1. Effective Project Management Barbara Stone & Jodie Mathies October 18, 2007

2. 2 Agenda Review Risk Assessment assignment Review Project schedule assignment Review Project Cost Baseline assignment Execution phase: ‘work the plan’ Time tracking / EVA / metrics Change Management Status communications Presentations Problem-solving techniques

3. 3 Risk Assessments

4. 4 Project Schedule exercise Your assignment required a schedule with: WBS (hierarchy of activities and tasks) Project task dependencies Activity durations Resource assignments Fnctional milestones, and Critical path, plus Project Network diagram We also discussed formatting the schedule for readability and ability to use

5. 5 Cost Baseline assignment

6. 6 Execution Phase Where the ‘product’ of the project gets built What is the team ‘executing’? The Project Plan.

7. 7 Cost budgeting Project Plan development Charter business case feasibility study product description Scope planning high-level skills analysis Cost baseline Time-phased budget Cost estimating Resource planning Risk Mgmt planning Activity Definition Scope statement Resource requests Risk Mgmt plan Project schedule Activity duration estimating Activity sequencing Network diagram Schedule development WBS Scope definition assumptions scope in/out alternatives Project plan Communication Plan

8. 8 Support Another ‘project management plan’

9. 9 Execution phase – cont. Project Plan Execution Tracking Change request Quality Assurance Quality Improvement Team Building Resource Improvement

10. 10 Execution phase - continued Information Distribution Solicitation Proposal Source selection Contracts Contract Administration

11. 11 Controlling Quality control Quality improvement Performance reporting Scope/schedule/co st control Integrated change control Risk monitoring & control Scope verification ≈ Project plan updates

12. 12 Tracking What work has been accomplished? What effort has been expended? What effort is projected to complete tasks/project What has been the cost to date?

13. 13 Tracking time on tasks Two methods: % of task complete # of hours

14. 14 An example w/ MS Project

15. 15 How MS Project looks

16. 16 Cost & Schedule: 2 variables A project can be: On time and on budget On time and under budget Late and on budget Etc

17. 17 3rd variable: % complete of Project = % Work accomplished, measured in budgeted amounts Ex: total hours budgeted for project = 100 Half of estimated work accomplished in 30 hours % complete = 50%

18. 18 EVA – Earned Value Analysis combines Cost, Schedule and % complete variables into performance metrics Good way to show ‘project health’, but only as good as your initial schedule and budget!

19. 19 EVA Calculations Planned value = $ amount of work you expected to complete at this point in the project Earned Value = $ amount of work you expected what you have accomplished to take Actual Cost = $ amount you have actually spent at this point in the project Performance metrics: Cost Performance Index = project ratio of expected to actual cost (EV/AC) Schedule Performance Index = project ratio of accomplished to planned work (EV/PV)

20. 20 Example from Jodie’s thesis Work is: 70% complete 5 months along (62.5% of duration)

21. 21 EVA Calculations Planned value = $24,000 (62.5% of budget) Earned Value = $26,880 (70% of budget) Actual Cost = $34,875 (91% of budget) CPI =.77 (bad) SPI = 1.12 (good) What was the priority on this project, cost or schedule?

22. 22 Change requests Is request in line with priorities? Why has it been made? Does it impact schedule, cost, quality? Team’s assessment of change impact What’s the reality? How concrete were original objectives?

23. 23 metrics Controlling - Project On time? On budget? Impact to Environment? Customer/team satisfaction Scope For each objective, identify Success measure Answered yes or no Agreed by sponsors & team Through risk & change management, track likelihood of meeting metrics Executing - Deliverable Process User acceptance usability product Meets applicable standards Performance Reliability Scalability Traffic

24. 24 Types of metrics Comparative How many, how much, how fast, etc. today vs. after project delivers Benchmarks Specifications Industry standards ROI Delivered? How fast? (CBA)

25. 25 Metric process Identify metrics scope What do we want to measure ? For what purpose ? Who will use these metrics ? At which frequency ? Measurable metrics Check metrics relevancy Validate metrics with users Define tool metrics requirements Check technical feasibility Presentation Create templates for reports Create scorecards

26. 26 Metrics - continued Document process Create Reports Develop automated reporting tools Create distribution lists Implement mail notifications Present and publish data on secured Web pages Test & validate

27. 27 Team meetings - tips Have a freakin’ agenda, already Culture is important – need to KNOW if there are variances to plan; people have to be comfortable enough to discuss it. Just as team is integral in creation of plan, they need to be involved in discussions and decision around issues and changes Revisit scope – project goals still relevant?

