Do More With Less: Delivering Projects Successfully With Only Eight Powerful

Project Management Processes

NK Shrivastava, RefineM Project Management Consulting
This content was presented at PMIs Global Congress North America in Phoenix, Arizona on
October 27, 2014.
The idea of doing more with less is a daunting challenge to many project managers. In a survey we conducted,
nearly 75 percent of respondents felt that project management is becoming more difficult (PM Survey, 2014). Over
88 percent of the project managers surveyed felt they had been asked to do more with less, with 52 percent strongly
agreeing (PM Survey, 2014). To successfully manage projects with less time and fewer resources, project managers
need a good sense of which processes are needed on a given project. Meeting this challenge can feel like navigating
a complex maze, full of wrong turns and dead ends.
(If you are looking for additional guidance to navigate this maze, after reading this article, please consider
RefineMs toolkit, Essential Gear for Project Managers.)
PMIs Guide to the Project Management Body of Knowledge (PMBOK Guide) describes 47 project management
processes over ten knowledge areas and five process groups, with the goal of providing knowledge, process, skills,
tools, and techniques that can have a significant impact on project success (PMI, 2013, 2). For a new project
manager, and even for some experienced project managers, understanding these processes can be an overwhelming
task. Once a project manager understands these processes, the challenge then shifts to identifying and emphasizing
the most relevant processes for his or her project.
When identifying which processes to use, project managers can encounter one of two pitfalls. They might execute
too few processes under the assumption that some are not important, which opens up unnecessary risks, such as
unanticipated roadblocks and dead ends. Or, project managers could try to use every process on every project, which
will waste time. While every process is important, not all are relevant on every project. For example, procurement
management will look very different in a project where an organization is supplying all materials internally than in a

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project where the organization must obtain some materials from a vendor. Project managers should be familiar with
all processes in order to determine which ones are necessary for a project, but they should also bear in mind that just
because a process exists does not mean it has to be used.
From experience, following a set of eight critical processes on a project drastically reduces the chance that the
project will fail, while omitting any of them introduces risks. Doing more with less does not have to be a daunting
task; rather, it can be an opportunity to simplify and strengthen the project management function. Deploying these
processes correctly and consistent throughout a project should lead to successful delivery of projectson time,
under budget, and exceeding expectations. The next section introduces the processes and justifies their inclusion as
part of the eight simple, yet critical, project management processes. Each process is introduced with a brief
overview. Methods of implementing the process are then described, as well as best practices to follow and pitfalls to
avoid in order to get the most out of the process.

The Eight Powerful Processes

Project Charter
The project charter authorizes the project and contains initial requirements to satisfy stakeholder expectations. With
the charter, the project begins with a clear vision that is mutually agreed upon.

Why is the Project Charter Crucial?

In addition to officially authorizing the project, the charter serves as a way to align project team members and
stakeholders to project scope, objectives, roles and responsibilities, and key stakeholders. The project charter is also
a good place to establish baselines for the project, such as preliminary scope, time, cost, stakeholder, and risk
measures. Without the charter, there is less official backing for the project and it is more susceptible to early closure.
Therefore, project managers should assume that there is no project without the project charter.

How to Implement the Project Charter

The project charter needs to be a collaborative effort among the project manager, the team, and stakeholders. It
should include at least some of the following:
List of stakeholders, including project sponsor and key team members
Project Description and Business Case or Business Outcome
Expected Duration and Measurable Project Goals
Project Scope (including in-scope and out-of-scope) and Key Deliverables
Milestones and Associated Dates
Key Issues and Risks
Critical Success Factors, Assumptions and Constraints
High-Level Budget, Schedule, and Contingency Reserve

Signoffs from Sponsors and Stakeholders

Project Charter Best Practices and Pitfalls

The project charter is critical to the effective deployment of the other processes described here because it is a
starting point for achieving stakeholder buy-in on the use of the do more with less approach. Project managers
should make sure that all major stakeholders have been included in the charter creation process and that the charter
development is a collaborative effort. With the group involved, it is important to make sure that possible project
risks, in-scope and out-of-scope items, and assumptions are all clearly documented and recognized. Finally, even if
the charter is developed, it still has to be approved, and starting without this approval can be a pitfall.

