Project Management Made Simple - Redmond Blogger...IMC Presentation August 2009 Dominic Lepore...

Project Management Made Simple

Copyright © 2009 Terrapin Consulting LLC

IMC Presentation

August 2009

Dominic LeporePrincipal Project Manager

Terrapin Consulting

Contents

Lepore’s Fourth Law of Project Management

S = D/E +/- P

Break it down!

Schoolhouse Rocks!

Lepore’s Third Law of Project Management



W = ∫ f(x) dx

The Cosby Kids

Grand Unified Theory of Management Consulting

2

Why?

Copyright © 2007 Terrapin Consulting LLC 3

Why?

A project is temporary endeavor to achieve a goal

Faster, more efficiently, more successfully

More revenue & profits


Project Management

PMI lists nine knowledge areas: Scope, Time, Integration, Cost, Quality, HR, Communications, Risk and Procurement (PMBOK Checklist)

Scope, Schedule and Resources (Triple Constraints)


Constraints)

Scope, Schedule and Managing the Project

5

Scope


S =D/E +/-P


Scope In or Out

Documenting what is out of scope is just as important to documenting what is in scope (Project Charter)

ELIMINATE AMBIGUITY


Break it down – the Work Breakdown Structure

Level 2

Level 1 1.0 Airplane

1.1 1.2


Level 3

Level 2 1.1 Structure

1.1.1 Fuselage

1.1.2 Wings

1.2 Avionics

1.2.1 Radar

8

Break it down!

Level 2

Level 11.0

Financial System

1.1 1.2


Level 3

Level 21.1

Accounts Payable

1.1.1 Vendors

1.1.2 Invoices

1.1.3 Payments

1.2 Accounts

Receivable

1.2.1 Invoices

9

Sample WBS: Financial System

# Work Breakdown

1.0 General Ledger

2.0 Accounts Payable

2.1 Maintain Vendors

2.2 Maintain Terms

2.3 Enter Invoices

2.4 Process AP

2.5 Cut checks

3.0 Billing

ELIMINATE AMBIGUITY


3.0 Billing

4.0 Accounts Receivable

5.0 Purchase Orders

6.0 HR

7.0 Payroll

8.0 Projects

9.0 IT

9.1 Install

9.2 Backup

9.3 Restore

9.4 Interfaces

10

Requirements Management

Gather

Analyze

Prioritize

Document

Validate


Validate

Maintain

11

ELIMINATE AMBIGUITY

Change Control Process

Scope creep is our common enemy

Just having a process eliminates scope creep

Make every change request go through the process


About Dominic Lepore

B.S., Engineering, University of Maryland

17 years experience, all in project management and most as a consultant

Big 4 experience at Deloitte & Touche

PMP Certification


PMP Certification

Prior Board Member of PMI Puget Sound Chapter, current volunteer

Regular speaker at events

Taught software classes at BCC

13

Scope Recap

Success = Deliverables/Expectations

In and Out

Break it down – work breakdown structure (WBS)

Requirements

Change control


Change control

14

Schoolhouse Rocks

How a Bill Becomes Law

How a Business Process Becomes SOP

Analyze (Requirements)

Design

Build/Configure


Build/Configure

Test

Train

Implement

Estimating Work


It’s Just Math!

W = ∫ f(x) dx


It’s Just Math

Area under the curve


It’s Calculus


It’s Calculus


Analyze

Design

Build

Test

Train

Implement

WBS Grid

# Work Breakdown Analyze Design Build Test Train Implement

1.0 General Ledger


2.1 Maintain Vendors

2.2 Maintain Terms

2.3 Enter Invoices

2.4 Process AP


2.4 Process AP

2.5 Cut checks

3.0 Billing

4.0

Accounts

Receivable

20

WBS Grid


1.0 General Ledger


2.1 Maintain Vendors 1 1 3 1 1 1

2.2 Maintain Terms

2.3 Enter Invoices

2.4 Process AP


2.4 Process AP

2.5 Cut checks

3.0 Billing

4.0

Accounts

Receivable

21

Total Work = Sum of {Analyze (work to analyze one WBS) + (Design (work to design one WBS) + …. }

Or

W = ∫ f(x) dx

Summary


S = D/E +/- P

In and Out

Break it down – work breakdown structure (WBS)

Requirements

Change control

Schoolhouse Rocks!


Schoolhouse Rocks!


W = ∫ f(x) dx

WBS Grid

The Cosby Kids

Grand Unified Theory of Management Consulting

22

Contact Information

Terrapin Consulting:The Right People, the Right Methodology and the Right Fit for your project needs.

Blog: www.redmondblogger.com

Contact: [email protected]


Scope and Schedule Recap

Scope

Schedule

WBS Grid

Next, managing the project


Waterfall vs. Iterative Approach

Waterfall Iterative

Analyze

Design

Build

Analyze

Design

Build

Test


Build

Test

Train

Implement

Test

Train

Implement

Waterfall vs. Iterative Approach

Waterfall

Static requirements

Can be more efficient by planning all work ahead of time

Fixed resources, fixed scope, floating time

Iterative (Agile, XP, Scrum, more)


Iterative (Agile, XP, Scrum, more)

Dynamic requirements

May be less efficient by requiring more code changes for frequently used code

Fixed resources, fixed time, floating scope

26

Waterfall vs. Iterative


1.0 General Ledger


Waterfall = down the columns Iterative = across the rows



2.1 Maintain Vendors 1 1 3 1 1 1

2.2 Maintain Terms 1 1 3 1 1 1

2.3 Enter Invoices 1 1 3 1 1 1

2.4 Process AP 1 2 5 2 2 1

2.5 Cut checks 1 1 3 1 1 1

3.0 Billing

4.0

Accounts

Receivable

27

Managing the Project

Status

It’s still just math

People

Peopleware

Teamicide


Risks

Probability vs. Impact (PI) Diagram

28

Grand Unified Theory

Frederick Winslow Taylor

Henry Gantt


Project Management Made Simple - Redmond Blogger...IMC Presentation August 2009 Dominic Lepore...

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