Project Initiation and Planning Lectures PDF

Project Management – 1st Semester Practicing Tools and Techniques  Project Management Master Program – 1st Semester Project Management – 1st and 2nd Semester By the end of this course, you will be able to: Understand the importance and the benefits o...

Project Management – 1st Semester Practicing Tools and Techniques  Project Management Master Program – 1st Semester Project Management – 1st and 2nd Semester By the end of this course, you will be able to: Understand the importance and the benefits of projects for organizations, be able to make a difference between projects and operations. Be able to identify the relevant project management processes and to apply them. Be able to understand the constraints (scope, time, cost) that impact the planning and monitoring of a project, the recommended plans, and their utility in monitoring the project evolution. Understand the roles involved in the project realm, the differences between the project owner, the project manager, and the project team perspective. Learn about the requirements for a formal project closure and for evaluating the project and project team members.  Project Management Master Program – 1st Semester Project Management process and outputs Project Manager Kick off Deliverables Project assignment meeting acceptance acceptance Meetings Agreements, Business Planning Implementation Hand-Over Case, Project SOW Project Deliverables Project Project Client Project final management Management Charter Progress reports Acceptance report, process results Plan Archived project documents  Project Management Master Program – 1st Semester Agenda for the 1st Semester Project definition and types of projects; project management processes Initiating the project, identifying and analyzing stakeholders Defining the project organization and identifying the roles required for the project Defining the scope of the project: identifying requirements and creating the Work Breakdown Structure Planning the project schedule: identifying milestones and creating the project schedule  Project Management Master Program – 1st Semester Evaluation criteria Compulsory criteria: Team assignment: detailed instructions are included in the syllabus. The entire team will receive the same grade. Final projects will be presented during the final seminars, and the consolidated version of the team assignment will be emailed by email by the final exam date (40% of the final grade). Certification-like test: at the end of the semester, each student will pass an exam consisting of questions from the course materials, the case studies discussed during seminars, and a practical assignment based on one of the concepts introduced by this course (40% of the final grade). Complimentary criteria: Interim test based on the Critical Path Method (10% of the final grade). Failure to attend the interim test will result in 0 points for this criterion. Furthermore, the activity during the seminars will also be graded according to the student's attendance and contributions, participation in seminar activities, or project– management–related events, if that is the case (10% of final grade). No seminar activity will translate into 0 points for this criterion.  Project Management Master Program – 1st Semester Team assignment The Project Charter, according to the template included in the course materials. The Stakeholders Management Plan, including the identification and analysis of the project stakeholders and suggested approaches/ measures. The Deliverables Plan, including all the expected results. The WBS, including at least three levels of activities. The Gantt chart that highlights relationships between activities (precedencies) and milestones.  Project Management Master Program – 1st Semester PMI Membership- benefits PMI Infinity, the AI-powered assistant for project professionals Digital Version of the PMBOK® Guide Discounts on PMI Certifications and Certification Renewal PMI Events PMI Picks PMI Standards Business Reading Center Premium Project Management Tools and Templates Many Other  Project Management Master Program – 1st Semester PMP Certification  Project Management Master Program – 1st Semester Agenda for the 1st Semester Project definition and types of projects; project management processes Initiating the project: preparing the project charter; identifying and analyzing stakeholders Defining the project organization and identifying the roles required for the project Defining the scope of the project: identifying requirements and creating the Work Breakdown Structure Planning the project schedule: identifying milestones and creating the project schedule  Project Management Master Program – 1st Semester What is a project? Project = a temporary endeavour undertaken to create a unique product, service or result. Temporary “definite beginning and definite end” “does not necessarily mean short in duration” “A project can create: A product that can be an end item in itself or a component item” A service or a capability to perform a service (e.g., a business function that supports production or distribution), or A result such as an outcome or document” Progressive Elaboration Means developing in steps, and continuing by increments  Project Management Master Program – 1st Semester Scoping Projects and Project Management Outcome: a result or a consequence of a project process. Outcomes can include outputs and artifacts but have a broader intent by focusing on the benefits and value that the project was undertaken to deliver. Product: an artifact that is produced, quantifiable, and can be either an end item or a component item. Program: related projects, subsidiary programs, and program activities that are managed in a coordinated manner to obtain benefits not available from managing them individually. Portfolio: projects, programs, subsidiary portfolios, and operations managed to achieve strategic objectives. Project management: applying knowledge, skills, tools, and techniques to project activities to meet requirements; …guiding the project work to deliver the intended outcomes.  