PROJECT MANAGEMENT

Framework

3/3/2011
By Karla Campbell
Project Manager
PMP Certificated
UCOP
 Topics
1. Benefits Of Project Management

2 Definitions
2.

3. Roles

4. Project Process Groups

5. Best Practices

6. Tools and Services

7 Appendix (Templates)
7.

2
1. Benefits of Project Management
• Wh
Whatt are th
the b
benefits
fit to
t Project
P j t Management?
M t?
– Ability to balance competing demands
– Clear and understood p project
j scopep and p
problem
statement
– Identification of project risks with documented
strategies
– Consistent method for monitoring and
controlling project deliverables and
milestones
– Improved communication among
project team, executive sponsor, leadership and
stakeholders
– Ability to measure project performance
– Early Identification of potential problems
– Understanding
U d t di off iimpactt tto titimelineli andd critical
iti l
path when deliverables are changed
3
 2. Definitions
• Whatt iis a P
Wh Project?
j t?
– A Project is a temporary endeavor undertaken to create a unique
product or service.
• What is Project
j Management?
g
– Is the process of using proven tools and techniques to manage the
scope, time and cost of a project.

Value

Scope

Any change to one will effect the others

All sides are equal
4
 2. Definitions
• Baseline
– Original approved Project Scope, timeline and cost, a place
• Gantt Chart
– Graphic display of activities in the schedule represented by bars charts
• Issue
– Topic or point that is in question or dispute, a matter that is not settled or
clear. Best Practices are to state it as a question (see Appendix for template)
• Milestone
– A significant activity or event in the project
• Scope
– Ap paragraph
g p describing g the characteristics of a p
project
j and sum of the
product or services. If a date is a driver or budget is a driver put this in the
scope definition
– It is equally important to have a paragraph or bullets on what is out scope,
this may be difficult in the beginning of the project but as the project
develops this will become more clear
• SME (Subject Matter Expert)
– Is a person who exhibits the highest level of expertise in performing a
specialized job
job, task
task, or skill within an organization
– Functional teams are usually formed through subject matter expertise
5
 2. Definitions
• Stakeholders
– Person or organization (e.g., customer, sponsor, another organization, or
the public) that is actively involved in the project, or whose interests may be
positively or negatively affected by execution or completion of the project. A
stakeholder may also exert influence over the project and its deliverables
• Ri k
Risk
– An event or condition that may occur and it may have a positive or negative
impact on the project.
• How to determine Priorityy (see Appendix for template)
– Impact – what is the impact if this risk was to occur
– Probability – what is the likelihood this risk will occur
• Risk Strategies
– Mitigation - reduce impact and if possible probability
– Avoidance- avoiding or eliminating the cause
– Transference – shifts impact and transfer risk to a third party
– Acceptance - no plans - willing to accept consequences
• WBS
– Work Breakdown Structure – Hierarchical representation of deliverables;
each level represents more detail and definition. Great tool in planning or
laying out the project schedule; and can assist in identify stakeholders (see
Appendix for template)

6
 3. Roles
• What are all the roles yyou will need on a project
p j team?
– Executive Steering Committee
• Provides a stabilizing influence so organizational concepts and
directions are established and maintained with a visionary view;
provides insight on long-term strategies in support of legislative
mandates; ensure business objectives are being adequately addressed
and the project remains under control
– Executive Sponsor
• Provides the official backing, resources , strategic direction and
approval
pp of the p
project.
j Helps
p pproject
j owner navigate
g through
g ppolitical
environment and monitors political environment to help project adjust;
owns the final product; signs off on charter and scope objectives
– Project Owner
• Overall responsibility for project implementation:
– Keeps the project on track byb meeting with
ith project manager on a
consistent basis; provides and locates resources for the project and
resolves any resource allocation issues; when roadblocks occur for
team - prevent scope and schedule creep; decision maker on day to
day activities; escalates issues or concerns to the executive sponsor;
ensures executive sponsor is briefed on status of project
– Responsibility of the planning and execution of any project to meet the
project objectives; Prepares project documentations for input and sign
off; Tracks and monitors project progress; Escalate issues and risks to
and from the core project team to Executive Sponsor for decisions;
Responsible for the proper closing of a project; Maintains an objective
point of view through out the project

7
 4. Process Groups
• Project Management Process Groups

Initiating Planning

Monitoring
& Executing
Controlling

Closing

8
 4. Process Groups
• INITIATING
– Recognizing that a project is worth doing
– Determining what the project should
accomplish
– Defining the overall project goal
– Defining general expectations of customers,
management or other stakeholders
management,
– Defining the general project scope and problem
statement
– Selecting initial members of the project team
– Deliverable = Project Charter

9
 4. Process Groups
• PLANNING
– Refining the project scope
– Listing tasks and activities
– Sequencing
q g activities
– Developing a workable schedule and
budget
g
– Assigning resources to the activities
– Gettingg the p
plan approved
pp “baseline”
– Deliverable = Project Management Plan

