Welcome to Session 5-6 – Project Management Process Overview (Continued)

Welcometo

Session 5-6 – Project Management Process Overview

(Continued)

Instructor: Phyllis Sweeney

Project Management Certificate Program

Project Management Certificate Program 2

Session 5-6 Learning Objectives

· Understand all of the Project Management processes

· Define a change management process· Summarize program management processes

The student will be able to:


Initiation

Planning

ControlExecution

Closeout

Project Management Processes

3


Project Management Processes

Initiating Closing

Planning

Executing

Monitoring and Controlling

4


Project Management ProcessINITIATION

Monitoring and Controlling• Monitor progress or lack of• Manage changes• Revise project plan, if required

Close Out the Project

EXECUTION

PLANNING

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What’s To Know About Change?

· What makes change hard?· Let’s talk about Chelsea……

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Control vs. Risk

$

Control RiskLow High

• High Control - Low Risk• Low Control - High Risk• Balanced Approach

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Project Control· Controlling Processes:

– Ensuring that project objectives are met by monitoring and measuring progress regularly to identify variances from plan so that corrective action can be taken when necessary

What is the difference between a corrective action and a workaround?

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Successful Project Control· Use project plan as the baseline· Monitor project progress versus plan on a regular basis· Use project milestones to measure “true” progress· Document project changes· Make sure changes are valid and necessary· Revise and update plan whenever project changes are

approved· Monitor “trends”· Attack deviations as soon as possible

Baseline: The original plan plus or minus approved changes. Initial deliverable to which changes will be measured against as the project proceeds.

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Project Status Review Meeting· Frequency

· Duration

· Format

· Attendees

· Documentation

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Progress Reporting SystemProject Status Reports· Current period· Cumulative project to date· Variance Reports

– Exception reports with corrective action recommendations

– “Red, Yellow, Green”

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Progress Report

CostVariance

ScheduleVariance

Time

$ o

r % c

ompl

etio

n

Actual

Plan

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Do Project Reports Tell You Everything?

Why Reports Don’t Tell the Whole Story?– People leave out the “truth” – don’t want to be blamed– Don’t want to expose problems in public– Performance is often a subjective measurement

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Do Project Reports Tell You Everything?

The Truth is Out There– Informally review progress– Visit your team members. Manage by Walking

Around (MBWA)– Ask to see their work products– Ask other project team members (Client, vendors,

contractors, etc.)– Measure progress against a clearly defined

milestone, not against a calculated percent completion

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Change Management Process· Change is inevitable· Change may be desired· Can cause substantial impact to the project and to the

customer if due process is not applied· The Change Management Process:

– Ensures that there is appropriate understanding, documentation, notification, and approval for all changes within appropriate variance levels.

These variance levels are determined on a project by project basis.

Encompasses the following three areas: scope, schedule, cost

– Is in effect upon the baselining of a document or deliverable.

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Project Parameters

Quality

Scope

Cost Time

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Change ControlReasons for Project Changes· Project priority changes· Budget reduction· Scope underestimation· Original objectives have changed

So, if changes are obvious, why is it so difficult to do?

Remember, Chelsea…….

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Change Control

Project Change Request· Recognize variance from project plan· Evaluate impact to baseline cost and schedule· Evaluate effect of “Do Nothing”

Why measure variances?· Catch deviations early· Allow early corrective actions· Detect trends (good or bad) in schedule and effort

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Change ControlProject Change Impact Statement· Define change in detail· Determine overall project impact· Evaluate alternatives including “Do Nothing”· If change is approved, update plan ASAP· Inform all team members of changes

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Assignment #3 – Team Assignment Change Management Process

1. Assignment #3, due Session 6, October 20• Due in Session 6 (sent via email to [email protected]) by

4:00 p.m.• 3 Pages Maximum – 1 Page Maximum for Form, 2 Pages Max for

Instructions

2. Team Name (Insert Name in Header) – List all team members

3. Develop a Change Management form that you would like to see in your organization and that the team plans to use for the project. It can be a 3-step, 4- step, or 5 – step approach. The team must then provide instructions as to how to fill out each step of the change form, including variance levels. An incomplete sample is provided on the following slides.