Project Management Master Program – 1st Semester Adequate project organisations for different processes Process characteristic Attribute Frequency often once once Scope small-medium medium-large large Importance low medium-high high Duration short short-medium medium-long Resources few some many Costs low-medium medium-high high Number of few several-many many organizations    Type of organization Permanent/ Project Program/ functional portfolio organization    Management Process Project Program/ approaches management management portfolio management 12  Project Management Master Program – 1st Semester Projects – part of a system for value delivery Value = the worth, importance, or usefulness of something. Different stakeholders perceive value in various ways. System for value delivery = a collection of strategic business activities to build, sustain, and/ or advance an organization. Portfolios, programs, projects, products, and operations can all be part of an organization’s system for value delivery.  Project Management Master Program – 1st Semester Internal environment Process assets: tools, Knowledge assets: tacit Governance Data assets: databases, methodologies, knowledge among documentation: policies libraries, artifacts from approaches, templates, project team members, and processes previous projects frameworks, patterns subject matter expertise Security and safety: Geographic distribution procedures and Organizational culture: of organizational Infrastructure and processes for facility mission, vision, business facilities: work information technology access, data protection, objectives locations, virtual project software levels of confidentiality teams Resource availability: Employee capability: contracting and general and specialized purchasing regulations, expertise, skills, approved providers and knowledge subcontractors  Project Management Master Program – 1st Semester External environment Social and cultural influences: political climate, Regulatory environment: Marketplace conditions: regional customs and national and regional laws competitors, market share, traditions, public holidays related to security, data brand recognition, and events, codes of protection, procurement, trademarks conduct, ethics, and and employment. perceptions. Commercial databases: Industry standards: Academic research: industry standardized cost estimating standards related to studies, publications, and databases and industry risk products, services, benchmarking results. study information. environment, and quality. Financial considerations: Physical environment: currency exchange rates, working conditions and interest rates, inflation, weather. taxes, and tariffs.  Project Management Master Program – 1st Semester Projects and project management Project A Project B  Project Management Master Program – 1st Semester What is Project Management? “The application of knowledge, skills, tools, and techniques to project activities to meet project requirements” (PMBOK® Guide) “Project Management is accomplished through the appropriate application and integration of the 42 logically grouped project management processes comprising the 5 process groups. These 5 process groups are: Initiating Planning Executing Monitoring &Controlling Closing” (PMBOK® Guide 5th Edition, p. 6)  Project Management Master Program – 1st Semester Project Management process and outputs Project Manager Kick off Deliverables Project assignment meeting acceptance acceptance Meetings Agreements, Business Planning Implementation Hand-Over Case, Project SOW Project Deliverables Project Project Client Project final management Management Charter Progress reports Acceptance report, process results Plan Archived project documents  Project Management Master Program – 1st Semester Project Life Cycle Projects are devided into phases to provide better management control Collectively, these phases are known as the project life cycle. The project life cycle defines the phases that connect the beginning of a project to the end of the project. The transition from one phase to the next: generally involves the completion of a set of specific activities or some kind of technical delivery or handoff. the requirements specified within the phase must be completed before moving on to the next phase. For each phase: What work must be accomplished What deliverables must be generated and reviewed Who must be involved How to control and approve each phase  Project Management Master Program – 1st Semester Project Phases A phase is a specific portion of a project defined by a collection of related activities and a set of deliverables that must be completed at the end of each phase. In waterfall methodologies, phases are generally sequential. There is no specific limit on the number of phases a project can have. The Initiation Phase The Intermediate Phase(s) The Final Phase Attention! A project phase is not the same thing is a process group.  Project Management Master Program – 1st Semester Process Groups Initiation Processes Planning Processes Executing Processes Monitoring and Controlling Processes Closing Processes  Project Management Master Program – 1st Semester Process Groups 1. Planning help you define objectives and scope out the work to be done. encompass all the work around planning and scheduling tasks. they can cover a complete project or just the phase you are working on right now. Or you might be closing one phase and planning the next in parallel. 2. Executing You do these processes as you carry out your project tasks. the ‘delivery’ part of project management, the main activity happens you create the products.  Project Management Master Program – 1st Semester Process Groups 3. Monitoring and Controlling let you track the work that is being done, review and report on it. cover what happens when you find out the project isn’t following the agreed plan, you monitor as you go. 4. Closing Finally, these processes let you finalize all the tasks in the other Groups when you get to the point to close the project or phase.  Project Management Master Program – 1st Semester Project Management Knowledge Areas Project Integration Management Project Scope Management Project Time Management Project Cost Management Project Quality Management Project Human Resource Management Project Communications Management Project Risk Management Project Procurement Management Project Stakeholder Management.  