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Stakeholder Analysis
Stakeholder analysis is a strategic effort to win critical support needed to pave the way to a successful outcome. A
projects stakeholders can occupy a range of positive to negative interest and high to low influence. Project
managers need a plan to keep and leverage the support of allies while preventing stakeholders with negative interest
from derailing the project.

Why is Stakeholder Analysis Crucial?

No project manager should expect his or her project to be a smooth, well-paved road, but stakeholder analysis gives
the project manager options to keep it from being a rocky road. Stakeholders with high or positive interest and
powerful influence, known as champions, can remove obstacles to project success. On the other hand, stakeholders
with powerful influence and low or negative interest, known as barriers, can hinder the project. Advocates, who
have a low level of influence but high or positive level of interest, should also be considered because they can still
influence the project. Bystanders, who have a low level of influence and low level of interest, should at least be kept
informed about the project so they are aware of it if their level of influence or interest changes.
It is important to identify each stakeholder and account for their influence, interest, and expected level of impact.
Identifying the stakeholders current and desired level of engagement with a stakeholder engagement matrix is a
good way of determining where each stakeholder is and what actions are necessary to maintain or improve those
levels.

How to Implement Stakeholder Analysis

The first step is to collect information about stakeholders. One dimension is primary and secondary. Primary
stakeholders have a stake in the project and are involved in all aspects, while secondary stakeholders have an
indirect impact in the business operations or growth. Another dimension is internal and external. Internal
stakeholders are within the organization and can include team members, functional managers, and executives.
External stakeholders can include government agencies, industry groups, and members of the general public.
The stakeholder register, stakeholder influence matrix, and stakeholder engagement matrix are powerful tools to use
to track the stakeholders on a project, gauge their feelings toward the project, and use this knowledge both to
maximize positive results and minimize negative results. Exhibit 1 shows a sample stakeholder register.
S.No FirstName

LastName

NK

Shrivastava

Keith

Roberts

4
5
6
7

Andrew
George
Cosmo
Sri

Fuller
Costanza
Kremer
Vidya

Department/
Group
production
Vendor
Evaluation
Purchase
Supplier
Supplier

Preferred
Communication
Videoconference

on time, on budget

Positive

High

Champions

Vendor Internal

Face to Face

project success

Positive

High

Champions

External
Supplier External
Internal
External

Weekly Meeting
Monthly Meeting
Weekly Report
Phone

contract assigned

Positive
Negative
Negative
Negative

Low
High
High
Low

Advocates
Barriers
Barriers
Bystanders

Role
PM

Internal/
External
Internal

Expectations

Interest Influence

Result

Exhibit 1Stakeholder Register

Stakeholder Analysis Best Practices and Pitfalls

The most important best practice in stakeholder management is to identify all stakeholders. Missing a key
stakeholder means missing out on a potential champion who can help solve problems, or worse, a potential barrier
who might create problems. A key pitfall to keep in mind is that stakeholder registers often contain sensitive
information and should not be widely shared. They are mainly for the project manager to develop engagement
strategies, and if they were released, stakeholders could get offended.

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Work Breakdown Structure (WBS)

The work breakdown structure, or WBS, identifies the projects tasks and provides a framework for organizing and
managing the work. It is a hierarchical grouping of elements used to help define the projects scope.

Why is the WBS Crucial?

The WBS is a critical process because it helps determine which work is, and is not, part of the project. Developing a
WBS and related dictionary ensures that the projects work is both comprehensive and specific. The WBS serves as
a big-picture look at the project, allowing the project manager to confirm that the entire scope is represented. At
the lower levels, it also serves as a glimpse into details so that the project manager can confirm he or she has not left
out anything important. Without the WBS, a project is susceptible to enlarging scope as well as defects due to
misunderstanding of the project work.

How to Implement the WBS

Exhibit 2 shows a sample hierarchy of what a WBS might look like. At the lowest levels of each part would be the
work packages, which are later broken down into activities. Note that for 1.2, the work package level is one level
down, while for 1.1, the work package level is two levels down. Some levels may decompose farther down than
others.

