Project Management for Your Local Section / Chapter
Lee Stogner, PMP
2005 Leadership Workshop Tucson, Arizona March 12, 2005
Seminar Objectives
To: Provide tools and ideas for more effectively executing your projects Develops understanding of the need to execute your projects more effectively Develops understanding of some basic project management principals and practices Promotes teamwork All your organization's projects will be successful
In a way that:
So that:
Benefits of Sound Project Management
Less overall project cost Less strain on working capital Effective use of resources More timely project completion Higher quality of the final product
Project Management Overview
What is a project? What is project management? What is project success? What factors determine project success?
A Project
When a task...
Has a defined objective Has a deadline Requires integration of knowledge and experience from various organizations
PM
PM Project Management is:
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PM Project Management is:
Causing a Planned PM Undertaking to Happen
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Project Management
Complex and numerous activities Unique - a one time set of events Finite - a begin and end date Limited resources and budget Many people involved Sequenced activities End product or service must result
Program Management
Larger in scope than a project Made up of several projects Made up of a number of similar products Programs tend to be more permanent
Peanuts
What is Project Success?
Factors in Project Success
Project Management Philosophy Project Management Role and Responsibility Project Management Principles and Practices
Project Management Philosophy
The Golden Rule of Project Management is three words:
Plan Organize Control
Project Management Roles and Responsibilities
Project Execution Maintain Customer Relations Create a Positive Environment
Project Execution Plan
Project Execution Strategy Project Management Quality Safety Risk Management Design/Develop/Program Implementation Documentation Training
Customer Relations
Develop Communication Ensure Timely Participation Include the Customer on the Project Team Develop Trust and Confidence
Create a Positive Environment
__________ Effectively __________ Member of the Team Utilize _______ _______ Activities __________ Success
Maintain a safe working environment
Safety
Project Management Principles and Practices
Define Project Objectives Develop Project Execution Plan Define Baselines for Control Manage Risk Close out Effectively
Define Project Objectives
Expected deliverables Required resources (total installed cost) Required timing (opening date) Safety and Environmental Total Quality
Define S.M.A.R.T. Project Objectives
S pecific M easurable A ssignable R ealistic T ime related
Alignment Process
Team Requirements
Skills needed ? Individuals identified ? When are they needed ? Where are they ? Training needed ? Interpersonal compatibility ?
The Four Cornerstones of Project Management
Cost
Schedule
Scope
Quality
Cornerstones of Project Management
Cost
Schedule
Scope
Quality
Scope
Poor scope definition is the major
contributing factor to cost overruns in the engineering and construction industry.
CAUTION
Cost Influence Relative Time
Initial Scoping Effort
Sets the baseline for cost and schedule Must involve the right people Must include implementation Identifies items not included Maximum influence on project cost Breaks project into manageable pieces
The WBS
Drawings Estimate
Facility Services
WBS Element/ Work Package
Bill of Materials
Schedule
Cost Reports
Contracts
Successful Work Breakdown
Status and completion is easily measured Definite beginning and end It is familiar with prior experience Manageable work assignments One continuous stream of work from start to finish
Steps for constructing a WBS
Divide the project into major objectives Partition objectives into activities Divide activities with missing characteristics into subactivities Repeat #3 until all subactivities have desired characteristics Lowest subactivities are the basis of work packages
Creeping scope
The effect of creeping scope is a major cause of cost overruns
To manage creeping scope
Keep scope documents current Freeze design after the estimate has been approved Allow only those changes that are justified by benefit Use an effective change management procedure
The Four Commandments of Good Project Scope
Written Well defined Clearly understood Achievable
Cornerstones of Project Management
Cost
Schedule
Scope
Quality
Aspects of Cost
Estimate Cost Control
Basis for Control Application of control procedures to follow financial progress
Estimate Requirements
Define project cost
integrate scope, schedule, and resources
