implementation Review
Close out Report
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy98
Dr Dale Christenson DPM PMP CMC
E-mail dchristensonpmcoeca
Web WWWPMCOECA
492018
34
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy67
The How
What is In and Out of Scope (detailed)
All the Work and only the Work
Network Diagram
Estimating
Critical Path
Output ndash Project Plan
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy68
Those processes performed
to complete the work
defined in the project
management plan to satisfy the project specifications
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
35
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy69
Destructive
Intervention
Constructive
Opportunity
Influence of
Stakeholders
and
Opportunity
to add value
Cost
Curve
$
Time
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy70
An uncertain event or condition
that if it occurs has a positive
or negative effect on one or
more of the project objectives
such as scope schedule
cost and quality
copyPMBOK regGuide Sixth Edition
492018
36
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy71
ldquoIncludes processes concerned with conducting risk
management planning identification analysis
responses and monitoring and control on a projectrdquo
copyPMBOK regGuide Sixth Edition
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Before the risk
Focus on prevention amp
planning
After the risk
Focus on recovery
Project
Start Project
Finish
Avoid Mitigate or Transfer Risks Use contingency plans
RiskManagement
492018
37
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy73
HighLow Impact
Hig
h
Low
Threaten
Failure
Minor
impactBig Impact if Occurs
ldquoEarthquakerdquo
Disruptive
ldquoDeath by
1000 cutsrdquo
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy74
Minimizes reactive crisis management
Increases likelihood of project success
Increases profitability
Prevents events impacting triple constraints
492018
38
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy75
1 Project Purpose
2 Objectives
3 Identified Risks
4 Risk Assessment
5 Risk Prevention
6 Risk Mitigation
7 Resources
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy76
492018
39
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy77
Work with your team and sponsor to identify stakeholders
Brainstorming works to develop a list that can be reviewed and finalized by the team
Key Stakeholders will usually emerge on their own
Stakeholders are persons and
organizations whose interests may be
positively or negatively affected by the
execution or completion of the project
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy78
Ask each stakeholder 2 questions
bullWhat are your three major expectations from this project
bullWhat are your three major concerns related to this project
492018
40
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy79
Keep InformedMonitor(Minimal effort)
Manage Relationship
Closely
Keep Satisfied
InterestLow High
Low
High
Power
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy80
1 Analysis What do they need to know amp what do we want to say
1 Decide Communication Objectives2 Determine Vulnerabilities amp Issues3 Develop Key Messages4 Perform Stakeholder Analysis (interests concerns)
2 Design amp Build What methods and tools should we use
1 Build Communication Vehicles (reports websites etc)
3 Develop Plan Who How and When should they receive it
1 Develop Communication Plan 2 Update Overall Workplan for Communication Activities
4 Do it1 Execute Communication Plan2 Modify amp Adjust as needed
492018
41
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy81
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy82
1 Project Purpose
2 Objectives
3 Potential Issues
4 Key Messages
5 AudiencesStakeholders
6 Communication Vehicles
7 Communication Plan Matrix
8 Resources
492018
42
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy83
Planned the Work Now Work the Plan
But What IF (Risk Management)
85 of what PMs do is Communication
Stakeholder Management is Critical to Project
Success
Output ndash Unique product service delivery or
result
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy84
Those processes required to
track review and regulate the
progress and performance of
the project identify any areas in
which changes to the plan are
required and initiate the
corresponding changes
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
43
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy85
Is daily monitoring at the team level of resources tasks and schedule It is hellip
A vital component of tracking and managing progress
Managing the triple constraints
Relatively simple ldquouser friendlyrdquo and inexpensive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy86
Tasks
Requirements
Timing and performance
Resource utilization and outsourcing
Scope deliverables completion and product quality
Process improvement possibilities and lessons learned
Schedule and cost performance
492018
44
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy87
Initiate Assess Resolve CloseApprove
Senior team
a change
Senior team
member initiates
a change
Project manager
accepts or rejects
Project manager
accepts or rejects
change request
Change Analyst
makes assessment of
the change and gives
recommendations
Managers acceptChange Analyst
makes assessment of
the change and gives
recommendations
or reject the
change based on
the assessment
and
Managers accept
or reject the
change based on
the assessment
and
recommendations Project manager
creates and assigns
tasks if necessary
and updates project
plan
Document
closureReject
Accept
Accept
Reject
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy88
Project
Phase 1
Phase 2
Phase 3
Stage
Gate
Planning
Go No Go Decisions
492018
45
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy89
Today
Planned
Burned
Earned
Time
Co
st
CV
Planned
Finished
Actual
Finished
Late
Over
Budget
Cost Variance (CV) = Earned ndash Burned
Schedule Variance (SV) = Earned ndash Planned
SV
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy90
complete to date
Dashboard ndash scope quality time budget
Milestones and deliverables
Target revised complete
Budget
Approved spent to date estimated cost of work remaining estimated total cost
Major Risks amp Issues requiring reviewdecision
Accomplishments Plans for Next Period
492018
46
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy91
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
its
of
wo
rk 5050 rule
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy92
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
it o
f w
ork
5050 rule
5070 rule
492018
47
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy93
Status Reporting
Change Control
Earned Value
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy94
The process of finalizing all activities across all of the project process groups to formally close the project
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
48
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy95
Administrative Contract Closure
Acceptance and hand off
Staff re-deployment
Facilities and equipment decommissioning
Project Evaluation
Celebration
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Lesson Learned
versus
Post Implementation Reviews
492018
49
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy97
Close out activities
Knowledge Management Lessons Learned
Post Implementation Review
Close out Report
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy98
Dr Dale Christenson DPM PMP CMC
E-mail dchristensonpmcoeca
Web WWWPMCOECA
492018
35
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy69
Destructive
Intervention
Constructive
Opportunity
Influence of