Exhibit 2WBS Hierarchy

WBS Best Practices and Pitfalls

Project managers should collaborate with team members and stakeholders on the WBS, since their input will
increase the accuracy and quality of the final product. Each item should be estimated in terms of both time and cost
and assigned to someone. Project managers should also ensure that the items do not go above or below 100 percent.
A key pitfall to avoid is adding requirements to the WBS instead of tasks. Requirements are collected elsewhere in
scope management, while the WBS is for breaking down project requirements into work packages.

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Resource Allocation
Project managers commonly have access to many resourceshuman, equipment, and materialwhen managing a
project. The resource allocation plan is a critical part of managing these resources. It helps project managers ensure
that they have assigned their available resources efficiently and with an eye toward evolving needs.

Why is Resource Allocation Essential?

Project managers should expect resources to be scarce on a project. After all, they are not the only people being
asked to do more with less. Many resources are going to be tied up in other projects or functional duties, and
managing these resources effectively shows respect for the resources overall role in an organization. In a matrix
organization, project managers will have to work with functional managers to access key people for a project team.
Effective resource allocation helps win and maintain the respect of functional managers, which is a key management
strategy for those stakeholders.

How to Implement Resource Allocation

Exhibit 3 shows a sample resource allocation plan. Microsoft Project can also be used to help manage resources.
Role
Project Manager

Number Required
3

Responsibilities
Cost, Quality, Human
Resource Management

Skillset
Microsoft Office (Project,
Excel, Visio), Earned Value
Management

Start Date
2/12/2014

End Date
8/12/2014

Exhibit 3Resource Allocation Spreadsheet

Resource Allocation Best Practices and Pitfalls

The most important pitfall to avoid in this process is overassigning resources. It is best not to assign more than 80
percent of resource availability. This flexibility allows project managers to account for meeting time, vacation or
holiday time, emergencies, and other commitments. Staying below the 80 percent threshold also signals respect for
project team members time, which can lead to increased goodwill between project managers, team members, and
functional managers.
Along with this pitfall, an associated best practice is to allocate resources with the long-term project pipeline in
mind. Knowing when key resources will be needed elsewhere will help project managers craft more realistic
resource allocation tables. Another tip with resource allocation is to keep a good team environment in mind when
allocating resources. Consider not only separating people who have not worked well together, but maintaining
partnerships or groups of people who have worked well together.

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Project Schedule
The project schedule links project milestones to key dates and deliverables. The schedule also aligns resources,
duration, and cost, making it a pivotal tool for any project.

Why is the Project Schedule Crucial?

The key benefit of a project schedule is aligning the team to milestones. Going through the process of developing a
schedule also means accounting for dependencies and constraints so that the final schedule is realistic. The project
manager is responsible for providing a schedule to the project management team and key players.

How to Implement the Project Schedule

Exhibit 4 shows a basic project schedule created using Microsoft Project.

Exhibit 4Schedule from Microsoft Project

Project Schedule Best Practices and Pitfalls

The best practice for designing and updating a project schedule is to collaborate. The project manager will not be
doing all of the work on the schedule, so he or she needs to get input from the people who are. Estimates should be
rooted in what can realistically be done by the project team, and should also include buffers for possible unforeseen
problems. Collaborating on the schedule also helps in achieving buy-in from the project team. Team members can
help the project manager identify parts of the schedule that are not realistic. In addition, stakeholders can identify
constraints and dependencies based on other projects and functional duties.
The primary pitfall to avoid is abandoning the schedule during execution when things do not go well. If the schedule
begins to slip during execution, there may be a need for adjustment, but the schedule should not be thrown out.
Instead, the project manager should seek to understand why the slippage has occurred and adjust the dates
accordingly. Rescheduling based on changes is a realistic expectation.

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Communication Plan
The communication plan is another critical piece of any project plan because it establishes the norms for
disseminating project information and updates during planning, executing, monitoring, and closing. It needs to
include:

What information needs to be communicated

When it will be communicated, and how often
Why it will be communicated
Who will send the communication and who will receive
How the communication will occur (mode and technology)

Why is the Communication Plan Crucial?