10
 4. Process Groups
• EXECUTION
– Leading the team
– M ti with
Meeting ith tteam members
b
– Communicating with stakeholders
– Resolving conflicts that always arise during a
Project
– Approve
pp change g request
q
– Securing necessary resources (money,
people, equipment) to carry out the project
plan
– Deliverable = RFQ/RFP or Distribution of the
schedule issues and risks on a weekly basis
schedule,

11
 4. Process Groups
• MONITORING and CONTROLLING
– Monitoring deviations in budget or schedule
– Taking corrective action
– Evaluating potential impacts of project
– Initiating change request process
– Rescheduling the project activities
– Adapting resource levels
– Adjusting project goals (as long as you have
revisited planning)
– Getting changes approved by stakeholders
– Updating project documentation
– Deliverable
D li bl = Progress
P reporting
ti
12
 4. Process Groups
• CLOSING
– Validating the last of the tasks are
complete
l t in
i th
the project
j t plan
l
– Releasing resources
– Lessons learned
– Final vendor payment
– Writing a final project report
– Sponsor sign off
– Closing out the files
– Deliverable = Transition or turnover plan to
production support;
p pp ; a Lesson Learned
document
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 5. Best Practices
1 Component Comments
Initiating  Sponsor/Owner of product or service Problem Statement should be included in the
 Project Charter/Business Need Project Charter

Planning  Kick Off Meeting You may have several Kick Off Meetings;
 Stakeholders identified •Senior Management; Executive Steering
 Core Project Team Identified •Core Project Team
•Stakeholders
Planning  Project Scope; includes out of scope Documents
 Success Criteria •Project Scope
 Assumptions •If the project does not have a
 Constraints project charter
charter, problem statement
 Requirements must be included in the project
scope
 Roles and Responsibilities
 Communication Plan
 Timeline
 Issues
I
 Risks
 Cost/Budget
Execution  Team Meetings
 Change Request form
 Updating Issues, Risk
 Managing RFQ/RFP

Monitoring  Progress Reports

Controlling  Executive Summary
 Reconciling back to scope and problem statement
Closing  Contracts Closed Important to celebrate successes throughout the
Turnover documents completed project as well as tracking lessons learned!
 Lessons Learned meetings
14
16
Team Celebrations
 6. Tools and Services

Microsoft Checklist Project

j
Assistance

•Word •Project Checklist •Karla Campbell

•Excel (see page 14)
(karla.campbell@uc
•Visio •Templates op edu)
op.edu)
(see Appendix)
•PowerPoint 510-987-0707
•Project
•Project
Management
Institute
(PMI)pmi.org

15
7. Appendix – WS SHIP Project Structure
Advisory Group
Ad i G  EExecutive Steering Committee:
i S i C i L d S ff
Lead Staff
(COC, COVC, COVCA,  Brostrom, Gottfredson, Plotts,  (Reese, Crowder, 
CUCSA, ITLC, etc.) Taylor, & White Baird)

E
Executive Sponsor: 
i S
Nathan Brostrom
 Campuses

Project Owner:
Mik B ti t &
Mike Baptista & UCOP State of CA

Heather Pineda
 Stakeholders
Functional Team:
M i Bl di i Ch li
Maria Blandizzi, Charlie  Regents Medical Ctr.

McDonough, Alan Moloney, 
Karla Campbell, et. al. LABS


C
Campus Managers (informal):
M (i f l)
To be determined by Project 
Owner & his/her Functional 
Team

16
 7. Appendix – WS SHIP Project Structure Roles and Responsibilities
Resource Full Title Area Business Business Email Project Role Responsibilities
Name Phone
Number
Nathan Brostrom EVP, Business Business (510) 987- Nathan.brostrom Executive Sponsor Decision maker;
Operations, UCOP Operation 9029 @ucop.edu provides direction,
guidance.

Mike Baptista Executive Director, Human (510) 987- Michael.Baptista Project Owner Direction, support,
UCOP Resources 9383 @ucop.edu arbitration,

Heather Pineda Director, UCOP Human (510) 987- Heather.Pineda@ Project Owner Direction, support,
Resources 9232 ucop.edu arbitration,

Karla Campbell Project Manager Office of (510) 987- Karla.Campbell@ Functional Team, Subject Matter Expert
Strategic 0707 ucop.edu Project Manager in Project
Change Management
Resource

M i Bl
Maria Blandizzi
di i Director, S
Di Special
i l Student
S d ((510)
10) 98
987- Maria.blandizzi@
M i bl di i@ F Functional
i lTTeam, Manage project
M j plan,
l
Projects, UCSF Academic 9551 ucsf.edu Coordination of monitor, document
Affairs Workgroup

Alan Moloney Director, UCOP Purchasing (510) 987- Alan.moloney@u Functional Team, Manage the RFP
and 0824 p
cop.edu Procurement process;; a lead in
p
Contracts Consultant and Lead negotiations of
on RFP vendors utilizing the
consultants.
Charles Manager, Student Student (415) 476- charles.mcdonou Functional Team, Subject Matter Expert,
McDonough Health and Health and 1584 [email protected] Coordination of Project Coordination
Counseling, UCSF Counseling Workgroup

17
 7. Appendix – Problem Statement
Problem Statement Template:

The problem of (description) affects (list stakeholders affected).  The impact of 
which is (describe the impact of the problem) A successful solution would (list some
which is (describe the impact of the problem).  A successful solution would (list some 
key benefits of a successful solution).