Project Management Master Program – 1st Semester Project Management Knowledge Areas Each Area = a complete area of specialization including jargon, tools & templates, methods, concepts and tasks. In other words, you need to know about each of them to be able to successfully manage a project. Depending on the project, you’ll need to know about each one. A handy way to group theory and practical techniques. They link up the major themes or professional fields that a project manager has to operate in to get a project done.  Project Management Master Program – 1st Semester Remember! KNOWLEDGE AREAS COVER PROCESS GROUP COVER WHAT YOU NEED TO KNOW. WHAT YOU NEED TO DO. Project Management Master Program – 1st Semester Source: PMBOK, 5th edition  Project Management Master Program – 1st Semester Project Management process and outputs Project Manager Kick off Deliverables Project assignment meeting acceptance acceptance Meetings Agreements, Business Planning Implementation Hand-Over Case, Project SOW Project Deliverables Project Project Client Project final management Management Charter Progress reports Acceptance report, process results Plan Archived project documents  Project Management Master Program – 1st Semester Icarus Project Implementing a flexible Payroll and Time&Attendance solution for Client  Project Management Master Program – 1st Semester Project charter Implementing a flexible Payroll and Project title Project initiator Client Time&Attendance solution for Client Start date 21.07.2013 End date 20.01.2014 Project manager SB Project sponsor AM Project objectives Project non-objectives Implementing a flexible Payroll and Time&Attendance solution Configuration of existing hardware for Customer Partial or total replacement of existing network Delivery, installation and configuration of hardware Mechanical or electrical adjustments for gates (where CRs are Aquisition and installation of the required SAP and EDM solution installed) licenses Payments calculation for the client outstations Implementation of SAP Payroll, Personnel Administration, Historical data transfer related to outstations from old and Organization Management and Time Management modules actual systems to the new HR System Implementation of EDM Solution as an approval HR Integration with the systems related to the outstations management platform Any other systems that can be integrated or interfaced with Delivery and installation of Card Reader equipment EDM Solution and SAP Integration between the new HR Solution, Card Reader Integration with systems that are not HR specific equipment and the existing internal and external systems (12 systems) Business objectives Obtaining an excellent reference for future projects in region Achieving a minimum profit of x% Developing a trustful relationship with the main partner Estimated budget 2,2 mil euro Income x mil euro Project organization Stakeholders Project Steering Committee, Project Management Team Steering Committee, Project Management Team, Project Team Project Core Team Client organization Client’s Business Owners Performing organization , Main Partner Card Reader Team Suppliers/ Partners EDM Solution Consultants Team Local state organizations SAP Consultants Team Security BiZ Project Extended Team (subteams)  Project Management Master Program – 1st Semester Project charter (cont.) Assumptions Constraints Purchase Order for the HW issued by 21.07.2013, in-time hardware Tight deadlines for both stages (60wd/60wd) delivery Blueprint workshops during Ramadan Client’s acceptance of deliverables – due in 1 week from delivery (reduced working time) Information requests – answered in 24h by client Customer shared resources between the Payroll regulation and business rules documented and available in English Blueprint workshops All required data is available for migration Limited budget for travelling and Information available regarding interfacing needs with other systems accommodation Relationship with the external systems owners maintained by the client All hardware equipment to be purchased Good quality remote VPN access for off-site work available from/by main partner Unique ID for each employee Specific licenses agreements Project risks Payroll regulations not documented in EN Client experts not available for the parallel blueprint workshops Data not available for Migration Change of the business rules after Blueprint validation Team members (some) not aware of specific customs and required behaviors Difficulties in maintaining relationships and getting info from the external systems The same people/subteams to be involved from the beginning to the end of the project Project Manager authority level PM is fully responsible to achieve the project objectives within the agreed timeframe. Responsibility for all project procurements lies with the Performing Organization, under the Project Sponsor coordination Project manager signature Project sponsor signature  Project Management Master Program – 1st Semester Project Stakeholders Stakeholder - *an individual, group, or organization who may affect , be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project. Customers/users Sponsors Portfolio managers/portfolio review board Program managers Project management office Project managers Functional managers; Operations management Sellers/business partners Public etc. Project Management Institute, A Guide to Project Management Body of Knowledge (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013, Glossary  Project Management Master Program – 1st Semester Stakeholder Analysis Project Team: EDM Solution, Account Project Partner Integration, Relationship Project Manager Sponsor Card Reader, Manager Manager Main Partner SAP Account Manager + + + + Technical Project Manager + + Main Partner Operational - + Executives Manager + - Main Partner Local IT Dept. + - Representative Icarus +/- AL SAP Partner Ku - - Main Partner SAP Partner + - IT Dept. Ro, Ne Security BiZ + +/- + + Local state SAP - - - organizations Client +/- + +/- + Performing Card Reader Director IT Organization Team Client