28. 28 Project progress tracking (PMBOK = ‘status’): $ spent Milestone progress etc Performance analysis: variance to plan EVA – CPI, SPI, etc Trend analysis forecast Risk Reporting Issues reporting Decisions needed Project status reporting/meetings

29. 29 Sample status report - 2

30. 30 Project reporting: Tips ‘We believe in parsimony in all reporting’ Wysocki, Effective Project Management Traffic lights Good quick visual for management Needs very clear understanding of colors If you need Management decision or assistance, do the prep. work: Document exactly what actions you need Recommend decision

31. 31 Project reporting: Tips A picture is worth a thousand words

32. 32 ConceptInvestigationDesignBuildDeployMaintain Lifecycle 2.0 Opportunity Development AnalysisDesignConstruction Deploy App Production Support Go to Market eBusiness Q3 FY’03 POR status Customer EngagementProject DeliverySupport Testing Test Project Scoping Proposal Internal eBusiness Lifecycle 3.0 Cust Loyalty phase 1 (2) May 03 NOTE: Date represented is deployment target Always On: Operations TBD Infrastructure - Odyssey TBD Content Services Operations Content Services CPE Password Security Q4 ‘03 REF (3) Aug 03 CMS publishing (4) Sept 03 Celtic (5) Feb/May/June 03 Hawkeye (6) Sept 03 License History (7) Aug 03 DRC: Forums 2 (8) Aug 03 Always On CPE CASE Mgmt May 03 Perf Mgmt TBD Showcase TBD Component Patch June 03 eUpdate (2.5) June 03 KM (11) eManuals Aug 03 DRC: Downloads (16) May 03 DRC: User experience (17) Q4’ 03 SNF3 phase 2 (1) Sept 03 Enterprise Board of Dir portal Jun 03 Team Track integration Aug 03 Cust Loyalty (2) Sept 03 NSP Board of Dir portal Oct 03 Knowledge Mgmt phase 1 FAQ (11) Jun ‘03 Faciitated Self Solve) TBD 03 CMS DynPage phase 2 (4) TBD 03 Knowledge Mgmt (11) Quality Docs Aug 03 Knowledge Mgmt (11) ERs Nov 03 Knowledge Mgmt (11) EASY 3.0 Nov 03 ISA migration Oct 03 Always On: eCRM Knowledge Mgmt (11) SW Web Search Sept 03

33. 33 sept 3 sept 5 sept 15 sept 20 sept 25 sept 30 oct 5 oct 10 oct 15 oct 20 oct 25 oct 30 nov 5 nov 9 Partner Web launch Data model business commit Data model release commit Muffin Top SVI,PET, Pweb release commit Reception Desk Go Live PET Web Launch Bluestone repository incorporation Partner Locator Design Checkpoint Reception Desk 2.0 Release Partner Locator Deployed Publishing investigation checkpoint Authoring Tool Enhanced and Frozen Publishing design checkpoint Publishing deployment checkpoint Data model deployment checkpoint STC Deployment commit KB Info architecture release commit Needs assessment wizard release commit Search module deployment checkpoint Search module release commit KB Info architecture release commit SVI Web Launch Fall launch Muffin Top fall release commit E-catalog & MT - SVI, PET, Pweb deployment commit E-catalog & Muffin Top fall release commit E-catalog SVI,PET, Pweb release commit E-catalog fall launch release commit Needs assessment wizard deployment commit

34. 34 Communications Calendar September SMTWTFS 1 2345678 9101 1212 1313 1414 1515 1616 171818 1919 2020 21212 2323 242525 2626 2727 2828 2929 3030 Newsletter Submittals Due Newsletter Draft Review Newsletter Publish October SMTWTFS 123456 78910101 1212 1313 1414 151616 1717 1818 1919 2020 2121 222323 2424 2525 2626 2727 2828 293030 3131 November SMTWTFS 123 4567891010 1 121313 1414 1515 1616 1717 1818 192020 21212 2323 2424 2525 262727 2828 2929 3030 December SMTWTFS 1 2345678 9101 1212 1313 1414 1515 1616 171818 1919 2020 21212 2323 242525 2626 2727 2828 2929 3030 31 January SMTWTFS 12345 678910101 1212 1313 141515 1616 1717 1818 1919 2020 212 2323 2424 2525 2626 2727 282929 3030 3131 Marketing EWG Meeting Date Marketing EWG Meeting Prep BCO Meeting Date BCO Meeting Prep Support EWG Meeting Date Proposal Review Meeting Date

35. 35 Current Process Flow Infrastructure Information Repository Action Stakeholder Purpose Information Repository Action Stakeholder Purpose Information Repository Action Stakeholder Purpose Information Repository Action Stakeholder Purpose Information Repository Action Stakeholder Purpose Information Repository Action Stakeholder Purpose Information Repository Action Stakeholder Purpose Information Repository Action Stakeholder Purpose Information Repository Action Stakeholder Purpose