P bl
Problem Statement
St t t Example
E l (provided by Rational Unified Process (RUP)):

The  problem of untimely and improper resolution of customer service issues affects
, pp p,
our customers, customer support reps, and service technicians  the impact of which 
p f
is customer dissatisfaction, perceived lack of quality, unhappy employees and loss of 
revenue.  A successful solution would  provide real‐time access to a troubleshooting 
database by support reps and facilitate the timely dispatch of service technicians to 
only those locations that genuinely need their assistance
only those locations that genuinely need their assistance.

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 7. Appendix - WBS

• Also, having a description of each box is helpful to fully understand what the

deliverable is trying to achieve .

19
7. Appendix - Schedule

20
7. Appendix - Schedule

21
 7. Appendix – Issues List
Key
D fi i i off an Issue
Definition I -
# - unique number
Status - Indicator - (red) will cause delays, (yellow) - may cause delays -(green) - on target, A point or matter in question or in dispute, or a point or matter
Priority - Urgent=cannot continue if not resolved; High=must be resolved; Medium=must be that is not settled and is under discussion or over which there
resolve can have business "work around"; Low=does not need to be resolved by project delivery are opposing views or disagreements.
Regarding - One or two words categorizing the item - staffing, communications, Labor, budget (PMBOK Guide – Third Edition – 2006)
- be consistent
Date Opened - list the date mm/dd/yyyy item was opened
Description - Issue should be stated with a question,
Actions Plans - latest plan to resolve this issue, best to start with a date to separate notes
Sort By:
Assigned to - Responsible to get resolution and is accountable for this issue (coordinate
discussions, escalate if help is needed.
Target Close Date - Date in which items is targeted to be resolved

Date
# Status Priority Regarding Description Action lans Assigned to
Opened

2/28 - Make your notes brief but enough to understand what is

going on and how this issue is being resolve; 2/23 - Purpose of
an issues list is for tracking and knowing who is working on what
1 Red 1-Urgent Staffing 10/8/2010 What is the purpose of an issues List issue. Also to have a record of how an issues was resolved. Alan

2/28 - Make your notes brief but enough to understand what is

going on and how this issue is being resolve; 2/23 - Purpose of
an issues list is for tracking and knowing who is working on what
2 Yellow 2-High RFP 10/8/2010 issue. Also to have a record of how an issues was resolved. Maria, Alan

2/28 - Make your notes brief but enough to understand what is

going on and how this issue is being resolve; 2/23 - Purpose of
an issues list is for tracking and knowing who is working on what
3 Green 3-Medium Labor 10/22/2010 issue. Also to have a record of how an issues was resolved. Heather

2/28 - Make
M k your notes briefb i f but
b enoughh to understand
d d what
h iis
going on and how this issue is being resolve; 2/23 - Purpose of
an issues list is for tracking and knowing who is working on what
1 Green 4-Low Contract 9/30/2010 issue. Also to have a record of how an issues was resolved. Karla

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 7. Appendix - Risk List
Key Definition of a Risk -
Consequences - if this risk does occur what are the consequences (positive or negative)
Impact, Probability: 1-High, 2-Medium, 3-Low An uncertain event or condition that, if it occurs,
Priority - result form the Look Up table regarding input from Impact and Probability - 1-Very
High , 2- High , 3- Medium, 4- Low, 5- Very Low has a positive or negative effect on a project
Strategy - Avoidance, Transference, Mitigation, Acceptance = Avoidance - avoiding or objectives. (PMBOK Guide – Third Edition – 2006)
eliminating the cause; Transference - transfer risk (third party); Mitigation - reduce impact ;
Acceptance - no plans - willing to accept consequences
Contingency Plan- If possible are there contingency plans that can be executed if the Risk
occurs

Date Contingency
# Event/Risk Description Consequences Opened by Opened Impact Probability Priority Strategy Plan Owner

Mitigation - working
with leadership and
If resources are not department directions
available it will have a to verify resource
Resources must be available on this negative impact on 1 Very
1-Very availability; should be
1project timeline and budget. 1-High 1-High High resolved by 4/1/11
Priority Table

Impact Probability Priority

1 Hi
1- High
h 1 Hi h
1-High 1 V
1- Very Hi
High
h Ri
Risk
k

1- High 2- Medium 2- High Risk

2- Medium 1-High 2- High Risk
2- Medium 2- Medium 3- Medium Risk
3- Low 1- High 3- Medium Risk
1- High 3- Low 3- Medium Risk
2- Medium 3- Low 4- Low Risk
3- Low 2- Medium 4- Low Risk
3- Low 3- Low 4- Low Risk
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