Arguably, communication is the most important skill in a project managers toolkit. Establishing effective
communication channels and organizational structures fosters open and honest communication, promotes creativity
and team spirit, and is critical to winning the support of key stakeholders. Well-informed stakeholders can often
mean the difference between a project that is cancelled and a project that receives necessary support. For this reason,
the communication plan and stakeholder analysis are closely aligned.

How to Implement the Communication Plan

Exhibit 5 shows a sample communication plan to help project managers get started. It uses the who, what, where,
when, why questions from above as a base.
What (Event)

Who (Target)

Describe the
event.

Define the target

audience.

Initiation Meeting

All stakeholders

Why (Purpose)

When
(Frequency)

How (Medium)

Who (Provider)

Define the purpose Set the frequency Define the medium

of this event.
of communication. of communication.

Identify who is
responsible.

Once before the

project start date

Project Manager

Gather requirements

Face-to-face
meeting

Exhibit 5Communication Plan

Communication Plan Best Practices and Pitfalls

Best practices include using n(n-1)/2 to assess the number of communication channels, identifying sources of
possible noise and working to soothe those, and completing stakeholder analysis before developing the
communication plan. Failing to account for noise means a project manager is ignoring key barriers to effective
project communication, which is a pitfall.
Another important practice is to assess what communications infrastructure is available and how the organizations
culture supports this infrastructure. This includes what technology is available and what rooms are available, but
also how team members typically use this technology. For example, what times are best or worst for meetings, and
when should meetings be face-to-face or over phone or videoconference? Both questions are essential to ask in order
to create a communication plan that supports both the projects objectives and the project team.

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Risk Register
The risk register is the projects hub for collecting information about risks and documenting the planned responses
should risks occur. Because of the highly dynamic nature of projects, effective risk management requires ongoing
monitoring and control. Project managers should evaluate the inputs to their risk register, considering both
qualitative and quantitative risk analysis, and then should solicit constant feedback and reporting on both new risks
and the status of current risks.

Why is the Risk Register Crucial?

If an organization is unprepared to handle a risk that occurs on a project, the impact of that risk could be
catastrophicdelays, cost overruns, and even project failure. If risks are documented and analyzed, appropriate risk
response strategies can be put in place. For example, project cost baselines often have a management reserve set
aside to cover unknown unknowns, or risks that were not anticipated (PMI, 2013). For known unknowns, a tool
known as the risk contingency reserve can be developed and used, but this is only effective with risks that have been
discovered.

How to Implement the Risk Register

Exhibit 6 shows a sample risk register. Risks are catalogued, described, and subjected to Expected Monetary Value
(EMV) analysis, which multiplies probability of the risk occurrence by expected impact in time or money to produce
an idea of how much that risk would cost.
Risk
ID

Risk Description

Too many data model changes

12/01/13 25%

10

$1,000.00

2.5

Mapping Grid document is not

ready in time
Team Member A leaves the
project
Data Migration is not complete
by planned date
Team members are reassigned
to other projects

11/15/13 10%

$500.00

0.8

12/15/13 70%

$1,500.00

4.2

$250.00 George Ensure good review of

data model
$50.00 Allen
Monitor closely, every
week
$1,050.00 Kremer Prepare backup

12/15/13 50%

$2,500.00

2.5

$1,250.00 Linda

11/01/13 50%

20

$3,000.00

10.0

$1,500.00 Ellis

3
4
5

Risk Date Probability

Impact
% L/M/H (Days) (Cost)

(Days)

EMV
(Cost)

Risk
Owner

Risk Response

Monitor closely, every

week
Ensure project remains
high priority

Exhibit 6Risk Register

Risk Register Best Practices and Pitfalls

The key best practice in developing a risk register is to collaborate. Project team members, stakeholders, industry
professionals, peers, and a host of other sources can all help identify risks on a project. The primary pitfall is failing
to include key stakeholders, but another major pitfall is failing to update the risk register. A risk register that is not
updated is not useful to the project, and likewise, a risk register that is updated, but sits in a central location without
being distributed, is also not useful.

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Performance Reporting
The final critical process is to report progress. This includes, but is not limited to, deliverables, milestones, activities,
cost/budget, quality, risks, and issues. Performance reports can take many forms, including general reports, financial
reports, reports on an entire portfolio, or reports on quality parameters such as defects and changes.