Stakeholders
and
Opportunity
to add value
Cost
Curve
$
Time
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy70
An uncertain event or condition
that if it occurs has a positive
or negative effect on one or
more of the project objectives
such as scope schedule
cost and quality
copyPMBOK regGuide Sixth Edition
492018
36
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy71
ldquoIncludes processes concerned with conducting risk
management planning identification analysis
responses and monitoring and control on a projectrdquo
copyPMBOK regGuide Sixth Edition
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Before the risk
Focus on prevention amp
planning
After the risk
Focus on recovery
Project
Start Project
Finish
Avoid Mitigate or Transfer Risks Use contingency plans
RiskManagement
492018
37
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy73
HighLow Impact
Hig
h
Low
Threaten
Failure
Minor
impactBig Impact if Occurs
ldquoEarthquakerdquo
Disruptive
ldquoDeath by
1000 cutsrdquo
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy74
Minimizes reactive crisis management
Increases likelihood of project success
Increases profitability
Prevents events impacting triple constraints
492018
38
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy75
1 Project Purpose
2 Objectives
3 Identified Risks
4 Risk Assessment
5 Risk Prevention
6 Risk Mitigation
7 Resources
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy76
492018
39
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy77
Work with your team and sponsor to identify stakeholders
Brainstorming works to develop a list that can be reviewed and finalized by the team
Key Stakeholders will usually emerge on their own
Stakeholders are persons and
organizations whose interests may be
positively or negatively affected by the
execution or completion of the project
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy78
Ask each stakeholder 2 questions
bullWhat are your three major expectations from this project
bullWhat are your three major concerns related to this project
492018
40
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy79
Keep InformedMonitor(Minimal effort)
Manage Relationship
Closely
Keep Satisfied
InterestLow High
Low
High
Power
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy80
1 Analysis What do they need to know amp what do we want to say
1 Decide Communication Objectives2 Determine Vulnerabilities amp Issues3 Develop Key Messages4 Perform Stakeholder Analysis (interests concerns)
2 Design amp Build What methods and tools should we use
1 Build Communication Vehicles (reports websites etc)
3 Develop Plan Who How and When should they receive it
1 Develop Communication Plan 2 Update Overall Workplan for Communication Activities
4 Do it1 Execute Communication Plan2 Modify amp Adjust as needed
492018
41
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy81
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy82
1 Project Purpose
2 Objectives
3 Potential Issues
4 Key Messages
5 AudiencesStakeholders
6 Communication Vehicles
7 Communication Plan Matrix
8 Resources
492018
42
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy83
Planned the Work Now Work the Plan
But What IF (Risk Management)
85 of what PMs do is Communication
Stakeholder Management is Critical to Project
Success
Output ndash Unique product service delivery or
result
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy84
Those processes required to
track review and regulate the
progress and performance of
the project identify any areas in
which changes to the plan are
required and initiate the
corresponding changes
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
43
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy85
Is daily monitoring at the team level of resources tasks and schedule It is hellip
A vital component of tracking and managing progress
Managing the triple constraints
Relatively simple ldquouser friendlyrdquo and inexpensive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy86
Tasks
Requirements
Timing and performance
Resource utilization and outsourcing
Scope deliverables completion and product quality
Process improvement possibilities and lessons learned
Schedule and cost performance
492018
44
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy87
Initiate Assess Resolve CloseApprove
Senior team
a change
Senior team
member initiates
a change
Project manager
accepts or rejects
Project manager
accepts or rejects
change request
Change Analyst
makes assessment of
the change and gives
recommendations
Managers acceptChange Analyst
makes assessment of
the change and gives
recommendations
or reject the
change based on
the assessment
and
Managers accept
or reject the
change based on
the assessment
and
recommendations Project manager
creates and assigns
tasks if necessary
and updates project
plan
Document
closureReject
Accept
Accept
Reject
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy88
Project
Phase 1
Phase 2
Phase 3
Stage
Gate
Planning
Go No Go Decisions
492018
45
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy89
Today
Planned
Burned
Earned
Time
Co
st
CV
Planned
Finished
Actual
Finished
Late
Over
Budget
Cost Variance (CV) = Earned ndash Burned
Schedule Variance (SV) = Earned ndash Planned
SV
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy90
complete to date
Dashboard ndash scope quality time budget
Milestones and deliverables
Target revised complete
Budget
Approved spent to date estimated cost of work remaining estimated total cost
Major Risks amp Issues requiring reviewdecision
Accomplishments Plans for Next Period
492018
46
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy91
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
its
of
wo
rk 5050 rule
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy92
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
it o
f w
ork
5050 rule
5070 rule
492018
47
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy93
Status Reporting
Change Control
Earned Value
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy94
The process of finalizing all activities across all of the project process groups to formally close the project
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
48
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy95
Administrative Contract Closure
Acceptance and hand off
Staff re-deployment
Facilities and equipment decommissioning
Project Evaluation
Celebration
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Lesson Learned
versus
Post Implementation Reviews
492018
49
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy97
Close out activities
Knowledge Management Lessons Learned
Post Implementation Review
Close out Report
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy98
Dr Dale Christenson DPM PMP CMC
E-mail dchristensonpmcoeca
Web WWWPMCOECA
492018
36
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy71
ldquoIncludes processes concerned with conducting risk
management planning identification analysis
responses and monitoring and control on a projectrdquo
copyPMBOK regGuide Sixth Edition
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Before the risk
Focus on prevention amp
planning
After the risk
Focus on recovery
Project
Start Project
Finish
Avoid Mitigate or Transfer Risks Use contingency plans
RiskManagement
492018
37
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy73
HighLow Impact
Hig
h
Low
Threaten
Failure
Minor
impactBig Impact if Occurs
ldquoEarthquakerdquo
Disruptive
ldquoDeath by
1000 cutsrdquo
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy74
Minimizes reactive crisis management
Increases likelihood of project success
Increases profitability
Prevents events impacting triple constraints