Card Reader Client Client HW Dept. Provider Outstation BJ BA Client HR Applications Dept. Main Partner Dept. Dept. Representative Supplier/ Partner  Project Management Master Program – 1st Semester Stakeholders identification WBS Name Short Individual / Affected Internal code description organizational positively / / negatively external  Project Management Master Program – 1st Semester Stakeholders identification - Gareis Mass media Manageme nt SNSPA PM MSc Ministry of Education  Project Management Master Program – 1st Semester Stakeholders matrix - prioritization + Importance / relevance/interest Priority 2 Priority1 - + Power Priority 3 Priority 2 -  Project Management Master Program – 1st Semester Stakeholders management plan WBS Stakeholder Its goal Former Probable Measures code behavior behavior  Project Management Master Program – 1st Semester Project Teams and Project Ideas Discuss project teams  Project Management Master Program – 1st Semester So, you have a charter and you know your stakeholders... What’s next? What do you have (Project Charter and Stakeholder Register): Project Manager designated – he/she is accountable for delivering the expected results Project Sponsor – he/she is accountable for the business objectives Identified stakeholders – they will detail the requirements and can support you during the planning and implementation Fair definition of the project (triple constraints) What do you need: Clear picture of all activities required to deliver the expected results Accurate estimation of the duration/costs of all activities Someone to work with Clearly established responsibilities: who is going to deliver what  Project Management Master Program – 1st Semester Project Management outputs Project Manager Kick off Deliverables Project assignment meeting acceptance acceptance Meetings Agreements, Business Planning Implementation Hand-Over Case, Project SOW Project Deliverables Project Project Client Project final management Management Charter Progress reports Acceptance report, process results Plan Archived project documents  Project Management Master Program – 1st Semester Project Requirements (define the Project Scope): Business Requirements High-level statements of the goals, objectives, or needs of the company Provide the business justification for the project, the reasons why a project has been initiated Stakeholder Requirements Are statements of the needs of specific stakeholders Solution requirements Describe features, characteristics of the product, service or result of the project A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013  Project Management Master Program – 1st Semester Solution/ Product/ Service requirements  Project Management Master Program – 1st Semester Understand the difference Project Scope (business + stakeholders + product/service requirements): The work performed to deliver a product, service or result with the specified features and functions Completion measured against the project management plan Product Scope (solution requirements only): Features and functions that characterize a product, service or result. Completion measured against the product requirements A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013  Project Management Master Program – 1st Semester Project deliverables What is a Deliverable? A deliverable is any product, service or result that must be completed in order to finish a project. Examples: products, services, intellectual material that is collected in a tangible manner, software product, a design document, a training program ! Including capabilities ! WBS must take into consideration deliverables  Project Management Master Program – 1st Semester Project deliverables For example, if the project is to create a new policy on this or that, the deliverables might be (1) collected research on the various policy options and then (2) policy briefs to address different topics (3) a completed policy document. ! Intermediary (Interim) deliverables: E.g.. Deliverable: Training course for employees (1) Course design (2) Course materials (3) Attendance lists (4) Training report (5) Participants’ feedback questionnaires  Project Management Master Program – 1st Semester Project deliverables Category Deliverable Business Organizational Structure Category Deliverable Business Blueprint LoadBalancer01 Training Attendees List LoadBalancer02 Conversion Definition and Template EDM Node01 System Test Plan EDM Node02 SAP Specific Deliverables SAP Production System Confirmation SAP Node01 Final Configuration Document SAP Node02 User Roles and Authorizations DB2 Node01 Integration Test Plan Servers DB2 Node02 Productive System Administration Intel based Cast Iron machine Document EDM Development & Test User Documentation SAP Development EDM Solution Blueprint (Business and Technical) SAP QA & Test SAP Development & Test Business Test Cases Access Control application server Test Scenarios Data Storage EDM Solution Deliverables UAT Reports Existing (old) equipment Training plan T&A equipment Web Help Access Control and T&A Connectors User Manual equipment Acces control equipment Release Notes (as required) Access cards Application Integration Integration Blueprint OS for all servers (RedHat Enterprise 6.2) Specific Deliverables Integration Test Cases Software Applications for all servers Site Survey Report Access Control application Access Control and T&A Access Control and Time and attendance Software Maintenance Software Maintenance specific deliverables solution Blueprint Overall Solution Deliverables Solution Architecture Document Installation Report  Project Management Master Program – 1st Semester Project deliverables  Project Management Master Program – 1st Semester Group work – Develop the mind map for your project Objectives Understand what are the key project deliverables of your project (Charter might help!) Creating the mind map (project deliverables) for team projects Content Identify all the intermediary and final results (deliverables) of your project and structure them into a table or a mindmap Activities Team work – 30 minutes Presentation, discussion in plenary and reflection regarding the method  Project Management Master Program – 1st Semester How do you plan your project... step by step (1) Step 1: Describe all you have to do (the project scope) Based on the requirements, the project scope can be described in detail For a simple project, the requirements documentation could be enough For more complex projects, a more detailed document can be developed: Scope Statement Result: Scope Statement Detailed description of the project and product Considers the major deliverables, assumptions and constraints that were documented during project definition.  