Why is Performance Reporting Essential?

Decisions need to be backed up by data. Being proactive about reporting project trends and variances in detail can
help secure stakeholder support, align the team and stakeholders, and procure necessary resources. Obtaining regular
performance reports can provide information needed to help project managers perform the majority of these eight
processes, in addition to many other processes.

How to Implement Performance Reporting

Exhibit 7 is a sample performance report. Note that this sample is both backward-looking (what has been
accomplished) and forward-looking (what will be accomplished in the next two weeks). This type of report also
gives team members a space to record their concerns.
Team Member

John
Carol

Achievements/Milestones Assignments (for next 2

Completed (in the past
weeks)
week)
Finished WBS.
Met with stakeholders

Create project schedule

Create stakeholder
engagement matrix

Major Issues/Concerns
(that may impact
progress in future)
One week behind on schedule
Many stakeholders have
negative perception of project

Exhibit 7Sample Performance Report

Performance Reporting Best Practices and Pitfalls

Best practices include creating different reports based on the needs of various audiences, using the trial balloon
method of reporting based on stakeholder approval of what they do and do not want to see, and adhering to any
reporting requirements based on organizational culture and structure. If no reporting requirements are specified, then
include, at a minimum, what was accomplished in the last reporting period, what is planned for the next two
reporting periods, what needs immediate attention, and also variance, trends, and projections.
The largest pitfall to keep in mind with performance reporting is failing to provide a complete report. Excluding
variances and trends results in a report that is not useful. Leaving off risks and issues makes a project manager look
reactive, not proactive. Neither is a good approach.

The Project Management Survey

Table 1 displays the level of current usage of each of these eight processes among survey respondents. This data
came from a survey in which we polled over sixty project management practitioners worldwide about the level of
project management support in their organizations. The purpose of the survey was to gauge respondents views of
project management and whether they felt adequately trained to perform it.
In addition to these questions, we also polled respondents on their level of engagement with each of the processes
we have described in this paper. Many of the processes had a high degree of usage already, especially project
schedule, but there are many surprising results as well. Two examples that have been highlighted are the use of
stakeholder analysis and the use of the risk register. Stakeholder analysis may not be as widely adopted because it
has only recently achieved more recognition as its own process group in the PMBOK Guide. However, we were

www.refineM.com [email protected] 405 N. Jefferson Ave, Springfield, MO 65806 417.414.9886

surprised to see a comparatively smaller use of the risk register on respondents projects. More engagement with
these simple processes is a key to growth as a project manager as well as sustained project success.
Table 1Survey Respondents Level of Engagement with Processes

How often do you use each of the following processes on your projects?
Process

Almost always
(over 75% of
projects)

Often
(50-75% of
projects)

Sometimes
(25-50% of projects)

Rarely/Never
(less than 25% of
projects)

Project Charter

54%

10%

16%

20%

Stakeholder Analysis

26%

29%

18%

27%

WBS

40%

17%

27%

16%

Resource Allocation

40%

26%

19%

15%

Project Schedule

83%

14%

3%

2%

Communication Plan

41%

22%

21%

16%

Risk Register

29%

19%

32%

20%

Performance Reporting

43%

24%

13%

20%

Conclusion
Successful project completion is a matter of focusing the project management function on the bare essentials and
then executing those essential processes extremely well. A key to making sure these processes are executed well is
to revisit them as the project demands. These tools should be treated as living documents, constantly updated
based on feedback as well as trial and error. As a project manager or PMO masters these processes, more can be
added based on project needs. In this way, project managers, PMOs, and organizations can start the journey toward
project management maturity.

References
1. Project Management Institute (PMI) (2013). A Guide to the Project Management Institute Body of Knowledge
(PMBOK Guide). Fifth Edition. Newtown Square, Pa.: Project Management Institute, Inc.
2. PM Survey (2014). Project management support survey (PM Survey). Survey Monkey, 2014.
https://www.surveymonkey.com/results/SM-RCNSFWM8/

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www.refineM.com [email protected] 405 N. Jefferson Ave, Springfield, MO 65806 417.414.9886