492018
38
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy75
1 Project Purpose
2 Objectives
3 Identified Risks
4 Risk Assessment
5 Risk Prevention
6 Risk Mitigation
7 Resources
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy76
492018
39
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy77
Work with your team and sponsor to identify stakeholders
Brainstorming works to develop a list that can be reviewed and finalized by the team
Key Stakeholders will usually emerge on their own
Stakeholders are persons and
organizations whose interests may be
positively or negatively affected by the
execution or completion of the project
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy78
Ask each stakeholder 2 questions
bullWhat are your three major expectations from this project
bullWhat are your three major concerns related to this project
492018
40
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy79
Keep InformedMonitor(Minimal effort)
Manage Relationship
Closely
Keep Satisfied
InterestLow High
Low
High
Power
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy80
1 Analysis What do they need to know amp what do we want to say
1 Decide Communication Objectives2 Determine Vulnerabilities amp Issues3 Develop Key Messages4 Perform Stakeholder Analysis (interests concerns)
2 Design amp Build What methods and tools should we use
1 Build Communication Vehicles (reports websites etc)
3 Develop Plan Who How and When should they receive it
1 Develop Communication Plan 2 Update Overall Workplan for Communication Activities
4 Do it1 Execute Communication Plan2 Modify amp Adjust as needed
492018
41
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy81
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy82
1 Project Purpose
2 Objectives
3 Potential Issues
4 Key Messages
5 AudiencesStakeholders
6 Communication Vehicles
7 Communication Plan Matrix
8 Resources
492018
42
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy83
Planned the Work Now Work the Plan
But What IF (Risk Management)
85 of what PMs do is Communication
Stakeholder Management is Critical to Project
Success
Output ndash Unique product service delivery or
result
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy84
Those processes required to
track review and regulate the
progress and performance of
the project identify any areas in
which changes to the plan are
required and initiate the
corresponding changes
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
43
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy85
Is daily monitoring at the team level of resources tasks and schedule It is hellip
A vital component of tracking and managing progress
Managing the triple constraints
Relatively simple ldquouser friendlyrdquo and inexpensive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy86
Tasks
Requirements
Timing and performance
Resource utilization and outsourcing
Scope deliverables completion and product quality
Process improvement possibilities and lessons learned
Schedule and cost performance
492018
44
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy87
Initiate Assess Resolve CloseApprove
Senior team
a change
Senior team
member initiates
a change
Project manager
accepts or rejects
Project manager
accepts or rejects
change request
Change Analyst
makes assessment of
the change and gives
recommendations
Managers acceptChange Analyst
makes assessment of
the change and gives
recommendations
or reject the
change based on
the assessment
and
Managers accept
or reject the
change based on
the assessment
and
recommendations Project manager
creates and assigns
tasks if necessary
and updates project
plan
Document
closureReject
Accept
Accept
Reject
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy88
Project
Phase 1
Phase 2
Phase 3
Stage
Gate
Planning
Go No Go Decisions
492018
45
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy89
Today
Planned
Burned
Earned
Time
Co
st
CV
Planned
Finished
Actual
Finished
Late
Over
Budget
Cost Variance (CV) = Earned ndash Burned
Schedule Variance (SV) = Earned ndash Planned
SV
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy90
complete to date
Dashboard ndash scope quality time budget
Milestones and deliverables
Target revised complete
Budget
Approved spent to date estimated cost of work remaining estimated total cost
Major Risks amp Issues requiring reviewdecision
Accomplishments Plans for Next Period
492018
46
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy91
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
its
of
wo
rk 5050 rule
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy92
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
it o
f w
ork
5050 rule
5070 rule
492018
47
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy93
Status Reporting
Change Control
Earned Value
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy94
The process of finalizing all activities across all of the project process groups to formally close the project
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
48
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy95
Administrative Contract Closure
Acceptance and hand off
Staff re-deployment
Facilities and equipment decommissioning
Project Evaluation
Celebration
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Lesson Learned
versus
Post Implementation Reviews
492018
49
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy97
Close out activities
Knowledge Management Lessons Learned
Post Implementation Review
Close out Report
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy98
Dr Dale Christenson DPM PMP CMC
E-mail dchristensonpmcoeca
Web WWWPMCOECA
492018
37
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy73
HighLow Impact
Hig
h
Low
Threaten
Failure
Minor
impactBig Impact if Occurs
ldquoEarthquakerdquo
Disruptive
ldquoDeath by
1000 cutsrdquo
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy74
Minimizes reactive crisis management
Increases likelihood of project success
Increases profitability
Prevents events impacting triple constraints
492018
38
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy75
1 Project Purpose
2 Objectives
3 Identified Risks
4 Risk Assessment
5 Risk Prevention
6 Risk Mitigation
7 Resources
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy76
492018
39
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy77
Work with your team and sponsor to identify stakeholders
Brainstorming works to develop a list that can be reviewed and finalized by the team
Key Stakeholders will usually emerge on their own
Stakeholders are persons and
organizations whose interests may be
positively or negatively affected by the
execution or completion of the project
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy78
Ask each stakeholder 2 questions
bullWhat are your three major expectations from this project
bullWhat are your three major concerns related to this project
492018
40
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy79
Keep InformedMonitor(Minimal effort)
Manage Relationship
Closely
Keep Satisfied
InterestLow High
Low
High
Power
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy80
1 Analysis What do they need to know amp what do we want to say
1 Decide Communication Objectives2 Determine Vulnerabilities amp Issues3 Develop Key Messages4 Perform Stakeholder Analysis (interests concerns)
2 Design amp Build What methods and tools should we use
1 Build Communication Vehicles (reports websites etc)
3 Develop Plan Who How and When should they receive it
1 Develop Communication Plan 2 Update Overall Workplan for Communication Activities
4 Do it1 Execute Communication Plan2 Modify amp Adjust as needed
492018
41