Project Management Master Program – 1st Semester Project Scope Statement the description of the project scope, major deliverables, assumptions, and constrains. describes, in detail, the project’s deliverables and the work required to create those deliverables. provides a common understanding of the project scope among all project stakeholders may contain explicit scope exclusions that can assist in managing stakeholders expectations enables the project team to perform more detailed planning, guides the project team’s work during execution, provides the baseline for evaluating whether requests for changes or additional work are contained within or outside the project’s boundaries Glossary of Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013  Project Management Master Program – 1st Semester How do you plan your project... step by step (2) Step 2: Define all the activities you need to perform Work with your team to understand – in detail – your work Decompose the project scope in smaller, more manageable components (called work packages) Consider also the project management activities Result: Work Breakdown Structure Graphical illustration of the project work Work not in the WBS is outside the scope of the project Basis for estimations and further project plans (project schedule, risk register, resource estimation)  Project Management Master Program – 1st Semester What is the WBS? “a deliverable-oriented hierarchical decomposition of the work to be executed by the project team to accomplish the project objectives and create the required deliverables” breakdown of all the work to be done for a project  Project Management Master Program – 1st Semester What is a work package? Work package= the lowest level of decomposition - considered to be a manageable component of work, which can be scheduled, cost estimated, monitored and controlled. Why are work packages important? Work packages allow simultaneous work to be done on a project Costs of activities can be aggregated to the level of work packages so that they can be measured, monitored and controlled. Schedule performance of the project can be measured at the level of a work package Work Packages allow team members to have a clear understanding of their roles and responsibilities  Project Management Master Program – 1st Semester Design principles 100% rule- the WBS includes 100% of the work defined by the project scope and captures all deliverables in terms of the work to be completed, including project management. Mutually exclusive elements- no overlap in scope definition between different elements of a work breakdown structure. Plan outcomes, not actions Level of detail "80 hour rule" activities at the lowest level of detail of the WBS to produce a single deliverable should be less than 80 hours of effort. no activity or group of activities at the lowest level of detail of the WBS should be longer than a single reporting period. "if it makes sense" rule  Project Management Master Program – 1st Semester Misconceptions A WBS is not an exhaustive list of work. It is instead a comprehensive classification of project scope. A WBS is neither a project plan, a schedule, nor a chronological listing. It specifies what will be done, not how or when. A WBS is not an organizational hierarchy, although it may be used when assigning responsibilities.  Project Management Master Program – 1st Semester Work Breakdown Structure Few simple rules: You need to include Project Management as well as project content activities (project scope) Your WBS can be deliverables or phase oriented What is not in your WBS is not in your project WBS should be easy to understand and communicate Each phase and ‘work package’ should have an unique identifier More than 1WP required for a phase Best practice: organize your WBS in phases (phase oriented), chronologically where possible, this is going to be useful for building later the project schedule Label the work packages as actions (not deliverables) Limit your phases to 7-8 maximum Limit your levels so that the WBS is readable on A4 (if more levels are needed, move a phase and decompose it on an other A4 Project Management Master Program – 1st Semester WBS  Project Management Master Program – 1st Semester Group work – Develop the WBS for your project Objectives Understand how to build a WBS based on a list of deliverables Creating the WBS for the projects selected as case studies Content Identify the necessary phases (maximum 7-8) and the work packages required to accomplish all deliverables Apply a WBS code Optimize the terminology (labels for work packages) Activities Team work – 30 minutes Presentation, discussion in plenary and reflection regarding the method October 1st, 2013 Project Management Master Program – 1st Semester WBS  Project Management Master Program – 1st Semester Utilizarea WBS pentru controlul proiectului 1.1.1 Projektstart 100%  50% ~ 25% 25%  Project Management Master Program – 1st Semester WBS: exemplu POFC-Pilot Developing Analyzing selected Developing the Planning pr.personnel Implementing: Pilot operations Project Management org. documents Pilot FCs PM Pool and PM infrastructure Pilot Field Clusters and assessments for FCs and POs Developing draft Planning the 1st briefing of Establishing Planning the Pilot Starting org.documentations assess.and dev.of 2 Pilot FCs PM Pools pilot implementations operations of FCs FC pr.personnel Planning and Planning the Identifying the Assessment of the Developing Clarifying the Coordinating preparing the Pilot identification of pm personnel pilot operations PM Trainers Pool Services of FCPOs FC analysis pr.personnel in FCs of Pilot FCs of FCs Developing draft Planning