36. 36 Proposed Process Flow Infrastructure Registration Desk Action Stakeholder Purpose Action Stakeholder Purpose Action Stakeholder Purpose Action Stakeholder Purpose Action Stakeholder Purpose Action Stakeholder Purpose PDS Clover eCare Autopass

37. 37 Presentations: some tips & tricks leave time for discussion – presentation as 50% of time allotted Q & A at end or during? Pros and cons. TELL PEOPLE which one: ‘please feel free to ask questions during the presentation’ Keep Slides high level. Detailed slides at end of slide deck – links forward and back Agenda slide – generally a good idea Sets expectations. Valuable repetition. If you expect (or want) a lot of discussion, have a scribe Follow cultural conventions

38. 38 Presentations – tips & tricks Higher the level of management – the fewer details Give audience something to look at Check for understanding at important points in presentation End with what you need from audience or want them to remember Capture questions and promises & send out in meeting notes

39. 39 Status presentation – due Oct 25 Audience = program managers, who want to know: Triple constraint status – budget, schedule, scope Project Goals – should they be reconsidered? Is there anything you need from upper management in order to be successful? Assignment will be graded on: Presentation clarity & completeness Demonstrated understanding of project management as it applies to your project Cohesiveness of updated project plan both internally and as it relates to status presentation Professionalism 10 minutes maximum – bring laptop or thumbdrive

40. 40 Content of status presentation Give an updated elevator speech for your project Cover status of schedule, scope & budget Are you meeting with your team regularly? Are you holding them accountable? Have you identified skills that are missing from your team?

41. 41 Content of status presentation Review your risk triggers – have your risks changed? What is the most important thing to do next to make your project successful?

42. Project NAME Your name goes here :0) October 25, 2007

43. 43 POR quadrant slide Status – red, green, yellow issues accomplishments next steps Project worksheet Budget resources Milestones Risk review Q&A Update agenda

44. 44 Accomplishments Next Steps Key IssuesDue Date Progress to planStatusDue Date importantgreen Complete milestonesyellow listedred date here Program Status : red, yellow, green Sponsor: : Project Manager : Project name

45. 45 Budget/resource review

46. 46 Milestone review

47. 47 Risk review

48. 48 Are you asking management for something as a result of this update? Be specific about what you need – an application, test server, two more Java developers, etc.

49. Back-up slides

50. 50 Globalization Workflow

51. 51 Technique review Affinity Diagram Cause and effect/Ishikawa/fishbone Six Hats

52. 52 Affinity diagrams

53. 53 Cause and Effect Diagram what is it ? A Cause and Effect Diagram is an analysis tool to display possible causes of a specific problem or condition. what is it used for ? Identifying potential causes of a problem or issue in an orderly way (example: Why has membership in the band decreased?; why isn't the phone being answered on time?; why is the production process suddenly producing so many defects?) Summarizing major causes under four categories (e.g., People, Machines, Methods, and Materials or Policies, Procedures, People, and Plant)

54. 54 Cause and Effect Diagram benefits Cause and Effect Diagrams provide a visual format which allows people to catalog all of the ideas about factors that may contribute to an effect. Can also be used as a communication tool to describe causal factors

55. 55 Cause and Effect Diagram example Reasons Why the Phone is Not Answered

56. 56 Cause and Effect Diagram how to construct a fishbone 1.Write the issue (problem or process condition) on the right side.

57. 57 Cause and Effect Diagram how to construct a fishbone 1.Identify the major cause categories and write them in the four boxes on the Cause and Effect Diagram. 2.Brainstorm potential causes of the problem. As possible causes are provided, decide as a group where to place them on the Cause and Effect Diagram. It is acceptable to list a possible cause under more than one major cause category. 4.Review each major cause category. Circle the most likely causes on the diagram. 5.Review the causes that are circled and ask "Why is this a cause?" Asking "why" will help get to the root cause of the problem. Ask “why” five times. 6.Reach an agreement on the most probable cause(s).

58. 58 Let’s try it Lack of communication between faculty, staff And students

59. 59 Six thinking hats White- Red- Black- Yellow- Green- Blue- Neutral; facts & figures Emotional view Devil’s advocate; pessimist Optimist Creativity & new ideas Organization

60. 60 Formulas to know PV (BCWS) EV (BCWP) AC (ACWP) CV EV-AC CPI EV/AC SV EV-PV SPI EV/PV EAC BAC/CPI or AC/BAC ETC EAC-AC VAC BAC-EAC % complete = BAC PERT (P+4M+O) 6 Standard deviation (P-O) 6 Task Variance (P-O) squared 6 Present value = FV (1+r)n