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy81
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy82
1 Project Purpose
2 Objectives
3 Potential Issues
4 Key Messages
5 AudiencesStakeholders
6 Communication Vehicles
7 Communication Plan Matrix
8 Resources
492018
42
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy83
Planned the Work Now Work the Plan
But What IF (Risk Management)
85 of what PMs do is Communication
Stakeholder Management is Critical to Project
Success
Output ndash Unique product service delivery or
result
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy84
Those processes required to
track review and regulate the
progress and performance of
the project identify any areas in
which changes to the plan are
required and initiate the
corresponding changes
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
43
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy85
Is daily monitoring at the team level of resources tasks and schedule It is hellip
A vital component of tracking and managing progress
Managing the triple constraints
Relatively simple ldquouser friendlyrdquo and inexpensive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy86
Tasks
Requirements
Timing and performance
Resource utilization and outsourcing
Scope deliverables completion and product quality
Process improvement possibilities and lessons learned
Schedule and cost performance
492018
44
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy87
Initiate Assess Resolve CloseApprove
Senior team
a change
Senior team
member initiates
a change
Project manager
accepts or rejects
Project manager
accepts or rejects
change request
Change Analyst
makes assessment of
the change and gives
recommendations
Managers acceptChange Analyst
makes assessment of
the change and gives
recommendations
or reject the
change based on
the assessment
and
Managers accept
or reject the
change based on
the assessment
and
recommendations Project manager
creates and assigns
tasks if necessary
and updates project
plan
Document
closureReject
Accept
Accept
Reject
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy88
Project
Phase 1
Phase 2
Phase 3
Stage
Gate
Planning
Go No Go Decisions
492018
45
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy89
Today
Planned
Burned
Earned
Time
Co
st
CV
Planned
Finished
Actual
Finished
Late
Over
Budget
Cost Variance (CV) = Earned ndash Burned
Schedule Variance (SV) = Earned ndash Planned
SV
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy90
complete to date
Dashboard ndash scope quality time budget
Milestones and deliverables
Target revised complete
Budget
Approved spent to date estimated cost of work remaining estimated total cost
Major Risks amp Issues requiring reviewdecision
Accomplishments Plans for Next Period
492018
46
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy91
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
its
of
wo
rk 5050 rule
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy92
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
it o
f w
ork
5050 rule
5070 rule
492018
47
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy93
Status Reporting
Change Control
Earned Value
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy94
The process of finalizing all activities across all of the project process groups to formally close the project
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
48
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy95
Administrative Contract Closure
Acceptance and hand off
Staff re-deployment
Facilities and equipment decommissioning
Project Evaluation
Celebration
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Lesson Learned
versus
Post Implementation Reviews
492018
49
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy97
Close out activities
Knowledge Management Lessons Learned
Post Implementation Review
Close out Report
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy98
Dr Dale Christenson DPM PMP CMC
E-mail dchristensonpmcoeca
Web WWWPMCOECA
492018
38
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy75
1 Project Purpose
2 Objectives
3 Identified Risks
4 Risk Assessment
5 Risk Prevention
6 Risk Mitigation
7 Resources
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy76
492018
39
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy77
Work with your team and sponsor to identify stakeholders
Brainstorming works to develop a list that can be reviewed and finalized by the team
Key Stakeholders will usually emerge on their own
Stakeholders are persons and
organizations whose interests may be
positively or negatively affected by the
execution or completion of the project
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy78
Ask each stakeholder 2 questions
bullWhat are your three major expectations from this project
bullWhat are your three major concerns related to this project
492018
40
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy79
Keep InformedMonitor(Minimal effort)
Manage Relationship
Closely
Keep Satisfied
InterestLow High
Low
High
Power
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy80
1 Analysis What do they need to know amp what do we want to say
1 Decide Communication Objectives2 Determine Vulnerabilities amp Issues3 Develop Key Messages4 Perform Stakeholder Analysis (interests concerns)
2 Design amp Build What methods and tools should we use
1 Build Communication Vehicles (reports websites etc)
3 Develop Plan Who How and When should they receive it
1 Develop Communication Plan 2 Update Overall Workplan for Communication Activities
4 Do it1 Execute Communication Plan2 Modify amp Adjust as needed
492018
41
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy81
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy82
1 Project Purpose
2 Objectives
3 Potential Issues
4 Key Messages
5 AudiencesStakeholders
6 Communication Vehicles
7 Communication Plan Matrix
8 Resources
492018
42
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy83
Planned the Work Now Work the Plan
But What IF (Risk Management)
85 of what PMs do is Communication
Stakeholder Management is Critical to Project
Success
Output ndash Unique product service delivery or
result
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy84
Those processes required to
track review and regulate the
progress and performance of
the project identify any areas in
which changes to the plan are
required and initiate the
corresponding changes
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
43
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy85
Is daily monitoring at the team level of resources tasks and schedule It is hellip
A vital component of tracking and managing progress
Managing the triple constraints
Relatively simple ldquouser friendlyrdquo and inexpensive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy86
Tasks
Requirements
Timing and performance
Resource utilization and outsourcing
Scope deliverables completion and product quality
Process improvement possibilities and lessons learned
Schedule and cost performance
492018
44
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy87
Initiate Assess Resolve CloseApprove
Senior team
a change
Senior team
member initiates
a change
Project manager
accepts or rejects
Project manager
accepts or rejects
change request
Change Analyst
makes assessment of
the change and gives
recommendations
Managers acceptChange Analyst
makes assessment of
the change and gives
recommendations
or reject the
change based on
the assessment
and
Managers accept
or reject the
change based on
the assessment
and
recommendations Project manager
creates and assigns
tasks if necessary
and updates project
plan
Document
closureReject
Accept
Accept
Reject
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy88