the Assessing the Assessment of the 2nd briefing of Pilot operations Controlling org.documentations assessment PM personnel communications 2 Pilot FCs PM Pools of the POs of pr.personnel of the Pilot FCs of POs Down-sizing the Planning the PM training of Adaptations of tools, Conducting Pilot FC Closing down E&P PM Guideline development PM personnel docs, approaches analysis for the FCs of pr.personnel in the Pilot FCs for the rollout Defining the criteria Providing Planning the PO Preparing Planning the rolling Project Marketing for assessment PM templates infrastructure, budget Management out for further FCs of pilot results for the FCs and the relationships workshops Planning FC Developing project Performing Planning the Management portfolio management Management PO infrastructure workshops concept for FCs workshops Concluding and Finalizing Implementing the Planning the presenting the org.documentation org.doc.for the PO budget analysis report of FCs Pilot FCs and POs Legend Completed Planning the PO Communicating the relationships to PM infrastructure, On going relevant env. budget and rel. Not started Cancelled Coaching of projects of the Third party work package Pilot FCs  Project Management Master Program – 1st Semester Agenda for the 1st Semester Project definition and types of projects; project management processes Initiating the project, identifying and analyzing stakeholders Defining the scope of the project: identifying requirements and creating the Work Breakdown Structure Defining the project organization and identifying the roles required for the project Planning the project schedule: identifying milestones and creating the project schedule  Project Management Master Program – 1st Semester How do you plan your project... step by step (5) Step 5: Develop your project schedule Start with the work packages identified in your WBS Identify the dependencies between activities Identify the resources you have for each of the activities and – based on their availability and productivity – estimate the duration of the activities Develop your schedule using a Gantt chart (MS Project, excel template, www.ganttproject.biz; www.projectlibre.org ) Results: Project Schedule Several options: Detailed Gantt chart – for more complex projects Milestone Plan – useful also for communication purposes (client, management, other stakeholders), especially if incorporated in a graphical representation (timeline)  Project Management Master Program – 1st Semester Gantt Chart and Milestone Plan (1) A Gantt chart: Is a graphical representation of the project schedule that shows how the work flows over time Gantt charts provide a standard format for displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format Project Management Master Program – 1st Semester  Project Management Master Program – 1st Semester Gantt Chart and Milestone Plan (2) Symbols used for the Gantt chart include: A black/colored diamond: milestones or significant events on a project with zero duration Thick black bars: summary tasks Lighter horizontal bars: tasks Arrows: dependencies between tasks  Project Management Master Program – 1st Semester Gantt Chart and Milestone Plan (3) A Milestone Plan: Milestones Activities of “zero duration” Take no time, consume no resources Record significant events or deliverables Key dates (Start of Financial Audit — Feb 17, 2014) Completion of work packages (component X complete) Funding points (30% of budget expended)  Project Management Master Program – 1st Semester Gantt Chart and Milestone Plan (3) A Milestone Plan/Chart: Serve as reminders to check on overall project status at key points Important communication tool especially when presented as timeline  Project Management Master Program – 1st Semester Milestones Plan Project title Strike Force Competition Initiator Airsoft Start date 01.03.2012 Closing date 08.06.2012 Project Manager Executive Secretary ASA Project Owner Președinte ASA WBS Milestone Planned date Actual date 1.1.1 Project Charter signed 01.03.2012 1.1.1 PM Plan validated 14.03.2012 1.2.5 Contract with the agency signed 04.04.2012 1.2.2 Authorizations obtained 18.04.2012 1.4.1 Start team enrollment 02.05.2012 1.4.1 Enrollment ended 16.05.2012 1.5 Infrastructure installed 30.05.2012 1.1.3 Project accepted 08.06.2012  Project Management Master Program – 1st Semester ICARUS PROJECT Project PLANNING timeline 8 Dec – Data Migration Completion 12 Sep – Blueprint 14 Jul - KOM Acceptance 17 Oct – First Stage 20 Jan – Second Stage Acceptance Acceptance Jul Aug Sep Oct Nov Dec Jan Project Management Project Management SAP Blueprint SAP Development EDM Solution Blueprint EDM Solution Development EAI Blueprint Integration Tests Hardware Delivery HW/SW Installation First Stage 13 Jan – User Second Stage Acceptance  Project Management Master Program – 1st Semester Group work: Creating the project schedule and the milestone plan Objectives Creating the project schedule for your projects Creating the milestone plan for your projects Content Creating a preliminary version of the project schedule – At phase level, break down only two phases into work packages Defining 8-10 milestones, representing the milestones on the scedule Creating a milestone plan (specifying the concrete date for each milestone) Activities Team work: 30 minutes Writing on the flipchart, based on the template from the Book of Forms, using post-its Reflection regarding the methods  Project Management Master Program – 1st Semester How do you plan your project. Let’s see where we are... What do we have so far: We know who is working on our project: the project team (roles) We know what do we intend to do: WBS (phases and work packages) We know when should we perform the work: project schedule (gantt chart, milestone plan) What do we still need to know: Who is doing what How, when and to whom will we communicate What kind of cost do we expect to have What is the budget of our project Cost  Project Management Master Program – 1st Semester Agenda Project definition and types of projects; project management processes Initiating the project, identifying and analyzing stakeholders Defining the project organization and identifying the roles required for