Define estimate basis Identify potential risks Identify contingency/escalation Identify items not included
Elements of Cost Control
Establish the baseline (estimate) Measure variation from baseline Take corrective action
Cost Control System
Detailed project scope/work package Control estimate Chart of accounts Cost status report Forecasting process Change management procedure Cash flow forecast
Project Control
Project Day 1 -------------To do list:
Kick off meeting Project schedule
Integration of Cost and Time
Basic Elements of the Control System
A project plan: Scope, schedule, estimates A monitoring system which measures performance against plan A reporting system which identifies deviations from the plan A system which communicates deviations to the right people Corrective actions Forecasting the project outcome
Key Control Philosophies
Define the baseline for control
1._______ 2. ________ 3. _______ 4. ________
Divide project into manageable pieces Remember: Ability to influence cost is maximum early in the project
Key Control Philosophies (cont)
Define and manage risk/opportunity Integrate scope and estimated cost into schedule Make informed decisions Anticipate deviations/changes Adopt the end product approach Plan ahead from phase to phase
Basic Project Control Steps
Define the project scope Develop a project plan consistent with: project scope estimates (cost constraints) schedule (constraints resources available Report progress and compare with budget and forecast Control by taking corrective action
Contingency - Plan for Change
Cornerstones of Project Management
Cost
Schedule
Scope
Quality
Schedule
Planning -
Identification of the sequence of events necessary to complete the project Scheduling - Determination of timing and assembly of project activities to give overall completion time
Front End Schedule
A way to get the project started right Design Program Install / Test System Turnover
Basis for Project Schedule
Project objectives Project scope Project milestones Project estimate (budget) Resource availability
The Critical Path
Identifies project priorities Shows activity relationships Enables schedule analysis Reflects project strategy Promotes teamwork
Basic Network Diagramming
Expanded Network Diagramming
The Bar Chart
The Gantt Chart
Project Schedule - Tools
Microsoft Project
Project Schedule - Tools
[Link]
Five Phases of Project Management
Cornerstones of Project Management
Cost Schedule
Scope
Quality
Total Project Quality Management
Quality Assurance
Quality Control
Total Project Quality Management
Design Basis
Continuous Improvement
Project Quality Improvement
Develop a quality management plan early in the project Include representatives from all affected organizational units on the project team Initiate the project effectively through kick-off and alignment meetings Review performance and measure success
Project Quality Improvement (cont)
Define scope and review periodically Limit scope changes formal change procedure require justification Complete more engineering up-front before defining cost and scheduling Obtain constructability, operability and maintainability input to design
Cost of Quality
Risk Management
Manage Risk
What is risk? Sources of risk Kinds of risk Risk Management Process
Identify risks Define consequences Develop a mitigation plan Document
Sources of Risk
Technical
Financial
Socio-Economic Contractual
Risk Management Process
Identify Risk
Analyze Risk
Respond to Risk
Document Risk
Sources of Help to Identify Risk
Site investigations Contract documents Schedule Team brainstorming Body of experience
Risk Control Methods
Avoid Reduce Share Insure Accept
with contingency without contingency
Contain
Risk Containment
Clearly define insurance responsibilities in contracts Use qualified personnel Document and communicate project strategy Define roles and responsibilities Prepare contingency plans for critical activities Use up-front team building
Risk Containment (cont)
Use qualifies contractors and vendors Preconstruction work briefings (especially safety) Rehearse critical activities or use mock-ups Use strong project control systems Manage contingency
Project Close-out
Project Closeout - Major Phases
Obtain client acceptance Document the project Conduct the post implementation audit Issue the final report
Pyramid Cartoon
Successful Project Management
Plan the Work Work the Plan
Successful Project Completion
Project Management - Learning More
[Link]
Project Management - Learning More
Project Management Body of Knowledge
Project Management - Learning More
[Link]
Project Management - Get Certified
[Link]
Project Management - IEEE EMS
[Link]/soc/ems
Class Exercise - Plan a Project
Lee Stogner - Contact Information
Lee Stogner, PMP Rockwell Automation Mobile 864-360-9415 Email [Link]@[Link]