Project
Phase 1
Phase 2
Phase 3
Stage
Gate
Planning
Go No Go Decisions
492018
45
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy89
Today
Planned
Burned
Earned
Time
Co
st
CV
Planned
Finished
Actual
Finished
Late
Over
Budget
Cost Variance (CV) = Earned ndash Burned
Schedule Variance (SV) = Earned ndash Planned
SV
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy90
complete to date
Dashboard ndash scope quality time budget
Milestones and deliverables
Target revised complete
Budget
Approved spent to date estimated cost of work remaining estimated total cost
Major Risks amp Issues requiring reviewdecision
Accomplishments Plans for Next Period
492018
46
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy91
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
its
of
wo
rk 5050 rule
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy92
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
it o
f w
ork
5050 rule
5070 rule
492018
47
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy93
Status Reporting
Change Control
Earned Value
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy94
The process of finalizing all activities across all of the project process groups to formally close the project
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
48
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy95
Administrative Contract Closure
Acceptance and hand off
Staff re-deployment
Facilities and equipment decommissioning
Project Evaluation
Celebration
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Lesson Learned
versus
Post Implementation Reviews
492018
49
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy97
Close out activities
Knowledge Management Lessons Learned
Post Implementation Review
Close out Report
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy98
Dr Dale Christenson DPM PMP CMC
E-mail dchristensonpmcoeca
Web WWWPMCOECA
492018
39
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy77
Work with your team and sponsor to identify stakeholders
Brainstorming works to develop a list that can be reviewed and finalized by the team
Key Stakeholders will usually emerge on their own
Stakeholders are persons and
organizations whose interests may be
positively or negatively affected by the
execution or completion of the project
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy78
Ask each stakeholder 2 questions
bullWhat are your three major expectations from this project
bullWhat are your three major concerns related to this project
492018
40
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy79
Keep InformedMonitor(Minimal effort)
Manage Relationship
Closely
Keep Satisfied
InterestLow High
Low
High
Power
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy80
1 Analysis What do they need to know amp what do we want to say
1 Decide Communication Objectives2 Determine Vulnerabilities amp Issues3 Develop Key Messages4 Perform Stakeholder Analysis (interests concerns)
2 Design amp Build What methods and tools should we use
1 Build Communication Vehicles (reports websites etc)
3 Develop Plan Who How and When should they receive it
1 Develop Communication Plan 2 Update Overall Workplan for Communication Activities
4 Do it1 Execute Communication Plan2 Modify amp Adjust as needed
492018
41
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy81
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy82
1 Project Purpose
2 Objectives
3 Potential Issues
4 Key Messages
5 AudiencesStakeholders
6 Communication Vehicles
7 Communication Plan Matrix
8 Resources
492018
42
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy83
Planned the Work Now Work the Plan
But What IF (Risk Management)
85 of what PMs do is Communication
Stakeholder Management is Critical to Project
Success
Output ndash Unique product service delivery or
result
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy84
Those processes required to
track review and regulate the
progress and performance of
the project identify any areas in
which changes to the plan are
required and initiate the
corresponding changes
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
43
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy85
Is daily monitoring at the team level of resources tasks and schedule It is hellip
A vital component of tracking and managing progress
Managing the triple constraints
Relatively simple ldquouser friendlyrdquo and inexpensive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy86
Tasks
Requirements
Timing and performance
Resource utilization and outsourcing
Scope deliverables completion and product quality
Process improvement possibilities and lessons learned
Schedule and cost performance
492018
44
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy87
Initiate Assess Resolve CloseApprove
Senior team
a change
Senior team
member initiates
a change
Project manager
accepts or rejects
Project manager
accepts or rejects
change request
Change Analyst
makes assessment of
the change and gives
recommendations
Managers acceptChange Analyst
makes assessment of
the change and gives
recommendations
or reject the
change based on
the assessment
and
Managers accept
or reject the
change based on
the assessment
and
recommendations Project manager
creates and assigns
tasks if necessary
and updates project
plan
Document
closureReject
Accept
Accept
Reject
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy88
Project
Phase 1
Phase 2
Phase 3
Stage
Gate
Planning
Go No Go Decisions
492018
45
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy89
Today
Planned
Burned
Earned
Time
Co
st
CV
Planned
Finished
Actual
Finished
Late
Over
Budget
Cost Variance (CV) = Earned ndash Burned
Schedule Variance (SV) = Earned ndash Planned
SV
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy90
complete to date
Dashboard ndash scope quality time budget
Milestones and deliverables
Target revised complete
Budget
Approved spent to date estimated cost of work remaining estimated total cost
Major Risks amp Issues requiring reviewdecision
Accomplishments Plans for Next Period
492018
46
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy91
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
its
of
wo
rk 5050 rule
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy92
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
it o
f w
ork
5050 rule
5070 rule
492018
47
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy93
Status Reporting
Change Control
Earned Value
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy94
The process of finalizing all activities across all of the project process groups to formally close the project
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
48
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy95
Administrative Contract Closure
Acceptance and hand off
Staff re-deployment
Facilities and equipment decommissioning
Project Evaluation
Celebration
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Lesson Learned
versus
Post Implementation Reviews
492018
49
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy97
Close out activities
Knowledge Management Lessons Learned
Post Implementation Review
Close out Report
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy98
Dr Dale Christenson DPM PMP CMC
E-mail dchristensonpmcoeca
Web WWWPMCOECA
492018
40
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy79
Keep InformedMonitor(Minimal effort)
Manage Relationship
Closely
Keep Satisfied
InterestLow High
Low
High
Power
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy80
1 Analysis What do they need to know amp what do we want to say
1 Decide Communication Objectives2 Determine Vulnerabilities amp Issues3 Develop Key Messages4 Perform Stakeholder Analysis (interests concerns)