the project Defining the scope of the project: identifying requirements and creating the Work Breakdown Structure Planning the project schedule: identifying milestones and creating the project schedule Establishing roles and responsibilities of the project team; project communications Project controlling, project reporting Project hand-over (close-down), project evaluation  Project Management Master Program – 1st Semester How do you plan your project... step by step (6) Step 6: Who is doing what? Allocate Role Role Role Role roles and responsibilities Activity A B C Assessment A C Results: Responsibility Assignment Requirements A P Matrix Design P A Shows level of responsibility for groups &/or individuals Construction A Graphically links the work to be Tests A P done to those doing it Acceptance P S P = Participant A = Accountable I = Inform R = Review S = Sign-Off C = Consult  Project Management Master Program – 1st Semester Responsibility Assignment Matrix - Template Project Title: Date Prepared: Person 1 Person 2 Person 3 Person 4 Etc. Work package 1 R C A R = Responsible: The person performing the work. Work package 2 A I R A = Accountable: The person who is answerable to the project manager Work package 3 R R A that the work is done on time, meets requirements, and is acceptable. Work package 4 A R I C C = Consult: The person who has information necessary to complete Work package 5 C R R A the work. Work package 6 R A I I = Inform: This person should be notified when the work is complete. Etc. C A R R  Project Management Master Program – 1st Semester Example (systemic orgachart) Sponsor Teams repr. Referees Project manager Shooting Event folding Polygon Expert specialist acquisitions repr. Project team Entert. PR specialist Event agency specialist repr. Public access Infrastr. zone sp. specialist Security repr. Stores repr. Food stall MPA repr. repr. Project Management Master Program – 1st Semester Project organization  Technical Support Team leader Project Management Master Program – 1st Semester System Administrator Team Roles EDM Solution Team Leader Programming Team Leader Technical Project Manager Card Reader Expert Team Client's Project Manager Senior Business Analyst Relationship Manager EDM Solution Trainer Finance Admin Team Programming Team Technical Architect SAP Team Leader Project Manager EAI Team Leader HR Admin Team Project sponsor SAP Consultant Documents WBS code Work package 1.1 Project Management 1.1.1 Project definition S A 1 1.1.2 Project planning S A C C R C C C C C C C C C C C I I I 2 1.1.3 Project implementation I A C C R C C C C C C C C C C C 3,4,5,6 1.1.4 Project hand-over S A C C R C C C C C C C C C C C 7 1.2 First Stage 1.2.1 Developing Technical Specifications I I S R C C R C C R R R C 1.2.2 System Administration I R C A EDM Solution Installation (HW/SW + license 1.2.3 agreement) I I C C A R R R R 1.3 Second Stage 1.3.1 SAP Development Phase C C A R 1.3.2 Data Migration I R A R 1.3.3 EDM Solution Development Phase R R A 1.3.4 Integration Development Phase R R A 1.3.5 Testing Phase R A R R R 1.3.6 User Training A R R 1.3.7 GO Live! I R R A R R R R R R Legend: Documents: R - responsible 1. Project charter 6. Acceptance certificate A - accountable 2. Project management plan 7. Final project report S - sign off 3. Progress reports C - consult 4. Change requests I - is informed 5. Meeting minutes and TO DO lists  Project Management Master Program – 1st Semester Group work: Creating the project organization chart and the RACI matrix Objective Creating the project organization chart Creating the responsibility assignment matrix (RACI matrix) Content Identifying the project roles, differentiating the project team from the project contributors Creating an organization chart Agreeing on a legend to be used Identifying the responsibilities according the agreed legend Creating the responsibility assignment matrix for the PM and one project phase Activities Team work: 30 minutes Writing on the flipchart, based on the template from the Book of Forms, Reflection regarding the methods  Project Management Master Program – 1st Semester How do you plan your project... step by step (7) Step 7: How often do I communicate, how and with whom? Preparing a Communication Plan for your project Results: Project Communication Plan Details all the communication structures required for the project communication Based on stakeholders’ information needs Considers the communication technology and methods, format of the communication, frecvency, timeframe, expected results Communication Participants/ Frequency Objectives Project Management Master Program – 1st Semester Responsible Status Report Developed by PM 1st and 3rd Reporting about the progress of the project, week of the highlight the possible issues, changes and To be sent to the PM Team month risks members Executive Report Developed by PM and 4th week of the Reporting the overall status of the project, Relationship Manager month highlight the exceptions and required To be sent to Steering resolutions Committee members PM Team Meeting Client’s PM, Programming Biweekly, on Discussing the progress and possible issues. Team Leader, Technical Sundays Approve or reject changes. Support Team Leader, PM and/or Relationship Manager Steering Committee Client’s PM, Monthly, on the Overall directions for the project. Decisions Meeting CEO Performing Organization, 4th week of the based on the Executive Report Main Partner representatives month (PM and/or Relationship Manager as required) Coordination meeting PM and Relationship Manager Every Thursday Discussing and solving coordination issues or confcall Team meetings, Team members as required As required Solving technical problems, aligning the confcalls streams Critical situation PM to call directly Client’s PM As necessary Find quick solution and solve situation  Project Management Master Program – 1st Semester How do you plan your project... step by step (8) Step 8: How much costs your project. Develop a Cost Plan and aggregate your budget Starts by estimating the costs of each activity or work package, when they will be occurring over the life of the project, and creating a budget that can be effectively