4. Assignment includes: 1) Form and 2) Instructions with Variance Levels

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Change Management Process

· Three Major Steps:1. Initiate2. Determine impact to assess the change to the project3. Assess

· Five Major Steps:1. Initiate2. Determine work to assess the change3. Assess the impact to the project to make the change4. Decision5. Notify and Update

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Change Management ProcessStep 1: Initiate Change: Explain change and cause of change.Scope*Schedule*Cost*Step 2: Determine effort to assess the change:

Step 3: Describe mitigation strategy and level of effort to implement:

*In instructions, include what the variance levels are that require sign-off:Schedule: +/- Days

Scope: ??Cost: ??

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Closing Projects

· Project Closeout:- Formalizing acceptance of the project or phase and bringing

it to an orderly end- PMBOK: Those processes performed to formally terminate

all activities of a project or phase, and transfer the completed product to others or close a cancelled project.

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Termination Components

• Understand why the termination of the project is necessary

• Understand how hard it is to kill projects• Plan for an organized death and mourning period• Analyze the most efficient method to kill the project• Learn from the process and project – document

lessons learned• Salvage good components

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Factors in a Project Termination

• Technology change/gap/obsolescence• Project team discord

• Project management trap - PMM was inefficient and led to chaos

• Loss of management interest and support• Original intent was lost in the shuffle (scope creep

and change)• Loss of support from the beneficiaries - they have

moved on• Disappearance of the need, including market shifts

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Project Termination Strategies

• A sudden termination• Gradual and slow termination

• Slowly strip resources, often politically the best, usually worst on the project team

• Redirect attention to the area of choice and cut losses• Freeze the project - lock up files and reassign resources –

possibly postpone or cancel

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Potential Costs of Stopping a Project

• Public relations and political costs• Employee morale• Reassigning and/or terminating project staff• Costs of carrying project staff from a dead project• Developing alternatives for the current project

• Mothballing in a manner the project can be restarted later

• Keeping the project going until a logical stopping point• Penalties for canceling contracts and agreements• Determining what is salvageable

• Disposing of the completed deliverables from the current project

• Cost and storage of project equipment, materials• Dealing with impacts on downstream projects

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· Confirm all deliverables are installed/delivered according to scope of work

· Obtain client approval based on project completion criteria – get client sign-off and acceptance of project

· Complete project documentation for historical records· Complete project management audit- Lessons Learned

Report (Post Mortem)· Issue final project report· Release project staff to new assignments or reassignment

to “home” organization

What are some other steps that might be taken?

Project Close-out Steps

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Closing Projects

Small Projects· Meet with stakeholders· Confirm project deliverables are acceptable· Write meeting minutes for documentation· Issue memorandum stating project completion

Larger Projects· Formal “punchlist”· Multiple levels of approvals· Official project transfer to client· Formal “signoff” signatures

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Types of Termination

Inclusion/Integration· Successful project· Project deliverables distributed· Accepted by project sponsor· Absorbed into organization, becomes part of standard

procedure· e.g. - Building a new bank branch, new science curriculum in a

school district

Murder· Unsuccessful project· Over budget & behind schedule· Project becomes obsolete or not needed· e.g. - WPPS nuclear plants

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Lessons Learned Template

Historical Summary of Project:

Positive Lessons Learned:

Areas for Improvement: (Include audit results)

Metrics:Number of Change Requests:Reasons Why:

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Project Management Lifecycle Phases

In Your Teams, document:

What are the 5 phases?What are the major activities for each phase?What are the major deliverables for each phase?

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Five Phase Approach -- ReviewProcess Scope Plan Execute Monitor/

Control Closeout

Activities: State Problem

Est Goal

Define Objectives

Id Success Criteria

Id Assump./Risks/Constraints

DeliverablesPOS

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Project Management Certificate Program 34

Module 1 Summary

· Understand what a project is· Identify the project management processes· Understand the difference between a project

lifecycle and project management processes· Work in your teams· Have a POS in place

Welcome to Session 5-6 – Project Management Process Overview (Continued)

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