2 Design amp Build What methods and tools should we use
1 Build Communication Vehicles (reports websites etc)
3 Develop Plan Who How and When should they receive it
1 Develop Communication Plan 2 Update Overall Workplan for Communication Activities
4 Do it1 Execute Communication Plan2 Modify amp Adjust as needed
492018
41
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy81
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy82
1 Project Purpose
2 Objectives
3 Potential Issues
4 Key Messages
5 AudiencesStakeholders
6 Communication Vehicles
7 Communication Plan Matrix
8 Resources
492018
42
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy83
Planned the Work Now Work the Plan
But What IF (Risk Management)
85 of what PMs do is Communication
Stakeholder Management is Critical to Project
Success
Output ndash Unique product service delivery or
result
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy84
Those processes required to
track review and regulate the
progress and performance of
the project identify any areas in
which changes to the plan are
required and initiate the
corresponding changes
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
43
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy85
Is daily monitoring at the team level of resources tasks and schedule It is hellip
A vital component of tracking and managing progress
Managing the triple constraints
Relatively simple ldquouser friendlyrdquo and inexpensive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy86
Tasks
Requirements
Timing and performance
Resource utilization and outsourcing
Scope deliverables completion and product quality
Process improvement possibilities and lessons learned
Schedule and cost performance
492018
44
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy87
Initiate Assess Resolve CloseApprove
Senior team
a change
Senior team
member initiates
a change
Project manager
accepts or rejects
Project manager
accepts or rejects
change request
Change Analyst
makes assessment of
the change and gives
recommendations
Managers acceptChange Analyst
makes assessment of
the change and gives
recommendations
or reject the
change based on
the assessment
and
Managers accept
or reject the
change based on
the assessment
and
recommendations Project manager
creates and assigns
tasks if necessary
and updates project
plan
Document
closureReject
Accept
Accept
Reject
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy88
Project
Phase 1
Phase 2
Phase 3
Stage
Gate
Planning
Go No Go Decisions
492018
45
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy89
Today
Planned
Burned
Earned
Time
Co
st
CV
Planned
Finished
Actual
Finished
Late
Over
Budget
Cost Variance (CV) = Earned ndash Burned
Schedule Variance (SV) = Earned ndash Planned
SV
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy90
complete to date
Dashboard ndash scope quality time budget
Milestones and deliverables
Target revised complete
Budget
Approved spent to date estimated cost of work remaining estimated total cost
Major Risks amp Issues requiring reviewdecision
Accomplishments Plans for Next Period
492018
46
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy91
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
its
of
wo
rk 5050 rule
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy92
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
it o
f w
ork
5050 rule
5070 rule
492018
47
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy93
Status Reporting
Change Control
Earned Value
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy94
The process of finalizing all activities across all of the project process groups to formally close the project
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
48
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy95
Administrative Contract Closure
Acceptance and hand off
Staff re-deployment
Facilities and equipment decommissioning
Project Evaluation
Celebration
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Lesson Learned
versus
Post Implementation Reviews
492018
49
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy97
Close out activities
Knowledge Management Lessons Learned
Post Implementation Review
Close out Report
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy98
Dr Dale Christenson DPM PMP CMC
E-mail dchristensonpmcoeca
Web WWWPMCOECA
492018
41
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy81
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy82
1 Project Purpose
2 Objectives
3 Potential Issues
4 Key Messages
5 AudiencesStakeholders
6 Communication Vehicles
7 Communication Plan Matrix
8 Resources
492018
42
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy83
Planned the Work Now Work the Plan
But What IF (Risk Management)
85 of what PMs do is Communication
Stakeholder Management is Critical to Project
Success
Output ndash Unique product service delivery or
result
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy84
Those processes required to
track review and regulate the
progress and performance of
the project identify any areas in
which changes to the plan are
required and initiate the
corresponding changes
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
43
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy85
Is daily monitoring at the team level of resources tasks and schedule It is hellip
A vital component of tracking and managing progress
Managing the triple constraints
Relatively simple ldquouser friendlyrdquo and inexpensive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy86
Tasks
Requirements
Timing and performance
Resource utilization and outsourcing
Scope deliverables completion and product quality
Process improvement possibilities and lessons learned
Schedule and cost performance
492018
44
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy87
Initiate Assess Resolve CloseApprove
Senior team
a change
Senior team
member initiates
a change
Project manager
accepts or rejects
Project manager
accepts or rejects
change request
Change Analyst
makes assessment of
the change and gives
recommendations
Managers acceptChange Analyst
makes assessment of
the change and gives
recommendations
or reject the
change based on
the assessment
and
Managers accept
or reject the
change based on
the assessment
and
recommendations Project manager
creates and assigns
tasks if necessary
and updates project
plan
Document
closureReject
Accept
Accept
Reject
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy88
Project
Phase 1
Phase 2
Phase 3
Stage
Gate
Planning
Go No Go Decisions
492018
45
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy89
Today
Planned
Burned
Earned
Time
Co
st
CV
Planned
Finished
Actual
Finished
Late
Over
Budget
Cost Variance (CV) = Earned ndash Burned
Schedule Variance (SV) = Earned ndash Planned
SV
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy90
complete to date
Dashboard ndash scope quality time budget
Milestones and deliverables
Target revised complete
Budget
Approved spent to date estimated cost of work remaining estimated total cost
Major Risks amp Issues requiring reviewdecision
Accomplishments Plans for Next Period
492018
46
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy91
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
its
of
wo
rk 5050 rule
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy92
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
it o
f w
ork
5050 rule
5070 rule
492018
47
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy93
Status Reporting
Change Control
Earned Value
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy94
The process of finalizing all activities across all of the project process groups to formally close the project