managed. Costs can include labor, material, equipment, expenses, and anything else that may be attributable to the project. Results: Project Cost Plan and Project Budget  Project Management Master Program – 1st Semester Initial Spent at Remaining Project Cost Plan Project Capital Cost Supplier Comments Budget 17.12.13 (€) New equipment Engineering and construction Installation and commissioning (erection) Certification, building, construction and environment Management Authority Consulting (EU grant) Process control integration (Prodigy) Project mandatory Public relation Project Expenses (travel & visits) Financing cost +LC Unexpected breakdown: Project management consulting Legal consulting for ING credit contract Total Cost including Unexpected  Project Management Master Program – 1st Semester Final Step – Integrating all plans into a Project Management Plan Project Management Plan - is the document that describes how the project will be executed, monitored and controlled. It includes the plans developed for undertanding the project It is created by the project manager with the help of the team It should have input from stakeholders and executive management It is updated and revised through the process of approving the Change Requests It should be approved before execution by executive management, as well as by project team It may evolve and change during execution A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013  Project Management Master Program – 1st Semester Agenda Project definition and types of projects; project management processes Initiating the project, identifying and analyzing stakeholders Defining the project organization and identifying the roles required for the project Defining the scope of the project: identifying requirements and creating the Work Breakdown Structure Planning the project schedule: identifying milestones and creating the project schedule Establishing roles and responsibilities of the project team; project communications Project controlling, project reporting Project hand-over (close-down), project evaluation  Project Management Master Program – 1st Semester Project Management outputs Project Manager Kick off Deliverables Project assignment meeting acceptance acceptance Meetings Agreements, Business Planning Implementation Hand-Over Case, Project SOW Project Deliverables Project Project Client Project final management Management Charter Progress reports Acceptance report, process results Plan Archived project documents  Project Management Master Program – 1st Semester Change Management Change happens for many reasons and in many forms: Customer Team Organizational Management Environment Product Obsolescence Funding Changes Technology  Project Management Master Program – 1st Semester Example Change Management Process  Project Management Master Program – 1st Semester Team Development Phases - Tuckman (1965) New Arrivals Storming Norming Performing Adjourning Forming CHARACTERISTICS CHARACTERISTICS CHARACTERISTICS CHARACTERISTICS CHARACTERISTICS Questioning Reconciliation Socializing Resistance Relief, lowered anxiety Demonstration of Shift from task to process Lack of participation Members are engaged & interdependence Sadness Displaying eagerness Conflict supportive Healthy system Recognition of team & Focusing on group identity & purpose Competition Developing cohesion Ability as a team to individual efforts High emotions effectively produce Sticking to safe topics Moving toward group Balance of task and norms process orientation STRATEGIES Take Lead, STRATEGIES STRATEGIES Individual contacts STRATEGIES Recognise individual & STRATEGIES Acknowledge change Clear expectations group efforts Celebrate Provide opportunity for Normalize Consistent instructions Provide learning Guide from the side summative team Encourage Leadership evaluations Quick response opportunities and Minimal intervention feedback Provide opportunity for Encourage group Monitor “energy” in the acknowledgments decision-making & LEADER ROLE group problem solving DIRECTING LEADER ROLE Provide opportunities to share learning across COACHING teams LEADER ROLE SUPPORTING LEADER ROLE LEADER ROLE DELEGATING MANAGING Departures & Withdrawals Sources: http://scottgraffius.com/Articles/  Project Management Master Program – 1st Semester Forming and developing the project team… Reflections of the team members Feedback in the project team  Project Management Master Program – 1st Semester Legend Project Name- overview very bad 5 10.07.13 22.08.13 bad 4 ok 3 good 2 3 3 very good 1 Project objectives and context 10.07.13 22.08.13 Project objectives 1 1 Major deliverables 1 1 Business objectives 2 3 Project organization 10.07.13 22.08.13 Team work 3 3 Project communications 3 3 Project culture development 5 5 Tasks achievement 4 4 Planning, control 10.07.13 22.08.13 Schedule status 5 4 Costs status 4 4 Project resources 2 2 Project risks 4 3 Relationship with stakeholders 10.07.13 22.08.13 Board of Directors 4 3 Supplier 1 3 2 Supplier 2 2 1 Procurement Department 2 3 Financial Department 3 3 Bank 1 4  Project Management Master Program – 1st Semester Agenda Project definition and types of projects; project management processes Initiating the project, identifying and analyzing stakeholders Defining the project organization and identifying the roles required for the project Defining the scope of the project: identifying requirements and creating the Work Breakdown Structure Planning the project schedule: identifying milestones and creating the project schedule Establishing roles and responsibilities of the project team; project communications Project controlling, project reporting Project hand-over (close-down), project evaluation  Project Management Master Program – 1st Semester Final Project Report Includes a description of the project results and a reflection on the acquired experience in relation to the: Work breakdown structure Project stakeholders Other plans (as considered necesary) Can be adapted according to different audiences Has the final project documentation as appendix Content: Report regarding the project results Evaluation of the project objectives achievement, the schedule and the cost Reflections on the proje