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
48
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy95
Administrative Contract Closure
Acceptance and hand off
Staff re-deployment
Facilities and equipment decommissioning
Project Evaluation
Celebration
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Lesson Learned
versus
Post Implementation Reviews
492018
49
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy97
Close out activities
Knowledge Management Lessons Learned
Post Implementation Review
Close out Report
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy98
Dr Dale Christenson DPM PMP CMC
E-mail dchristensonpmcoeca
Web WWWPMCOECA
492018
42
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy83
Planned the Work Now Work the Plan
But What IF (Risk Management)
85 of what PMs do is Communication
Stakeholder Management is Critical to Project
Success
Output ndash Unique product service delivery or
result
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy84
Those processes required to
track review and regulate the
progress and performance of
the project identify any areas in
which changes to the plan are
required and initiate the
corresponding changes
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
43
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy85
Is daily monitoring at the team level of resources tasks and schedule It is hellip
A vital component of tracking and managing progress
Managing the triple constraints
Relatively simple ldquouser friendlyrdquo and inexpensive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy86
Tasks
Requirements
Timing and performance
Resource utilization and outsourcing
Scope deliverables completion and product quality
Process improvement possibilities and lessons learned
Schedule and cost performance
492018
44
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy87
Initiate Assess Resolve CloseApprove
Senior team
a change
Senior team
member initiates
a change
Project manager
accepts or rejects
Project manager
accepts or rejects
change request
Change Analyst
makes assessment of
the change and gives
recommendations
Managers acceptChange Analyst
makes assessment of
the change and gives
recommendations
or reject the
change based on
the assessment
and
Managers accept
or reject the
change based on
the assessment
and
recommendations Project manager
creates and assigns
tasks if necessary
and updates project
plan
Document
closureReject
Accept
Accept
Reject
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy88
Project
Phase 1
Phase 2
Phase 3
Stage
Gate
Planning
Go No Go Decisions
492018
45
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy89
Today
Planned
Burned
Earned
Time
Co
st
CV
Planned
Finished
Actual
Finished
Late
Over
Budget
Cost Variance (CV) = Earned ndash Burned
Schedule Variance (SV) = Earned ndash Planned
SV
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy90
complete to date
Dashboard ndash scope quality time budget
Milestones and deliverables
Target revised complete
Budget
Approved spent to date estimated cost of work remaining estimated total cost
Major Risks amp Issues requiring reviewdecision
Accomplishments Plans for Next Period
492018
46
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy91
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
its
of
wo
rk 5050 rule
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy92
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
it o
f w
ork
5050 rule
5070 rule
492018
47
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy93
Status Reporting
Change Control
Earned Value
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy94
The process of finalizing all activities across all of the project process groups to formally close the project
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
48
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy95
Administrative Contract Closure
Acceptance and hand off
Staff re-deployment
Facilities and equipment decommissioning
Project Evaluation
Celebration
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Lesson Learned
versus
Post Implementation Reviews
492018
49
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy97
Close out activities
Knowledge Management Lessons Learned
Post Implementation Review
Close out Report
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy98
Dr Dale Christenson DPM PMP CMC
E-mail dchristensonpmcoeca
Web WWWPMCOECA
492018
43
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy85
Is daily monitoring at the team level of resources tasks and schedule It is hellip
A vital component of tracking and managing progress
Managing the triple constraints
Relatively simple ldquouser friendlyrdquo and inexpensive
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy86
Tasks
Requirements
Timing and performance
Resource utilization and outsourcing
Scope deliverables completion and product quality
Process improvement possibilities and lessons learned
Schedule and cost performance
492018
44
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy87
Initiate Assess Resolve CloseApprove
Senior team
a change
Senior team
member initiates
a change
Project manager
accepts or rejects
Project manager
accepts or rejects
change request
Change Analyst
makes assessment of
the change and gives
recommendations
Managers acceptChange Analyst
makes assessment of
the change and gives
recommendations
or reject the
change based on
the assessment
and
Managers accept
or reject the
change based on
the assessment
and
recommendations Project manager
creates and assigns
tasks if necessary
and updates project
plan
Document
closureReject
Accept
Accept
Reject
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy88
Project
Phase 1
Phase 2
Phase 3
Stage
Gate
Planning
Go No Go Decisions
492018
45
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy89
Today
Planned
Burned
Earned
Time
Co
st
CV
Planned
Finished
Actual
Finished
Late
Over
Budget
Cost Variance (CV) = Earned ndash Burned
Schedule Variance (SV) = Earned ndash Planned
SV
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy90
complete to date
Dashboard ndash scope quality time budget
Milestones and deliverables
Target revised complete
Budget
Approved spent to date estimated cost of work remaining estimated total cost
Major Risks amp Issues requiring reviewdecision
Accomplishments Plans for Next Period
492018
46
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy91
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
its
of
wo
rk 5050 rule
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy92
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
it o
f w
ork
5050 rule
5070 rule
492018
47
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy93
Status Reporting
Change Control
Earned Value
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy94
The process of finalizing all activities across all of the project process groups to formally close the project
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
48
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy95
Administrative Contract Closure
Acceptance and hand off
Staff re-deployment
Facilities and equipment decommissioning
Project Evaluation
Celebration
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Lesson Learned
versus
Post Implementation Reviews
492018
49
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy97
Close out activities
Knowledge Management Lessons Learned
Post Implementation Review
Close out Report
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy98
Dr Dale Christenson DPM PMP CMC
E-mail dchristensonpmcoeca
Web WWWPMCOECA
492018
44
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy87
Initiate Assess Resolve CloseApprove
Senior team
a change
Senior team
member initiates
a change
Project manager
accepts or rejects
Project manager
accepts or rejects
change request
Change Analyst
makes assessment of
the change and gives
recommendations
Managers acceptChange Analyst
makes assessment of
the change and gives
recommendations
or reject the
change based on
the assessment
and
Managers accept
or reject the
change based on
the assessment
and
recommendations Project manager
creates and assigns
tasks if necessary
and updates project
plan
Document
closureReject
Accept
Accept
Reject
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy88
Project
Phase 1
Phase 2
Phase 3
Stage
Gate
Planning
Go No Go Decisions
492018
45
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy89
Today
Planned
Burned
Earned
Time
Co
st
CV
Planned
Finished
Actual
Finished
Late
Over
Budget
Cost Variance (CV) = Earned ndash Burned
Schedule Variance (SV) = Earned ndash Planned
SV
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy90
complete to date
Dashboard ndash scope quality time budget
Milestones and deliverables
Target revised complete
Budget
Approved spent to date estimated cost of work remaining estimated total cost
Major Risks amp Issues requiring reviewdecision
Accomplishments Plans for Next Period
492018
46
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0
10
20
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40
50
60
70
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90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
its
of
wo
rk 5050 rule
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60
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90
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Un
it o
f w
ork
5050 rule
5070 rule
492018
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Status Reporting
Change Control
Earned Value
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy94
The process of finalizing all activities across all of the project process groups to formally close the project
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
48
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy95
Administrative Contract Closure
Acceptance and hand off
Staff re-deployment
Facilities and equipment decommissioning
Project Evaluation
Celebration
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Lesson Learned
versus
Post Implementation Reviews
492018
49
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy97
Close out activities
Knowledge Management Lessons Learned
Post Implementation Review
Close out Report
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy98
Dr Dale Christenson DPM PMP CMC
E-mail dchristensonpmcoeca
Web WWWPMCOECA
492018
45
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy89
Today
Planned
Burned
Earned
Time
Co
st
CV
Planned
Finished
Actual
Finished
Late
Over
Budget
Cost Variance (CV) = Earned ndash Burned
Schedule Variance (SV) = Earned ndash Planned
SV
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy90
complete to date
Dashboard ndash scope quality time budget
Milestones and deliverables
Target revised complete
Budget
Approved spent to date estimated cost of work remaining estimated total cost
Major Risks amp Issues requiring reviewdecision
Accomplishments Plans for Next Period
492018
46
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy91
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
its
of
wo
rk 5050 rule
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy92
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
it o
f w
ork
5050 rule
5070 rule
492018
47
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy93
Status Reporting
Change Control
Earned Value
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy94
The process of finalizing all activities across all of the project process groups to formally close the project
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
48
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy95
Administrative Contract Closure
Acceptance and hand off
Staff re-deployment
Facilities and equipment decommissioning
Project Evaluation
Celebration
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Lesson Learned
versus
Post Implementation Reviews
492018
49
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy97
Close out activities
Knowledge Management Lessons Learned
Post Implementation Review
Close out Report
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy98
Dr Dale Christenson DPM PMP CMC
E-mail dchristensonpmcoeca
Web WWWPMCOECA
492018
46
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy91
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
its
of
wo
rk 5050 rule
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy92
0
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50 60 70 80 90 100
Percentage of time
Un
it o
f w
ork
5050 rule
5070 rule
492018
47
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy93
Status Reporting
Change Control
Earned Value
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy94
The process of finalizing all activities across all of the project process groups to formally close the project
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
48
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy95
Administrative Contract Closure
Acceptance and hand off
Staff re-deployment
Facilities and equipment decommissioning
Project Evaluation
Celebration
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Lesson Learned
versus
Post Implementation Reviews
492018
49
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy97
Close out activities
Knowledge Management Lessons Learned
Post Implementation Review
Close out Report
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy98
Dr Dale Christenson DPM PMP CMC
E-mail dchristensonpmcoeca
Web WWWPMCOECA
492018
47
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy93
Status Reporting
Change Control
Earned Value
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy94
The process of finalizing all activities across all of the project process groups to formally close the project
copyPMBOK regGuide 2017 Edition
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Closing
Processes
492018
48
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy95
Administrative Contract Closure
Acceptance and hand off
Staff re-deployment
Facilities and equipment decommissioning
Project Evaluation
Celebration
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Lesson Learned
versus
Post Implementation Reviews
492018
49
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy97
Close out activities
Knowledge Management Lessons Learned
Post Implementation Review
Close out Report
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy98
Dr Dale Christenson DPM PMP CMC
E-mail dchristensonpmcoeca
Web WWWPMCOECA
492018
48
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy95
Administrative Contract Closure
Acceptance and hand off
Staff re-deployment
Facilities and equipment decommissioning
Project Evaluation
Celebration
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy
Lesson Learned
versus
Post Implementation Reviews
492018
49
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy97
Close out activities
Knowledge Management Lessons Learned
Post Implementation Review
Close out Report
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy98
Dr Dale Christenson DPM PMP CMC
E-mail dchristensonpmcoeca
Web WWWPMCOECA
492018
49
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy97
Close out activities
Knowledge Management Lessons Learned
Post Implementation Review
Close out Report
Project Management Centre of Excellence Inc 2018 copyProject Management Centre of Excellence Inc 2018 copy98
Dr Dale Christenson DPM PMP CMC
E-mail dchristensonpmcoeca
Web WWWPMCOECA